Definition, Classification, Identification and Selection of 1. Benchmarking Enterprises

Definition of Benchmarking Enterprise

Benchmarking enterprises are other enterprises or organizations that compete with enterprises for limited resources, customers or profits in the same market or industry. Benchmarking enterprises include not only direct benchmarking enterprises, that is, enterprises that provide the same or similar products or services, but also indirect benchmarking enterprises, that is, enterprises that provide alternative products or services, and potential benchmarking enterprises, that is, enterprises that are likely to enter the market or industry.

Classification of Benchmarking Enterprises

Benchmarking enterprises can be classified according to different criteria, and the common classification methods are as follows:

(1) According to the relationship between benchmarking enterprises and enterprises, benchmarking enterprises can be divided into major benchmarking enterprises and secondary benchmarking enterprises. The main benchmark enterprises refer to the enterprises that have strong competitiveness and influence in market share, product quality, price level and marketing strategy, which pose a direct threat to the survival and development of enterprises. Secondary benchmarking enterprises are those that have certain competitiveness and influence with the enterprise in some aspects, but are not enough to cause serious damage to the enterprise, and they have an indirect impact on the survival and development of the enterprise.

(2) According to the size and status of benchmarking enterprises, benchmarking enterprises can be divided into leaders, challengers, followers and vulnerable. A leader is an enterprise that occupies a dominant position in a market or industry, has the largest market share, the highest brand awareness, the strongest competitiveness and the best profit level. They usually have strong innovation ability and market control ability, and can formulate and lead the development trend of the market. Challengers refer to enterprises with certain market share, brand awareness, competitiveness and profit level in the market or industry. They usually have strong offensive consciousness and risk tolerance, and can challenge and attack leaders through different competitive strategies and means, trying to change the pattern and order of the market. Followers refer to enterprises with small market share, brand awareness, competitiveness and profit level in the market or industry. They usually have weak innovation ability and market control ability. They can only maintain and protect their market position and interests by imitating and following the competitive strategies and means of leaders or challengers. The weak refers to the enterprises that are in the marginal position in the market or industry, with insignificant market share, brand awareness, competitiveness and profit level. They usually have low innovation ability and market control ability, and it is difficult to compete effectively with other benchmark enterprises. They can only survive and develop by reducing costs and prices, or seeking cooperation and exit.

(3) According to the strategic intention and behavior pattern of benchmarking enterprises, benchmarking enterprises can be divided into attacking benchmarking enterprises and defensive benchmarking enterprises. An offensive benchmarking company is a company that has a strong sense of offense and risk tolerance, adopts proactive and active competitive strategies and methods, tries to expand its market share and profit level, or weakens and attacks the competitiveness and influence of other benchmarking companies, and they usually behave as challengers or followers. Defensive benchmarking enterprises are those with weak offensive consciousness and risk tolerance, and adopt passive and passive competitive strategies and means to try to maintain and protect their market share and profit level, or to avoid and ease conflicts and competitions with other benchmarking enterprises. They usually behave as leaders or weak ones.

Identification and Selection of Benchmarking Enterprises

The identification and selection of benchmarking enterprises is the first and most important step in benchmarking enterprise analysis, which determines the scope and direction of benchmarking enterprise analysis. The identification and selection of benchmarking enterprises should follow the following principles:

(1) Customer-oriented. Customers are the core of the market and the source of competition. The identification and selection of benchmarking enterprises should be based on customers' needs, preferences, cognition and behavior, and find out those benchmarking enterprises that compete with enterprises for the same target market or the same market segment, rather than based on the similarity or difference of products, ignoring those benchmarking enterprises that provide alternative products or services.

(2) Strategic orientation. Strategy is the key to competition and the purpose of competition. The identification and selection of benchmarking enterprises should be based on the matching degree and conflict degree of strategy, and find out those benchmarking enterprises with the same or similar strategic intentions and behavior patterns with enterprises, instead of ignoring those benchmarking enterprises with different or opposite strategic intentions and behavior patterns according to the size or status or geographical division.

(3) Dynamic orientation. Dynamic is the characteristic of competition, and it is also the difficulty of competition. The identification and selection of benchmarking enterprises should be based on dynamic changes and influences, and find out those benchmarking enterprises that have strong interactions and mutual influences with enterprises, rather than static The status or results are based on ignoring those benchmarking enterprises that have weaker interactions and mutual influences.

The identification and selection of benchmarking enterprises should be based on the above principles, combined with the enterprise's objectives, resources, capabilities and environment, to determine the priority and focus of benchmarking enterprise analysis, to avoid too many or too few benchmarking enterprises, to avoid important or irrelevant benchmarking enterprises, so as to improve the efficiency and effectiveness of benchmarking enterprise analysis.

