The success of 1. benchmarking enterprises

The success of benchmarking enterprises refers to the key factors for benchmarking enterprises to achieve excellent performance in the market, which reflects the core competitiveness and differentiation advantages of benchmarking enterprises. By analyzing the success of benchmarking enterprises, we can understand the strategic direction and priority areas of benchmarking enterprises, as well as the impact and attractiveness of benchmarking enterprises on the market. The success of benchmarking enterprises can be investigated from the following aspects:

Products and services: analyze the characteristics, functions, quality, cost performance, innovation degree, satisfaction, etc. of the products and services of the benchmarking enterprises, as well as the life cycle, combination, linearity, pricing and other strategies of the products and services of the benchmarking enterprises, and find out the advantages and disadvantages of the products and services of the benchmarking enterprises, as well as the differences and similarities with themselves.

Channel and distribution: analyze the type, quantity, coverage, efficiency, cost, cooperative relationship, etc. of the benchmarking enterprise's channel and distribution, as well as the selection, management, incentive and other strategies of the benchmarking enterprise's channel and distribution, and find out the advantages and disadvantages of the benchmarking enterprise's channel and distribution, as well as the differences and similarities with itself.

Marketing and promotion: analyze the goal, content, form, frequency, input and effect of the marketing and promotion of the benchmarking enterprise, as well as the positioning, analysis, implementation and evaluation of the marketing and promotion of the benchmarking enterprise, and find out the advantages and disadvantages of the marketing and promotion of the benchmarking enterprise, as well as the differences and similarities with itself.

Innovation and research and development: analyze the direction, theme, project, achievement, patent, etc. of the benchmarking enterprise's innovation and research and development, as well as the organization, process, resources, ability, culture and other strategies of the benchmarking enterprise's innovation and research and development, and find out the advantages and disadvantages of the benchmarking enterprise's innovation and research and development, as well as the differences and similarities with itself.

Finance and performance: analyze the income, cost, profit, assets, liabilities, cash flow, etc. of the benchmark enterprise's finance and performance, as well as the growth, stability, efficiency, risk, return and other indicators of the benchmark enterprise's finance and performance, and find out the advantages and disadvantages of the benchmark enterprise's finance and performance, as well as the differences and similarities with itself.

For example, Champ Consulting conducted corporate research for an automaker to analyze the success of its key benchmark companies in the Chinese market. Through research, Shangpu Consulting found that the success of benchmarking enterprises mainly includes the following points:

Products and services: The products and services of benchmarking companies have the characteristics of high quality, high performance, high safety, and high environmental protection, which meet the diversified needs and high-end preferences of consumers. The products and services of benchmarking enterprises also have a high degree of innovation, and constantly introduce new technologies, functions, designs, etc., which enhance the competitiveness and attractiveness of products and services.

Channels and distribution: The channels and distribution of benchmarking companies have the advantages of wide coverage, efficient operating models, and stable partners, which can effectively deliver products and services to consumers. The channels and distribution of benchmarking enterprises also have high flexibility and adaptability, and can adjust the strategies and methods of channels and distribution in time according to the changes of the market and the needs of consumers.

Marketing and promotion: The marketing and promotion of benchmarking companies have the characteristics of clear goals, precise content, diverse forms, continuous frequency, sufficient investment, and significant effects, which can effectively enhance brand awareness, reputation, and loyalty. Wait. The marketing and promotion of benchmarking enterprises are also highly creative and interactive, which can attract and influence consumers' attention, interest, desire and action.

Innovation and R & D: The innovation and R & D of benchmarking enterprises have the advantages of forward-looking direction, important themes, multiple projects, rich achievements, numerous patents, etc., and can provide continuous technical support and value enhancement for products and services. The innovation and R & D of benchmarking enterprises also have good organization, process, resources, capabilities, culture and other conditions, which can ensure the quality and efficiency of innovation and R & D.

Finance and performance: The finance and performance of benchmarking companies are characterized by high revenues, low-cost profits, strong assets, healthy liabilities, and ample cash flow, reflecting the economic strength and market position of benchmarking companies. The financial and performance of benchmarking enterprises also have stable growth, excellent efficiency, low-risk returns and other indicators, showing the performance and financial situation of benchmarking enterprises.

