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Ancak rekabet analizini, rakip analizinden ayr\u0131\u015ft\u0131ran temel nokta, firman\u0131z\u0131n da masaya yat\u0131r\u0131lm\u0131\u015f olmas\u0131d\u0131r. Temel ama\u00e7, rakiplerinizle, \u015firketinizi kar\u015f\u0131la\u015ft\u0131rmak ve rekabet g\u00fcc\u00fcn\u00fcz\u00fc \u00f6l\u00e7mektir.\\n\\nSekt\u00f6r baz\u0131nda yap\u0131lacak bir rekabet analizi, sekt\u00f6rdeki rekabet yap\u0131s\u0131n\u0131 rakipler aras\u0131nda g\u00fc\u00e7 dengesini, tedarik\u00e7iler, m\u00fc\u015fteriler ve ili\u015fkili olunan sekt\u00f6r temsilcileri dahil geni\u015f bir perspektifle ele al\u0131r. Porter\u2019\u0131n Be\u015f G\u00fcc\u00fc\u201d olarak bilinen bu analiz stratejisi, t\u00fcm payda\u015flar\u0131n sekt\u00f6re etkisini ve rekabetin derinli\u011fini \u00f6l\u00e7ebilmemizi sa\u011flar. Her sekt\u00f6r kendi dinamiklerine sahiptir, dolay\u0131s\u0131yla her sekt\u00f6r i\u00e7in, rekabet analizine dair ayr\u0131 bir stratejiye ihtiya\u00e7 vard\u0131r.\\n\\nRekabetin fiilen ger\u00e7ekle\u015fti\u011fi arenada, end\u00fcstri s\u0131n\u0131rlar\u0131n\u0131n do\u011fru \u00e7izilmesi, karl\u0131l\u0131\u011f\u0131n nedenlerini ve strateji belirlemek i\u00e7in dikkat etmemiz gereken\\nnoktalar\u0131 a\u00e7\u0131kl\u0131\u011fa kavu\u015fturacakt\u0131r. \u015e\u00fcphesiz, bankac\u0131l\u0131k ve finans sekt\u00f6r\u00fc, her sekt\u00f6re ayn\u0131 re\u00e7eteyle sunulan, klasik rakip ve rekabet analizlerinden farkl\u0131 bir y\u00f6ntemle strateji olu\u015fturmay\u0131 gerekli k\u0131lar.\\n\\nRekabet stratejisine dayal\u0131 bir analizde, mevcut veya muhtemel rakiplere kar\u015f\u0131 rekabet avantaj\u0131 yaratmak hedeflenir. Bu noktada, firmalar ihtiya\u00e7 duyulan analiz perspektifini belirlemelidir. \u0130htiya\u00e7 duyulan sekt\u00f6rel bir analiz mi? Yoksa bir veya birka\u00e7 rakip \u00fczerine odaklanmak ve mikro d\u00fczeyde, firmalar aras\u0131 bir rekabet analizi yapmak m\u0131 gerekiyor?\\n\\nRekabet analizinin size kazand\u0131racaklar\u0131, sadece mevcut rakamlar ve grafiklerden olu\u015fan say\u0131sal bir rapor de\u011fil, pazara a\u00e7\u0131lma stratejinizi geli\u015ftirmek i\u00e7in, i\u00e7ten d\u0131\u015fa yani kendi bah\u00e7enizden rakip sahaya gerekli istihbarat\u0131 toplamakt\u0131r. Di\u011fer yandan, rekabet do\u011fas\u0131 gere\u011fi bir yar\u0131\u015f atmosferi ve kazanma g\u00fcd\u00fcs\u00fc yarat\u0131r, k\u0131saca motivasyonu art\u0131rabilir. \u0130ster sekt\u00f6r baz\u0131nda makro, isterse\\nfirmalar aras\u0131nda mikro bir rekabet analizi olsun, rekabet atmosferi, \u00fcretkenli\u011fi ve performans\u0131 art\u0131rabilir.