2. the market position, competitiveness, strategic intention, behavior pattern and response ability of benchmarking enterprises

Market Position of Benchmarking Enterprises

The market position of a benchmarking enterprise refers to the relative position and role of the benchmarking enterprise in the market or industry, which reflects the comprehensive performance of the benchmarking enterprise in terms of scale, share, growth, stability and influence. The market position of benchmarking enterprises can be evaluated by the following indicators:

(1) Market share. Market share refers to the proportion of sales or sales volume of benchmarking enterprises in the market or industry, which reflects the market share and market control of benchmarking enterprises, and is the most basic and intuitive index to measure the market position of benchmarking enterprises. Market shares can be calculated and compared by overall market, target market, or market segment to understand the market coverage and market penetration of the benchmarking firm.

(2) Market growth rate. Market growth rate refers to the growth rate of sales or sales volume of benchmarking enterprises in the market or industry, which reflects the market development potential and market attractiveness of benchmarking enterprises, and is the most important and sensitive indicator to measure the market position of benchmarking enterprises. Market growth rates can be calculated and compared by time, space or product to understand the market dynamics and market changes of the benchmarking firm.

(3) Market stability. Market stability refers to the degree of fluctuation of sales or sales volume of benchmarking enterprises in the market or industry, which reflects the market risk and market security of benchmarking enterprises, and is the most stable and reliable indicator to measure the market position of benchmarking enterprises. Market stability can be calculated and compared according to seasons, cycles or trends to understand the market fluctuations and market forecasts of benchmarking companies.

(4) Market influence. Market influence refers to the influence of benchmarking enterprises on other benchmarking enterprises or customers in the market or industry. It reflects the market leadership and market competitiveness of benchmarking enterprises, and is the most comprehensive and subjective index to measure the market position of benchmarking enterprises. Market influence can be calculated and compared by brand, price, innovation or service to understand the market advantages and market differences of benchmarking enterprises.

Competitiveness of Benchmarking Enterprises

The competitiveness of benchmarking enterprises refers to the relative advantages or disadvantages of benchmarking enterprises compared with other benchmarking enterprises in the market or industry, which reflects the comprehensive level of resources, capabilities, efficiency and effectiveness of benchmarking enterprises. The competitiveness of benchmarking enterprises can be evaluated by the following indicators:

(1) Resource advantages. Resource advantage refers to the resources owned by benchmarking enterprises that can provide them with competitive advantage, which reflects the competitive foundation and competitive potential of benchmarking enterprises, and is the most fundamental and long-term index to measure the competitiveness of benchmarking enterprises. Resource advantages can be calculated and compared according to financial, human, material or information to understand the scale and quality of resources of benchmarking enterprises.

(2) Ability advantages. Capability advantage refers to the ability of benchmarking enterprises to provide them with competitive advantage, which reflects the competitive means and competitive technology of benchmarking enterprises, and is the most important and core index to measure the competitiveness of benchmarking enterprises. Capability strengths can be calculated and compared in terms of production, research and development, marketing or management to understand the capability level and capability structure of the benchmarking firm.

(3) Efficiency advantages. Efficiency advantage refers to the efficiency of the benchmarking enterprise that can provide it with competitive advantage, which reflects the competitive cost and competitive income of the benchmarking enterprise, and is the most direct and objective index to measure the competitiveness of the benchmarking enterprise. Efficiency advantages can be calculated and compared according to input-output ratio, asset turnover, profit margin or net profit to understand the efficiency level and efficiency difference of benchmark enterprises.

(4) The effect advantage. The effect advantage refers to the effect that the benchmark enterprise has to provide it with competitive advantage, which reflects the competitive results and competitive influence of the benchmark enterprise, and is the final and most comprehensive index to measure the competitiveness of the benchmark enterprise. Effectiveness advantage can be calculated and compared in terms of market share, market growth rate, market stability or market influence to understand the level of effectiveness and effectiveness evaluation of the benchmarking firm.

The Strategic Intention of Benchmarking Enterprises

The strategic intention of the benchmarking enterprise refers to the goal and vision pursued by the benchmarking enterprise in the market or industry, which reflects the strategic direction and strategic choice of the benchmarking enterprise, and is the most important factor affecting the behavior of the benchmarking enterprise. The strategic intent of a benchmarking firm can be evaluated by the following indicators:

(1) Strategic objectives. Strategic objectives refer to the specific, quantifiable and time-bound objectives that the benchmarking enterprise expects to achieve in the market or industry, which reflects the strategic needs and expectations of the benchmarking enterprise, and is the most direct and objective indicator to measure the strategic intention of the benchmarking enterprise. Strategic objectives can be calculated and compared by market, financial, product or organization to understand the strategic positioning and strategic differences of the benchmarking company.

