How many types of benchmarking are there? What is Benchmarking?

Benchmarking is to learn from students who are good learners.

Benchmarking, also known as benchmarking. This is a concept that is often mentioned in management and marketing. As a leading brand strategy consulting company in China, we are better at in-depth research and simple expression.

What is benchmarking? Benchmarking is to find a good model and learn from him: learn their attitudes, habits, ways of thinking, and so on.

Look at the people, and then look at you! Benchmarking the four-character scripture "compare, learn, catch up, and surpass".

We can divide the benchmarking work into four processes: "benchmarking, benchmarking, exceeding standards, and creating standards", and we can also use four short words to memorize: "compare, learn, catch up, and surpass".

Around 1976, Xerox, which had maintained its de facto monopoly position in the world copier market, was challenged by competitors at home and abroad, especially in Japan, such as Canon and NEC and other companies that were able to make a profit by selling products at Xerox's cost, while the product development cycle and developers were shorter or 50% less than Xerox's. Faced with the threat of competitors, Xerox was the first to launch a campaign to learn from Japanese companies and carried out extensive and in-depth benchmarking. The effect of benchmarking is obvious.

Through benchmarking, Xerox has reduced its manufacturing costs by 50 percent, shortened its product development cycle by 25 percent, increased revenue per capita by 20 percent, and increased the company's product unboxing pass rate from 92 percent. The company regained its original market share. Since then, Xerox has not only focused on competitors in the same industry, but also expanded to non-competitors, or to compare products from other industries.

Benchmarking is to imitate the essence, not to imitate the cat

Steve Jobs, the founder of Apple, once quoted Picasso as saying, "Good artists copy imitations, and great artists steal inspiration." "In recent years, we have also seen a lot of mobile phone manufacturers paying tribute to Apple.

Xiaomi is paying tribute to Apple, the industrial design of the product is very similar to Apple, and even Lei Jun has a nickname "Rebus".

Luo Yonghao, the founder of Hammer Mobile Phone, also said many times at the press conference that he was the successor of Jobs and really learned the essence of Apple, but in addition to Apple's design, it also has a strong **chain management mechanism, which is not easy to learn. Huawei first benchmarked Samsung, all of them are in the Android camp, the better the products are sold, the more expensive they sell, and some users even joked that "I used to have no money to buy Huawei, but now I have no money to buy Huawei". As Huawei's competitiveness becomes stronger and stronger, the benchmark of brand strategy has shifted to Apple, and in 2018, Huawei's new machine can be said to be very strong in photography.

Jingdong only sold 3C at the beginning, and now it has developed to almost all categories, which is behind the benchmarking of Alibaba's Tmall**. Tmall has a double 11, and Jingdong is also coming, and the advertisements are all played together, which is very lively.

The benchmark of the brand strategy is not to "learn to engage in copycats", but to find a teacher, to learn from the teacher with humility and sincerity, and to come out of the blue.

Benchmarking is to find advanced enterprises of the same type, and then compare them with their own unit costs, labor efficiency, ** and other indicators.

Benchmarking management is generally divided into 4 types.

First, internal benchmarking. Many large companies have similar functions within different departments, and by comparing these departments, it is helpful to find out the operating standards of the internal business, which is the easiest way to manage the benchmark. The advantage is that the amount of information shared is large, and the internal knowledge can be used immediately, but at the same time, it is easy to create the possibility of closing and ignoring the information of other companies.

Second, competitive benchmarking. For companies, the most obvious targets are direct competitors, as they have similar products and markets. Benchmarking against competitors allows you to see the results of benchmarking, but the disadvantage is that competitors are generally reluctant to disclose information about best practices.

Third, industry or functional benchmarking. It is the company that is benchmarked against companies that are in the same industry but not in the same market. The advantage of this kind of benchmarking is that it is easy to find someone who is willing to share information because they are not direct competitors to each other.

But nowadays, many large companies can't stand too many requests for such information exchange and are starting to charge for it.

Fourth, benchmarking with unrelated companies on a certain work process, i.e., generic or procedural benchmarking. Comparatively, this approach is the most difficult to implement. As for the company's choice of benchmarking method, it is determined by the content of the benchmarking.

Benchmarking management is a key management tool for enterprises to gain competitive advantage. Benchmarking management can provide enterprises with feasible and credible business objectives, and can provide enterprises with ideas to surpass themselves. Enterprises can continuously find the gap between themselves and the target enterprise through the implementation of benchmarking management, and continuously strengthen their own improvement through their own continuous pursuit of excellence, improve the business performance of the enterprise, and enhance the competitive advantage and core competitiveness of the enterprise.

Four characteristics of benchmarking management:

1. Strategic tactics: find benchmarks from a global perspective and break through industry boundaries and functional boundaries.

2. Tracking goals: With credible goals, we will continue to pursue improvement and optimization.

3. Competitive learning: Break through the bottleneck in the fierce market competition with the success of the benchmark.

4. Innovation speed: the key goal is to gain competitive advantage, and continue to maintain discovery and innovation.

Expected benefits of benchmarking management:

1. Determine the relevant strategic plan and specific target plan;

2. Help managers master more targeted ideas and methods;

3. Optimize the management process and improve management efficiency;

4. Clarify the goal of management and purity, and stimulate the enthusiasm of Kaiqing employees;

5. Provide comparable or important reference data for enterprise management.

Domestic professional benchmarking management enterprises include: Mantaray, Best and so on.

