Purpose of Benchmarking Enterprise Analysis

The purpose of benchmarking enterprise analysis is to help enterprises to formulate effective competitive strategies and improve market competitiveness. According to different decision-making needs, the purpose of benchmarking enterprise analysis can be divided into the following categories:

Understand the basic situation of benchmarking enterprises, such as market share, product characteristics, market positioning, marketing strategies, etc., as well as their own similarities and differences;

Evaluate the advantages and disadvantages of benchmarking enterprises, such as core competitiveness, resource capacity, innovation ability, risk tolerance, etc., as well as their threats and opportunities to themselves;

Predict the strategic intentions of benchmarking enterprises, such as development goals, strategic directions, strategic priorities, strategic changes, etc., as well as their own impact and response;

Analyze the action plans of benchmarking enterprises, such as product development, market expansion, price adjustment, promotion activities, etc., as well as their own challenges and responses;

Identify the response patterns of benchmarking firms, such as sensitivity to market changes, tolerance to competitive pressures, choice and implementation of competitive strategies, and their own constraints and responses.

According to different purposes, the content and dimensions of benchmarking enterprise analysis will be different, enterprises need to choose the appropriate analysis content and dimensions according to their own decision-making needs, avoid too general or too detailed, in order to improve the pertinence and effectiveness of the analysis.

Content of Benchmarking Enterprise Analysis

The content of benchmarking enterprise analysis refers to the object and scope of analysis, including the selection of benchmarking enterprises and the determination of analysis dimensions. The content of benchmarking enterprise analysis needs to be dynamically adjusted and updated according to the changes in the market environment to adapt to the new competitive situation.

Selection of Benchmarking Enterprises

The selection of benchmarking enterprises refers to the determination of the scope and number of benchmarking enterprises for analysis, which is the first step in the analysis of benchmarking enterprises. The selection of benchmarking enterprises needs to consider the following factors:

The definition of benchmarking enterprise: benchmarking enterprise refers to an enterprise that provides the same or similar products or services in the same market, meets the same or similar customer needs, and has a direct or indirect competitive relationship with itself. Benchmarking enterprises can be divided into the following categories:

Direct benchmarking enterprise: refers to the enterprise that provides the same or very similar products or services in the same market, meets the same or very similar customer needs, and has the most direct competitive relationship with itself. For example, the direct benchmarking companies of Champ Consulting may be other companies that provide similar consulting services, such as Huasheng Consulting and Zhilian Consulting.

Indirect benchmarking enterprise: refers to an enterprise that provides different but related products or services in the same market, meets different but related customer needs, and has a certain competitive relationship with itself. For example, Champ Consulting's indirect benchmarking companies may be companies that provide other types of consulting services, such as Deloitte and PricewaterhouseCoopers.

Potential benchmarking enterprise: an enterprise that has not yet provided the same or similar products or services in the same market, but has the ability and willingness to enter the market and form a competitive relationship with itself. For example, potential benchmarking companies for Shangpu Consulting may be companies with strength and resources, such as Alibaba and Tencent.

Substitution benchmarking enterprise: refers to an enterprise that provides different but replaceable products or services in different markets, meets different but replaceable customer needs, and has an alternative competitive relationship with itself. For example, the alternative benchmarking companies of Shangpu Consulting may be some platforms that provide online education, training, consulting and other services, such as NetEase Cloud Classroom and Zhihu.

The importance of benchmarking enterprises: the importance of benchmarking enterprises refers to the degree of influence of benchmarking enterprises on themselves, including the market share, growth rate, competitiveness and threat of benchmarking enterprises. The importance of benchmarking enterprises can be assessed in the following ways:

Market share analysis: Market share refers to the proportion of benchmarking enterprises in the market, reflecting the market position and influence of benchmarking enterprises. Generally speaking, the higher the market share, the higher the importance of benchmarking enterprises, which need to be focused on and analyzed.

Growth rate analysis: Growth rate refers to the change of sales or market share of benchmarking enterprises in a certain period of time, reflecting the development speed and potential of benchmarking enterprises. Generally speaking, the higher the growth rate, the higher the importance of benchmarking enterprises, which need close attention and analysis.

