Benchmarking is the process of comparing an organization's policies, products, programs and strategies to those of industry leaders in order to identify areas for improvement. It involves measuring performance against competitors or best practices, understanding differences, and adapting superior processes. The benchmarking process consists of planning, analysis, integration, and action steps to continually evaluate performance gaps and implement new strategies for enhancing quality, reducing costs, and meeting customer needs and expectations.

1. BENCHMARKING
Supervisor
Dr. Anjali Sharma
Associate Professor
Presented by
Education Management Student
Swagata Bharali
Debabrot Phukan
Geetika Das
Department of Education, Tezpur University Assam , India

2.  A measurement of the quality of an organization’s policies,
products, programs and strategies and their comparison
with standard measurements of its peers.
 It is a process for obtaining a measure where
‘BENCHMARKS’ are ‘WHAT’ and ‘BENCHMARKING’ is
‘HOW’.
 It is the process of improving ourselves by learning from
others.
 It is the process of improving performance by continuously
identifying, understanding and adapting outstanding
processes found inside and outside the organization

3. “Continuous process of measuring products,
services and practices against the toughest
competitors or those companies recognized as
industry leaders” – CAMP 1989.
“A process of finding the world class products,
service and operational system and then adjusting
own products, service and system to meet or beat
those standards” – GEBER 1990.
“A method of finding how to improve processes
quickly by learning from others dealing with
similar issues” – CORTADA 1995.

4. Traditional techniques for improvement are not
sufficient in today’s competitive market.
Rapidly changing external environment due to
globalization.
Improving product quality and services.
Increasing sales and profit.
To meet the customer’s needs and expectations.

5. Continuous process of measuring and
comparing a firm’s business process against
those of another firm.
Discover the performance gap between
one’s processes and those of another firms.
Incorporate leading firm’s processes into
one’s own strategy to fill the gap and
improve performance.

6. There are four stages in the BENCHMARKING process.
 PLANNING:
 Identify what is to be benchmarked.
 Identify comparative companies.
 Determine data collection method and collect data.
 ANALYSIS:
 Determine current performance gap.
 Project future performance level.
 INTEGRATION:
 Communicate benchmark findings and gain acceptance.
 Establish functional goals.
 ACTION:
 Develop action plans.
 Implement specific action.
 Recalibrate benchmark.

7.  INTERNAL BENCHMARKING
 Performance comparison of units or departments within
one organization.
 COMPETITIVE BENCHMARKING
 Product oriented comparisons with processes involved.
 FUNCTIONAL BENCHMARKING
 Comparison of particular business functions at one or
more organization.
 GENERIC BENCHMARKING
 Comparison of all business functions with more of best in
class.

8. Product and process improvement.
Time and cost can be reduced.
Provides direction for change in business .
Provide new ideas for achieving the goal.
Quality improvement.
Leveraging strength ideas.

9. What is best for someone may not be the
same for us. It varies from organization to
organization.
If it is poorly defined then it will effect in
measuring the performance gap.
There may be incorrect comparisons which
leads to wastage of time and money.
Reluctant to share information.
It may reduce managerial motivation.

10. It is basically comparing yourself with
others. It helps us to identify where we are
standing today and lacking behind. To
achieve a goal it is mandatory to set a
benchmark whether it is education or
business. It is a continuous process which
circles itself after meeting a particular
benchmark. To be the best among all we
should follow the best in class.