How to manage benchmarking?

When Vanke took Paldi Housing Company, one of the four largest residential enterprises in the United States, as the benchmark enterprise in the new decade, the domestic real estate industry also set off a craze to learn from Vanke. The power of benchmarking is infinite. By aiming at the benchmark, entrepreneurs find the opportunity to think on the shoulders of giants and re-examine their products, services and processes. By learning from other people's excellent management practices, we can integrate other people's experience and knowledge for our own use, thus promoting our own accelerated progress and development. Benchmarking management has become an important management tool for many enterprises to learn and grow rapidly and pursue Excellence. Where is the benchmark? Competitors just say: know yourself and know yourself, and you will win every battle. Taking competitors as the benchmarking object, the main purpose is to focus on the gap between them and compare the products, services and most important workflows of direct competitors with themselves. Although competitors' products, services and operation processes are not necessarily the best operation modes in the industry, the information obtained through competitive benchmarking research is very valuable, because competitors' operation modes will directly affect your target market. Through the study of competitive benchmarking, enterprises can systematically analyze competitors and industry environment and obtain more valuable information than traditional business intelligence collection, so it is more helpful for enterprises to carry out strategic analysis and market positioning. In American business circles, benchmarking is often regarded as a competitive strategy tool, and any important project related to operation will be studied as long as it can be compared with competitors. However, when enterprises aim at the competitive benchmark, it is usually difficult to obtain the cooperation of competitors. Therefore, it may be necessary to collect all kinds of data through reverse manufacturing, competitor product purchase analysis, competitor performance analysis, etc. And third-party information sources (such as consumer research reports, introduction of consulting companies, etc.). ) can also be used to obtain relevant comparative data between enterprises and competitors in terms of products, services, operational processes, etc. When aiming at the competition benchmark, enterprises pay attention to how competitors become the best in the industry, and what kind of knowledge and skills, effective ways, processes and methods are needed to become the best in the industry. While paying attention to the practices of direct competitors, general benchmarking can also look away from the existing industries, look at the working methods of other external industry leaders, analyze the reasons why they can get the leading position, find out the key processes for their success, and try to integrate these best working modes into their own processes. Only focusing on the exclusive benchmarking of competitors' working methods will bring obstacles to enterprises to pursue the best working mode. In fact, many business processes in enterprises (such as inventory management, supplier management, customer management, advertising and employment, etc. ) It is similar in different industries. Therefore, it may be more valuable for enterprises to use benchmarking to target these projects, especially when benchmarking the same project in different industries. Internal benchmarking Internal benchmarking is the starting point of all kinds of benchmarking activities, and it is also the work that any enterprise must complete before it begins to inspect external enterprises. Most diversified or multinational enterprises will have several branches or institutions in different locations. Therefore, there may be many similar enterprise functions running in different units. Then these enterprises can start their benchmarking activities by comparing their internal operation modes. Of course, it is impossible to think that the best operation mode can be found through internal inspection of enterprises. But it is easier to take this as a starting point and take the first step of improvement. The purpose of enterprise internal benchmarking research is to find the differences between different units in the enterprise in terms of product quality, profitability or ability to meet customer needs. In addition, in addition to comparing the key success factors of these enterprises, we can further analyze the operational projects that may need to be compared with external enterprises in the future. Therefore, the study of internal benchmarking can help enterprises to clarify the scope and theme of external benchmarking management. How to carry out benchmarking management The first step is to set up a benchmarking research group and determine the subject of specimen research. Benchmarking management needs to set up a benchmarking project promotion team first. Team members are responsible for initiating and managing the entire benchmarking process. In many large organizations, the team usually expands into an independent department, which can provide platform support for all benchmarking activities more effectively. After the benchmarking project promotion group is established, we must first confirm the needs and themes of benchmarking learning. When deciding the theme, it is very important that the theme of this study must have a significant impact on the business or profit of the enterprise, such as the benchmarking of business processes, machinery and equipment, product manufacturing, products and services, etc. Only in view of these key success factors, it is meaningful for enterprises to invest resources in benchmarking. In order to clarify the so-called key success factors, we need to have a full understanding of the current operation process, and the performance measurement indicators of each part can be used as the basis for review, so as to find out the weak links that need to be strengthened among many key success factors for learning. The second step, a basic and important principle of internal data collection and analysis benchmarking research is to know yourself thoroughly before knowing the information of another research object's operation mode, products and services. At this stage, enterprises must collect and analyze their own internal operation information, understand the current operation mode, and review it to find out the parts that need improvement. This step is the preparation before the enterprise collects information from the outside world. Only in this way can enterprises correctly evaluate the degree of improvement they can make. If you don't conduct a complete internal analysis, you may miss some important internal benchmarking opportunities, and you will never find some valuable information sources and available help within the organization. The third step is to select the research object and collect and analyze external data. When enterprises choose benchmarking learning objects, they should decide whether they only need to make some basic improvements on the current homework or set an example. Because it involves the balance between the degree of performance improvement and the input resources. Enterprises can find the target through newspapers, periodicals, national award lists or consulting companies. After selecting the target of benchmarking management, enterprises can collect the required information through telephone interviews, questionnaires, books and magazines, face-to-face interviews, database queries and other data collection methods. If necessary, you can buy competitors' products and make them in reverse order. On the basis of internal and external information collection, compare your working methods, products and services, find out the key differences between them, and determine the degree and direction of improvement. The fourth step is to take action to change. After finding the direction and degree of improvement, we need to choose the best reform plan, further clarify the specific implementation steps of the reform and how to evaluate the improvement effect. An important task or part of the implementation plan should include an organizational change management plan, which, on the one hand, eliminates all kinds of resistance to change within the organization as much as possible, on the other hand, promotes the understanding, acceptance and support of the members of the organization to ensure the realization of the change goal. The fifth step is continuous improvement. Just like all changes, benchmarking needs continuous improvement to achieve the desired results. In order to make the efforts and sweat in benchmarking more rewarding, a process or plan should be designed to timely warn where and when the performance of benchmarking projects may be reversed. Benchmarking database must be updated in time, and the performance improvement process of benchmarking project is endless. Return to the top to close the window.