Competitiveness analysis: Competitiveness refers to the advantages or disadvantages of benchmarking enterprises compared with other benchmarking enterprises in the market, reflecting the strength and level of benchmarking enterprises. Competitiveness can be assessed in several ways:

SWOT analysis: SWOT analysis refers to the analysis of the strengths (Strengths), weaknesses (Weaknesses), opportunities (Opportunities) and threats (Threats) of the benchmarking enterprise to determine the internal conditions and external environment of the benchmarking enterprise.

Among them, SO strategy refers to the use of their own advantages, seize external opportunities, improve competitiveness; WO strategy refers to overcome their own disadvantages, seize external opportunities, improve competitiveness; ST strategy refers to the use of their own advantages, deal with external threats, reduce risk; WT strategy refers to overcome their own disadvantages, deal with external threats, reduce risk. Generally speaking, SWOT analysis can help enterprises understand the advantages and disadvantages of benchmarking enterprises, as well as their own opportunities and threats, so as to formulate corresponding competitive strategies.

Five Forces Analysis: Five Forces Analysis refers to the analysis of the competitive structure and competitive strength of the industry in which the benchmarking enterprise is located, including the benchmarking enterprise in the industry, potential new entrants, the threat of substitutes, the bargaining power of suppliers and the bargaining power of buyers.

Among them, benchmarking enterprises in the industry refer to enterprises that provide the same or similar products or services in the same industry and have direct competition with themselves; potential new entrants refer to enterprises that have the ability and willingness to enter the industry and form competitive relations with themselves; the threat of substitution refers to providing different but replaceable products or services in different industries, enterprises that have an alternative competitive relationship with themselves; the bargaining power of suppliers refers to the influence of enterprises or individuals that provide raw materials, equipment, manpower and other resources on themselves; the bargaining power of buyers refers to the influence of enterprises or individuals that purchase products or services from themselves. Generally speaking, five forces analysis can help enterprises understand the competitive environment of the industry in which the benchmarking enterprises are located, as well as its impact on themselves, so as to formulate corresponding competitive strategies.

VRIO analysis: VRIO analysis refers to the analysis of whether the resources and capabilities of the benchmarking enterprise have value (Value), scarcity (Rarity), non-replicability (Inimitability) and organization (Organization) to determine the core competitiveness of the benchmarking enterprise.

resource/capability value scarcity non-replicable organizational competitiveness

Among them, value refers to whether resources or capabilities can create value for enterprises, such as increasing income, reducing costs, increasing satisfaction, etc. Scarcity refers to whether resources or capabilities are scarce, that is, whether only a few enterprises have them. Non-replicability refers to whether resources or capabilities are non-replicable, that is, whether they are difficult to be imitated or acquired by other enterprises. Organization refers to whether resources or capabilities are organized, that is, whether it can be effectively used and managed by the enterprise. Generally speaking, VRIO analysis can help enterprises understand the core competitiveness of benchmarking enterprises, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

The analysis dimension of the benchmarking enterprise: the analysis dimension of the benchmarking enterprise refers to the angle and aspect of the analysis, including the strategy, finance, market, product, technology, manpower, culture, etc. of the benchmarking enterprise. The analytical dimensions of benchmarking enterprises need to be selected according to different purposes and contents to improve the depth and breadth of analysis. The following is an introduction to some commonly used analysis dimensions:

Strategic analysis: Strategic analysis refers to the analysis of the strategy of benchmarking enterprises, including the development goals, strategic direction, strategic focus, strategic changes, etc. of benchmarking enterprises, as well as their own impact and response. Strategic analysis can be done in the following ways:

Strategic map analysis: Strategic map analysis refers to the decomposition of the benchmarking company's strategy into different levels, such as vision, mission, goals, strategies, action plans, etc., and the relationship between them to form a clear strategic map.

