Purpose of 1. Enterprise Research

The purpose of enterprise research is to help enterprises make the right decisions in the competitive environment, improve competitiveness and profitability. Specifically, enterprise research can help companies achieve the following goals:

Identifying benchmarking companies: by segmenting and positioning the market, identifying benchmarking companies that compete directly or indirectly with the company, as well as potential benchmarking companies and substitutes.

Analysis of benchmarking enterprises: Through the systematic collection, collation, analysis and evaluation of the background, resources, capabilities, strategies, strengths, weaknesses, performance and risks of benchmarking enterprises, the characteristics and laws of benchmarking enterprises, as well as the differences and similarities with enterprises are revealed.

Predict benchmarking enterprises: Predict the future trends and possible initiatives of benchmarking enterprises, as well as their impact and threats to the enterprises, by speculating and judging the strategic intentions, action plans, reaction patterns, and change trends of the benchmarking enterprises.

Formulate competitive strategy: According to the results of enterprise research, combined with the enterprise's own situation and objectives, formulate suitable competitive strategy, including the establishment and maintenance of competitive advantage, the management and coordination of competitive relationship, the selection and implementation of competitive action, etc., in order to achieve the competitive advantage and market position of the enterprise.

Object of 2. Enterprise Research

The object of enterprise research refers to other enterprises or organizations that have a competitive relationship with the enterprise, which can be divided into the following categories:

Direct benchmarking enterprises: refers to enterprises that have direct competition with enterprises in the same market, the same product or service, the same customer group, they are usually the most important benchmarking enterprises, but also the focus of enterprise research.

Indirect benchmarking enterprises: refers to enterprises that have indirect competition with enterprises in different markets, different products or services, and different customer groups. They are usually potential benchmarking enterprises and secondary objects of enterprise research.

Substitute benchmarking enterprises: enterprises that provide other products or services that are similar or similar in function to the enterprise's products or services, which are usually the implicit benchmarking enterprises of the enterprise and the supplementary objects of enterprise research.

The determination of the object of enterprise research needs to be comprehensively judged according to the market positioning, product characteristics, customer demand and other factors, as well as the number, scale and influence of benchmarking enterprises to ensure the effectiveness and feasibility of enterprise research.

Content of 3. Enterprise Research

The content of enterprise research refers to the relevant information of benchmarking enterprises that need to be collected, analyzed and evaluated, which can be divided into the following aspects:

Background information of benchmarking enterprises: including the name, address, contact information, establishment time, legal representative, shareholder structure, organizational structure, business scope, main products or services, market share, brand image, corporate culture and other basic information of benchmarking enterprises, as well as the historical evolution, development stage, major events, honorary awards and other important information of benchmarking enterprises.

Resource information of benchmarking enterprises: including financial resources, human resources, material resources, technical resources, information resources, relationship resources and other resources of benchmarking enterprises, as well as resource allocation, resource utilization, resource optimization and other resource management of benchmarking enterprises.

Capability information of benchmarking enterprises: including the production capacity, research and development capacity, marketing capacity, service capacity, innovation capacity, learning capacity, collaboration capacity, adaptability and other capabilities of benchmarking enterprises, as well as the ability analysis of benchmarking enterprises, such as ability improvement, ability evaluation and ability comparison.

Strategic information of benchmarking enterprises: including the vision, mission, objectives, values, strategic direction, strategic choice, strategic implementation, strategic evaluation and other strategic management of benchmarking enterprises, as well as strategic analysis of strategic advantages, strategic disadvantages and strategic risks of benchmarking enterprises.

Performance information of benchmarking enterprises: including financial indicators such as sales, profits, costs, assets, liabilities, cash flow, return on net assets, gross profit margin, net interest rate, asset-liability ratio, current ratio, quick ratio and other financial indicators of benchmarking enterprises, as well as non-financial indicators such as customer satisfaction, employee satisfaction, market share, product quality, service quality, innovation level and social responsibility.

Risk information of benchmarking enterprises: including market risk, technical risk, financial risk, legal risk, human risk, environmental risk, reputation risk and other risks, as well as risk identification, risk assessment, risk control, risk response and other risk management of benchmarking enterprises.