Through the research on the success of benchmarking enterprises, champ consulting provides the following suggestions for customers:

Products and services: customers should improve the quality, performance, safety, environmental protection and other aspects of their products and services to meet the basic needs and expectations of consumers. Customers should also strengthen the innovation ability of their products and services, so as to launch products and services that are more in line with the personalized needs and high-end preferences of consumers, as well as more competitive and attractive technologies, functions and designs.

Channels and distribution: Customers should expand the coverage of their channels and distribution, improve the operational efficiency of their channels and distribution, and optimize their channels and distribution partnerships to increase their market share and penetration. Customers should also improve the flexibility and adaptability of their channels and distribution to adapt to market changes and consumer needs, and adjust their channels and distribution strategies and methods in a timely manner.

Marketing and promotion: Customers should be clear about their own marketing and promotion goals, accurate their own marketing and promotion content, diversify their own marketing and promotion forms, continue their own marketing and promotion frequency, and be sufficient for their own marketing and promotion. Invest, improve the effect of your own marketing and promotion, etc., to enhance your brand's popularity, reputation, loyalty, etc. Customers should also improve the creativity and interactivity of their marketing and promotion, so as to attract and influence consumers' attention, interests, desires, actions, etc.

Innovation and R & D: customers should look forward to the direction of their own innovation and R & D, attach importance to their own innovation and R & D themes, invest more in their own innovation and R & D projects, enrich their own innovation and R & D achievements, apply for their own innovation and R & D patents, etc., so as to provide continuous technical support and value promotion for their own products and services. Customers should also improve their own innovation and R & D organization, processes, resources, capabilities, culture and other conditions to ensure the quality and efficiency of their own innovation and R & D.

Finance and performance: customers should increase their financial and performance income, reduce their financial and performance costs, improve their financial and performance profits, optimize their financial and performance assets, control their financial and performance liabilities, maintain their financial and performance cash flow, etc., in order to enhance their economic strength and market position. Clients should also maintain their own financial and performance growth, improve their own financial and performance efficiency, reduce their own financial and performance risk, increase their own financial and performance returns, etc., in order to improve their performance and financial position.

Strategic Weaknesses of 2. Benchmarking Enterprises

The strategic weakness of benchmarking enterprises refers to the loopholes and weak links in the process of implementing the strategy, which reflects the strategic defects and risk factors of benchmarking enterprises. By assessing the strategic weaknesses of benchmarking enterprises, we can identify the strategic loopholes and weaknesses of benchmarking enterprises, as well as the possible reactions and actions of benchmarking enterprises. The strategic weaknesses of benchmarking enterprises can be assessed from the following aspects:

Strategic objectives: evaluate the clarity, feasibility, consistency and adaptability of the strategic objectives of benchmarking enterprises, as well as the matching degree of the strategic objectives of benchmarking enterprises with market demand, competitive environment and their own capabilities, and find out the weaknesses of the strategic objectives of benchmarking enterprises, such as unclear, unrealistic, uncoordinated and inflexible, as well as possible adjustments and changes.

Strategic resources: evaluate the quantity, quality, distribution, utilization, etc. of the strategic resources of the benchmarking enterprise, as well as the degree of correlation between the strategic resources of the benchmarking enterprise and the strategic objectives, strategic actions, strategic effects, etc., and find out the weaknesses of the strategic resources of the benchmarking enterprise, such as insufficiency, unexcellence, unevenness, and poor flow, as well as possible supplements and improvements.

Strategic capability: evaluate the level, scope, characteristics and development of the strategic capability of the benchmarking enterprise, as well as the degree of transformation of the strategic capability and strategic resources, strategic actions and strategic effects of the benchmarking enterprise, and find out the weaknesses of the benchmarking enterprise's strategic capability, such as low, not wide, not strong and not new, as well as possible promotion and innovation.