Among them, the vision refers to the long-term ideal state of the benchmarking enterprise, such as becoming an industry leader and global development; the mission refers to the significance and value of the existence of the benchmarking enterprise, such as providing customers with the best service and creating the greatest value for the society; the goal refers to the specific, quantifiable, measurable and time-bound results of the benchmarking enterprise, such as achieving a certain market share, growth rate, profit margin, etc.; strategy refers to the methods and ways of benchmarking enterprises to achieve their goals, such as through innovation, expansion, cooperation, etc.; action plan refers to the specific, operational, responsible and resourceful activities of benchmarking enterprises to implement strategies, such as developing new products, expanding new markets, establishing relationships with partners, etc. In general, strategic map analysis can help companies understand the strategic logic and structure of benchmarking companies, as well as their own impact and response. -Strategic group analysis: Strategic group analysis refers to the benchmarking enterprises according to their similarities or differences in the market, divided into different strategic groups, to form a strategic group map.

Among them, the strategic group refers to the collection of benchmarking enterprises with similar strategic characteristics in the market, such as product quality, price, service, innovation, etc.; the strategic group map refers to the positioning and display of the strategic group of benchmarking enterprises in a two-dimensional or multi-dimensional space with two or more strategic dimensions. Generally speaking, strategic group analysis can help enterprises understand the strategic differences and similarities of benchmarking enterprises, as well as their competitive pressures and opportunities, so as to formulate corresponding competitive strategies.

Strategic clock analysis: Strategic clock analysis refers to the combination of benchmarking enterprises according to their price and added value in the market, divided into different strategic options to form a strategic clock chart.

Among them, strategic options refer to the combination of different prices and added values adopted by benchmarking enterprises in the market, such as low price/low added value, low price/high added value, high price/high added value, etc. Strategic clock chart refers to positioning and displaying the strategic options of benchmarking enterprises in a bell-shaped space with two dimensions of price and added value. Generally speaking, strategic clock analysis can help companies understand the price and value-added strategies of benchmarking companies, as well as their competitive advantages and disadvantages to themselves, so as to formulate corresponding competitive strategies.

Financial analysis: Financial analysis refers to the analysis of the financial situation of the benchmark enterprise, including the benchmark enterprise's financial statements, financial ratios, financial forecasts, etc., as well as its impact on itself and response. Financial analysis can be done in the following ways:

Financial Statement Analysis: Financial Statement Analysis refers to the analysis of the financial statements of the benchmark enterprise, including balance sheet, profit statement, cash flow statement, etc., to understand the financial position and changes of the benchmark enterprise. In general, financial statement analysis can help companies understand the benchmark enterprise's assets, liabilities, owner's equity, income, expenses, cash flow and other financial indicators, as well as its impact on their own and response.

Financial Ratio Analysis: Financial Ratio Analysis refers to the analysis of the financial ratios of benchmarking enterprises, including profitability, solvency, operational capacity, growth capacity, etc., to assess the financial performance and level of benchmarking enterprises. Generally speaking, financial ratio analysis can help companies understand the profitability, solvency, operational capacity, growth capacity and other financial ratios of benchmarking companies, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

Financial Forecast Analysis: Financial forecast analysis refers to the analysis of the benchmark enterprise's financial forecast, including the benchmark enterprise's revenue, expenditure, profit, cash flow, etc. of the future expected value, as well as its impact on itself and response. Financial forecast analysis can be carried out in the following ways:

Historical trend analysis: Historical trend analysis refers to the analysis of the changing trend of the financial indicators of the benchmark enterprise according to the historical data of the benchmark enterprise, in order to predict the future value of the financial indicators of the benchmark enterprise. In general, historical trend analysis can help companies understand the pattern of changes in the financial indicators of benchmarking companies, as well as their own impact and response.

Factor analysis: Factor analysis refers to the correlation between the financial indicators of the benchmark enterprise and other factors, the analysis of the impact factors of the financial indicators of the benchmark enterprise, in order to predict the future value of the financial indicators of the benchmark enterprise. In general, factor analysis can help companies understand the factors that influence the financial indicators of benchmarking companies, as well as their own impact and response.

Scenario analysis: Scenario analysis refers to the analysis of the uncertainty of the financial indicators of the benchmarking enterprise according to the possible values of the financial indicators of the benchmarking enterprise under different scenarios, in order to predict the future value of the financial indicators of the benchmarking enterprise. In general, scenario analysis can help companies understand the uncertainty of benchmarking companies' financial indicators, as well as their own impact and response.

