4. 0 4
The research of market’s players
Profile characteristics of main competitors and their plans
Potential competitors from other branches
New clients, there needs and future interests
Branch’s and client’s opinion about company’s advantages
New providers and distributors
Development of new technologies and products
5. 0 5
«Early Warning» Information
The areas of possible technological breakthroughs that could affect the
competitiveness of products
The condition and performance of key suppliers, possible violations of raw
materials and components
Changes in company’s perception and its services for clients/competitors
Information about possible alliances and purchases
Interests, efforts of other companies toward yours
6. 0 6
Decision-
making
support
- Formation of a global
competitive strategy
- How and with whom to interact
- Development of local and
international markets
- Strategic investment decisions
(possible alternative sources of
future investment)
- Whether to increase production
capacity
- Product development program
(the status of competing
technologies)
7. SCIP – Strategic and Competitive
Intelligence Professionals
- A l l i s I n f o r m a t i o n
M a n a g e m e n t ( A I M )
- A l p h a S e n s e
- B l u e o c e a n M a r k e t
I n t e l l i g e n c e
- C i p h e r S y s t e m s
- C o m i n t e l l i
0 7
SOLUTION
PROVIDER
10. Benchmarking
- The term appeared in 1972
(Institute of Strategic Planning
Cambridge)
- 1992 was founded the
International Benchmarking
Center
- 1994 the Global Benchmarking
Network (GBN) was established
as the community of
independent Benchmarking
Centers (From more than 20
countries worldwide)
1 0
11. 1 1
Benchmarking Code
Law – the absent of illegal collection of information
Exchange – never ask anything if you can’t give something to exchange
Confidence
Usage – information can be used only for benchmarking aims
Contract types – only designated people can deal with exchange the
information
Preparation – the exchange benchmarking report must be agreed on
12. 1 2
Benchmarking types
i n t e r n a l
b e n c h m a r k i n g
g l o b a l
b e n c h m a r k i n g
c o m m o n
b e n c h m a r k i n g
f u n c t i o n a l
b e n c h m a r k i n g
a s s o c i a t i v e
b e n c h m a r k i n g
b e n c h m a r k i n g o f
c o m p e t i t i v e n e s s
13. Benchmarking as a Process
1 . O b j e c t d e f i n i t i o n o f s u p e r i o r i t y a n a l y s i s –
W h a t ?
2 . I d e n t i f y i n g p a r t n e r s o f s u p e r i o r i t y
a n a l y s i s – W i t h w h o m ?
3 . C o l l e c t i o n o f i n f o r m a t i o n
4 . A n a l y s i s o f i n f o r m a t i o n
5 . P u r p o s e f u l c a r r y i n g o u t r e c e i v e d d a t a
1 3
STAGES
14. 1 4
Business-processes important for
benchmarking
Working with clients
Information systems
Working with staff
Improvement of all business-processes
Service centers
Productivity measuring
Staff politics
Production
Human resources
Project management
Satisfaction
Technology
Trainings
Management
Systems of clients retention
Modernization
Staff
Assembling
15. Benchmarking in marketing
1 5
- COMPARISON OF GOODS’ PARAMETERS
- COMPARISON OF GOODS’ QUALITY LEVEL
- COMPARISON OF CONSUMERS’ SERVICE LEVEL
- COMPARISON OF COMPANIES’ IMAGE
