how social media is redefining benchmarking · 2. history of benchmarking systematic benchmarking...

GIA Services White Paper 1/2010 How Social Media is Redefining Benchmarking 1

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“Competitive benchmarking and collaborative benchmarking pro-vide excellent methods for improv-ing business processes and per-formance.”

“Social media such as LinkedIn, Facebook, or Twitter are affecting business processes worldwide – being particularly beneficial for car-rying out new ways of collaborative benchmarking.”

ExEcutIvE SummAryBenchmarking is the process of comparing oneself against the best com-panies in the market or the industry, then implementing changes in order to become and stay competitive. Benchmarking can be collaborative or competitive. Various forms of social media are beginning to find their way into many business processes - benchmarking being no exception. This white paper provides an overview to benchmarking and explains its process and key concepts. Various types of benchmarking methods are introduced and the purposes and benefits of each are clarified. It is shown that social media is fundamentally changing the way bench-marking is conducted. Social media can make benchmarking more effective, easier to carry out, and change the process from being project-oriented to a continuous one. A case example from Nokia provides practical insight on using social media for benchmarking.

How Social Media is Redefining Benchmarking

GIA Services White Paper 1/2010


tAblE of contEntSExEcutIvE SummAry ................................................................................................................................. 1tAblE of contEntS ...................................................................................................................................21. IntroDuctIon........................................................................................................................................32. HIStory of bEncHmArkInG ..................................................................................................................33. WHAt to bEncHmArk.............................................................................................................................44. bEncHmArkInG concEPtS ....................................................................................................................55. tHE bEncHmArkInG ProcESS ............................................................................................................... 86. SocIAl mEDIA AnD bEncHmArkInG .......................................................................................................97. cASE ExAmPlES .....................................................................................................................................118. concluDInG rEmArkS ........................................................................................................................ 139. SourcES .............................................................................................................................................. 14

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1. IntroDuctIonBenchmarking emerged as a business practice in the 1980’s and has steadily been adopted by companies around the globe. In a recent study, benchmarking was recognized, for the first time, as the most popular management tool (see Rigby & Bilodeau 2009). This might in part be a response to the recent economic downturn which has turned the attention of companies towards more efficient processes and more competitive products, both of which can be achieved by the skillful use of benchmarking.

Over the years, as companies have developed their benchmarking methods and business analysts have published theoretical frameworks about benchmarking, a common understanding as to what constitutes benchmarking and how it is best conducted has evolved. In a nutshell, benchmarking is a systematic way of identifying the highest standards of excellence for prod-ucts, services, and processes by comparing these across companies. Moreover, an essential part of benchmarking is to act on that information − in other words to implement changes and make improvements in order to reach those highest standards, commonly referred to as best practices.

Social media is now changing how benchmarking can be conducted. It has given companies communication tools that make it less purposeful to travel and engage in field work as more of that work can be done on-line. As a result, benchmarking has become less expensive. This in turn has lowered the threshold for companies to benchmark each other and has changed the benchmarking process from a one-time affair into a continuous iterative process.

2. HIStory of bEncHmArkInGSystematic benchmarking practices began taking shape in the 1980’s. Xerox is a company that is frequently mentioned as a pioneer in this field. Faced with a competitor from overseas, one that showed superior performance in many ways, Xerox made a decision to investigate the sources of that competitive advantage and to replicate or even outplay them. The task was broken down to find out:

Which company is the best in terms of a product, service, or process?1. How has that company achieved that position?2.

The task was simply to find the best and to learn from them. These are still the two cornerstones of benchmarking today.

Over the years other companies have adopted similar practices, expanded the scope of bench-marking, and developed methodologies further. Expanding the scope of investigation meant that best practices were not only sought among competitors, but also among other companies either in their own or even in another industry.

Much of recent development has focused on the latter of the above-mentioned two corner-stones. However, it is one thing to observe and describe what the best competition is doing and how they are doing it, but to actually implement changes in an organization is a big challenge in itself.