Market analysis: Market analysis refers to the analysis of the market situation of benchmarking enterprises, including the market share, market growth rate, market structure, market demand, market segmentation, etc. of benchmarking enterprises, as well as their own impact and response. Market analysis can be done in the following ways:

Market share analysis: Market share analysis refers to the analysis of the proportion of benchmarking enterprises in the market, reflecting the market position and influence of benchmarking enterprises. Generally speaking, market share analysis can help enterprises understand the market share of benchmarking enterprises, as well as their own competitive pressure and opportunities, so as to formulate corresponding competitive strategies.

Market growth rate analysis: Market growth rate analysis refers to the analysis of the development speed and potential of the market, reflecting the attractiveness and competitiveness of the market. Generally speaking, market growth rate analysis can help companies understand the growth rate of the market, as well as its opportunities and threats to themselves, so as to formulate corresponding competitive strategies.

Market structure analysis: Market structure analysis refers to the analysis of the composition and characteristics of the market, including the size, concentration, distribution, stability, diversity, etc. of the market, as well as its own impact and response. Market structure analysis can be carried out in the following ways:

Market size analysis: Market size analysis refers to the analysis of the overall size of the market, that is, the total sales or total demand of the market, reflecting the capacity and potential of the market. In general, market size analysis can help companies understand the size of the market, as well as its own opportunities and challenges, so as to develop corresponding competitive strategies.

Market concentration analysis: Market concentration analysis refers to the analysis of the degree of competition in the market, that is, the number and size of benchmark enterprises in the market, reflecting the fierce competition and difficulty of the market. In general, market concentration analysis can help companies understand the concentration of the market, as well as its own competitive pressures and opportunities, so as to develop appropriate competitive strategies.

Market distribution analysis: Market distribution analysis refers to the analysis of the geographical distribution of the market, that is, the distribution of the market in different regions, countries, cities, etc., reflecting the regional and differences of the market. In general, market distribution analysis can help companies understand the distribution of the market, as well as its own opportunities and challenges, so as to develop appropriate competitive strategies.

Market stability analysis: Market stability analysis refers to the analysis of the degree of change in the market, that is, the market sales or demand fluctuations in a certain period of time, reflecting the stability and predictability of the market. In general, market stability analysis can help companies understand the stability of the market, as well as its own risks and opportunities, so as to develop appropriate competitive strategies.

Market diversity analysis: Market diversity analysis refers to the analysis of market diversity, that is, the differences and diversity of customer needs, preferences, behaviors, etc. in the market, reflecting the complexity and segmentation of the market. In general, market diversity analysis can help companies understand the diversity of the market, as well as its own opportunities and challenges, so as to formulate corresponding competitive strategies.

Market demand analysis: Market demand analysis refers to the analysis of market demand conditions, including total market demand, effective demand, potential demand, unmet demand, etc., as well as its impact on itself and response. Generally speaking, market demand analysis can help enterprises understand the market demand situation, as well as its own opportunities and challenges, so as to formulate corresponding competitive strategies.

Market segmentation analysis: Market segmentation analysis refers to the analysis of market segmentation, that is, customers in the market according to their different needs, preferences, behavior, etc., divided into different market segments, in order to form a market segmentation map. In general, market segmentation analysis can help companies understand the market segmentation, as well as its own opportunities and challenges, so as to develop appropriate competitive strategies.

Product analysis: Product analysis refers to the analysis of the product status of the benchmarking enterprise, including the product characteristics, product portfolio, product life cycle, product innovation, etc. of the benchmarking enterprise, as well as its impact on itself and response. Product analysis can be done in the following ways:

Product feature analysis: Product feature analysis refers to the analysis of the characteristics of the benchmarking enterprise's products, including product function, performance, quality, design, brand, price, etc., as well as its impact on itself and response. In general, product feature analysis can help companies understand the characteristics of benchmarking companies' products, as well as their own strengths or weaknesses, so as to formulate corresponding competitive strategies.

Product portfolio analysis: Product portfolio analysis refers to the analysis of the benchmark enterprise's product portfolio, including product type, quantity, proportion, relationship, etc., as well as its own impact and response.

