Corporate Benchmarking Service
What is corporate benchmarking?
Enterprises carry out self-positioning and make clear the distinction from advantageous enterprises through benchmarking study to direct their development in a certain period, then further implement improvements and finally realize an upgrading and sustainable development.
Business
Why we need benchmarking
External Requirement
The external requirement by SASAC and the industrial development
Internal Requirement
The internal requirement to know themselves and their competitors, to prevent risks and to advance reform
Focusing on internal requirement
Four progressive tasks
Find the distinction
Step One
Find the direction
Step Two
Find the target
Step Three
Carry out the implementation
Step Four
How to conduct benchmarking
01. Find the distinction
Selecting benchmarks
Five primary dimensions
Industry
Level
Scale
Development stage
Strategic position
Aspects of benchmarking
6 abilities and 22 first-tier elements
Governance capacity
Two elements
Management capacity
Ten items of management
Operation capacity
Scale and quality
R&D capacity
Two elements
Innovation capacity
Innovation in three aspects
Resource integration and allocation
Three resources
Two means of benchmarking
Parallel benchmarking
Based on the 6 abilities and 22 elements above, taking the aim of benchmarking into comprehensive consideration, selecting the appropriate dimension and carrying out benchmarking analysis of advantages
In-depth benchmarking
Based on the 6 abilities and 22 elements above, selecting the benchmark enterprise aligning with goals, detailing subordinated elements and carrying out benchmarking analysis in depth
02. Find the direction
Prerequisite
Adequate internal investigation
Directing the development
Time: 5/15/35 years;Space: market, business and organization development
Learning from benchmarks
Summarize experience based on the distinctions
03. Set the targets
Qualitative targets
The development of HR, M&A, organizational structure and market structure (tailored in line with the current situation of enterprises)
Quantitative targets
Quantifiable indexes such as financial indexes
04. Carry out the implementation
Steady implementation
Breaking down the targets to the level of apartment/individual and have them covered in appraisal
Breaking quantitative indexes down through value tree
Breaking qualitative indexes down through the link of targets and functions & responsibilities and/or from the perspective of key elements
Dynamic adjustment
Formulating dynamic assessment and adjustment plan following the target and appraisal period
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