[推荐]搜到的一篇benchmark文章

fannyyudan

http://www.benchmarkingplus.com.au/nuts&bolts.htm

原文老长的，截取一段

Types of benchmarking

There are four basic types of benchmarking.

1. Benchmarking against internal operations, called Internal Benchmarking.

In most large companies there are similar functions in different business units. One of the simplest benchmarking exercises is to compare these internal operations. The objective of internal benchmarking is to identify the internal performance standards of an organisation.

The advantages of internal benchmarking are first, there is often a significant amount of information sharing accompanying internal benchmarking. Second, many organisations are able to obtain immediate gains by identifying their best internal practices and transferring those to other parts of the organisation. This internal knowledge can become the baseline for later investigation and measurement involving external benchmarking partners.

The disadvantage of internal benchmarking is that it fosters an introverted view. It is all too easy to ignore that other firms have the edge on you if you are concentrating on outperforming internal rivals.

2. Benchmarking against external direct product competitors, called Competitive Benchmarking.

Benchmarking can be done externally against competitors. Direct competitors are the most obvious to benchmark against. The objective is to compare companies in the same markets that have competing products or services or work processes. eg Coca Cola vs Pepsi.

The advantage of competitive benchmarking is that you can see what your related performance is. The main disadvantage is that information is very hard to obtain, beyond that in the public domain.

3. Benchmarking against external functional best operations or industry leaders, called Industry or Functional Benchmarking.

You can benchmark others in the same industry who may have the same products or services but are not competitors in the same market. Industry benchmarking tends to involve comparisons between firms that share some common technological and market characteristics and to concentrate on specific functions. For example, Telecom Australia might benchmark its billing process against the billing process of British Telecom.

The big advantage of industry benchmarking is that it is easier to identify willing partners, since the information is not going to a direct competitor. The disadvantages are cost and the fact that the most renowned companies are beginning to feel overwhelmed with benchmarking visits and some are even charging a fee for access.

4. Benchmarking a process in one or several unlike organisations, called Generic or Process Benchmarking.

This type of benchmarking focuses on excellent work processes rather than on the business practices of a particular organisation or industry. Some business functions or processes are the same regardless of dissimilarities of the industries.

Generic benchmarking can be very effective even though it is generally the most difficult. It has the potential of revealing the best of best practices. It requires broad conceptualisation but careful understanding of the generic process.

Choosing which type of benchmarking to use depends on what you want to benchmark

马尔代夫

赞！

demon_hunter

以下是引用fannyyudan在2006-7-17 20:00:00的发言：

http://www.benchmarkingplus.com.au/nuts&bolts.htm

原文老长的，截取一段

Types of benchmarking

There are four basic types of benchmarking.

1. Benchmarking against internal operations, called Internal Benchmarking.

In most large companies there are similar functions in different business units. One of the simplest benchmarking exercises is to compare these internal operations. The objective of internal benchmarking is to identify the internal performance standards of an organisation.

The advantages of internal benchmarking are first, there is often a significant amount of information sharing accompanying internal benchmarking. Second, many organisations are able to obtain immediate gains by identifying their best internal practices and transferring those to other parts of the organisation. This internal knowledge can become the baseline for later investigation and measurement involving external benchmarking partners.

The disadvantage of internal benchmarking is that it fosters an introverted view. It is all too easy to ignore that other firms have the edge on you if you are concentrating on outperforming internal rivals.

2. Benchmarking against external direct product competitors, called Competitive Benchmarking.

Benchmarking can be done externally against competitors. Direct competitors are the most obvious to benchmark against. The objective is to compare companies in the same markets that have competing products or services or work processes. eg Coca Cola vs Pepsi.

The advantage of competitive benchmarking is that you can see what your related performance is. The main disadvantage is that information is very hard to obtain, beyond that in the public domain.

3. Benchmarking against external functional best operations or industry leaders, called Industry or Functional Benchmarking.