(2) Strategic vision. Strategic vision refers to the ambitious, attractive and challenging vision that the benchmarking enterprise expects to achieve in the market or industry. It reflects the strategic direction and strategic pursuit of the benchmarking enterprise, and is the final and most comprehensive indicator to measure the strategic intention of the benchmarking enterprise. Strategic vision can be calculated and compared according to mission, value, philosophy or culture to understand the strategic motivation and strategic value of the benchmarking enterprise.

Behavioral Patterns of Benchmarking Enterprises

The behavior pattern of benchmarking enterprises refers to the specific, observable and measurable behaviors taken by benchmarking enterprises in the market or industry, which reflects the strategic implementation and strategic changes of benchmarking enterprises, and is the most direct factor affecting the effectiveness of benchmarking enterprises. The behavior pattern of benchmarking enterprises can be evaluated by the following indicators:

(1) Type of behavior. The type of behavior refers to the different types of behavior taken by benchmarking enterprises in the market or industry, which reflects the purpose and means of behavior of benchmarking enterprises, and is the most basic and intuitive index to measure the behavior pattern of benchmarking enterprises. Behavioral types can be calculated and compared in terms of attack, defense, cooperation, or withdrawal to understand the behavioral tendencies and behavioral choices of benchmarking companies.

(2) Frequency of behavior. Behavior frequency refers to the number of occurrences of behaviors taken by benchmarking enterprises in the market or industry, which reflects the behavior activity and sensitivity of benchmarking enterprises, and is the most important and sensitive index to measure the behavior pattern of benchmarking enterprises. Behavioral frequencies can be calculated and compared by time, space, or product to understand the behavioral dynamics and behavioral changes of benchmarking companies.

(3) strength of behavior. Behavior intensity refers to the influence of the behavior taken by the benchmark enterprise in the market or industry, which reflects the behavior strength and behavior effect of the benchmark enterprise, and is the most direct and objective index to measure the behavior pattern of the benchmark enterprise. Behavioral intensity can be calculated and compared by price, quality, innovation or service to understand the behavioral strengths and behavioral differences of benchmarking firms.

(4) Behavioral stability. Behavioral stability refers to the continuity of the behavior taken by the benchmarking enterprise in the market or industry, which reflects the behavior law and behavior prediction of the benchmarking enterprise, and is the most stable and reliable index to measure the behavior pattern of the benchmarking enterprise. Behavioral stability can be calculated and compared by season, cycle or trend to understand the behavior fluctuations and behavioral expectations of the benchmarking firm.

The responsiveness of benchmarking firms

The responsiveness of a benchmarking enterprise refers to the responsiveness of a benchmarking enterprise to other benchmarking enterprises or environmental changes in the market or industry, which reflects the adaptability and learning ability of the benchmarking enterprise and is the most important factor affecting the efficiency of the benchmarking enterprise. The responsiveness of a benchmarking firm can be evaluated by the following indicators:

(1) Reaction speed. Reaction speed refers to the reaction time of benchmarking enterprises to other benchmarking enterprises or environmental changes in the market or industry, which reflects the responsiveness and timeliness of benchmarking enterprises, and is the most basic and intuitive indicator to measure the responsiveness of benchmarking enterprises. Reaction speeds can be calculated and compared before, during or after the reaction to understand the reaction stage and reaction delay of the benchmarking enterprise.

(2) reaction intensity. Response intensity refers to the response strength of the benchmarking enterprise to other benchmarking enterprises or environmental changes in the market or industry, which reflects the response strength and response effect of the benchmarking enterprise, and is the most direct and objective indicator to measure the responsiveness of the benchmarking enterprise. Response intensity can be calculated and compared by price, quality, innovation or service to understand the response strengths and response differences of benchmarking firms.

(3) Response frequency. Reaction frequency refers to the number of times a benchmarking enterprise reacts to other benchmarking enterprises or environmental changes in the market or industry, which reflects the responsiveness and sensitivity of the benchmarking enterprise, and is the most important and sensitive indicator of the responsiveness of the benchmarking enterprise. Reaction frequency can be calculated and compared according to time, space or product to understand the reaction dynamics and reaction changes of benchmark enterprises.