\\n\\nRekabet analizinden elde etti\u011finiz veriler, \u015firketinizin ve rakiplerinizin g\u00fc\u00e7l\u00fc ve zay\u0131f y\u00f6nlerini g\u00f6rmenizi sa\u011flar. Bu durum, bir i\u00e7 analiz ve verilerin kar\u015f\u0131la\u015ft\u0131r\u0131lmas\u0131 sayesinde, firma \u00e7al\u0131\u015fanlar\u0131, y\u00f6neticiler ve departmanlar\u0131n performans\u0131n\u0131, sekt\u00f6rel kriterler ve rakiplerinizden elde etti\u011finiz verilerle kar\u015f\u0131la\u015ft\u0131rarak \u00f6l\u00e7me f\u0131rsat\u0131 sunar.\\n\\nRekabet analizinin, i\u015f ve \u015firket performans\u0131na etkisi, analiz sonu\u00e7lar\u0131n\u0131 do\u011fru yorumlayabilmenize, ba\u015far\u0131 grafi\u011finizi etkileyen fakt\u00f6rlerin nelerden kaynakland\u0131\u011f\u0131n\u0131 tespit edebilmenize ba\u011fl\u0131d\u0131r. Performans, organizasyonel sonu\u00e7lar ve ba\u015far\u0131 i\u00e7in \u00f6nemli bir kriterdir. Bazen yat\u0131r\u0131m yap\u0131lmas\u0131 gereken insan kaynaklar\u0131, bazen ekipman veya yaz\u0131l\u0131m, bazen \u015firketin y\u00f6netim \u015fekli veya rekabet stratejileridir.\\n\\nRekabet analizi, rakiplerinizle nas\u0131l m\u00fccadele etmeniz gerekti\u011fi konusunda stratejik bir \u00f6neme sahiptir. Ba\u015far\u0131l\u0131 bir analiz bazen, m\u00fccadele yerine, i\u015fbirli\u011fi f\u0131rsatlar\u0131 tespit etmenize sebep olur. \u0130\u015f d\u00fcnyas\u0131nda, y\u0131llarca m\u00fccadele eden rakip \u015firketlerin, \u00fc\u00e7\u00fcnc\u00fc bir rakibe ve hatta bazen piyasaya yeni giren bir\\nrakibe kar\u015f\u0131 ittifak kurduklar\u0131 g\u00f6r\u00fclm\u00fc\u015ft\u00fcr. Rekabet g\u00fcc\u00fcn\u00fcn tahlili, kiminle\\nittifak yap\u0131lmas\u0131, kiminle rekabet dozaj\u0131n\u0131n artt\u0131r\u0131lmas\u0131 konusunda size yol haritas\u0131 sunar.\\n\\nRekabet analizinin bir ba\u015fka \u00f6zelli\u011fi, gelecekte size rakip olabilecek, sekt\u00f6re yeni giren firmalara dair bir projeksiyon sunar. Bili\u015fim, finans, bankac\u0131l\u0131k gibi sekt\u00f6rlerde, \u00e7ok say\u0131da tan\u0131k oldu\u011fumuz \u015firket sat\u0131n almalar\u0131, ittifaklar ve ortakl\u0131klar\u0131n tamam\u0131, titizlikle y\u00fcr\u00fct\u00fclen rakip ve rekabet analizleri sonucunda ger\u00e7ekle\u015fir.\\n\\nBankac\u0131l\u0131k sekt\u00f6r\u00fc, benzer \u00fcr\u00fcn ve hizmetleri pazarlayan \u00e7ok say\u0131da akt\u00f6r\u00fcn m\u00fccadele etti\u011fi zorlu bir sahne. Bu yo\u011fun rekabet, son y\u0131llarda, mobil ve\\ninternet bankac\u0131l\u0131\u011f\u0131n\u0131 temel alan, kolay ve h\u0131zl\u0131 bankac\u0131l\u0131\u011f\u0131 \u00f6n plana \u00e7\u0131karan perakende bankac\u0131l\u0131k reklamlar\u0131yla ekranlar\u0131 s\u00fcsl\u00fcyor. Dijital bankac\u0131l\u0131k ve\\nyapay zekaya yap\u0131lan yat\u0131r\u0131mlar, hem ticari hem perakende bankac\u0131l\u0131k ad\u0131na, daha efektif \u00e7\u00f6z\u00fcmler sunarak m\u00fc\u015fterilerin tercihlerini \u015fekillendiriyor. T\u00fcm bu sayd\u0131klar\u0131m\u0131z, klasik bankac\u0131l\u0131\u011f\u0131n, en d\u00fc\u015f\u00fck komisyon, en d\u00fc\u015f\u00fck faizli kredi, en uygun \u00f6deme opsiyonlar\u0131 gibi ekonomik faydalar\u0131 \u00f6n plana \u00e7\u0131karan pazarlama stratejilerinden ayr\u0131\u015f\u0131yor.