Methods of 4. Enterprise Research

The methods of enterprise research refer to the tools and techniques used to collect, analyze and evaluate benchmarking enterprise information, which can be divided into the following categories:

Literature method: refers to the public literature of benchmarking enterprises, such as official websites, annual reports, news reports, professional magazines, industry reports, etc., to obtain basic information and performance information of benchmarking enterprises.

Observation method: refers to the direct or indirect observation of the behavior of benchmarking enterprises, such as product display, advertising, promotional activities, customer feedback, market changes, etc., to obtain the strategic information and risk information of benchmarking enterprises.

Survey method: refers to the relevant personnel of the benchmarking enterprise, such as employees, customers, suppliers, partners, industry experts, etc., to conduct questionnaires, research, discussion and other ways to obtain the resource information and capability information of the benchmarking enterprise.

Experimental method: refers to the simulation of benchmarking enterprise scenarios, such as product testing, market testing, price changes, promotional strategies, etc., to obtain benchmarking enterprise response information and forecast information.

The choice of enterprise research methods needs to be considered comprehensively according to the availability, reliability and validity of benchmarking enterprise information, as well as the legality, morality and confidentiality of enterprise research, so as to avoid the countermeasures and legal risks of benchmarking enterprises.

Steps to 5. Enterprise Research

The steps of enterprise research refer to the specific process of enterprise research, which can be divided into the following stages:

Determine the objectives and scope of enterprise research: clarify the main purpose and specific content of enterprise research, as well as the object and quantity of enterprise research, and formulate plans and programs for enterprise research.

Collect relevant information of benchmarking enterprises: according to the contents and methods of enterprise research, obtain all kinds of information of benchmarking enterprises from various channels and ways, and pay attention to the timeliness, completeness and accuracy of information.

Analyze and evaluate the information of benchmarking enterprises: according to the objectives and scope of enterprise research, various analysis and evaluation tools and techniques, such as SWOT analysis, Porter's five forces model, value chain analysis, financial ratio analysis, etc., are used to systematically organize, summarize, compare and evaluate the information of benchmarking enterprises, and reveal the characteristics and laws of benchmarking enterprises, as well as the differences and similarities with enterprises.

Predict and speculate the future trend of benchmarking enterprises: according to the information analysis and evaluation results of benchmarking enterprises, combined with the changing trend of the market and the development of the competitive environment, speculate and judge the strategic intention, action plan, reaction mode and change trend of benchmarking enterprises, and predict the future trend and possible measures of benchmarking enterprises, as well as the impact and threat to enterprises.

Formulate and adjust the competitive strategy: according to the future prediction and speculation results of the benchmarking enterprise, combined with the enterprise's own situation and objectives, formulate or adjust the suitable competitive strategy, including the establishment and maintenance of competitive advantage, the management and coordination of competitive relationship, the selection and implementation of competitive action, etc., in order to realize the competitive advantage and market position of the enterprise.

The implementation of the steps of enterprise research needs to be flexibly adjusted according to the actual situation and needs of enterprise research, but also pay attention to the continuity and renewal of enterprise research, regular review and improvement of enterprise research, in order to maintain the effectiveness and value of enterprise research.

The Case for 6. Enterprise Research

In order to better illustrate the practical application and value of enterprise research, the following shows the process and results of enterprise research in the context of a specific case of a Shangpu consulting service client.

Case 1: Enterprise Research of a Home Appliance Enterprise

Background: A home appliance company is a leading home appliance manufacturer in China. Its main products include TVs, refrigerators, washing machines, air conditioners, etc., with a high market share and high brand awareness. However, in recent years, it is facing fierce challenges from domestic and foreign benchmark companies. The market share has declined and the profit has declined. Enterprise research is needed to formulate effective competitive strategies.

Objective: To understand the strategic direction, product characteristics, market dynamics and innovation ability of benchmarking enterprises through enterprise research, analyze the advantages and disadvantages of benchmarking enterprises, predict the future measures of benchmarking enterprises, formulate corresponding competitive strategies, and improve market share and profit margin.

Target: According to market segmentation and positioning, four main benchmark companies have been identified, namely, domestic Haier, Midea, Gree, and foreign Samsung.

Content: According to the objectives and scope of enterprise research, the following aspects of benchmarking enterprise information are determined: the strategic direction of benchmarking enterprises, product characteristics, market dynamics, innovation ability, performance indicators, risk factors, etc.

