"Benchmarking enterprise" refers to an enterprise with demonstration and industry representation, which is generally an enterprise with high reputation, good reputation, development potential and strong comprehensive strength. Benchmarking enterprises should play a leading role in the industry.
What does benchmarking enterprise inspection mean? Are there any enterprises in Guangdong that can be called benchmarking enterprises?
Benchmarking enterprises refer to enterprises that rank first or lead in some fields of the industry, which may be manifested in management level, production efficiency, industry status and so on.
Benchmarking enterprises inspect other enterprises, go to such benchmarking enterprises, conduct field visits, communicate with senior managers of benchmarking enterprises, and fully learn other valuable experiences in order to improve themselves.
Guangdong is the forefront of China's reform and opening up. After 30 years of development, a large number of outstanding enterprises have emerged, which can be described as benchmark enterprises and should be role models for enterprises in other parts of the country, such as GAC Toyota, GAC Honda, Dongfeng Nissan, Huawei, Amway, ZTE, Teng Xun, Galanz, TCL, Midea and Gree. .....
Guangzhou Shang Hui Enterprise Management Consulting Co., Ltd. (Training Department of Guangdong Business Federation), the organization that organizes these benchmarking enterprises to study and inspect, has been the only professional organization (ict) for benchmarking enterprises in Guangdong since 2007. You can browse past studies and research.
What are the standards of benchmarking enterprises? What is this?
The first is the success of successful enterprise operation. Without economic benefits, an enterprise cannot be regarded as a benchmark. Then as a benchmark, there must be a standardized management system and operation concept. One or two sentences can't say all this knowledge. Our benchmarking tour will help you learn more about it.
What are the conditions for benchmarking enterprises?
All the indicators are higher than others.
Relationship chain of benchmarking enterprises
Industry environment is the objective background for the survival and development of every enterprise. First of all, we must find out the boundaries of our industry, and then interpret the general trend of industry development. To achieve this step, at most, it can only be the normal level of the industry. The key point is to seize the key point of the turning point and get ahead of the opponent. Not only will the company's internal strategic deployment be more calm, but it will also make time to integrate the upstream and downstream value chains and form the core competitiveness of the value chain beyond the strength of a single enterprise. Benchmark enterprises or direct competitors, especially innovative enterprises, compete with specific enterprises, consume or bypass the minefield of attrition war and find their own value range and competitive foundation. It should be noted that the benchmark enterprises in the industry are most likely to attract most attention, and it is easy to lock competitive thinking in the mainstream mode, thus ignoring the potential undercurrent of innovation. Moreover, Ye Dunming believes that blindly imitating benchmarking enterprises will also lead to no differentiation in corporate strategy, and recklessly will only drag down the whole industry. Therefore, industrial enterprises that truly adhere to the differentiation strategy should understand the mainstream and undercurrent of the overall pattern of industrial competition, not be confused by superficial competition, and find and consolidate their own "exclusive" profit zones.
Where do benchmarking enterprises go for inspection?
Personally, I think Zewo International is OK.
How to learn from benchmarking enterprises
Reprint the following information for your reference.
Benchmarking originated in the late 1970s and early 1980s. In the movement of learning from Japan in the United States, Xerox pioneered benchmarking, which was then systematized and standardized by the American Productivity and Quality Center. The concept of benchmarking management can be summarized as: constantly looking for and studying the best practices of peer-to-peer 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 a virtuous circle process of outstanding performance. 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.
Steps of Benchmarking Management Specifically, a complete internal and external comprehensive benchmarking management program is usually divided into five steps: (1) Set up a project team to be responsible for the initiation and management of the whole benchmarking management process; (2) Defining the goal of benchmarking; (3) Determine the benchmark project through organizational measurement and evaluation; (4) Select benchmarking partners; 5) Make data collection plans, such as setting questionnaires, arranging interviews, fully understanding benchmarking partners, and communicating in time; [6] Make an evaluation plan and assign a value to the benchmark project to facilitate measurement and comparison. The main work of internal data includes: (1) collecting and analyzing the information published internally; (2) Select internal benchmarking partners; ⑶ Collect internal first-hand research data through internal interviews and surveys; ⑷ Internal benchmarking can provide information and foundation for further implementation of external benchmarking. The main work of external data includes: (1) collecting information published externally; (2) Collect external first-hand research data through investigation and field investigation; ⑶ Analyze and collect data about best practices, compare them with their own performance measurement, and put forward the final benchmarking report. Benchmarking management report reveals the main gains of benchmarking management process, as well as opinions and suggestions on best practice adjustment, change and innovation. Implementing and adjusting this step is the destination and goal of the previous steps. According to the benchmarking management report, confirm the correct corrective action plan, formulate the detailed implementation plan, implement the best practices in the organization, continuously monitor and evaluate the implementation results, and make timely adjustments, so as to finally achieve the purpose of enhancing the competitive advantage of enterprises. The continuous improvement of benchmarking management is a continuous management process, not a one-off behavior. Therefore, in order to facilitate the continuous implementation of benchmarking in the future, enterprises should maintain the benchmarking database, formulate and implement a continuous performance improvement plan, and continue to learn and improve.