Strategic risk: evaluate the type, degree, source and influence of the strategic risk of the benchmarking enterprise, as well as the relationship between the strategic risk of the benchmarking enterprise and the strategic objectives, strategic resources, strategic capabilities, strategic effects, etc., and find out the uncontrollable, unpredictable, unbearable and uneliminated weaknesses of the strategic risk of the benchmarking enterprise, as well as possible countermeasures and evasion.

Strategic constraints: evaluate the factors, extent, scope and consequences of the strategic constraints of the benchmarking enterprise, as well as the degree of influence of the strategic constraints and strategic objectives, strategic resources, strategic capabilities, strategic risks, strategic effects, etc. of the benchmarking enterprise, and find out the weaknesses of the strategic constraints of the benchmarking enterprise, such as unchangeable, unbreakable, unnegligible and unacceptable, as well as possible solutions and overcoming.

For example, Champu Consulting conducted a benchmarking enterprise assessment for an e-commerce platform, assessing the strategic weaknesses of its major benchmarking enterprises in the Chinese market. Through the assessment, Champ Consulting found that the strategic weaknesses of benchmarking companies include the following:

Strategic objectives: the strategic objectives of benchmarking enterprises are not clear enough, lack of specific quantitative indicators and time nodes, resulting in the direction of strategic implementation is not clear, the effect is difficult to measure. The strategic objectives of benchmarking enterprises are not consistent enough, there are many different strategic levels and strategic themes, resulting in the focus of strategic implementation is not prominent, resources are scattered. The strategic objectives of benchmarking enterprises are not adapted enough, and the content and priority of strategic objectives are not adjusted in time according to the changes of the market and the needs of consumers, resulting in inefficient implementation of the strategy and missed opportunities.

Strategic resources: the strategic resources of benchmarking enterprises are insufficient, and they lack sufficient funds, talents, technology, data and other key resources to support the implementation of the strategy, resulting in weak ability of strategy implementation and low competitiveness. The strategic resources of benchmarking enterprises are not excellent, and they do not make full use of their own brands, channels, partners and other resources with competitive advantages, resulting in low value and low attractiveness of strategic implementation. The strategic resources of benchmarking enterprises are uneven, and they do not allocate and allocate their own resources reasonably, which leads to poor balance of strategic implementation and high risk. The strategic resources of benchmarking enterprises are not smooth, and they do not effectively integrate and share their own resources, which leads to poor coordination and poor effect of strategic implementation.

Strategic ability: the strategic ability of benchmarking enterprises is not high, and they have not formed their own core competitiveness and differentiation advantages, resulting in little influence on strategic implementation and weak competitiveness. The strategic ability of benchmarking enterprises is not wide, and it does not cover all areas and levels of the market, resulting in the coverage of strategic implementation is not wide and there are not many opportunities. The strategic ability of benchmarking enterprises is not strong, and they do not continuously improve their products, services, channels, marketing, innovation, finance and other aspects, resulting in low level of strategic implementation and poor effect. The strategic capabilities of benchmarking companies are not new, and they have not followed market changes and consumer needs to create new technologies, functions, designs, etc., resulting in weak innovation and attractiveness of strategic execution.

Strategic risk: the strategic risk of benchmarking enterprises is uncontrollable, and there is no effective mechanism for risk identification, assessment, monitoring and response, which makes it difficult to prevent and control the risk of strategy implementation and affects the stability and sustainability of strategy implementation. The strategic risk of benchmarking enterprises is unpredictable, and the uncertainty and complexity of the market are not fully considered, which makes the risk of strategy implementation difficult to predict and avoid, and affects the effectiveness and safety of strategy implementation. The strategic risk of the benchmarking enterprise is unbearable, and there is no reasonable analysis of its own risk tolerance and risk-return ratio, resulting in the risk of strategy implementation beyond its own tolerance, affecting the rationality and profitability of strategy implementation. The strategic risks of benchmarking enterprises cannot be eliminated, and the failure to take effective risk remediation and remedial measures in a timely manner makes it difficult to eliminate and mitigate the risks of strategy implementation, affecting the resilience and improvement of strategy implementation.