Benchmarking is not unrelated to other management trends of the time. Total Quality Manage-ment (TQM) was developed in the 1980’s and gained huge worldwide popularity in the decade that followed. The underlying principles of benchmarking are very well aligned with those of


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TQM, and some even consider benchmarking a necessary tool to achieve TQM. In any case, it is the focus on quality throughout the organization, in its processes, services and products that drives both TQM and benchmarking. Both TQM and benchmarking are present in a corporate culture of continuous improvement, employee involvement, and customer orientation.To summarize, the key ideas in benchmarking are:

Identifying the best-in-class organizations1. Obtaining information through an appropriate data collection method, with the intention of 2. making a self-assessmentCarrying out self-improvement by implementing changes to meet or exceed standards3.

In this report, we will introduce various types of benchmarking methods and explain the pur-poses and benefits of each method. Finally, we will also share knowledge and advice based on the experience gained from conducting numerous benchmarking projects over the course of many years.

3. WHAt to bEncHmArkThe benchmarking method is not limited to processes or products only. In fact, companies over the years have shown a great amount of creativity in choosing what part of the business to focus on when engaging in benchmarking activities. It is important to always remember that successful benchmarking requires finding the root causes of superior performance. While it is useful to start with general knowledge about what other companies are doing, the ultimate goal is to find out how they manage to do it. “Enabler” is a benchmarking jargon which refers to the underlying drivers that enable superior perform-ance, such as products, processes or resources.

Products and servicesOne very common and natural starting point is to focus entirely on the output of the company and to benchmark products, services, or the entire offering of a competitor. Product benchmark-ing improves the general understanding of one’s competitive position in the market and can be based on secondary research to a large extent. For service companies, it is more difficult to benchmark the offerings of competitors, as services are not as easily measurable as tangible products. Successful benchmarking of service offerings therefore often requires a fair amount of interviews or field research.

financial performanceBenchmarking pure performance measures may not solve any fundamental issues of competi-tiveness but it helps to quantify what can be achieved and to set targets. Moreover, bench-marking financial performance can often be done at relatively low cost using publicly available information.

ProcessesBenchmarking processes are very common focuses of benchmarking activities due to their structure and efficiency. Processes are important because they represent the capabilities and are thus very close to the fundamental enablers of competitiveness. It is often the case that two companies will have access to the same resources and customer base but the one who has been able to set up better processes, is able to deliver better quality at lower costs.

However, collecting information about competitor processes is not easy as it may require a substantial amount of primary research. When benchmarking processes, competitors are an ob-vious but not the only choice of benchmarking partners. It is often fruitful to tap into information sources throughout the competitor value-chain, including suppliers or distributors. Valuable insight can also be gained by benchmarking companies in other industries.

StrategiesMaking good strategic decisions requires knowledge of competitor strategies. Nevertheless, like processes, strategies are not easy to analyze. There is a lot of information about strategy that can be obtained from public sources but many aspects of a company’s strategy are never publicly communicated. In spite of this, it is still possible to conduct successful benchmarking of strategies by using primary research and by analyzing a company’s strategy using abductive reasoning.

functions, teams and organizationsBenchmarking is not only about finding out what other companies do, it is also about how they manage to do it. Therefore, investigating how another company is organized is a common theme in benchmarking. This may involve any aspect of a company’s organization; what functions or teams it has set up, what divisions or business units it has, how many people are working in each, and so on. Organizational benchmarking may go as deep as profiling individuals.

Using social media such as professional networking websites has proven to be a new and very fruitful source for this type of benchmarking activity. It saves the costs of field work and expen-sive primary research, and may reveal a lot of valuable information with relatively little research.

4. bEncHmArkInG concEPtSConsidering the broad range of applications for benchmarking methods, it is useful to conceptu-alize the method a bit further by separating various types and sub-disciplines of benchmarking. It is conventional to define benchmarking as a process of comparing oneself against the best companies in the market or industry, then implementing changes in order to become and stay competitive. This approach emphasizes that benchmarking has a two distinct stages. While the first stage is very much oriented at finding information, the second stage is equally important and deals with implementing changes.

Learning from other companies can only be considered true learning if the result is improved performance. It is noteworthy that it is the latter stage which usually drives the decision to benchmark. While in theory, the process of information collection and comparison precedes change management, in practice the company has already decided to change and adopt a cul-ture of continuous improvement. Benchmarking is thus simply a manifestation of the desire to make processes faster, of higher quality and more efficient.

