Purpose of Enterprise Research

The purpose of enterprise research is to understand the basic situation and data of benchmarking enterprises, analyze the competitive strategy and core competitiveness of benchmarking enterprises, find the advantages and disadvantages of benchmarking enterprises, evaluate the threats and opportunities of benchmarking enterprises, and formulate their own competitive strategies and differentiation advantages. Specifically, enterprise research can help companies achieve the following purposes:

Understand the market pattern and competitive situation, determine their own market positioning and target customers;

Identify the characteristics of products and services of benchmarking enterprises and compare the advantages and disadvantages of their own products and services;

Analyze the price strategy and profit level of benchmarking enterprises, and formulate their own price strategy and profit target;

Observe the channel strategy and distribution network of benchmarking enterprises, and choose their own channel strategy and distribution channel;

Study the marketing strategy and communication mode of benchmarking enterprises, and design their own marketing strategy and communication scheme;

Predict the future trend and development trend of benchmarking enterprises, and formulate their own countermeasures and development plans.

Content of Enterprise Research

The content of enterprise research mainly includes the following aspects:

Basic information of benchmarking enterprises, such as name, address, scale, establishment time, shareholder structure, management, organizational structure, business scope, main customers, main partners, etc;

Financial data of benchmarking enterprises, such as operating income, operating costs, operating profit, net profit, asset-liability ratio, current ratio, gross profit margin, net profit margin, sales growth rate, market share, etc;

Products and services of benchmarking enterprises, such as product type, product characteristics, product quality, product innovation, service content, service quality, service innovation, etc;

The price strategy of the benchmark enterprise, such as price level, price range, price elasticity, price change, price promotion, etc;

The channel strategy of benchmarking enterprises, such as channel mode, channel quantity, channel coverage, channel management, channel cooperation, etc;

Marketing strategies of benchmarking enterprises, such as marketing objectives, marketing mix, marketing activities, marketing effectiveness, marketing innovation, etc;

Brand strategy of benchmarking enterprises, such as brand name, brand logo, brand positioning, brand image, brand proposition, brand value, brand communication, brand loyalty, etc;

Competitive strategies of benchmarking enterprises, such as competitive advantages, competitive disadvantages, competitive objectives, competitive means, competitive reactions, competitive cooperation, etc;

Development strategies of benchmarking enterprises, such as development goals, development direction, development steps, development difficulties, development opportunities, development threats, etc.

Methods of Enterprise Research

The main methods of enterprise research are as follows:

Documentation: access to basic information and data on benchmarking companies by consulting publicly available literature, such as industry reports, news reports, official websites, annual reports, prospectors, etc;

Observation method: through direct or indirect observation of benchmarking enterprise products, services, channels, marketing activities, etc., to understand its characteristics and performance;

Research method: through research or questionnaire survey with relevant personnel of benchmarking enterprises, such as employees, customers, suppliers, partners, etc., to obtain their internal situation and external evaluation;

Trial method: to evaluate the quality and performance of the products or services of benchmarking enterprises by themselves or by entrusting third-party organizations to try or test them;

Simulation: By constructing a model or scenario of a benchmarking enterprise, simulating its possible behavior and reactions, and predicting its future trends and impacts.

The Case for Enterprise Research

The following are three examples of corporate research reports provided by Champ Consulting to clients.Abstract：

Case 1: A corporate research report provided by Champu Consulting for a new energy vehicle company.

ReportAbstract: This report analyzes the market pattern, development trend, policy environment and consumer demand of the new energy automobile industry, focusing on the basic information, financial data, products and services, price strategy, channel strategy, marketing strategy, brand strategy, competition strategy and development strategy of Tesla, BYD, Weilai and Xiaopeng, the strengths and weaknesses of each benchmarking company, as well as the threats and opportunities to customers, are evaluated from multiple dimensions, and targeted competitive strategies and recommendations are proposed.

Case 2: A corporate research report provided by Champ Consulting for a milk tea brand.