You can benchmark others in the same industry who may have the same products or services but are not competitors in the same market. Industry benchmarking tends to involve comparisons between firms that share some common technological and market characteristics and to concentrate on specific functions. For example, Telecom Australia might benchmark its billing process against the billing process of British Telecom.

The big advantage of industry benchmarking is that it is easier to identify willing partners, since the information is not going to a direct competitor. The disadvantages are cost and the fact that the most renowned companies are beginning to feel overwhelmed with benchmarking visits and some are even charging a fee for access.

4. Benchmarking a process in one or several unlike organisations, called Generic or Process Benchmarking.

This type of benchmarking focuses on excellent work processes rather than on the business practices of a particular organisation or industry. Some business functions or processes are the same regardless of dissimilarities of the industries.

Generic benchmarking can be very effective even though it is generally the most difficult. It has the potential of revealing the best of best practices. It requires broad conceptualisation but careful understanding of the generic process.

Choosing which type of benchmarking to use depends on what you want to benchmark

Fanny很强啊。

第一和第二种方法和考试中的差不多。第三种方法在考试中是说几个相同背景的公司联合起来进行benchmarking。作者的观点是第三种benchmarking最好，优点最多。但是最后，作者也指出了第三种方法的缺陷。

Hope this helps.

scujean

感謝

远洋船长

我也来分享：benchmarking

定标比超由英文Benchmarking翻译而来，也称为基准调查、基准管理、标高超越、立杆比超等。自从1979年在施乐公司"诞生"以来，定标比超的概念已为许多的企业所接受，并逐渐风靡全世界。在日益激烈的市场竞争环境中，越来越多的企业意识到定标比超之于企业生存和发展的重大意义--提高产品质量和生产效率、提高企业管理水平和客户的满意度，从而赢得和保持企业竞争优势。事实上，定标比超分析已经成为竞争情报领域的重要工具，是目前使用最多的竞争情报分析方法之一。

　　定标比超是不断发现企业内外、行业内外的最佳理念或实践，将本企业的产品、服务或其它业务活动过程与本企业的最佳部门、竞争对手或者行业内外的一流企业进行对照分析的过程，是一种评价自身企业和研究其他组织的手段，是将企业内部或者外部企业的最佳做法作为自身企业的内部发展目标，并应用于自身企业的一种做法。而作为一种重要的竞争情报分析方法，我们又可以从这个角度对定标比超作进一步的理解：定标比超是运用情报手段，将本企业的产品、服务或其他业务活动过程与本企业的杰出部门、确定的竞争对手或者行业内外的一流企业进行对照分析，提炼出有用的情报或具体的方法，从而改进本企业的产品、服务或者管理等环节，达到取而代之、战而胜之的目的，最终赢得并保持竞争优势的一种竞争情报分析方法。

　　按照定标比超的对象不同，定标比超又可以分为以下四种。

　　（1）内部定标比超（Internal Benchmarking）

　　它基于组织内部的绩效评估活动，其目的是找出组织内部的最佳作业典范。换句话说，定标比超的流程是从组织内部开始的。内部定标比超被广泛应用于大型多部门的企业集团或跨国公司之中。在这类企业中，下属各经营单位的运作具有较强的可比性。内部定标比超的焦点是操作性的事务，通常是低层次的可重复的操作，缺少战略高度。

　　与其他几种定标比超类型相比，内部定标比超比较简单。由于属于同一个组织，所以在数据采集等过程中困难比较小。由于定标比超对象的配合，使得整个内部定标比超的实施比较顺利，所需要投入的人力、物力和财力以及时间都相对较少。内部定标比超是所有定标比超类型中最快、成本最低的一类，它通常可以在6个月之内完成。