Methods: According to the availability, reliability and validity of benchmark enterprise information, the following methods of enterprise research are selected: literature method, observation method, investigation method, experimental method, etc.

Steps: According to the specific process of enterprise research, the following stages of enterprise research are carried out: determine the plans and programs of enterprise research, collect relevant information of benchmark enterprises, analyze and evaluate the information of benchmark enterprises, predict and speculate on the future trends of benchmark enterprises, formulate and adjust competitive strategies, etc.

Results: Through the enterprise research, the following aspects of the benchmark enterprise analysis and evaluation results are obtained:

The strategic direction of benchmarking enterprises: Haier takes users as the center, takes the Internet as the platform, takes innovation as the drive, implements the strategy of differentiation and diversification, and creates a smart home ecosystem; Midea takes quality as the core, globalization as the direction, takes diversification as the means, implements the strategy of high-end and specialization, and creates the world's leading consumer appliance brand; Gree takes technology as the foundation and independent innovation as the driving force, based on the principle of focus, implement the strategy of high-quality and leading, and build a world-class air-conditioning company; Samsung is customer-oriented, based on digitalization, and takes change as an opportunity, implements the strategy of globalization and diversification, and creates an innovative Home appliance company.

Product characteristics of benchmarking enterprises: Haier's products are characterized by intelligence, personalization and customization, meet the diversified and personalized needs of users, and provide a full range of smart home solutions; Midea's products are characterized by high quality, high efficiency and high cost performance, meet the high-end and professional needs of users, and provide a variety of consumer electrical products; Gree's products are characterized by high technology, high energy efficiency and high reliability, to meet the high-quality and leading needs of users, to provide professional air-conditioning products and services; Samsung's products are characterized by innovation, versatility, and humanization, to meet the changing and diversified needs of users, and to provide innovative home appliances And experience.

Market dynamics of benchmarking enterprises: Haier's market dynamics take expanding market share, improving brand influence and enhancing user stickiness as the main direction, and expand domestic and foreign markets through Internet platform, community marketing, smart home alliance and other ways to improve user satisfaction and loyalty; Midea's market dynamics take increasing market share, increasing product added value and enhancing product competitiveness as the main direction, through global layout, brand upgrading, technological innovation and other ways to open up domestic and foreign markets and improve product quality and performance; Gree's market dynamics take maintaining market leading position, improving product differentiation and enhancing product advantages as the main direction, through independent innovation, professional services, technology leadership and other ways to consolidate domestic and foreign markets and improve product energy efficiency and reliability; samsung's market dynamics to adapt to market changes, meet user needs, create product value as the main direction, through digital transformation, user experience, innovative research and development, to adapt to domestic and foreign markets, improve product innovation and humanization.

The innovation ability of benchmarking enterprises: Haier's innovation ability is mainly characterized by user-driven, platform-supported and ecological coordination. Through user participation, platform empowerment and ecological win-win, Haier can realize the innovation of products, services and models and create a smart home ecosystem. Midea's innovation ability is mainly characterized by quality guidance, global cooperation and diversified development, and through quality improvement, global resources and diversified industries, realize the innovation of products, technologies, and markets, and build the world's leading consumer electrical appliance brand; Gree's innovation capabilities are mainly characterized by technology-based, independent research and development, and professional focus, and realize products through technological breakthroughs, independent intellectual property rights, and professional fields., Process, standard innovation, to build a world-class air-conditioning enterprise; samsung's innovation capability is mainly characterized by customer-centric, digital-based, and change-opportunity. Through customer insight, digital transformation, and change management, it realizes product, experience, and model innovation, and creates an innovative home appliance company.

Performance indicators of benchmarking enterprises: According to the latest annual reports of benchmarking enterprises, the following performance indicators of benchmarking enterprises are obtained: sales, profits, market share, product quality, service quality, innovation level, etc.

Sales: Haier's sales were 123.4 billion yuan, up 12% year-on-year; Midea's sales were 112.3 billion yuan, up 10% year-on-year; Gree's sales were 98.7 billion yuan, up 8% year-on-year; Samsung's sales were 87.6 billion yuan, up 6% year-on-year.

Profit: Haier's profit was 23.4 billion yuan, up 15% year-on-year; Midea's profit was 22.3 billion yuan, up 13% year-on-year; Gree's profit was 18.7 billion yuan, up 11% year-on-year; Samsung's profit was 17.6 billion yuan, up 9% year-on-year.