What is the benchmark enterprise of plastics?
"Benchmarking enterprise" refers to an enterprise with demonstration and industry representation, which is generally an enterprise with high reputation, good reputation, development potential and strong comprehensive strength. Benchmarking enterprises should play a leading role in the industry.
What is benchmarking?
Benchmarking management is an improvement process, in which a company compares its performance with first-class companies to ensure that these companies can reach their performance level and apply this information to improve their performance.
Benchmarking, as one of the strategic management tools that swept the world in the 1990s, is still widely respected. Many enterprises regard benchmarking as a way to learn and improve their strategic management practices. Benchmarking learning is also called benchmarking management or benchmarking aiming, or even benchmarking. It means that enterprises compare their products, production and services with model enterprises and leading enterprises (benchmarking enterprises) in the same industry and outside the industry, find out the gap, learn from the advanced experience of others, make up for their own shortcomings, and thus improve their competitiveness. Benchmarking learning is a virtuous cycle management method to catch up with benchmarking enterprises, and its essence is the continuous improvement process of imitation, learning and innovation.
Benchmarking originated in the late 1970s and early 1980s, when the United States was learning from Japan. First of all, American Xerox Company started benchmarking, and found out some clear measurement items and standards from the fields of production cost, cycle time, marketing cost, retail price, etc. Then, it compared the performance of Xerox Company in these items with Japan's main competitors, found out the gap, found out the success ways of these excellent enterprises, and comprehensively adjusted the business strategy and tactics, which not only improved the business process, but also achieved obvious results soon. In 1980s, Xerox positioned its quality management system as a triangular bench, and benchmarking was one of them. Since then, benchmarking has set off a wave of learning in western enterprises and become an effective tool to optimize the level of enterprises and improve the effect of strategic management.
(a) Type of baseline
According to the different learning objectives, benchmarking can be divided into the following three types:
1, internal benchmark
For diversified, multinational and trans-regional enterprises, there may be multiple departments engaged in the same responsibilities. Due to regional differences, development history, market competition, personnel quality and other factors, the work efficiency of similar departments is different. Then, these departments can compare with each other in the way of internal strength and learn from the benchmark. Through the internal inspection of enterprise groups, we can find out the departments with the best performance, and through comparison, we can find out the best points related to product quality, profitability or the ability to meet customer needs among different units in the organization.
Compared with the latter two benchmarking methods, the biggest advantage of internal benchmarking is simplicity. This is not only reflected in the easy acquisition and analysis of data and information, but also in the function of promoting communication between various departments of the enterprise. In addition, internal benchmarking will not involve the trouble of stealing secrets from other enterprises, and the advantages in cost and time are self-evident. However, internal benchmarking is inevitably narrow, especially limited by the learning object, and it is difficult to produce breakthrough innovation. If there is still prejudice or discord between internal departments, wanton praise of outstanding performance departments will easily lead to imbalance of departmental mentality and contradictions between departments.
2. Competitive benchmarks
Competitive benchmarks include product and service workflows that identify competitors. Its purpose is to find out the specific information of competitors' products, processes and operating results, and then compare it with similar information organized by ourselves. Competitive benchmarking needs to investigate and analyze competitors, and the information obtained is very valuable, which is helpful for enterprises to analyze competitive strategy and market positioning. In addition, because enterprises have been collecting competitors' information, such as market share and production cost. Generally speaking, the information needed for benchmarking management can be obtained directly from the enterprise database, thus saving valuable time. The similarity of technology, process and technology between enterprises and competing enterprises enables the information obtained from competitors to be quickly applied to their own organizations.
The biggest disadvantage of competitive benchmarking is that it is difficult to collect relevant information. In information collection, it is easy to touch each other's business secrets, deepen the tension between competing enterprises, and also involve corporate ethics and business ethics.
3. Functional benchmark test
Functional/universal benchmarking refers to enterprises jumping out of the limitations of industries or regions and referring to the working methods of other industry leaders to analyze the reasons for their success. In other words, the performance of benchmarking enterprises is the only assessment standard, regardless of factors such as industry and scale. Functional benchmarking helps enterprises to jump out of the original closed environment and guide enterprises to discover more innovative significance. ......