Strategic constraints: The strategic constraints of benchmarking companies cannot be changed, and they have not made efforts to change their unfavorable policy, legal, social, and cultural environments, which has limited the space for strategic implementation and affected the freedom and selectivity of strategic implementation. The strategic constraints of benchmarking companies cannot be broken through, and they have not tried to break through the fierce competition, high costs, inefficient processes and other obstacles they face, resulting in the effectiveness of strategy implementation being affected, affecting the competitiveness and efficiency of strategy implementation. The strategic constraints of benchmarking companies cannot be ignored. They do not pay attention to their insufficient funds, talents, technology, data and other resources, which affects the ability of strategic implementation and affects the quality and level of strategic implementation. The strategic constraints of benchmarking enterprises are unacceptable, and they do not accept the unreasonable risks, losses, responsibilities and other consequences they bear, which affects the responsibility of strategy implementation and affects the legitimacy and morality of strategy implementation.

Through the evaluation of the strategic weaknesses of the benchmarking enterprises, Champ Consulting provides the following suggestions for customers:

Strategic objectives: customers should clarify their strategic objectives, develop specific quantitative indicators and time nodes, in order to guide and measure the direction and effectiveness of their strategic implementation. Clients should also align their strategic objectives and ensure the coordination and harmonization of strategic levels and strategic themes in order to focus and allocate their own priorities and resources for strategic implementation. Customers should also adapt to their strategic objectives and adjust the content and priority of their strategic objectives in a timely manner according to changes in the market and the needs of consumers, so as to improve the efficiency and opportunities of their strategic implementation.

Strategic resources: customers should supplement their own strategic resources and add sufficient funds, talents, technology, data and other key resources to support their strategic implementation, so as to improve their ability and competitiveness in strategic implementation. Customers should also optimize their strategic resources and make full use of their brands, channels, partners and other resources with competitive advantages to improve the value and attractiveness of their strategic implementation. Customers should also balance their strategic resources, allocate and allocate their resources reasonably, so as to improve the balance and risk of their strategic implementation. Customers should also smooth their own strategic resources, effectively integrate and share their own resources, in order to improve the synergy and effectiveness of their own strategic implementation.

Strategic ability: customers should improve their strategic ability, form their own core competitiveness and differentiation advantages, in order to improve the influence and competitiveness of their strategic implementation. Customers should also expand their strategic capabilities to cover all areas and levels of the market to improve their strategic execution coverage and opportunities. Customers should also strengthen their strategic capabilities and continue to improve their products, services, channels, marketing, innovation, finance and other capabilities to improve the level and effectiveness of their strategic implementation. Customers should also innovate their own strategic capabilities, follow market changes and consumer needs, and create new technologies, functions, designs, etc., to improve the innovation and attractiveness of their own strategic execution.

Strategic risk: customers should control their own strategic risks and establish effective risk identification, assessment, monitoring and response mechanisms to prevent and control the risks of their own strategic implementation and ensure the stability and sustainability of their own strategic implementation. Customers should also anticipate their own strategic risks and take full account of market uncertainty and complexity in order to anticipate and avoid the risks of their own strategic execution and ensure the effectiveness and safety of their own strategic execution. Customers should also bear their own strategic risks, reasonably analyze their own risk tolerance and risk-return ratio, in order to bear and bear the risks of their own strategic implementation, to ensure the rationality and profitability of their own strategic implementation. Clients should also eliminate their own strategic risks and take timely and effective risk remediation and remedial measures to eliminate and mitigate the risks of their own strategic implementation and ensure the resilience and improvement of their own strategic implementation.

Strategic constraints: customers should change their strategic constraints and strive to change their unfavorable policy, legal, social, cultural and other environments in order to expand the space for their strategic implementation and increase the freedom and selectivity of their strategic implementation. Customers should also break through their own strategic constraints and try to break through the fierce competition, high costs, inefficient processes and other obstacles they face in order to improve the effectiveness of their own strategy execution and increase the competitiveness and efficiency of their strategy execution. Customers should also pay attention to their own strategic constraints, pay attention to their own lack of funds, talents, technology, data and other resources, in order to improve their ability to implement their strategy, increase the quality and level of their strategy implementation. Customers should also accept their own strategic constraints, accept their own unreasonable risks, losses, responsibilities and other consequences, in order to improve the responsibility of their own strategy implementation, increase the legitimacy and morality of their own strategy implementation.

