1. determine the scope of benchmarking enterprises

The scope of benchmarking enterprises refers to other enterprises that have direct or indirect competition with the enterprise in the same market or industry. The purpose of determining the scope of benchmarking enterprises is to narrow the scope of research and avoid ineffective information collection and analysis. There are several ways to determine the scope of benchmarking enterprises:

According to the similarity of products or services, direct benchmarking enterprises and indirect benchmarking enterprises are divided. Direct benchmarking enterprises refer to enterprises that provide the same or similar products or services, such as Coca-Cola and Pepsi, while indirect benchmarking enterprises refer to enterprises that provide different products or services that can replace or meet the same needs, such as Coca-Cola and coffee.

根据市场的划分，划分主要标杆企业和次要标杆企业。主要标杆企业是指在同一市场或同一细分市场中，与企业有较高的市场份额和影响力的企业，如华为和苹果；次要标杆企业是指在同一市场或同一细分市场中，与企业有较低的市场份额和影响力的企业，如华为和小米。

According to the division of strategy, divide the existing benchmarking enterprises and potential benchmarking enterprises. Existing benchmarking companies refer to companies that have already entered the market or industry, such as Huawei and Apple; potential benchmarking companies refer to companies that are likely to enter the market or industry, such as Apple and Tesla.

Take Shangpu Consulting Company as an example, it is mainly engaged in market research, investment and financing consulting, IPO listing consulting and other business, its benchmark enterprise scope can be divided according to the above method as follows:

Direct benchmarking companies: companies that provide the same or similar consulting services, such as Analysys Consulting, Huasheng Consulting, and Zero Research.

Indirect benchmarking enterprises: enterprises that provide different products or services that can replace or meet the same needs, such as accounting firms, law firms, evaluation agencies, etc.

Major benchmarking companies: in the consulting industry, companies that have a high market share and influence with Shangpu Consulting, such as McKinsey, Bain, Boston and other internationally renowned consulting companies, as well as leading domestic consulting companies such as Huasheng Consulting and Analysys Consulting.

Secondary benchmarking companies: In the consulting industry, companies that have a lower market share and influence with Shangpu Consulting, such as domestic small and medium-sized consulting companies such as Zero Research, iResearch Consulting, and Sadie Consulting.

Existing benchmark enterprises: enterprises that have a certain performance and reputation in the consulting industry, such as the various consulting companies mentioned above.

Potential benchmarking enterprises: enterprises that may enter the consulting industry, such as large Internet companies, financial institutions, university research institutions, etc.

2. collection of benchmarking enterprise information

Benchmarking enterprise information refers to all kinds of data, facts, opinions and evaluations related to benchmarking enterprises, including the basic situation, strategic direction, business portfolio, product characteristics, price strategy, channel layout, promotion mode, financial status, customer satisfaction, market share, competitive advantage, development trend, etc. The purpose of collecting benchmarking enterprise information is to obtain a comprehensive and accurate portrait of the benchmarking enterprise and provide sufficient basis for subsequent analysis and evaluation. There are several ways to collect benchmarking enterprise information:

Obtain public information about benchmarking companies through public channels, such as their official websites, social media, news reports, industry reports, business databases, government announcements, patent applications, trademark registrations, etc.

Through secret channels, such as internal personnel of benchmarking enterprises, suppliers, distributors, customers, partners, industry experts, consulting agencies, etc., to obtain secret information of benchmarking enterprises.

Through direct observation, such as visiting the stores, factories, exhibitions, activities, etc. of benchmarking enterprises, or purchasing the products or services of benchmarking enterprises, experience the quality, functions, services, etc. of benchmarking enterprises, and obtain on-site information of benchmarking enterprises.

In the case of Shangpu Consulting, it can collect benchmarking enterprise information through the following methods:

通过公开渠道，如标杆企业的官方网站、微信公众号、新浪微博、知乎专栏等，获取标杆企业的公司简介、业务范围、服务案例、团队介绍、荣誉资质、行业观点、客户评价等信息。

Through secret channels, such as former or current employees, customers, partners, etc. of benchmarking enterprises, access to internal management, talent flow, project progress, performance changes, development plans, customer relationships, cooperation intentions and other information of benchmarking enterprises.

Through direct observation, such as participating in seminars, forums, training and other activities held by benchmarking enterprises, or consulting the service content, price, process, effect, etc. of benchmarking enterprises as potential customers, obtain the quality, function, service and other information of benchmarking enterprises' products or services.

