BENCHMARKING

AUTHORS:
GISELA FRANCO
NATALIA CHARRY
SEBASTIAN RODRIGUEZ 1
BENCHMARKING
 TABLE OF CONTENTS

1. HISTORY OF BENCHMARKING ……………………………………..……..3

2. ¿WHAT IS BENCHMARKING?..................................................................3

3. TYPES OF BENCHMARKING…………………………………………………4

4. STAGES BENCHMARKING………………………………………….……….6

5. ASPECTS BENCHMARKING …………….…………………………………..7

6. HOW A BENCHMARKING ANALYSIS IS PERFORMED….………………8

7. WHAT IS AND WHAT IS NOT BENCHMARKING…………………………9

8. EXAMPLES OF BENCHMARKING …………………………………………10

9. BIBLIOGRAPHY ..…………………………………………………………….10

2
BENCHMARKING
1. HISTORY OF BENCHMARKING

2. ¿WHAT IS BENCHMARKING?

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 the
company itself and subsequently make improvements and implement them.

3
BENCHMARKING
3. TYPES OF BENCHMARKING

INSIDE

DIRECT
FUNCTIONAL
COMPETITION
OR GENERIC

NOT
DIGITAL
COMPETITIVE

1. INTERNAL BENCHMARKING

This type of internal benchmarking is based on the need to be critical of the

organization itself, there must be information and data on the processes and
procedures of each area of the company. Its objective is to obtain changes in the
different processes, maximizing their efficiency from learning through observation. It
will always do aspects that transform the important thing is to continue learning and
solving errors continuously to grow as a company.

2. FUNCTIONAL BENCHMARKING

Functional benchmarking identifies the best practices of a company that is excellent

in the area to be improved. It is not necessary that this company be a competitor or
even that it belongs to the same sector.

Normally it is very productive, given that it is not a question of organizations that are
not direct competitors, there is no confidentiality problem and the information
necessary for the study is usually offered.

4
BENCHMARKING
3. BENCHMARKING DIRECT COMPETITION

The information sought is about products, services, strategies and results to

compare with the company itself. As we have just commented, doing this is extremely
complicated because no company shares this information since the results of its
balance depend on it.

The difficulty of this practice leads different companies to hire others specialized in
benchmarking. The protection of the information is something that the companies
take to work. There are also patents that prevent plagiarism of products and forms
of management.

4. NON-COMPETITIVE BENCHMARKING

In this case, studies of non-competing companies are carried out. These are from
different productive sectors or the same, but are very far apart, so there is no direct
competition.

This method has the advantage that information can be obtained more easily. On
the other hand, since they are not similar companies, it is more expensive to adapt
the data obtained to the organization itself.

5. DIGITAL BENCHMARKINGH

A digital Benchmarking is a study that is based on digital channels. Examples of the

actions carried out in this one are the comparison of the own websites, apps and
social networks with those of the competition. As well as monitor the implementations
and innovations of these.

Likewise, it is very vital to know the natural navigation that the client performs, in
addition to measuring the cohesion of their digital media. It is one of the most current
and used Benchmarking, due to the wide scope of digital media in all productive
sectors.

Some of the most useful tools to do this are:

• Google Trends: It is a free Google tool used to search for trends and compare the
popularity of several keywords. It is a simple page to use, thanks to its very visual
interface. It is also available in Spanish.

• Semrush: Allows you to analyze data from a site of interest by studying in detail
about aspects such as keywords, organic competitors, geographic location and
many other interesting data. They have some free functions and also have an
interface in Spanish.

• Similarweb: With it it is possible to analyze the competition and at the same time
discover new opportunities, find new audiences, identify trends, among other
functions. It also has a free version.

5
BENCHMARKING
4. STAGES BENCHMARKING

1. PLANNING
At this stage it is necessary to plan the research that will be carried out. For this it is essential
to answer three questions that are:
• What do I want to measure ?: An investigation needs to have a reason for being, so it
must be related to an area of the company that you want to improve.
• Who am I going to measure ?: You have to decide what type of benchmarking will be
followed (competitive, internal or functional). Afterwards, it will be decided whether to
compare an own department with a company inside or outside the sector.
• How are we going to do it ?: Here we proceed to create a work team, and this is the one
who will be responsible for the organization and management

2. DATA
The success or failure of Benchmarking depends on data collection, this step being essential
to determine the level of it. This is how you can obtain data from different sources to be able
to contrast them. Being able to collect data from sources such as internal, professional
associations or research that are their own.

