| Analyze industries |
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| Analyze industries |
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Industry size and market growth rates
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Industry attractiveness rating
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Industry Competitors
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Industry Product segments
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Industry Buyer segments
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Industry Channel segments
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Industry vendor types
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Buyer decision makers
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Buyer purchasing criteria
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Industry Success Factors
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Links to Social Responsibility Issues
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Future Industry Uncertainties
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Trends which impact the industry
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Industry specific trends
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Economic trends
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Geopolitical trends
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Technology trends | |
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| Analyze companies |
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| Analyze companies |
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| Identify potential stakeholders |
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| Identify potential stakeholders |
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| Understand the global economy |
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| Understand the global economy |
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| Target Industries |
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| Target Industries |
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| Target Users |
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| Target Users |
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CEOs
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Corporate Group Executives
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Marketing Executives
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Sales Execs & Sales Professionals
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Corporate Planners
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CFOs
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CIOs & Business-IT Alignment Execs
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Business Unit Executives
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Product Managers
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Competitor Intelligence Researchers
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Research & Innovation Managers
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Training Executives / Employees
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Professionals in specialized industries, including:
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Brokerage Firms
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Industry Research Firms
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Financial Advisor Firms
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Market Research Firms
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Private Equity Firms
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Venture Capital Firms
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Investment Management
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Hedge Funds Firms
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Corporate Training Firms
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MBA schools
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Business libraries | |
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| Definitions of SRIs |
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| Definitions of SRIs |
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| (Strategically Relevant Industries) |
1. The correct level to build a Michael Porter Five-Forces industry analysis.
(See "Competitive Advantage,"1985)
2. One or more products and / or services that are direct substitutes that are sold by one or more businesses to one or more external customers, and where the activities for developing the product or delivering the service are similar. |
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The Global Industry Dashboard
eCompetitors provides industry analyses on the top 10,000 global industries, covering more than 95% of the $57 trillion global economy - all presented in the Global Industry Dashboard, an online model and holistic framework of the global economy which enables quick analysis of one industry or a group of industries.
We use a common approach for analyzing each and every industry; and we leverage the ideas of Michael E. Porter to provide the most strategically relevant industry information. Our industry taxonomy, which is used by our Global Industry Dashboard, is viewed by many CEOs and line-of-business executives as the de facto global industry classification standard.*
eCompetitors is also unique in our ability to analyze companies at the line-of-business level, where true competition takes place. By leveraging our global taxonomy of over 10,000 industries, we normalize all company information enabling side-by-side, line-of-business analysis of multiple companies.
For example, based on our analyses, we believe:
- The average Global 1000 company competes in 52 lines of business
- IBM competes in more lines of business than any other company: 626
- HP, post their acquisition of EDS, competes in 332 lines of business
- Our Match-Up report shows IBM & HP compete head-to-head in 177 lines of business.
_ _ _ _ _ View our Overview Video
*If your company buys or develops "industry information" at the industry sector level, or if your company uses U.S. government-developed SIC codes or NAICS industry classification codes or UN-developed ISIC codes, we understand your pain - and we have a much better solution, the Global Industry Dashboard.
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