BENCHMARKING: what is it, types, stages and examples

Benchmarking is a continuous process by which the products, services or work processes of leading companies are taken as a reference, to compare them with those of your own company and later make improvements and implement them.
It is not about copying what your competition is doing, but about learning what leaders are doing to implement it in your company by adding improvements. If we take as a reference those who stand out in the area we want to improve and study their strategies, methods and techniques in order to subsequently improve and adapt them to our company, we will achieve a high level of competitiveness.
Types of benchmarking
 
There are different types of benchmarking: competitive, internal and functional. The common goal of all three types is to help managers look outside their departments, their organizations, their competition, or other industries where there are best-in-class companies.
 
-Competitive: Competitive benchmarking seeks to measure the products, services, processes and functions of the main competitors to make a comparison with our company and be able to detect and carry out improvements that exceed those of our competitors.
 
It is perhaps the most complicated of the three types to carry out, since the analysis and study as I have already mentioned are carried out on the main competitors. Considering your direct competition, in the vast majority of cases they are not interested in collaborating. Does this mean that if they do not collaborate, we cannot carry it out? Of course not, but obviously more resources will have to be used in collecting the necessary data, and therefore it will be much more expensive.
 
-Internal: Internal benchmarking is carried out within the same company. It is usually carried out in large companies that have different departments or also with business groups that are made up of several companies. In the process, a department or area is identified that is an example to follow due to its good results in order to carry out a benchmark with the other internal departments of the company.
 
It is the easiest to carry out within companies with structures of a certain size, and it is also usually the one that requires the least resources to carry it out, since the information is obtained from the company itself.
 
-Functional: Functional benchmarking identifies the best practices of a company that is excellent in the area that it wants to improve. It is not necessary for this company to be a competitor or even to belong to the same sector.
 
It is normally very productive, given that since they are not organizations that are not direct competitors, there is no confidentiality problem and the necessary information for the study is usually offered.
 
Stages of Benchmarking
 
To correctly design and carry out a benchmarking process in your company, I recommend following the following steps: planning, data collection, analysis, action and monitoring.
 
1.Planning
 
The main objective of this first stage is to plan the investigation to be carried out. At this stage we have to answer three questions:
  • What do I want to measure? All research must have a reason, and this must be related to an area of ​​our company that we want to improve.
  • Who am I going to measure? To answer this second question, we have to ask ourselves what kind of benchmarking we are going to follow: competitive, internal or functional. Once we have made the decision, we will know if we will compare ourselves with our own department or with a company inside or outside the sector.
  • How are we going to do it? To carry out the project we have to create a work team to be responsible for its organization and management.
2.Data
 
Data collection is essential for benchmarking, the success or failure of the entire process will largely depend on it. We can obtain data from different sources: internal, professional associations or own research among others.
 
3.Analysis
 
Once we have collected the necessary information, we have to analyze the elements that cause the differences between our company and the companies studied, in order to identify opportunities for improvement.
 
Once we have identified the magnitude of the differences, it is time to propose the improvements that we are going to carry out. Keep in mind that we will only select those improvements that, due to size, resources and infrastructure, are feasible to carry out by our company.
 
4.Action
 
The next step after analyzing the information and having selected the reference aspects in the selected companies, is the time to adapt them to our company but always implementing improvements.
 
In other words, after analyzing the information and identifying the best aspects of the companies that we have selected, we take them as benchmarks to adapt them to our company but always adding some improvement or some advantage that adds value to our clients. .
 
5 monitoring and improvement
 
In this last stage, a report should be made with all the important information of the process. This will help you get back to work on later projects. The idea is that it becomes an exercise of the company sustained over time to adopt continuous improvement.
 
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