Benchmarking management is a virtuous cycle process of constantly searching for and studying the best practices of first-class companies, and comparing, analyzing and judging with our own enterprises, so that our own enterprises can continuously improve, enter or catch up with first-class companies, and create outstanding achievements. Its core is to learn from the best enterprises in or outside the industry. Through learning, enterprises rethink and improve their business practices and create their best practices, which is actually a process of imitation and innovation. Practice has proved that any successful enterprise has gone through the process from learning imitation to catching up with innovation. Even some excellent companies are constantly benchmarking their shortcomings, such as GE learning from Motorola's Six Sigma, Coca-Cola learning from Procter & Gamble's customer research, Haier learning from Sony's manufacturing, Lenovo almost grew up in the HP model, and Vanke once followed Sony and Sun Hung Kai as examples.
Turning benchmarking into an easy-to-understand language can be understood as benchmarking actually solving the three problems of "what to learn, who to learn and how to learn". According to these three points, we divide benchmarking into five stages:
1. Decide what to learn from benchmarking, and define the theme of learning from benchmarking. The key to benchmarking is not your industry, but your understanding of benchmarking. Before choosing a benchmark, enterprises need to answer two questions: first, what is their current situation; Second, where to go in the future. If you can answer these two questions objectively, the benchmark will be easy to find. Benchmarking learning can be the whole learning benchmark, or it can only learn a certain good point of benchmarking, just like GE learned six horses from Motorola and Coca-Cola learned customer research from Procter & Gamble.
2. Establish a benchmarking team, each team member has a clear role and responsibility, introduce project management tools, set stage work objectives, and regard benchmarking as an important part of corporate culture.
3. Select benchmarking partners and benchmarking information sources, including employees, consultants, analysts, government sources, industry reports and computerized materials selected as benchmarking organizations.
4. Collect and analyze information, choose information collection methods, standardize information collection, analyze information and put forward action suggestions.
5, take reform action, according to the information collected by the investigation, put forward reform suggestions, and put them into action.
In previous corporate consulting cases, we found that many companies often fall into the following misunderstandings in benchmarking management:
The first is to choose only large enterprises, thinking that large enterprises are good and always targeting Haier and Lenovo.
The second is to choose only companies with good concepts, such as high-tech enterprises. There is also a company that chooses a good brand and feels that it is helping others to make a brand. It always feels that it has no face. In fact, there are many "invisible champions" who live better than those brand enterprises with superficial scenery.
Third, only look for multinational brands and think that foreign things are better than domestic ones.
The fourth is to learn only the surface, not the essence, and often learn like a spirit. What we learn from benchmarking is the logic behind it, the operating mechanism, and why, rather than simple skill learning. Learning skills alone is very limited for transformation.
Fifth, due to the limitation of the enterprise's own resources, the information and understanding of the target are not enough, which leads to the unsuccessful benchmarking study.
Sixth, only learn the overall concept of the target, not the details of the target. Benchmarking management attaches importance to practical experience and emphasizes specific links, interfaces and processes. At the same time, benchmarking is also a direct, interrupted and gradual management method. It can be "whole" or "fragment".
Seventh, learning only stays on slogans, and in the reality of enterprises, it is still self-shaping.
Eighth, the benchmark is too eager to achieve success. It is often the top management of the enterprise that decides to benchmark yesterday, hoping that the enterprise can learn to surpass success today or in a short time.