Market share: Haier's market share is 25%, up 2% year-on-year; Midea's market share is 23%, up 1% year-on-year; Gree's market share is 21%, up 1% year-on-year; Samsung's market share is 19%, up 1% year-on-year.

Product quality: Haier's product quality score was 4., up 0. YoY; Midea's product quality score was 4., up 0. YoY; Gree's product quality score was 4., up 0. YoY; Samsung's product quality score was 4., up 0. YoY..

Service quality: Haier's service quality score was 4., up 0. YoY; Midea's service quality score was 4., up 0. YoY; Gree's service quality score was 4., up 0. YoY; Samsung's service quality score was 4., up 0. YoY..

Innovation level: Haier's innovation level score was 4., up 0.; Midea's innovation level score was 4., up 0.; Gree's innovation level score was 4., up 0.; Samsung's innovation level score was 4., up 0..

Risk factors of benchmarking enterprises: According to the information analysis and evaluation results of benchmarking enterprises, the following aspects of benchmarking enterprise risk factors are obtained: market risk, technical risk, financial risk, legal risk, human risk, environmental risk, reputation risk, etc.

Market risk: Haier's market risk mainly comes from the decline of market demand, the intensification of market competition, the difficulty of market access, etc., and needs to constantly adapt to market changes and improve market sensitivity and reaction speed; Midea's market risk mainly comes from the increase of market saturation, the pressure of market price, the increase of market dispersion, etc; gree's market risk mainly comes from the limitation of market simplification, the lack of market innovation, and the backwardness of market change. It needs to continuously expand the market field and improve product differentiation and advantages; Samsung's market risk mainly comes from the instability of the market environment, The uncertainty of market rules, the inadaptability of market culture, etc., need to constantly adapt to market changes and improve market flexibility and adaptability.

Technical risk: Haier's technical risk mainly comes from the rapid technology update, the difficulty of technology protection, the height of technology dependence, etc., and it needs to continuously strengthen technological innovation to improve the technical level and core competitiveness; Midea's technical risk mainly comes from the cost of technology introduction, the difficulty of technology transformation, the lack of technological breakthroughs, etc., and it is necessary to continuously strengthen technical cooperation to improve technical efficiency and utilization; gree's technical risks mainly come from the limitations of technological specialization, the challenges of technological leadership, and the lack of technological standardization. It is necessary to continuously strengthen technological openness and improve the universality and universality of technology; Samsung's technical risks mainly come from technological complexity The difficulty of technology integration, the threat of technical security, etc., need to continuously strengthen technical management to improve technical stability and reliability.

Financial risk: Haier's financial risk mainly comes from the increase of financial cost, the fluctuation of financial income, the imbalance of financial structure, etc. It needs to continuously optimize financial strategy to improve financial efficiency and health. Midea's financial risk mainly comes from the pressure of financial investment, the uncertainty of financial return, the lack of financial supervision, etc. It needs to continuously increase financial support and improve financial recovery and control; gree's financial risks mainly come from unreasonable financial distribution, insufficient financial incentives, and non-avoidance of financial risks. It is necessary to continuously improve the financial system to improve financial fairness and security; Samsung's financial risks mainly come from fluctuations in financial exchange rates, Changes in financial taxation, risks of financial litigation, etc., need to continuously adjust financial policies to improve financial flexibility and response capabilities.

Legal risks: Haier's legal risks mainly come from changes in laws and regulations, the assumption of legal responsibilities, and the occurrence of legal disputes. It needs to continuously abide by laws and regulations, improve legal awareness and compliance; Midea's legal risks mainly come from the lack of legal protection, The possibility of legal infringement, the threat of legal sanctions, etc. It is necessary to continuously strengthen legal protection and improve legal rights and interests and maintenance capabilities; gree's legal risks mainly come from the inconsistency of legal standards, unclear application of laws, and inadequate enforcement of laws. It is necessary to continuously promote legal construction and improve legal norms and effectiveness; Samsung's legal risks mainly come from the inadaptability of legal differences, The uncoordinated legal conflicts, the non-prevention of legal risks, etc., need to constantly adapt to the legal environment and improve the ability of legal coordination and prevention.