3. Analysis Benchmarking Enterprise Information

Benchmarking enterprise information analysis refers to the process of sorting, summarizing, comparing, classifying, interpreting and evaluating the collected benchmarking enterprise information in order to reveal the characteristics and laws of the benchmarking enterprise's strategy, capabilities, strengths, weaknesses, dynamics and expectations. The purpose of analyzing benchmarking enterprise information is to gain an in-depth understanding of the strength and status of benchmarking enterprises and to provide a basis for subsequent evaluation and prediction. There are several ways to analyze benchmarking enterprise information:

SWOT Analysis: SWOT analysis refers to the method of analyzing the strengths (Strengths), weaknesses (Weaknesses), opportunities (Opportunities) and threats (Threats) of the benchmarking enterprise to assess the internal conditions and external environment of the benchmarking enterprise, so as to determine the strategic positioning and development direction of the benchmarking enterprise.

Five forces analysis method: the five forces analysis method refers to the five basic forces of the industry in which the benchmarking enterprise is located, namely, the competition degree of existing competitors, the entry barriers of potential competitors, the substitution threat of substitutes, the bargaining power of suppliers and the bargaining power of customers, so as to evaluate the competitive pressure and profitability faced by the benchmarking enterprise, So as to determine the competitive advantages and disadvantages of the benchmarking enterprise.

竞争地图法：竞争地图法是指根据标杆企业在市场中的相对位置和相对关系进行分析的方法，以形成一个二维或多维的坐标系，将标杆企业按照不同的属性或指标进行定位和分类，从而确定标杆企业的市场份额和市场结构，以及标杆企业之间的相互影响和相互作用。

In the case of Champ Consulting, for example, it can analyze benchmarking enterprise information in the following ways:

SWOT analysis: Take Huasheng Consulting as an example, its SWOT analysis is as follows:

Advantages and Disadvantages

-Focus on the Internet industry, with rich industry experience and resources
-There are a number of self-developed data analysis and intelligent tools to improve service efficiency and quality
-Stable customer base and good reputation, including Alibaba, Tencent, Baidu and other well-known enterprises-narrow business scope, lack of cross-industry vision and ability
-Talent structure is single, lack of diversified professional background and way of thinking
-The high price of services makes it difficult to attract the demand of small and medium-sized enterprises

Opportunity threat

-The Internet industry continues to develop, and the demand for consulting continues to grow.
-Emerging areas such as artificial intelligence, blockchain, Internet of Things, etc. provide new consulting opportunities
-Internationalization strategy enhances brand influence and market expansion capabilities-Internationally renowned consulting companies increase investment and competition in the Internet industry
- 行业内部出现了新的标杆企业，如易观咨询、零点研究等
-The needs and expectations of customers are getting higher and higher, which puts forward higher requirements for the quality and effectiveness of consulting services

Five Forces Analysis: Taking the consulting industry as an example, its five forces analysis is as follows:

The degree of competition of existing competitors The entry barriers of potential competitors The substitution threat of substitutes The bargaining power of suppliers The bargaining power of customers.

- 咨询行业的竞争程度较高，标杆企业众多，竞争方式多样
- 咨询行业的差异化程度较低，标杆企业的服务内容、质量、价格等方面相差不大
-The market growth rate of the consulting industry is low, and the competition between benchmark enterprises is more intense-The entry barrier of the consulting industry is high, which requires professional knowledge, skills, experience, resources, etc.
-The policies and regulations of the consulting industry are strict and require corresponding qualifications, permits, certifications, etc.
-The consulting industry has a strong brand effect and needs to have a good reputation, reputation, customer relationship, etc.-The threat of substitution in the consulting industry is low, and there is no product or service that can completely replace the consulting service
-The customer loyalty in the consulting industry is high, and the customer's demand and dependence on consulting services are strong.
-The switching cost of the consulting industry is higher, and customers are more inclined to maintain the cooperative relationship with the existing consulting company-The suppliers in the consulting industry are mainly consultants, and their bargaining power is low
-The number of suppliers in the consulting industry is large, and consulting companies can recruit or train consultants from multiple sources.
-The replacement cost of suppliers in the consulting industry is low, and the consulting company can adjust or replace the consulting personnel according to the needs of the project-The customers in the consulting industry are mainly enterprises, and their bargaining power is high
-The number of customers in the consulting industry is small, and consulting companies need to establish long-term cooperative relations with customers.
-The needs of customers in the consulting industry are diverse, and consulting companies need to provide customized consulting services according to their needs.