3. the consumer mind.

Consumer mental point refers to consumers' demand, preference, cognition, perception, attitude and behavior for brand, product, service, channel, marketing and other aspects when purchasing and using products and services. It reflects consumers' views and feelings on the market, as well as their evaluation and selection of benchmarking enterprises. By studying the consumer mind, we can reveal the competitive landscape and brand positioning in the consumer mind, as well as possible changes and trends. Consumer mental point can be studied from the following aspects:

Consumer demand: study consumers' demand for the function, quality, cost performance, innovation and other aspects of products and services, as well as the type, degree, motivation and influence of consumers' demand, and find out the characteristics and laws of consumers' demand, as well as the degree of matching and satisfaction with the products and services of benchmarking enterprises.

Consumer preferences: study consumers' preferences for the appearance, design, style and taste of products and services, as well as the types, degrees, causes and effects of consumers' preferences, and find out the characteristics and patterns of consumers' preferences, as well as the degree of difference and attraction with the products and services of benchmarking enterprises.

Consumer cognition: study consumers' knowledge, understanding, memory and evaluation of brands, products, services, channels and marketing, as well as the type, degree, source and influence of consumers' cognition, so as to find out the characteristics and laws of consumers' cognition, as well as the similarity and difference with the brands, products, services, channels and marketing of benchmarking enterprises.

Consumer perception: study consumers' feelings, emotions, attitudes, trust, etc. of brands, products, services, channels, marketing, etc., as well as the type, degree, formation, and influence of consumers' perception, and find out consumers' perception The characteristics and laws of the company, as well as the degree of association and influence with the brand, product, service, channel, marketing, etc. of the benchmark company.

Consumer behavior: study consumers' search, comparison, selection, purchase, use and recommendation of brands, products, services, channels, marketing and other aspects, as well as the type, degree, process and influence of consumers' behavior, find out the characteristics and laws of consumers' behavior, as well as the degree of competition and choice with benchmarking enterprises' brands, products, services, channels and marketing.

For example, Champ Consulting conducted a consumer mental point study for a restaurant chain brand, studying the mental points of its target consumers in the Chinese market. Through research, Champ Consulting found that consumers' mental points mainly include the following:

Consumer demand: consumers' demand for catering products and services is mainly delicious, healthy, fast, convenient, etc., and the motivation of consumers' demand is mainly satiety, enjoyment, social interaction, saving, etc., and the influence of consumers' demand is mainly word of mouth, advertising, recommend, experience, etc, and the degree of satisfaction of consumers' needs mainly depends on the comprehensive performance and differentiation advantages of brands, products, services, channels, marketing, etc.

Consumer preferences: consumers' preferences for catering products and services are mainly Chinese, Western, Japanese, Korean and other different cuisines and styles, and the reasons for consumers' preferences are mainly habits, preferences, attempts, and following the trend, and the impact of consumers' preferences is mainly on different groups and environments such as individuals, families, friends, and society, and the degree of attraction of consumer preferences mainly depends on the innovation and interactivity of brands, products, services, channels, marketing, etc.

Consumer cognition: consumers' cognition of catering brands, products, services, channels, marketing, etc. mainly refers to different levels and degrees such as knowing, understanding, remembering and evaluating, and the source of consumers' cognition is mainly different channels and methods such as media, network, stores and activities, and the influence of consumers' cognition is mainly different elements and factors such as quality, price, word-of-mouth and image, and the degree of difference in consumer perception mainly depends on the characteristics and differences of brands, products, services, channels, marketing, etc.

Consumer perception: consumers' perception of catering brands, products, services, channels, marketing, etc. is mainly in different dimensions and degrees, such as feeling, emotion, attitude, trust, etc., and the formation of consumers' perception is mainly in different mechanisms and processes, such as sense, psychology, emotion, rationality, etc., and the influence of consumers' perception is mainly in different results and consequences, such as satisfaction, loyalty, recommend, re-purchase, etc, and the degree of relevance of consumers' perception mainly depends on the consistency and coordination of brands, products, services, channels, marketing, etc.

