Finding the Opponent is the Beginning of Success——Talking from CNOOC's Benchmarking Management

There is an old saying in China: Take copper as a guide, you can dress up right; learn from history, you can know the rise and fall; take people as a mirror, you can gain and lose. In fact, it is the same with companies. Set up a mirror in front of yourself, gain and lose, find the gap, and then you can improve. In management, this practice is called benchmarking. China National Offshore Oil Corporation is doing such a benchmark. The company needs to decompose its various economic and technical indicators in detail at different times and compare them with five overseas oil companies on a one-to-one basis. The manager of CNOOC said that such a benchmark is actually looking for a mirror and using this mirror to reflect the real situation of our company. It is understood that among the five overseas companies as a reference, Statoil is the most important company. Because the comparison of CNOOC and the other four companies is only at the core business level, the comparison with the Norwegian oil company is comprehensive. The Norwegian national oil company was established in 1972. It was listed in New York and Oslo in June 2001. Fortune magazine ranked it 189th in the Global 500 and 14th in the world oil company. China National Offshore Oil Corporation was established in 1982. It was listed in both New York and Hong Kong in February 2001. It is one of China's three major oil companies and ranks 50th among world oil companies. When a reporter asked why CNOOC did not use the famous multinational company such as Shell or Exxon as the benchmark, but chose to rank No. 14 in the world's Noble Oil Company, CNOOC President Fu Chengyu said that it was like a race. Now that I am in the 20th place, then my catch-up target is not the first place. I must be 19, 18, 17 to catch up. Norwegian Oil Company, it has many similarities with ours in the history of development. At the same time, we have a large gap between it and its comparability. CNOOC's analysts divided the indicators related to the competitiveness of the company into six aspects: company size, sustained profitability, development ability, operation and management level, internationalization level, and risk resistance. After a comparison of 6 major items and 18 small items, CNOOC Limited has an advantage in terms of sales net margin. All other indicators are in the negative. Among them, the ratio of assets of Norwegian National Oil Company and CNOOC is 4 to 1, the annual output ratio is 4-1, the ratio of operating income is 7.1, and the ratio of internationalization is 11 to 1. In addition, on the basis of the research cost as a percentage of total income, Norwegian oil is 3.5 times that of CNOOC. The greatest effect of such benchmarking is the impact on the CNOOC concept. In the past, CNOOC Limited was among the best among domestic companies and now puts itself in a large international competitiveness comparison. Everyone immediately sees the difference. The results of the benchmarking do not completely affect CNOOC's decision-making, but the specificity of decision-making has been greatly strengthened. For example, in view of the significant gap in science and technology investment, CNOOC has increased its investment in science and technology by four times when formulating new plans. CNOOC's approach has at least three tips for other companies that are willing to adopt benchmarking management. First, the targets must be well-targeted. They can neither be too good nor too far, nor can they get over them; secondly, the content of the targets must be targeted and they must be able to Seize the key to the development of the enterprise; third, there must be concrete actions for improvement after the target.

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