Benchmarking

Benchmarking is the process of comparing the business processes and performance metrics including cost, cycle time, productivity, or quality to another that is widely considered to be an industry standard benchmark or best practice. Essentially, benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard. The result is often a business case and "Burning Platform" for making changes in order to make improvements. The term benchmarking was first used by cobblers to measure people's feet for shoes. They would place someone's foot on a "bench" and mark it out to make the pattern for the shoes. Benchmarking is most used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a metric of performance that is then compared to others.



TYPES OF BENCHMARKING


 Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function in order to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed[3].

 Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function in order to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed[3].

 Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function in order to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed[3].

 Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function in order to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed[3].

 Process benchmarking - the initiating firm focuses its observation and investigation of business processes with a goal of identifying and observing the best practices from one or more benchmark firms. Activity analysis will be required where the objective is to benchmark cost and efficiency; increasingly applied to back-office processes where outsourcing may be a consideration.
 Financial benchmarking - performing a financial analysis and comparing the results in an effort to assess your overall competitiveness and productivity.
 Benchmarking from an investor perspective- extending the benchmarking universe to also compare to peer companies that can be considered alternative investment opportunities from the perspective of an investor.
 Performance benchmarking - allows the initiator firm to assess their competitive position by comparing products and services with those of target firms.
 Product benchmarking - the process of designing new products or upgrades to current ones. This process can sometimes involve reverse engineering which is taking apart competitors products to find strengths and weaknesses.
 Strategic benchmarking - involves observing how others compete. This type is usually not industry specific, meaning it is best to look at other industries.
 Functional benchmarking - a company will focus its benchmarking on a single function in order to improve the operation of that particular function. Complex functions such as Human Resources, Finance and Accounting and Information and Communication Technology are unlikely to be directly comparable in cost and efficiency terms and may need to be disaggregated into processes to make valid comparison.
 Best-in-class benchmarking - involves studying the leading competitor or the company that best carries out a specific function.
 Operational benchmarking - embraces everything from staffing and productivity to office flow and analysis of procedures performed[3].