3. ANALYSIS
Once the relevant information has been collected, the elements that are responsible for
causing differences between the company and the companies being studied are analyzed.
With this, it will be possible to identify opportunities for improvement. And when the
magnitude of the differences has been identified, it is time to propose the best necessary.

6
BENCHMARKING
But always remembering that the most indicated, are those that are more adapted to the
size and infrastructure of the company.

4. ACTION

In this step it is necessary to implement the proposed improvements to the company. This
is how we proceed to adapt the company to the improvement of selected aspects. But
always taking into account, that more than a simple process of change, it is one of
improvement, one that is able to add some advantage to the client's well-being.

5. FOLLOW-UP AND IMPROVEMENT

The monitoring and improvement stage is the last one and it is in which a report is compiled
to collect the most outstanding information of the process. What he does is help in
subsequent projects. Because the ideal would be for this process to become a recurring one
with the purpose of adopting continuous improvement at all times.

5. ASPECTS BENCHMARKING

7
BENCHMARKING
6. HOW A BENCHMARKING ANALYSIS IS PERFORMED

8
BENCHMARKING
 7. WHAT IT IS AND WHAT IS NOT BENCHMARKING
8. EXAMPLES OF BENCHMARKING
It was the time to prepare their coffees, one of the
most important aspects of their business model.
Since your customers need to quickly prepare
their drinks. This is how they took as an example,
one of the leading companies in this aspect as is
the Japanese automobile manufacturer Toyota. A
company that can boast about optimizing the
manufacturing time of its products.
BENCHMARKING
It was determined that 30% of the time spent in
preparing these coffees is lost when employees
bend over or go from here to there choosing the
ingredients. Thus, as after the analysis, they
implemented an action plan whose base was to
optimize the processes of preparation of
beverages.
This is how a redesign of the workspace was
carried out, and a new arrangement of the
utensils, in addition to the machines used in the
preparation of the products. Although these
aspects might sound so simple, they really
established an improvement of almost 20% of the
time of elaboration of their products
9
 Then the company's mission was to determine
how its rivals were able to sell machines for the
cost price of Xerox. All this without having to affect
the quality.

. There was the great inconvenience, then to solve

One of the most representative cases is one of
the first in history, that of Xerox Corporation. This
was the first company that used Benchmarking as
such. This step was taken because at the
beginning of the 1980s, companies such as
Canon, Ricoh or Minolta interrupted the North
American photocopying and printing
management market. All this offering cheaper
prices to the public than those given by Xerox.
this. Xerox proceeded to analyze the methods,
processes and materials of its Japanese affiliate
Fuji - Xerox. This study indicated that there was a
significant delay in all the areas analyzed.
More specifically, Xerox had nine times more
suppliers, so it rejected ten times more machines
in the production line. Something that had
repercussions when occupying twice the time in
placing the products in the market. Similarly, the
study showed that productivity needed to grow
18% per year for five years, if its goal was to reach
its competitors.

9. BIBLIOGRAPHY

• Economiatic.com. (2019). Qué es el Benchmarking: Definición, tipos, etapas y ejemplos famosos. [online]
Available at: https://economiatic.com/que-es-el-benchmarking/ [Accessed 1 Oct. 2019].
• TORIELLO, M. (2019). BENCHMARKING UN VIAJE A LA EXCELENCIA. [online] Uvadoc.uva.es. Available
at:https://uvadoc.uva.es/bitstream/handle/10324/5548/TFGN.51.pdf;jsessionid=3705D5374A552A9715D17
36326AA0B9C?sequence=1 [Accessed 1 Oct. 2019].
• http://actualidadempresa.com/benchmarking-historial-definiciones-aplicaciones-y-beneficios-1a-
parte/
• https://www.emerald.com/insight/content/doi/10.1108/14635779610153345/full/html
• https://www.entrepreneur.com/article/265507
• https://www.redalyc.org/pdf/3421/342149105010.pdf
• file:///C:/Users/ASUS/Downloads/BENCHMARKING%20LIBRO%20U%20PALERMO%20SEP
%2022%20(1).pdf
• https://franciscotorreblanca.es/el-benchmarking-estrategia-marketing/
• https://blog.luz.vc/es/que-es/benchmarking-que-y-c%C3%B3mo-hacer/
• https://www.gestion.org/que-es-el-benchmarking-y-como-nos-puede-ayudar-en-nuestra-estrategia-
de-marketing/

10
BENCHMARKING