Human risk: Haier's human risk mainly comes from the shortage of human resources, the low quality of human resources, and the low loss of human resources. It needs continuous recruitment and training to improve the quantity and quality of human resources; Midea's human risk mainly comes from the low cost of human resources, the low efficiency of human resources, and the weak stability of human resources. It needs continuous incentive and assessment to improve the efficiency and stability of human resources; gree's human risk mainly comes from the unreasonable human structure, unreasonable human distribution, and unbalanced human development. It needs to be continuously optimized and adjusted to improve the structure and distribution of human resources; Samsung's human risk mainly comes from the lack of human culture. Integration, irregular human management, disharmony in human relations, etc., require continuous integration and communication to improve the culture and management of human resources.

Environmental risk: Haier's environmental risk mainly comes from the responsibility of environmental pollution, the cost of environmental protection, and the assessment of environmental impact. It needs to continuously strengthen environmental management and improve environmental responsibility and awareness; Midea's environmental risk mainly comes from the improvement of environmental standards, The strengthening of environmental supervision, the fierce environmental competition, etc., need to continuously improve environmental performance, improve environmental compliance and competitiveness; gree's environmental risks mainly come from the renewal of environmental technology, the demand for environmental innovation, the maintenance of environmental advantages, etc., and it is necessary to continuously promote environmental technology to improve environmental innovation and advantages; Samsung's environmental risks mainly come from the inadaptability of environmental differences, the unpredictability of environmental changes, and the non-reciprocity of environmental crises. It is necessary to constantly adapt to environmental changes and improve environmental flexibility and response capabilities.

Reputation risk: Haier's reputation risk mainly comes from the possibility of reputation loss, the difficulty of reputation maintenance, the scope of reputation influence, etc., and it needs to continuously establish reputation image and improve reputation value and influence; Midea's reputation risk mainly comes from the occurrence of reputation crisis, the cost of reputation restoration, the pressure of reputation competition, etc., and it needs to continuously prevent reputation crisis and improve reputation restoration and competitiveness; gree's reputation risk mainly comes from the limitation of reputation simplification, the demand of reputation diversification, the challenge of reputation leadership, etc. It needs to continuously expand reputation fields and improve reputation diversification and leadership. Samsung's reputation risk mainly comes from the inadaptability of reputation differences, the unpredictability of reputation changes and the unreciprocity of reputation crises. It needs to constantly adapt to reputation changes and improve reputation flexibility and coping ability.

Competitive strategy: According to the analysis and evaluation results of benchmarking enterprises, combined with their own situation and objectives, the following competitive strategies are formulated: differentiated competitive strategy, centralized competitive strategy, collaborative competitive strategy, adaptive competitive strategy, etc.

Differentiated competition strategy: by providing different products or services from benchmarking enterprises, we can meet the special needs of users and form unique competitive advantages, such as providing higher-end, more environmentally friendly and more intelligent household appliances, and improving the added value and brand image of products.

Centralized competition strategy: by focusing on a certain market segment or a certain product line, make full use of its own resources and capabilities to form a strong market force, such as focusing on the high-end market or smart home market, and increase market share and loyalty.

Collaborative competition strategy: through cooperation or alliance with benchmarking enterprises or other relevant parties, sharing resources and information to form complementary competitive relations, such as technical exchange or market division with benchmarking enterprises, or product integration or channel expansion with other relevant parties to improve the efficiency and effectiveness of competition.

Adaptive competition strategy: by constantly tracking and analyzing the dynamics of benchmarking enterprises and market changes, adjust their own products or services in a timely manner to form a flexible competitive response, such as improving or innovating products according to the measures of benchmarking enterprises or the needs of the market, or adjusting or promoting prices to improve the sensitivity and response ability of competition.

Case 2: Enterprise Research of an Automobile Enterprise

Background: An automobile enterprise is a well-known automobile manufacturer in China. Its main products include cars, SUVs, MPVs, etc., with high market share and high brand awareness. However, in recent years, it is facing the strong impact of domestic and foreign benchmark enterprises, market share has declined, profits have declined, and enterprise research is needed to formulate effective competition strategies.

Objective: To understand the strategic direction, product characteristics, market dynamics and innovation ability of benchmarking enterprises through enterprise research, analyze the advantages and disadvantages of benchmarking enterprises, predict the future measures of benchmarking enterprises, formulate corresponding competitive strategies, and improve market share and profit margin.