(4) reaction stability. Response stability refers to the responsiveness of the benchmarking enterprise to other benchmarking enterprises or environmental changes in the market or industry, which reflects the response law and response forecast of the benchmarking enterprise, and is the most stable and reliable indicator to measure the responsiveness of the benchmarking enterprise. Reaction stability can be calculated and compared according to seasons, cycles or trends to understand the benchmark firm's reaction fluctuations and reaction expectations.

3. Shangpu Consulting's benchmark enterprise analysis case.

Shangpu Consulting is a company specializing in management consulting, strategic consulting, market consulting and human resources consulting, providing high-quality consulting services to customers in all walks of life. The following is a case study of the benchmarking business of Champu Consulting:

Identification and Selection of Benchmarking Enterprises

The benchmarking companies of Shangpu Consulting are mainly in the following categories:

(1) Internationally renowned consulting companies, such as McKinsey, Boston Consulting, Bain Consulting, etc., which provide a full range of consulting services on a global scale, have strong brand influence, customer resources and professional capabilities, and are the main benchmarking companies of Shangpu Consulting.

(2) Well-known domestic consulting companies, such as Washington Consulting, Booz Consulting, Zhilian Consulting, etc., provide professional consulting services in the domestic market, have high brand awareness, customer loyalty and industry experience, and are the secondary benchmark enterprises of Shangpu Consulting.

(3) Emerging domestic consulting companies, such as Ease Consulting, Excellence Consulting, Dingzhi Consulting, etc., which provide innovative consulting services in the domestic market and have strong growth, flexibility and adaptability, are potential benchmarking companies for Shangpu Consulting.

(4) Other domestic consulting firms, such as small consulting firms, professional consulting firms, industry consulting firms, etc., which provide different consulting services in the domestic market, have lower costs, prices and thresholds, and are indirect benchmarking firms for Shangpu Consulting.

The priorities and focus of the benchmarking business analysis of Champu Consulting are as follows:

(1) Prioritize the analysis of internationally renowned consulting firms, understand their market position, competitiveness, strategic intentions, behavior patterns and response capabilities, identify their strengths, weaknesses, opportunities and threats, and formulate effective competitive strategies and countermeasures to improve their competitiveness and influence.

(2) Secondary analysis of well-known domestic consulting firms, to understand their market position, competitiveness, strategic intentions, behavior patterns and response capabilities, to identify their strengths, weaknesses, opportunities and threats, to develop effective competitive strategies and countermeasures to maintain their market share and profit levels.

(3) Potential analysis of emerging domestic consulting firms, understanding their market position, competitiveness, strategic intentions, behavior patterns and response capabilities, identifying their strengths, weaknesses, opportunities and threats, and developing effective competitive strategies and countermeasures to prevent their market share and profit levels from being eroded.

(4) Indirectly analyze other domestic consulting firms, understand their market position, competitiveness, strategic intentions, behavior patterns and response capabilities, identify their strengths, weaknesses, opportunities and threats, formulate effective competitive strategies and countermeasures, and expand their market coverage and market penetration.

The Evaluation Criteria and Index System of Benchmarking Enterprises

The evaluation criteria and indicator system for the benchmarking business analysis of Champu Consulting are as follows:

(1) Evaluation criteria and indicator system for market position

market position evaluation standard index system

Market share Market share and market control Overall market share, target market share, segment market share

Market growth rate Market development potential and market attractiveness Time market growth rate, spatial market growth rate, product market growth rate

Market stability Market risk and market security Seasonal market stability, cyclical market stability, trend market stability

market influence market leadership and market competitiveness brand market influence, price market influence, innovation market influence, service market influence

(2) Evaluation criteria and indicator system for competitiveness

competitiveness evaluation standard index system

Resource advantage Resource scale and resource quality Financial resource advantage, human resource advantage, material resource advantage, information resource advantage.

Ability advantage Ability level and ability structure Production ability advantage, R & D ability advantage, marketing ability advantage, management ability advantage

Efficiency advantage Efficiency level and efficiency difference Input-output ratio, asset turnover, profit margin, net profit.

Effect advantage Effect level and effect evaluation Market share, market growth rate, market stability, market influence.