Competition Map Law:

It can be seen from the competition map that Shangpu Consulting has a low market share and a wide range of business in the consulting industry. The main competitors are domestic small and medium-sized consulting companies, such as Horizon Research, iResearch Consulting, CCID Consulting, etc. Internationally renowned consulting companies and domestic leading consulting companies are in the leading positions with high market share and wide business scope. The degree of competition with Shangpu Consulting is low, but it cannot be ignored.

4. Evaluation Benchmarking Enterprise Advantages and Disadvantages

标杆企业优劣势评估是指根据分析得到的标杆企业信息，对标杆企业的战略、能力、优势、劣势、动态和预期等方面进行综合的评价和比较的过程。评估标杆企业优劣势的目的是为了明确标杆企业的优势和劣势，以及与自身的差距和优势，为后续的预测和制定提供参考。

5. forecast benchmarking enterprise trends and reactions

标杆企业动向和反应预测是指根据评估得到的标杆企业优劣势，对标杆企业的未来的行为和策略进行推测和预期的过程。

预测标杆企业动向和反应的目的是为了提前做好应对和准备，以抢占先机或避免被动。预测标杆企业动向和反应的方法有以下几种：

情景分析法：情景分析法是指根据标杆企业的目标、动机、资源、能力、策略等，构建不同的情景，分析标杆企业在不同情景下可能采取的行动和策略的方法，以评估标杆企业的可能性和影响力，从而制定相应的应对措施。

Game theory method: Game theory method refers to the construction of a game model based on the interests, choices, behaviors, results, etc. of the benchmarking enterprise and its own optimal strategy and equilibrium point, in order to evaluate the rationality and reaction of the benchmarking enterprise, so as to formulate the corresponding strategy adjustment.

模拟演练法：模拟演练法是指根据标杆企业的特征和行为，模拟标杆企业的角色，进行模拟决策和模拟执行的方法，以评估标杆企业的思维和行动，从而制定相应的应对方案。

6. development of competitive strategy

竞争策略是指根据预测得到的标杆企业动向和反应，以及自身的目标、资源、能力、优势、劣势等，制定出针对标杆企业的行动和策略的过程。制定竞争策略的目的是为了在竞争中取得优势和胜利，实现自身的发展和增长。制定竞争策略的方法有以下几种：

竞争定位法：竞争定位法是指根据自身和标杆企业的优势和劣势，确定自身在市场中的位置和角色的方法，以选择合适的竞争策略，如领导者策略、挑战者策略、追随者策略或细分者策略等。

竞争优势法：竞争优势法是指根据自身和标杆企业的优势和劣势，确定自身的核心竞争力和差异化优势的方法，以选择合适的竞争策略，如成本领先策略、差异化策略或聚焦策略等。

Competitive model method: The competitive model method is a method of determining one's own competitive approach and competitive objectives based on the behavior and results of one's own and benchmarking firms in order to select appropriate competitive strategies, such as attack, defense, cooperation or avoidance strategies.

In the case of Champ Consulting, for example, it can develop a competitive strategy:

Competitive positioning method: According to the competitive advantage matrix, the position and role of Shangpu Consulting in the consulting industry is a follower, that is, it is at a medium level in terms of market share and business scope, and there is a certain gap with strong benchmark companies, but there is also a certain amount of potential. Therefore, Shangpu Consulting Company can adopt a follower strategy, that is, on the basis of maintaining its own advantages and characteristics, learn and learn from the successful experience and practices of strong benchmark companies to improve its own level of competition and market position.

Competitive advantage method: According to the evaluation of competitive advantage, the core competitiveness and differentiation advantage of Shangpu Consulting Company are cross-industry vision and diversified thinking mode, that is, it can provide customers with innovative and comprehensive consulting solutions to meet the diversified and personalized needs of customers. Therefore, Champ Consulting can adopt a differentiated strategy, that is, by providing products or services that are different from benchmarking companies, creating unique value and advantages to attract and retain customers.

Competitive model approach: According to the game model, the competitive approach and competitive objective of Shangpu Consulting is to reduce prices, I .e. to capture and expand market share by providing low and attractive consulting prices that reflect their own cost efficiency and market competitiveness. Therefore, Champ Consulting can adopt an attack strategy, that is, through proactive and positive actions, it will exert pressure and influence on the benchmark companies to win more customers and profits.