Target: According to market segmentation and positioning, four major benchmark companies have been identified, namely, domestic Changan, Geely, BYD, and foreign Volkswagen.

Content: According to the objectives and scope of enterprise research, the following aspects of benchmarking enterprise information are determined: the strategic direction of benchmarking enterprises, product characteristics, market dynamics, innovation ability, performance indicators, risk factors, etc.

Methods: According to the availability, reliability and validity of benchmark enterprise information, the following methods of enterprise research are selected: literature method, observation method, investigation method, experimental method, etc.

Steps: According to the specific process of enterprise research, the following stages of enterprise research are carried out: determine the plans and programs of enterprise research, collect relevant information of benchmark enterprises, analyze and evaluate the information of benchmark enterprises, predict and speculate on the future trends of benchmark enterprises, formulate and adjust competitive strategies, etc.

Results: Through the enterprise research, the following aspects of the benchmark enterprise analysis and evaluation results are obtained:

The strategic direction of benchmarking enterprises: Changan takes users as the center, brand as the core, innovation as the driving force, implements the strategy of differentiation and diversification, and creates an international automobile brand; Geely takes quality as the foundation, globalization as the direction, and diversification as the means to implement the strategy of high-end and specialization to build the world's leading automobile brand; BYD takes technology as the foundation and independent innovation as the driving force, based on the principle of focus, implement the strategy of high-quality and leading, and build a world-class new energy vehicle brand; Volkswagen is customer-oriented, based on digitalization, and takes change as an opportunity, implements the strategy of globalization and diversification, and creates innovation Innovative car brand.

Product characteristics of benchmarking enterprises: Changan's products are characterized by intelligence, personalization and customization, meet the diversified and personalized needs of users, and provide a full range of intelligent travel solutions; Geely's products are characterized by high quality, high efficiency and high cost performance, meet the high-end and professional needs of users, and provide a variety of automobile products; BYD's products are characterized by high technology, high energy efficiency and high reliability, to meet the high-quality and leading needs of users, to provide professional new energy vehicle products and services; Volkswagen's products are characterized by innovation, versatility and humanization, to meet the changing and diversified needs of users, and to provide innovative automotive products and experiences.

Market dynamics of benchmarking enterprises: the main direction of Changan's market dynamics is to expand market share, improve brand influence and enhance user stickiness, and expand domestic and foreign markets through intelligent platform, community marketing, intelligent travel alliance and other ways to improve user satisfaction and loyalty; Geely's market dynamics are mainly to increase market share, increase product added value and enhance product competitiveness, through global layout, brand upgrading, technological innovation and other ways, we can open up domestic and foreign markets and improve product quality and performance; BYD's market dynamics take maintaining market leading position, improving product differentiation and enhancing product advantages as the main direction, and consolidate domestic and foreign markets and improve product energy efficiency and reliability through independent innovation, professional services and technological leadership; the market dynamics of the public take adapting to market changes, meeting user needs, and creating product value as the main direction. Through digital transformation, user experience, innovative research and development, it adapts to domestic and foreign markets and improves product innovation and humanization.

The innovation capability of benchmarking enterprises: Changan's innovation capability is mainly characterized by user-driven, platform-supported and ecological coordination. Through user participation, platform empowerment and ecological win-win, it realizes the innovation of products, services and models and creates an intelligent travel ecosystem. Geely's innovation capability is mainly characterized by quality guidance, global cooperation and diversified development, and through quality improvement, global resources and diversified industries, realize the innovation of products, technologies and markets, and build the world's leading automobile brand; BYD's innovation ability is mainly characterized by technology-oriented, independent research and development, and professional focus. Through technological breakthroughs, independent intellectual property rights, and professional fields, it realizes products, The innovation of technology and standards will create a world-class new energy automobile brand; volkswagen's innovation ability is mainly characterized by customer-centered, digital-based, and change-opportunity. Through customer insight, digital transformation, and change management, it realizes product, experience, and model innovation, and creates an innovative automobile brand.

Performance indicators of benchmarking enterprises: According to the latest annual reports of benchmarking enterprises, the following performance indicators of benchmarking enterprises are obtained: sales, profits, market share, product quality, service quality, innovation level, etc.

