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1. It’s All about Benchmarking
Pallavi Patel
Assistant VP, Campus Services
Operations

3. Current
Performance
Competition
Customer
Satisfaction

4. ….Practice of humble enough to admit
Someone is better @ something and
wise enough to try and learn to match
it or surpass it….

6. Today’s Learning Outcomes:

7. Definition
• Continuous process of measuring
products, services and practices
against toughest competition and
industry leader.

10. Process of Benchmarking
Step one:
-Identify
• Key
• Performance
• Indicator

11. Step two:
Competition

12. Step Three:
Gap analysis
Current
Performance
Competition
Customer
Satisfaction

13. Step Four:
Future goal

14. Step Five:

15. Step 6,7,8,9:
• METHOD
• ANALYSE
• ACTION PLAN
• IMPLEMENT

16. Step ten:

17. Benchmarking
Measurement of quality/
success of programs,
services
• Internal – year-to-year
performance; performance
vs. budget and goals
• External – Peer institutions,
local products and services
• Functional –industry
different to yours

18. University of Cincinnati
Background
 Largest employer in the Greater Cincinnati area with 9,800 employees
 Public research urban university with enrollment of 43,400 students;
78% live on campus their first year
 Forbes, Delta Sky, and Travel & Leisure named UC one of the world’s
most beautiful college campuses
 Founded cooperative education (co-op); currently #4 ranked program in U.S.
 Recently ranked as #1 best return on investment in the nation (graduation
rates, % of Pell grants) by PolicyMic.com, an online news platform
 #hottestcollegeinamerica – Hashtag coined by President Ono, a
prolific tweeter who has a Klout score of 83 (high influencer)
and 21,000 followers

19. Campus Services Background
• Bearcat Campus Card
• Bookstores
• Campus Recreation
• Central Stores
• Conference & Event Services
• Housing & Food Services
• Kingsgate Hotel & Conference Center
• MainStreet (Student Unions)
• Parking Services
• Trademarks & Licensing
• Mission: Provide excellent, cost-effective services that advance
and support the University of Cincinnati experience
• 100 full-time employees
• $120 million in annual sales from 11 units

20. Benchmarking
What Are We Tracking?
• Pricing
• Expenses
• Sales
• Participation
• Customer Perception
• Customer Service
• Marketing Strategy
• Social influence
• ROI

21. Benchmarking
How Are We Tracking?
• Comparative shops/data collection
• Utilization of benchmark portfolio for each unit
• Mystery Shops
• Phone and In-Person
• Focus Groups
• YTD results
• Specific time period results
• Back to School
• Orientation
• Surveys
• A social media management/
measurement tool
• Financial reports – Actual
vs. Budget

22. Surveys
• EBI-Student Union
• NACUFS
• NACS
• EBI-ACUHO-I

23. NACUFS
Action Plan
Residential - Stadium View Café
Fall 2012/ NACUFS Customer
Service Survey
2012 UC
Residential
Mean
2012
Residential
Mean for all
Schools
Diff
2010
Stadium
View
2012 Stadium
View
Diff Actions To Be Taken
Food
Overall 3.58 3.79 -0.21
4.22
4.23 0.01
Introduction of new menu cycles for fall 2013 utilizing
Smart Menus, ARAMARK Residential Promotions
Program and Food Focus Suggestions. Maintain core
menu selections.
Taste 3.53 3.68 -0.15
4.29
4.21 -0.08
Culinary training for staff in all areas of production to
ensure adherence to recipe standards and production
requirements.
Eye Appeal 3.56 3.68 -0.12
4.40
4.07 -0.33
Culinary training for staff in all areas of production to
ensure attractive merchandising of menu items and
service area.
Freshness 3.41 3.62 -0.21
4.20
4.05 -0.15
Continue daily inspection of all products received.
Proper rotation of stock - FIFA, Establish and revise par
levels as needed and purchase accordingly. Local
Supplier of produce with 6 day delivery service to
ensure freshness and quality Only Batch cooking of
product.
USAGE KEY:
Very Satisfied/ Very Important 5
Somewhat Satisfied/ Somewhat Important 4
Mixed 3
Somewhat Dissatisfied/ Not Very Important 2
Very Dissatisfied/Not Very Important At All 1
USAGE KEY:
Very Satisfied/ Very Important 5
Somewhat Satisfied/ Somewhat Important 4
Mixed 3
Somewhat Dissatisfied/ Not Very Important 2
Very Dissatisfied/Not Very Important At All 1
*Highlighted Items are Low Satisfaction, High Importance
USAGE KEY:
Very Satisfied/ Very Important 5
Somewhat Satisfied/ Somewhat Important 4
Mixed 3
Somewhat Dissatisfied/ Not Very Important 2
Very Dissatisfied/Not Very Important At All 1
USAGE KEY:
Very Satisfied/ Very Important 5
Somewhat Satisfied/ Somewhat Important 4
Mixed 3
Somewhat Dissatisfied/ Not Very Important 2
Very Dissatisfied/Not Very Important At All 1
*Highlighted Items are Low Satisfaction, High Importance

24. EBI

25. Survey results
NACS:
2005 3.87
2011 3.94
NACUFS:
2010 3.67
2012 3.58
EBI:SU
2012 4.33
Goal 4.5
EBI:RH
2011 4.71
Goal 5.28

26. Internal

27. Benchmarking Portfolio
• Revenue
• Expenses
• Net P&L
• Debt to revenue ratio
• Utility, H&M cost/sq. ft.
• Customer count
• Customer complaints

28. Benchmarking Samples
Mystery Shop

29. Shop Results
• 2012 133 onsite 42 calls 80.51%
• 2013 110 onsite 32 calls 89.39%
8.9%

30. Benchmarking Samples
Social Media Report

31. Focus Group
• Deals
• Contests
• Food
• Recreation
• Business
• Spaces

32. Benchmarking
Improve:
• Financial Return to UC
• Service to Constituents
• Perception/Satisfaction
• Top-of-the-mind Awareness
• Student Retention
• Recruitment
• Cost Savings to Students
• Efficiency

33. Benchmarking
Potential Issues:
• Buy-in
• Time
• Financial Resources
• Reporting/Data Collections
• Communication of results
• Developing effective action plans
• Implementation
• Evaluation of Results

34. Past Results are NO guarantee
for Future Performance!!!!!!!!!!!!

35. It’s All about Benchmarking
Questions?
Pallavi.Patel@uc.edu
(513) 556-1267
uc.edu/campusservices