Boston Matrix Analysis: Boston Matrix Analysis refers to the combination of benchmarking companies' products into different product types based on their market share and market growth rate to form a Boston Matrix chart. Among them, product type refers to the combination of market share and market growth rate of benchmarking enterprises' products in the market, such as star products, problem products, cash cow products, thin dog products, etc. Boston matrix chart refers to positioning and displaying the product types of benchmarking enterprises in a four-quadrant space with two dimensions of market share and market growth rate. In general, Boston Matrix analysis can help companies understand the portfolio of benchmarking companies, as well as their own opportunities and challenges, so as to develop corresponding competitive strategies.

Ansoff matrix analysis: Ansoff matrix analysis refers to the division of benchmarking companies' products into different product strategies based on their existing and new products in the market, as well as the combination of existing and new markets, to form an Ansoff matrix diagram. Among them, product strategy refers to the existing products and new products of benchmarking enterprises in the market, as well as the combination of existing markets and new markets, such as market penetration, market development, product development, diversification, etc. Ansoff matrix chart refers to the positioning and display of benchmarking enterprises' product strategies in a four-quadrant space with two dimensions of existing products and new products, as well as existing markets and new markets. In general, Ansoff matrix analysis can help companies understand the strategy of benchmarking companies' products, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Product life cycle analysis: Product life cycle analysis refers to the analysis of the product life cycle of the benchmark enterprise, that is, the process of product from launch to exit the market, including the introduction period, growth period, maturity period, recession period, as well as its own impact and response. Among them, the product life cycle refers to the process of product from launch to exit the market, including the introduction period, growth period, maturity period, decline period, etc. The product life cycle diagram refers to the positioning and display of the product life cycle of the benchmarking enterprise in a curved space with two dimensions of time and sales. In general, product life cycle analysis can help companies understand the life cycle of benchmarking companies' products, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Product innovation analysis: Product innovation analysis refers to the analysis of the innovation status of the benchmark enterprise's products, including the type of innovation, degree of innovation, source of innovation, innovation effect, etc. of the benchmark enterprise's products, as well as its impact on itself and response.

Innovation type analysis: Innovation type analysis refers to the analysis of the types of product innovation of benchmarking enterprises, including product technology innovation, functional innovation, design innovation, brand innovation, service innovation, etc., as well as their own impact and response. Generally speaking, innovation type analysis can help enterprises understand the types of innovation of benchmarking enterprises' products, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

Innovation degree analysis: Innovation degree analysis refers to the analysis of the degree of product innovation of benchmarking enterprises, including product basic innovation, improvement innovation, incremental innovation, breakthrough innovation, etc., as well as its own impact and response. Generally speaking, the analysis of the degree of innovation can help enterprises understand the degree of innovation of benchmarking enterprises, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Innovation source analysis: Innovation source analysis refers to the analysis of the source of product innovation of the benchmark enterprise, including the internal innovation of the product, external innovation, joint innovation, etc., as well as its own impact and response. Generally speaking, innovation source analysis can help enterprises understand the source of innovation of benchmarking enterprises' products, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Innovation effect analysis: Innovation effect analysis refers to the analysis of the innovation effect of the benchmark enterprise's products, including the product's market response, market share, profit margin, customer satisfaction, etc., as well as its own impact and response. Generally speaking, innovation effect analysis can help enterprises understand the effect of product innovation of benchmarking enterprises, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

Technical analysis: Technical analysis refers to the analysis of the technical status of benchmarking enterprises, including the technical level of benchmarking enterprises, technical sources, technical inputs, technical protection, etc., as well as their own impact and response.

Technical analysis can be done in the following ways:

Technical level analysis: Technical level analysis refers to the analysis of the technical level of the benchmarking enterprise, including the advancement, maturity, reliability, compatibility, etc. of the technology, as well as its impact on itself and response. Generally speaking, technical level analysis can help enterprises understand the technical level of benchmarking enterprises, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

Technology source analysis: Technology source analysis refers to the analysis of the source of the benchmarking enterprise's technology, including the internal source of technology, external sources, joint sources, etc., as well as its impact on itself and response. In general, technology source analysis can help companies understand the source of technology for benchmarking companies, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Technology input analysis: Technology input analysis refers to the analysis of the technology input of benchmarking enterprises, including technology research and development costs, research and development personnel, research and development equipment, as well as its own impact and response. In general, technology input analysis can help companies understand the technology input of benchmarking companies, as well as their own strengths or weaknesses, so as to formulate corresponding competitive strategies.