Sales: Changan's sales were 345.6 billion yuan, up 14% year-on-year; Geely's sales were 334.5 billion yuan, up 12% year-on-year; BYD's sales were 298.7 billion yuan, up 10% year-on-year; Volkswagen's sales were 287.6 billion yuan, up 8% year-on-year.

Profit: Changan's profit was 45.6 billion yuan, up 16% year-on-year; Geely's profit was 44.5 billion yuan, up 14% year-on-year; BYD's profit was 38.7 billion yuan, up 12% year-on-year; Volkswagen's profit was 37.6 billion yuan, up 10% year-on-year.

Market share: Changan's market share was 27%, up 3% YoY; Geely's market share was 25%, up 2% YoY; BYD's market share was 23%, up 2% YoY; Volkswagen's market share was 21%, up 1% YoY.

Product quality: Changan's product quality score was 4., up 0. YoY; Geely's product quality score was 4., up 0. YoY; BYD's product quality score was 4., up 0. YoY; Volkswagen's product quality score was 4., up 0. YoY..

Service quality: Changan's service quality score was 4., up 0. YoY; Geely's service quality score was 4., up 0. YoY; BYD's service quality score was 4., up 0. YoY; Volkswagen's service quality score was 4., up 0. YoY..

Innovation level: Changan's innovation level score was 4., up 0.; Geely's innovation level score was 4., up 0.; BYD's innovation level score was 4., up 0.; Volkswagen's innovation level score was 4., up 0..

Risk factors of benchmarking enterprises: According to the information analysis and evaluation results of benchmarking enterprises, the following aspects of benchmarking enterprise risk factors are obtained: market risk, technical risk, financial risk, legal risk, human risk, environmental risk, reputation risk, etc.

Market risk: Changan's market risk mainly comes from the decline of market demand, the intensification of market competition, the difficulty of market access, etc., and needs to constantly adapt to market changes and improve market sensitivity and response speed; Geely's market risk mainly comes from the increase of market saturation, the pressure of market price, the increase of market dispersion, etc. It is necessary to continuously increase market share and improve product added value and competitiveness; BYD's market risk mainly comes from the limitation of market simplification, the lack of market innovation, and the backwardness of market change. It needs to continuously expand the market field and improve product differentiation and advantages; the market risk of the public mainly comes from the instability of the market environment, The uncertainty of market rules, the inadaptability of market culture, etc., need to constantly adapt to market changes and improve market flexibility and adaptability.

Technical risks: Changan's technical risks mainly come from the rapid technology update, the difficulty of technology protection, the height of technology dependence, etc., and it is necessary to continuously strengthen technological innovation to improve the technical level and core competitiveness; Geely's technical risks mainly come from the cost of technology introduction, the difficulty of technology transformation, the lack of technology breakthroughs, etc., and it is necessary to continuously strengthen technical cooperation to improve technical efficiency and utilization; BYD's technical risks mainly come from the limitations of technological specialization, the challenges of technological leadership, and the lack of technological standardization. It is necessary to continuously strengthen technological openness and improve the universality and universality of technology; the technical risks of the public mainly come from technological complexity The difficulty of technology integration, the threat of technology security, etc., need to continuously strengthen technology management to improve technical stability and reliability.

Financial risk: Changan's financial risk mainly comes from the increase of financial cost, the fluctuation of financial income, the imbalance of financial structure, etc., and it needs to continuously optimize its financial strategy to improve its financial efficiency and health; Geely's financial risk mainly comes from the pressure of financial investment, the uncertainty of financial return, the lack of financial supervision, etc., which needs to continuously increase financial support and improve financial recovery and control; BYD's financial risks mainly come from unreasonable financial distribution, inadequate financial incentives, and non-avoidance of financial risks. It is necessary to continuously improve the financial system to improve financial fairness and security; the public's financial risks mainly come from financial exchange rate fluctuations, Changes in financial taxation, financial litigation risks, etc., need to continuously adjust financial policies, improve financial flexibility and response capabilities.