　　（2）竞争定标比超（Competitive Benchmarking）

　　它是指直接竞争组织之间的绩效评估和比较活动。竞争定标比超包括认定直接竞争对手的产品、服务、工作流程、管理模式、战略计划等。其目的是找出竞争对手的优势和特长，发现自己与竞争对手之间的差距并努力缩短这种差距。

　　由于同行业中竞争者之间的产品结构相似，面临的市场机会相当，因此，竞争定标比超的可比性比较强。在最佳绩效转移这一过程中比较简单，有的环节甚至不需要经过大的调整就可以直接应用于本企业。竞争定标比超可以使企业从竞争对手那里学到教训。而且，由于这类定标比超直接针对竞争对手，所以较容易得到本企业高层领导的关注，这为定标比超的实施提供了重要的有利条件。

　　但是，竞争定标比超的困难也正因为这类定标比超的对象是竞争对手，由于这种竞争关系，因此很难得到有用或是准确的情报。有些情报可以通过公开资料获得，如上市公司的财务报表。但是，这种资料往往不够详尽以至用处不大。直接对立的竞争对手之间的比较之所以难以开展，是由于很多信息在商业上的敏感性。此外，在定标比超过程中，要争取竞争对手的配合与合作并非易事，除非竞争对手也有意进行同类型的定标比超研究。

　　事实上，由于文化上的原因，竞争定标比超在欧美企业中较为流行，并且能收到良好的效果。如日本的佳能和英国Lucas Industries鼓励使用定标比超的公司之间相互进行访问，Motorola和通用电气则和定标比超的对象共享项目的结果。竞争定标比超项目通常由受到信任的中立的第三方来执行，如高等院校、咨询机构等。

　　（3）功能定标比超（Functional Benchmarking）

　　它又称为跨行业定标比超，指不同行业，但具有相同或类似运作环节的企业间的定标比超。功能定标比超通常涉及某个功能领域的特定企业活动。虽然来自不同行业的企业在某些方面会有很大的不同，但是作为企业往往具有一些共性，如原材料的采购、库存、发放、定单处理、客户服务等。某生产企业为了提高物流管理水平，可将一家物流管理超群的邮购公司作为定标比超的对象。20世纪80年代初，施乐公司就关于物流管理和客户定单处理方面与L.L Bean公司进行了定标比超研究，这可算是功能定标比超的经典。

　　功能定标比超是一种典型的非竞争性定标比超，本企业与定标比超对象之间没有直接的利害冲突，容易争取到对方的配合。

　　（4）通用定标比超（Generic Benchmarking）

　　它是指对来自不同行业、执行不同功能的业务流程进行评估和比较的过程。通用定标比超的最大好处是有望发现创新实践的潜力，并将这种在本行业迄今尚未发挥的创新潜力移植到本企业内，从而使企业绩效实现跳跃性的增长，大大提高企业的竞争力。通用定标比超的重点在于认定最佳工作流程，而不是某个特定组织或特定行业的最佳运作典范。如，美国西南航空公司为了进一步加快飞机的周转，提高飞机的利用率，千方百计地缩短飞机到港后停留时间，主要是旅客放行、客舱清扫、燃料补给等。为了实现这一目标，公司派员仔细观察了一级方程式赛车的车队工作人员如何在短短几秒钟内完成加油、换轮胎等一系列工作。公司从中得到启发，采取相应措施，大大缩短了飞机在港停留时间。又如多米诺比萨饼公司通过考察研究某医院的急救室来寻求提高送货人员的流动性和工作效率的途径，提高员工的应急能力。

　　企业设法通过通用定标比超将来自不同行业的创新实践移入本企业，这对整个企业来说是一个极大的挑战，因为企业可能因此需要重新设计业务流程。因此，可以说，通用定标比超是所有定标比超类型中收效最明显，但也是实施困难最大的一种类型。

fiaoyaya

我倒,感觉我们7月的把阅读给穷尽了

马尔代夫

iris555999

辛苦了！

bigtone

更明白了，谢谢！

ly365

TKS A LOT