Technology protection analysis: Technology protection analysis refers to the analysis of the protection of technology of benchmarking enterprises, including technology patents, trademarks, copyrights, confidentiality agreements, etc., as well as their own impact and response. In general, technology protection analysis can help companies understand the technology protection of benchmarking companies, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Manpower analysis: Manpower analysis refers to the analysis of the human status of benchmarking enterprises, including the scale of human resources, human structure, human quality, human flow, etc., as well as its own impact and response. Manpower analysis can be done in several ways:

Manpower scale analysis: Manpower scale analysis refers to the analysis of the scale of the benchmark enterprise's manpower, that is, the number of employees of the benchmark enterprise, reflecting the capacity and potential of the benchmark enterprise's manpower. In general, human scale analysis can help companies understand the scale of human power of benchmarking companies, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Human structure analysis: Human structure analysis refers to the analysis of the structure of the human resources of the benchmark enterprise, that is, the distribution and proportion of the employees of the benchmark enterprise, reflecting the structure and characteristics of the human resources of the benchmark enterprise. In general, human structure analysis can help companies understand the human structure of benchmarking companies, as well as their own strengths or weaknesses, so as to develop appropriate competitive strategies.

Human quality analysis: Human quality analysis refers to the analysis of the quality of the human resources of the benchmarking enterprise, that is, the ability and level of the employees of the benchmarking enterprise, reflecting the quality and level of the human resources of the benchmarking enterprise. Generally speaking, human quality analysis can help enterprises understand the quality of human resources of benchmarking enterprises, as well as their own advantages or disadvantages, so as to formulate corresponding competitive strategies.

Manpower flow analysis: Manpower flow analysis refers to the analysis of the human flow of benchmarking enterprises, that is, the inflow and outflow of employees of benchmarking enterprises, reflecting the stability and mobility of human resources of benchmarking enterprises. In general, manpower flow analysis can help companies understand the flow of manpower in benchmarking companies, as well as their own opportunities and challenges, so as to formulate corresponding competitive strategies.

Cultural analysis: cultural analysis refers to the analysis of the cultural situation of benchmarking enterprises, including the cultural value, cultural concept, cultural atmosphere, cultural influence, etc. of benchmarking enterprises, as well as their own influence and response. Cultural analysis can be done in the following ways:

Cultural value analysis: cultural value analysis refers to the analysis of the value of the culture of the benchmark enterprise, that is, the core, lasting and universal values embodied in the culture of the benchmark enterprise, reflecting the essence and direction of the culture of the benchmark enterprise. Generally speaking, cultural value analysis can help enterprises understand the value of benchmarking enterprise culture, as well as its impact on itself and response.

Cultural concept analysis refers to the concept of analyzing the culture of benchmarking enterprises, that is, the basic, guiding and operational concept embodied in the culture of benchmarking enterprises, which reflects the cultural thoughts and behaviors of benchmarking enterprises. Generally speaking, cultural concept analysis can help enterprises understand the concept of benchmarking enterprise culture, as well as its own impact and response.

Cultural atmosphere analysis: cultural atmosphere analysis refers to the analysis of the cultural atmosphere of the benchmarking enterprise, that is, the internal and external atmosphere and mood created by the culture of the benchmarking enterprise, reflecting the temperament and style of the culture of the benchmarking enterprise. Generally speaking, cultural climate analysis can help enterprises understand the cultural atmosphere of benchmarking enterprises, as well as their own impact and response.

Cultural impact analysis: Cultural impact analysis refers to the analysis of the impact of the culture of the benchmarking enterprise, that is, the impact of the culture of the benchmarking enterprise on itself and the outside, reflecting the role and effect of the culture of the benchmarking enterprise. In general, cultural impact analysis can help companies understand the impact of the culture of the benchmarking company, as well as its impact on themselves and how to deal with it.