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.

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




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


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