Consumer behavior: consumers' behavior for catering brands, products, services, channels, marketing, etc. are mainly different stages and methods such as search, comparison, selection, purchase, use, recommend, etc., and the process of consumers' behavior is mainly different links and steps such as demand, stimulation, response, decision-making, action, feedback, etc, and the influence of consumer behavior is mainly cognition, perception, preference, demand and other different factors and variables, and the degree of choice of consumer behavior mainly depends on the competitiveness and advantages of brand, product, service, channel, marketing and so on.

Through the study of consumers' mental points, Champ Consulting provides the following suggestions for customers:

Consumer needs: customers should deeply understand the needs of consumers, provide products and services that meet the basic needs of consumers, such as delicious, healthy, fast and convenient, and provide products and services that meet the motivational needs of consumers, such as satiety, enjoyment, socializing and saving, and use word-of-mouth, advertising, recommend, experience and other ways to influence consumer needs, improve consumers' demand and satisfaction for their own brands, products, services, channels, marketing, etc.

Consumer preferences: customers should fully consider the preferences of consumers, provide Chinese, Western, Japanese, Korean and other products and services that meet the preferences of different cuisines and styles of consumers, as well as provide habits, preferences, attempts, follow the trend and other products and services that meet the preferences of consumers for different reasons, and make use of individuals, families, friends, society and other groups and environments that affect consumers' preferences, improve consumers' preference and attraction to their brands, products, services, channels, marketing, etc.

Consumer cognition: customers should improve consumers' cognition, provide information and contents of different levels and degrees of cognition such as knowing, understanding, remembering and evaluating, and use different channels and methods such as media, network, stores and activities to improve the source and channel of consumers' cognition, and use different elements and factors such as quality, price, word of mouth and image to improve the influence and effect of consumers' cognition, and the use of characteristics and differences to improve consumers' awareness of their own brands, products, services, channels, marketing and other differences and advantages.

Consumer perception: customers should optimize consumer perception, provide perception experience and feelings of different dimensions and degrees such as feeling, emotion, attitude and trust, and use different mechanisms and processes such as sense, psychology, emotion and rationality to improve the formation and establishment of consumer perception, and use different results and consequences such as satisfaction, loyalty, recommend and re-purchase, improve consumers' perceived impact and value, and use consistency and coordination to improve consumers' perceived relevance and trust in their brands, products, services, channels, marketing, etc.

Consumer behavior: customers should promote consumer behavior, provide convenience and guidance of different stages and ways of behavior such as search, comparison, selection, purchase, use and recommend, and use different links and steps such as demand, stimulation, response, decision-making, action and feedback to improve the process and efficiency of consumer behavior, and use different factors and variables such as cognition, perception, preference and demand, improve the influence and effect of consumer behavior, and use competitiveness and advantages to improve consumers' choice and loyalty to their own brands, products, services, channels, marketing and other behaviors.

Conclusion

Enterprise research is an important part of enterprise strategic analysis, which can help enterprises understand the market environment, find competitive advantages and formulate effective competitive strategies. This paper discusses the purpose and method of enterprise research from three aspects: first, the success of benchmarking enterprises, second, the strategic weakness of benchmarking enterprises, and third, the mental point of consumers. By analyzing the performance of benchmarking enterprises in terms of products, services, channels, marketing, innovation and finance, we can find out the core competitiveness and differentiation advantages of benchmarking enterprises, as well as potential opportunities and threats. By assessing the strategic objectives, resources, capabilities, risks, constraints, etc. of the benchmarking enterprise, it is possible to identify the strategic vulnerabilities and weaknesses of the benchmarking enterprise, as well as possible responses and initiatives. By studying consumers' needs, preferences, cognition, perception, behavior, etc., we can reveal the competitive landscape and brand positioning in the minds of consumers, as well as possible changes and trends. Taking Shangpu Consulting as an example, this paper introduces how to use these three aspects of enterprise research methods to provide valuable insights and suggestions to customers.