\\n\\n\u0130novasyona dayal\u0131 bu de\u011fi\u015fim h\u0131z\u0131, bir bankan\u0131n nas\u0131l y\u00f6netilece\u011fi, banka\\ny\u00f6neticilerinin altyap\u0131 ve vizyonlar\u0131na dair beklentileri de de\u011fi\u015ftirdi. Art\u0131k bir banka y\u00f6neticisi, bankac\u0131l\u0131k bilgi ve deneyimi kadar, teknoloji okur yazarl\u0131\u011f\u0131 ile de\u011ferlendiriliyor. Ge\u00e7mi\u015fte on y\u0131llar i\u00e7inde ya\u015fanan de\u011fi\u015fim art\u0131k bir ka\u00e7 ayl\u0131k takvim dilimlerine s\u0131\u011f\u0131yor. Dolay\u0131s\u0131yla rakip ve rekabet analizleri \u00e7ok daha h\u0131zl\u0131 periyodlarla yap\u0131lmal\u0131, bu analiz raporlar\u0131n\u0131 de\u011ferlendirecek y\u00f6neticiler, \u00e7ok daha k\u0131sa s\u00fcrede strateji olu\u015fturabilmeli.\\n\\nRakiplerinizin ataca\u011f\u0131 muhtemel ad\u0131mlar\u0131, se\u00e7eneklerini ve en \u00f6nemlisi bu se\u00e7enekleri de\u011ferlendirme y\u00f6ntemlerini, yani stratejilerini nas\u0131l belirlediklerini daha iyi anlad\u0131\u011f\u0131n\u0131zda ne olur? Bankac\u0131l\u0131k sekt\u00f6r\u00fcnden \u00f6rnek verecek olursak. Rekabet analizi i\u00e7in masaya yat\u0131rd\u0131\u011f\u0131n\u0131z rakibinizin finansal enstr\u00fcmanlar\u0131n\u0131 et\u00fct ettiniz, zay\u0131f y\u00f6nlerini ve g\u00fc\u00e7l\u00fc y\u00f6nlerini belirlediniz, tedarik\u00e7ileri ve m\u00fc\u015fterileri hakk\u0131nda detayl\u0131 veriye sahipsiniz. Ama en zor ve en belirleyici olan,\\ny\u00f6neticilerin nas\u0131l karar verdiklerini, nas\u0131l strateji olu\u015fturduklar\u0131n\u0131 \u00f6ng\u00f6rmeniz, rakibinizin beyin tak\u0131m\u0131n\u0131 \u00e7\u00f6zmenizdir.\\n\\nBankac\u0131l\u0131k sekt\u00f6r\u00fc, m\u00fc\u015fteri portf\u00f6y\u00fc, yap\u0131lanma ve y\u00f6netim a\u00e7\u0131s\u0131ndan farkl\u0131 stratejilerin benimsenmesini gerektirecek perakende bankac\u0131l\u0131k, kurumsal ve yat\u0131r\u0131m bankac\u0131l\u0131\u011f\u0131 ile varl\u0131k ve servet y\u00f6netimi \u015firketlerinden olu\u015fur. Birka\u00e7 y\u0131l \u00f6ncesine kadar bir bankan\u0131n rakibi, kendisi ile benzer \u00fcr\u00fcn ve hizmetleri pazarlayan bir ba\u015fka banka idi. Ancak art\u0131k akt\u00f6rler de\u011fi\u015fiyor.