Several types of benchmarking management

Many large companies have similar functions in different departments. By comparing these departments, it is helpful to find out the operating standards of internal business. This is the simplest benchmarking management, which has the advantage of sharing a lot of information and using internal knowledge immediately, but it is also easy to close and ignore the information of other companies. Second, the competitive benchmark (for external direct product competitors). For enterprises, the most obvious goal is direct competitors, both of which have similar products and markets. You can see the results of bidding against competitors, but the disadvantage is that competitors are generally reluctant to disclose the information of the best cases. Third, oppose the external functional practices of industry leaders. Companies are based on companies in the same industry but not in the same market. For example, Telstra can benchmark with BT on billing procedures. The advantage of this kind of benchmarking is that it is easy to find benchmarking objects who are willing to share information, because they are not direct competitors. But now many large companies can't stand too many such information exchange requests and start charging. Fourth, work procedures based on unrelated companies, that is, universal or universal processes. Some companies even have the same business functions or processes in different industries. Comparatively speaking, this method is the most difficult to realize. As for the company's choice of benchmarking method, it is determined by the benchmarking content. At present, it is practical to divide benchmarking into five types in China. Now it is generally divided into internal benchmarking, competitive benchmarking and functional/general benchmarking (see the above figure). Among them, internal benchmarking and benchmarking in the same industry but not in the same market are easier to implement, and international comprehensive benchmarking is particularly important for domestic leading or powerful enterprises, such as PetroChina, Baosteel and China Mobile. Ⅱ According to the key classification of benchmarking, it can be divided into strategic benchmarking, product benchmarking, process benchmarking and management benchmarking. First, strategic benchmarking pays attention to the overall development of the enterprise, and improves the strategic operation level of the enterprise by clarifying and perfecting the company strategy. Strategic comparative analysis needs to collect the indicators of financial and market conditions of each benchmark enterprise for correlation analysis, so as to put forward their own optimal planning. This kind of benchmarking management is actually to analyze and determine the key strategic elements of success and the successful experience of strategic management, and to provide services for the top managers of enterprises to correctly formulate and implement strategies. The advantage of this benchmarking is that it pays attention to the "purpose" to be achieved from the beginning, while the process benchmarking and management benchmarking are to compare various "means" first, and then determine which one can achieve a certain purpose better. Second, product benchmarking focuses on the product level. It first determines the product of a competitor or related enterprise as a benchmark, and then decomposes, maps and studies it to find out the advantages that its product does not have. Through reverse engineering, we can not only copy the original product or improve it on the original basis, but also estimate the cost of competitors. By comparing our own products, we can predict the advantages and disadvantages of different design schemes now and in the future. Product benchmarking is the earliest and most widely used benchmarking management. Third, process benchmarking is to find out the key factors for leading enterprises to achieve outstanding performance through the comparison of a certain process, such as the unique operation process, management methods and know-how in a certain field. By learning to imitate and improve integration, enterprises can catch up with or surpass competitors' benchmarks in this field. For example: marketing benchmarking, production management benchmarking, human resources benchmarking, etc. Process benchmarking is deeper and more complicated than product benchmarking. Fourth, management benchmarking is to find the key success factors of these enterprises by comparing with the management system and management performance of leading enterprises, and then learn to catch up. This benchmarking transcends the process or function and extends to the whole management work.