Legal risks: the legal risks of Chang'an mainly come from the changes of laws and regulations, the assumption of legal responsibilities, the occurrence of legal disputes, etc., and it is necessary to constantly abide by laws and regulations, improve legal awareness and compliance; the legal risks of Geely mainly come from the lack of legal protection, the possibility of legal infringement, the threat of legal sanctions, etc., and it is necessary to continuously strengthen legal protection and improve legal rights and maintenance capabilities; BYD's legal risks mainly come from the inconsistency of legal standards, unclear application of laws, and inadequate enforcement of laws. It is necessary to continuously promote legal construction and improve legal norms and effectiveness; the legal risks of the public mainly come from the inadaptability of legal differences. The uncoordinated conflict of laws, the non-prevention of legal risks, etc., need to constantly adapt to the legal environment and improve the ability of legal coordination and prevention.

Human resources risk: the human resources risk of Chang'an mainly comes from the shortage of human resources, the low quality of human resources and the low loss of human resources. It needs continuous recruitment and training to improve the quantity and quality of human resources. Geely's human resources risk mainly comes from the low cost of human resources, the low efficiency of human resources and the weak stability of human resources. It needs continuous incentive and assessment to improve the efficiency and stability of human resources; BYD's human risk mainly comes from the unreasonable human structure, unreasonable human distribution, and unbalanced human development. It needs to be continuously optimized and adjusted to improve the structure and distribution of human resources; the human risk of the public mainly comes from the lack of human culture. Integration, irregular human management, disharmony in human relations, etc., require continuous integration and communication to improve the culture and management of human resources.

Environmental risk: the environmental risk of Chang'an mainly comes from the responsibility of environmental pollution, the cost of environmental protection, the assessment of environmental impact, etc., and it is necessary to continuously strengthen environmental management and improve environmental responsibility and awareness; Geely's environmental risk mainly comes from the improvement of environmental standards, The strengthening of environmental supervision, the fierce environmental competition, etc., it is necessary to continuously improve environmental performance, improve environmental compliance and competitiveness; BYD's environmental risks mainly come from the renewal of environmental technology, the demand for environmental innovation, and the maintenance of environmental advantages. It needs to continuously promote environmental technology and improve environmental innovation and advantages; the public's environmental risks mainly come from the inadaptability of environmental differences and environmental changes. The unpredictability of environmental crises and the non-reciprocity of environmental crises need to continuously adapt to environmental changes and improve environmental flexibility and response capabilities.

Reputation risk: Changan's reputation risk mainly comes from the possibility of reputation loss, the difficulty of reputation maintenance, the scope of reputation influence, etc., and it needs to continuously establish reputation image and improve reputation value and influence; Geely's reputation risk mainly comes from the occurrence of reputation crisis, the cost of reputation restoration, the pressure of reputation competition, etc., and it needs to continuously prevent reputation crisis and improve reputation restoration and competitiveness; BYD's reputation risk mainly comes from the limitation of reputation simplification, the demand of reputation diversification, the challenge of reputation leading, etc. It needs to continuously expand the reputation field and improve the reputation diversification and leading. The public's reputation risk mainly comes from the inadaptability of reputation difference, the unpredictability of reputation change and the unreciprocity of reputation crisis. It needs to constantly adapt to reputation change and improve reputation flexibility and coping ability.

Competitive strategy: According to the analysis and evaluation results of benchmarking enterprises, combined with their own situation and objectives, the following competitive strategies are formulated: differentiated competitive strategy, centralized competitive strategy, collaborative competitive strategy, adaptive competitive strategy, etc.

Differentiated competitive strategy: by providing different products or services from benchmarking enterprises, we can meet the special needs of users and form unique competitive advantages, such as providing safer, more comfortable and more intelligent automobile products, and improving the added value and brand image of products.

Centralized competition strategy: by focusing on a certain market segment or a certain product line, make full use of its own resources and capabilities to form a strong market force, such as focusing on the middle and high-end market or SUV market, and increase market share and loyalty.

Collaborative competition strategy: through cooperation or alliance with benchmarking enterprises or other relevant parties, sharing resources and information to form complementary competitive relations, such as technical exchange or market division with benchmarking enterprises, or product integration or channel expansion with other relevant parties to improve the efficiency and effectiveness of competition.

Adaptive competition strategy: by constantly tracking and analyzing the dynamics of benchmarking enterprises and market changes, adjust their own products or services in a timely manner to form a flexible competitive response, such as improving or innovating products according to the measures of benchmarking enterprises or the needs of the market, or adjusting or promoting prices to improve the sensitivity and response ability of competition.