{"id":292856,"date":"2013-04-07T02:00:00","date_gmt":"2013-04-07T01:00:00","guid":{"rendered":"https:\/\/ac-franchise.be\/bien-identifier-ses-concurrents-avant-dimplanter-une-franchise"},"modified":"2013-04-07T02:00:00","modified_gmt":"2013-04-07T01:00:00","slug":"bien-identifier-ses-concurrents-avant-dimplanter-une-franchise","status":"publish","type":"post","link":"https:\/\/ac-franchise.be\/article\/bien-identifier-ses-concurrents-avant-dimplanter-une-franchise","title":{"rendered":"Bien identifier ses concurrents avant d’implanter une franchise"},"content":{"rendered":"
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Quand un r\u00e9seau de franchise veut investir un march\u00e9, il y a deux voies possibles : la premi\u00e8re est d’avoir une id\u00e9e r\u00e9volutionnaire et d’apporter l’innovation absolue ce qui n’arrive pas tous les jours et la seconde plus courante est d’arriver sur un secteur d’activit\u00e9 avec un concept\u00a0\u00e9prouv\u00e9\u00a0et un savoir-faire et faire sa place en prenant des parts de march\u00e9 aux concurrents. Pour cela, il faut \u00eatre en mesure d’identifier \u00e0 la fois les concurrents directs mais aussi ceux qu’on qualifie de concurrents indirects ou secondaires qui ne sont pas tout \u00e0 fait sur le m\u00eame cr\u00e9neau mais vise la m\u00eame client\u00e8le.<\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Quels sont les \u00e9l\u00e9ments d\u00e9terminants \u00e0 connaitre<\/h3>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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R\u00e9cup\u00e9rer des \u00e9l\u00e9ments quantitatifs et concrets <\/strong>: le chiffre d’affaires, les parts de march\u00e9, la profondeur de gammes, le profil de leurs clients (csp, typologie, \u00e2ge, r\u00e9partition g\u00e9ographique), les prix de vente, le panier moyen.
Qui sont leurs fournisseurs, sont-ils uniquement distributeurs et\/ou aussi fabricants, ont-ils des liens commerciaux ou financiers avec d’autres entreprises. Sous quelle forme ?
Fonctionnent-ils en r\u00e9seau de franchise, en coop\u00e9rative, en succursale, le nombre d’unit\u00e9s et quelle est leur strat\u00e9gie marketing. Pour cela vous devrez faire une analyse sur plusieurs mois de leur campagne de communication et de promotions. Ont-ils un site internet et comment est-il g\u00e9r\u00e9. Se faire passer pour un client est une bonne source d’information car elle met au cur du processus.
R\u00e9cup\u00e9rer un maximum d’informations mais des informations cl\u00e9s pour une entreprise<\/strong>. Ne pas se laisser noyer sous des tonnes de chiffres qui n’ont pas d’int\u00e9r\u00eat s’ils ne peuvent \u00eatre compar\u00e9s. D’o\u00f9 la pr\u00e9conisation de l’utilisation du benchmarking. Un benchmark est un point de r\u00e9f\u00e9rence qui sert d’\u00e9talon de mesures et permet de vous positionner par rapport \u00e0 la concurrence et cela dans tous les secteurs d’activit\u00e9 de l’entreprise : accueil client, commande, logisitique, sav, etc. <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Le mod\u00e8le de Porter, un outil d’analyse de l’intensit\u00e9 concurrentielle<\/h3>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Ce mod\u00e8le a pour but de permettre d’identifier les forces en pr\u00e9sence dans un environnement concurrentiel, d’adapter sa strat\u00e9gie pour r\u00e9aliser des profits sup\u00e9rieurs \u00e0 la moyenne du secteur. Il a \u00e9t\u00e9 cr\u00e9\u00e9 par Michael Porter, professeur de strat\u00e9gie d’entreprise d’Harvard et repose sur 5 points ou forces qui selon lui d\u00e9termine chaque march\u00e9. il peut un outil compl\u00e9mentaire \u00e0 votre analyse
Le pouvoir des clients <\/strong>ou la capacit\u00e9 des clients \u00e0 influer sur le prix et les conditions de vente d’un produit. Car plus le nombre de distributeurs est grand, plus le pouvoir des clients est \u00e9lev\u00e9.
Le pouvoir des fournisseurs <\/strong>: plus le nombre de fournisseurs agissant sur un march\u00e9 est faible, plus la possibilit\u00e9 de n\u00e9gocier avec eux est restreinte
La menace des produits de substitution <\/strong>: Cette menace est directement li\u00e9e aux \u00e9volutions technologiques et \u00e0 l’innovation qui favorise l’\u00e9mergence de nouveaux produits pouvant concurrencer le march\u00e9 d’une entreprise. La plus grande menace pour une entreprise dans ce domaine porte sur l’am\u00e9lioration du rapport qualit\u00e9\/prix.
La concurrence intra-sectorielle <\/strong>: Il s’agit d’analyser le rapport de force existant entre les entreprises positionn\u00e9es sur le m\u00eame march\u00e9.
l’arriv\u00e9e de nouveaux concurrents <\/strong>: Etudier quelles seraient les cons\u00e9quences pour l’entreprise si un nouveau concurrent arrive sur la zone de chalandise avec un concept similaire. Y-a-til de la place pour deux ? <\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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O\u00f9 trouver Les sources d’informations<\/h3>\n<\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n
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Une fois la check liste des informations \u00e0 connaitre \u00e9tablie, reste et cela peut prendre beaucoup de temps (plusieurs mois) il faut trouver les sources qui sont : internet bien sur, la presse sp\u00e9cialis\u00e9e, les blogs et r\u00e9seaux sociaux, les salons professionnels, la visite des points de vente ou des franchises pour voir en vrai ce qui se passe vraiment sur le terrain. Toutes ces informations vous permettront de d\u00e9terminer avant tout de savoir s’il y a encore de la place sur le march\u00e9 pour votre concept, et si oui quelle sera votre strat\u00e9gie en fonction de vos forces et de vos faiblesses. Le cabinet sp\u00e9cialis\u00e9 (Ecometude) peut r\u00e9aliser pour vous cette \u00e9tude de la concurrence <\/p>\n

Au niveau du franchis\u00e9, passer au crible la concurrence est primordiale : un concept peut tr\u00e8s bien r\u00e9ussir dans un centre commercial et \u00e9chouer dans un autre car la concurrence y est plus forte. Alors, ne pas faire l’impasse sur l’\u00e9tude de march\u00e9 local et national pour vous pr\u00e9munir de d\u00e9sillusions a posteriori. <\/p><\/div>\n<\/p><\/div>\n<\/p><\/div>\n

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La r\u00e9daction vous conseille aussi cet article :  <\/i>Avant d’ouvrir une franchise, faites une \u00e9tude de march\u00e9<\/i><\/a> <\/div>\n<\/p><\/div>\n<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

Quand un r\u00e9seau de franchise veut investir un march\u00e9, il y a deux voies possibles : la premi\u00e8re est d’avoir une id\u00e9e r\u00e9volutionnaire et d’apporter l’innovation absolue ce qui n’arrive pas tous les jours et la seconde plus courante est d’arriver sur un secteur d’activit\u00e9 avec un concept\u00a0\u00e9prouv\u00e9\u00a0et un savoir-faire et faire sa place en 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