ReportAbstract: This report analyzes the market scale, growth rate, consumption characteristics and consumption scenarios of the milk tea industry, and focuses on in-depth research and comparison of the basic information, financial data, products and services, price strategy, channel strategy, marketing strategy, brand strategy, competition strategy and development strategy of the four major benchmark enterprises of Naixue's tea, Xi cha, a little bit and tea Yan Yue, the strengths and weaknesses of each benchmarking company, as well as the threats and opportunities to customers, are evaluated from multiple dimensions, and targeted competitive strategies and recommendations are proposed.

Case 3: A corporate research report provided by Champ Consulting for an education and training institution.

ReportAbstract: This report analyzes the market demand, development trend, policy influence and consumption preference of the education and training industry, and focuses on the basic information, financial data, products and services, price strategy, channel strategy, marketing strategy, brand strategy, competition strategy and development strategy of the four major benchmark enterprises of New Oriental, Good Future, Learning and Thinking and Ape Counseling, the strengths and weaknesses of each benchmarking company, as well as the threats and opportunities to customers, are evaluated from multiple dimensions, and targeted competitive strategies and recommendations are proposed.

Frequency and timing of corporate research

The frequency and timing of business research refers to how often and under what circumstances a business should conduct business research. The frequency and timing of enterprise research should be based on market changes, benchmarking enterprise dynamics, enterprise needs and resources and other factors, neither too frequent nor too lagging, to maintain appropriate sensitivity and flexibility, in order to achieve the maximum value of enterprise research. Here are some principles and recommendations for choosing the frequency and timing of corporate research:

According to market changes: the market is the stage of competition, changes in the market will affect the pattern and results of competition. Therefore, enterprises should adjust the frequency and timing of enterprise research according to the degree and speed of market changes. Generally speaking, the greater and faster the market changes, the higher and more timely the frequency and timing of corporate research, and vice versa. For example, when there are major changes in the market such as new technologies, new policies, new demands, new competitors, etc., companies should conduct corporate research in a timely manner to respond to market changes and challenges.

According to the dynamics of benchmarking enterprises: benchmarking enterprises are the object of competition, and the dynamics of benchmarking enterprises will affect the advantages and disadvantages and direction of competition. Therefore, enterprises should adjust the frequency and timing of enterprise research according to the dynamic changes of benchmarking enterprises. In general, the greater and faster the dynamics of benchmarking firms, the higher and more timely the frequency and timing of firm research should be, and vice versa. For example, when benchmarking enterprises launch new products, new services, new prices, new channels, new marketing, new brands, new strategies and other major developments, enterprises should conduct enterprise research in time to deal with the dynamics and threats of benchmarking enterprises.

According to the needs of enterprises: enterprises are the main body of competition, and the needs of enterprises will affect the objectives and means of competition. Therefore, enterprises should adjust the frequency and timing of enterprise research according to their own needs. In general, the greater and faster the change in demand, the higher and more timely the frequency and timing of business research should be, and vice versa. For example, when a company needs to make or adjust its products, services, prices, channels, marketing, branding, strategies and other major decisions, the company should conduct corporate research in a timely manner to support its own decisions and actions.

According to enterprise resources: enterprises are the executors of competition, and their resources will affect the efficiency and effectiveness of competition. Therefore, enterprises should adjust the frequency and timing of enterprise research according to their own resources. In general, the more adequate and stable a firm's resources are, the higher and more timely the frequency and timing of firm research can be, and vice versa. For example, when an enterprise has sufficient human, financial, material, information and other resources, the enterprise can conduct enterprise research more frequently and in a timely manner to improve the quality and effect of enterprise research.

In short, the frequency and timing of enterprise research should be based on market changes, benchmarking enterprise dynamics, enterprise needs and resources and other factors, neither too frequent nor too lagging, to maintain appropriate sensitivity and flexibility, in order to achieve the maximum value of enterprise research.