(3) Evaluation criteria and indicator system for strategic intent

strategic intention evaluation standard index system

Strategic objectives Strategic needs and strategic expectations Market strategic objectives, financial strategic objectives, product strategic objectives, organizational strategic objectives.

strategic vision strategic direction and strategic pursuit mission strategic vision, value strategic vision, concept strategic vision, cultural strategic vision

(4) The evaluation criteria and index system of behavior patterns.

behavior pattern evaluation standard index system

Type of behavior The purpose of behavior and behavior means Attack behavior type, defensive behavior type, cooperative behavior type, withdrawal behavior type

behavior frequency behavior activity and behavior sensitivity time behavior frequency, spatial behavior frequency, product behavior frequency

Behavior intensity Behavior intensity and behavior effect Price behavior intensity, quality behavior intensity, innovation behavior intensity, service behavior intensity

Behavior stability Behavior law and behavior prediction Seasonal behavior stability, periodic behavior stability, trend behavior stability

(5) Evaluation criteria and indicator system for responsiveness

reaction ability evaluation standard index system

Reaction speed Reaction agility and timeliness Reaction speed before reaction, reaction speed during reaction, reaction speed after reaction

Reaction intensity Reaction intensity and effect Price reaction intensity, quality reaction intensity, innovation reaction intensity, service reaction intensity

reaction frequency reaction activity and reaction sensitivity time reaction frequency, spatial reaction frequency, product reaction frequency

Reaction stability Reaction law and reaction prediction Seasonal reaction stability, periodic reaction stability, trend reaction stability

The evaluation method and application value of benchmarking enterprises.

The evaluation method and application value of the benchmark enterprise analysis of Shangpu Consulting are as follows:

(1) Evaluation method. The evaluation method refers to the specific, actionable and quantifiable method used by Shangpu Consulting to evaluate the benchmark enterprise, which can help Shangpu Consulting to effectively collect, organize, analyze and evaluate the information of the benchmark enterprise, so as to obtain valuable.Conclusionand recommendations. Evaluation methods can be divided into the following:

Data analysis method. Data analysis refers to the use of mathematics, statistics, economics and other methods to process, analyze and interpret the data of benchmarking enterprises, which can help Shangpu Consulting Company objectively, scientifically and systematically evaluate the market position and competitiveness of benchmarking enterprises, and find out the advantages, disadvantages, opportunities and threats of benchmarking enterprises. The common methods of data analysis are comparative analysis, trend analysis, proportional analysis, regression analysis, cluster analysis and so on.

Scenario analysis. Scenario analysis refers to the method of predicting and deducing the future development of benchmarking enterprises according to different assumptions. It can help Shangpu Consulting Company to evaluate the strategic intention and behavior pattern of benchmarking enterprises subjectively, creatively and plurally, and find out the possible, expected, best and worst scenarios of benchmarking enterprises. Common methods of situational analysis include false attempts, brainstorming, Delphi, and war games.

model analysis. Model analysis refers to the use of graphics, symbols, formulas and other methods to abstract, simplify and standardize the information of benchmarking enterprises, which can help Shangpu Consulting Company intuitively, logically and consistently evaluate the response ability and competitive strategy of benchmarking enterprises, and find out the behavior law and behavior prediction of benchmarking enterprises. The common methods of model analysis are matrix analysis, tree analysis, network analysis, game analysis and so on.

(2) application value. Application value refers to the actual, useful and beneficial value that Shangpu Consulting can obtain by evaluating benchmarking enterprises, which can help Shangpu Consulting to improve its competitive advantage and market position and realize its strategic objectives and strategic vision. Application value can be divided into the following:

Understand the value. Understanding value refers to the comprehensive, in-depth and accurate understanding of benchmarking enterprises that Shangpu Consulting Company can obtain through the evaluation of benchmarking enterprises. It can help Shangpu Consulting Company eliminate misunderstandings and prejudices about benchmarking enterprises, enhance the understanding and understanding of benchmarking enterprises, and improve the respect and trust of benchmarking enterprises.

comparative value. Comparative value refers to the relative, comparative and evaluation comparison of itself and benchmarking enterprises that can be obtained by Shangpu Consulting Company through the evaluation of benchmarking enterprises. It can help Shangpu Consulting Company to find out the advantages and disadvantages of itself and benchmarking enterprises, find out the gaps and shortcomings between itself and benchmarking enterprises, and improve its competitiveness and efficiency.

learning value. Learning value refers to the beneficial, valuable and enlightening learning that Shangpu Consulting Company can obtain through the evaluation of benchmarking enterprises. It can help Shangpu Consulting Company to learn from the successful experience and lessons of benchmarking enterprises, absorb the advantages and strengths of benchmarking enterprises, and improve their innovation ability and adaptability.

strategic value. Strategic value refers to the favorable, supportive and guiding value that Shangpu Consulting Company can obtain for its own strategy through the evaluation of benchmarking enterprises. It can help Shangpu Consulting Company to formulate reasonable, effective and targeted strategies, realize its own strategic goals and strategic vision, and improve its market share and profit level.