\\n\\nGoogle, dijital ortamda kullan\u0131ma sundu\u011fu Google C\u00fczdan i\u00e7in bir ad\u0131m daha att\u0131, \u201cGoogle Card\u201d i\u00e7in \u00e7al\u0131\u015fmalar s\u00fcr\u00fcyor. Apple’\u0131n \u201cGoldman Sachs\u201d\\nortakl\u0131\u011f\u0131yla kullan\u0131ma sundu\u011fu \u201cApple Card\u201d, Face ID, Touch ID ve Apple Pay gibi geli\u015fmi\u015f kullan\u0131m se\u00e7eneklerinin yan\u0131 s\u0131ra, halihaz\u0131rda fiziksel bir kredi kart\u0131 olarak kullan\u0131l\u0131yor. \u00c7in teknoloji devi Huawei, \u201cHuawei Card\u201d ile bankac\u0131l\u0131k hizmetleri sunuyor. Kaydi \u00f6deme \u00e7\u00f6z\u00fcmleri \u00f6nerdikten sonra, bir\u00e7ok \u00fcretici ger\u00e7ek fiziksel kartlarla bankac\u0131l\u0131k sekt\u00f6r\u00fcne giri\u015f yap\u0131yor.\\n\\nK\u0131saca, sekt\u00f6rel rekabet analizinin sundu\u011fu \u00e7\u00f6z\u00fcmler, \u00f6zellikle sekt\u00f6r\\nde\u011fi\u015ftirerek, bankac\u0131l\u0131k sekt\u00f6r\u00fcne yeni ad\u0131m atan rakiplere dair derinlemesine rekabet analizi, bankalar ba\u015fta olmak \u00fczere finans d\u00fcnyas\u0131 i\u00e7in hayati \u00f6nem ta\u015f\u0131yor. Muhtemel rakipler, mevcut rakiplerden daha tehlikeli, \u00e7\u00fcnk\u00fc her biri, farkl\u0131 hizmet ve \u00fcr\u00fcnleri baz alarak yani pastan\u0131n farkl\u0131 dilimlerine odaklanarak, sahip olduklar\u0131 teknolojik birikimi, bankac\u0131l\u0131k hizmetlerine uyarlayarak geliyor.\\n\\nBankalar, reel pazarda k\u00f6kl\u00fc bir ge\u00e7mi\u015fe sahip, aralar\u0131ndaki rekabet k\u0131yas\u0131ya devam ediyor. Ancak bankalar dijital d\u00fcnyada da avantajlara sahip, teknolojiye y\u0131llard\u0131r yap\u0131lan yat\u0131r\u0131m, geni\u015f m\u00fc\u015fteri tabanlar\u0131, \u00f6deme g\u00fcvenli\u011fi ve m\u00fc\u015fterilere sunduklar\u0131 \u00e7e\u015fitli finansal enstr\u00fcmanlar. Rekabet analizi, bankalar aras\u0131 ve bankac\u0131l\u0131k sekt\u00f6r\u00fcne yeni giren akt\u00f6rlere kar\u015f\u0131 en \u00f6nemli silah. Bankalar, rekabet analizi ile geli\u015ftirecekleri stratejilerle, ortakl\u0131klara, birle\u015fmelere veya rekabetteki se\u00e7iciliklerine, rekabet i\u00e7in kullanacaklar\u0131 enstr\u00fcmanlara ve b\u00fct\u00e7elere karar verecekler.\\n\\nReferanslar:\\nBy Hugh Courtney and John T. Horn, and Jayanti Kar (2009),\u201d Getting into your competitor\u2019s head\u201d, McKinsey Insights,\\nhttps:\/\/www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/getting-into-your-competitors-head\\n\\nMichael E. 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Rekabet analizi, do\u011frudan ve dolayl\u0131 rakiplerinizi, \u00fcr\u00fcnlerini, \u00fcr\u00fcn geli\u015ftirme stratejilerini, pazarlama stratejilerini, sat\u0131\u015f taktiklerini, k\u0131saca rakiplerinizin pazardaki temel faaliyetlerini, mercek alt\u0131na alman\u0131z\u0131 gerektirir.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12,49,19],"tags":[],"class_list":["post-1478","post","type-post","status-publish","format-standard","hentry","category-genel","category-unsubscribe","category-yazilar"],"yoast_head":"\n