Benchmarking is a way to find and learn the best management cases and operation methods.

Benchmarking is to compare benchmarks to find gaps.

The implementation of benchmarking is to keep the eyes of enterprises on the best level of the industry, and clarify the gap between themselves and the best in the industry, so as to point out the overall direction of the work.

The management of selling bids originated in the United States in the 70s of the last century. Originally, people used benchmarking to find gaps with other companies as a way to investigate and benchmark comparisons.

Later, benchmarking gradually evolved into a way to find best practices and standards to strengthen the internal management of enterprises.

To carry out benchmarking management, we must first clarify the crux of our own enterprise, or the point that needs to be improved, and then choose a "standard", that is, a reference, to data, indicators and other hard conditions to "right", in the process of benchmarking to constantly adjust, innovate, and improve, so that our business leaders need to first have an understanding and attention to benchmarking management. You can give me your buckle number, maybe I can research it to help you. Always find benchmarks, set benchmarks everywhere, create benchmarks for everyone, and implement "benchmarking" management with the best practices, the most scientific standards, the most standardized details, and the easiest methods independently discovered by the industry and enterprises, so that it can be shared, promoted, fully grasped, and fully implemented in the specific job standards and specific personnel throughout the enterprise.

At this point, we have completed a "benchmarking".

Part I: Benchmarking Practices.

1. What is benchmarking?

1. Benchmarking ring - standard, benchmarking, reaching standard, and creating a standard.

2. The commonality of excellent enterprises - benchmarking.

2. Types of benchmarking management and cases of implementation effects.

1. Peer benchmarking and enterprise innovation.

2. Cross-industry benchmarking and breaking through enterprise bottlenecks.

Third, the core awareness of the implementation of benchmarking management.

1. Benchmarking management pursues no problems.

2. How to find out the essential cause of the problem.

Part 2: Benchmarking and the Problem Improvement Path of Enterprise Performance Excellence.

1. Scissor thinking method of benchmarking management (four benchmarking methods) - the standard of efficient work, the scissors process of West Point Military Academy and the special benchmarking process.

2. The application of pedigree diagram of scissor thinking - measurement and analysis, and the graphical thinking method of straightening out the benchmarking idea.

Case: Grasp the main line and commonality - unified analysis of problem cases at all levels of the enterprise.

3. The responsibility hierarchy method of benchmarking management (benchmarking four methods) - a super tool for analysis and improvement to solve the essential problems of the enterprise.

Fourth, the six benchmarking management will never be let go.

Fifth, from the one-sided benchmarking to the comprehensive creation of fine standards.

The third part: the decomposition of the comprehensive indicators of the enterprise and the creation of standards for the whole link.

1. Decomposition of the elements of the whole post of the enterprise.

1. Decomposition of value elements of the whole post and the whole link.

2. What is measurable is manageable – create quantitative standards in key areas.

3. Element modeling method of benchmarking management (benchmarking four methods) - continuous improvement to achieve the creation and control of benchmarks in all posts and links.

2. Scientific control of benchmarking indicators and performance.

3. Establish a database of benchmark indicators for sustainable development.

Part 4: Indicator Selection and Strategic Synergies of Enterprise Benchmarking Management.

First, the selection of benchmarking indicators.

1. Any module of the enterprise can be benchmarked and improved.

2. Guidance on the implementation path of benchmarking management and enterprise strategic deployment.

2. Promote comprehensive benchmarking management and create a cultural environment.

3. Collaborative Benchmarking Method for Benchmarking Management (Benchmarking Four Methods) - From coordination to collaboration to comprehensive collaborative operations.

Strategic synergy - six vertical and n horizontal indicator system and comprehensive strategy implementation.

Industry leaders need benchmarking management, because benchmarking management helps to measure the performance and development level of the enterprise, find their own shortcomings and development space, so as to provide strong support for the long-term development of the enterprise. To manage benchmarking, you can take the following steps:

Determine who to benchmark. Select the enterprises with more representative ratios or branches as the comparison of hail vertical images, and can select well-known enterprises or industry leaders from the same industry, and make reasonable choices according to their own enterprise characteristics and development stages.

Determine the metrics for comparison. According to the characteristics of the enterprise itself, goals and development stages, etc., determine the indicators that need to be compared, which can include enterprise value, product quality, customer satisfaction, market share, human resource management and other aspects.

Collect benchmarking data. Collect benchmarking data from relevant data** from the comparison companies or industries. In the process of collecting data, it is necessary to pay attention to the comparability of data, the reliability of data and the timeliness of data.

Conduct data analysis. The collected data was classified and sorted, a benchmarking model was established, the relationship between each indicator was clarified, and the data was compared and analyzed.

Develop countermeasures and action plans. Combined with the company's own situation and comparative data analysis results, find out its own shortcomings and development space, and formulate corresponding countermeasures and action plans, and constantly improve and optimize the company's management system and operation mode.

Continuous tracking and improvement. On the basis of benchmarking management, through continuous tracking and improvement, we will continuously optimize the management and operation of the enterprise to achieve the long-term development of the enterprise.

In short, benchmarking management is a process of continuous learning, comparison and improvement, and it is necessary to combine it with the company's overall operation strategy when carrying out benchmarking management, formulate appropriate indicators in combination with the actual situation of the Gongyuan League Division, find an entry point to improve the ability and competitiveness of the enterprise, and comprehensively improve the level of enterprise management.