Another significant aspect about the benchmarking process is that it is increasingly becoming a continuous, on-going process. Even though benchmarking would be carried out in the form of individual projects, these projects follow one another so that the company engages in a continu-ous process of learning and self-improvement. This development has only accelerated with the emergence of social media because they have significantly lowered the cost and time needed to carry out each round of benchmarking.


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benchmarking partnersThe companies that one chooses to compare themselves against are often called benchmarking partners. Companies can benchmark themselves against a wide range of companies. Although competitors are one typical group of companies, it is often equally useful to consider companies outside the same industry or other companies within the same value-chain. What is essential is that the benchmarking partners are very good or the best at what they do.

Since benchmarking against competitors has many implications such as information sources, as well as legal and ethical considerations, it is common to divide benchmarking activities on the highest level into two different branches: competitive and cooperative benchmarking.

competitive benchmarking Competitive benchmarking means comparing oneself against the competition, usually requires independent covert research or competitive intelligence, and often results in an analysis of relative competitive and strategic positioning. Benchmarking competing products can also be considered competitive benchmarking; it is usually easier and can be carried to a great extent using publicly available information.

cooperative benchmarking Cooperative benchmarking means comparing oneself against companies in other industries or against companies in the same value-chain. This can be done quite openly with activities that usually include on-site visits and voluntary exchange of information. Naturally, information security is an important issue to manage. The companies involved in cooperative benchmarking specify precisely what information they are willing to share and sign non-disclosure agreements to prevent further dissemination of the information. There are widely adopted code of conducts used in cooperative benchmarking which are published by the American Productivity and Qual-ity Center (www.apqc.org) and the European Foundation of Quality Management (www.efqm.org).

To further classify benchmarking activities, one can look at what exactly to benchmark and against whom. The following common classifications are often found in benchmarking literature (for more elaborate analysis, see e.g. Anand – Kotali 2008):

Internal benchmarking This involves benchmarking against own units or branches, possibly in different locations. It al-lows easy access to information including sensitive data, and also takes less time and resources than other types of benchmarking. It is one of the simplest forms since most companies have similar functions inside their business units. The main objective is to determine the internal performance standards of an organization. This enables the sharing of best practices within the company. As a downside, unless the results are later used as a baseline for external benchmark-ing, companies implementing this type of benchmarking can often retain an introverted view.

competitor benchmarking Competitor benchmarking is used against direct competitors to compare their relative posi-tions. The goal is to compare companies in the same markets which have competing products, services, or work processes. Only under certain conditions would information be easy to obtain. Competitors may engage in counter-intelligence making it difficult to obtain information about them. Competitive intelligence comprises a set of methods to obtain the needed information.


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functional benchmarking (same industry) Functional or industry benchmarking is performed against industry leaders or the best function-al operations of certain companies. Used by companies to learn from different areas of activity but involved in similar functions or work processes. The benchmarking partners are usually those who share some common technological and market characteristics. Since there are no direct competitors involved, the benchmarking partner is more willing to contribute and share. A disadvantage can be the cost and conflicting schedules of the benchmarked companies.

Generic benchmarking (any industry)Generic benchmarking focuses on the best processes of any company. Similar procedures and functions are emphasized although this benchmarking type can be used across dissimilar organizations. Sometimes this is difficult to implement because generic benchmarking requires a broad conceptualization of the entire process and a careful understanding of procedures in other sectors.

Generic benchmarking is also a special case in the sense that it is one of the few forms of bench-marking that makes sense to the best-in-class company. A typical challenge for benchmarking in general is the asymmetry of benchmarking companies. A company that is showing inferior performance can learn from the better companies in the industry, but who can the best company learn from? Generic benchmarking provides the solution in that companies can learn from other industries and a broader spectrum of benchmarking partners.

table 1. Other useful concepts

Benchmarking gap The difference in performance between two companies. Also the measured leadership advantage of the best-in-class organi-zation.

Best practice Practices that have shown to produce superior results. Best practices are the outcome of benchmarking and eventually adapted in an organization.

Common interest group A network of individuals who share a mutual interest in a spe-cific subject and have agreed to share their own experiences.

Customer advocate The role played by a member of some benchmarking teams where that individual pleads the case of the customer and calls the team’s attention to issues that would concern the customer.

Enabler Processes, practices, or methods that facilitate the implemen-tation of a best practice and help to meet a critical success fac-tor. Enablers help to explain the reasons behind the perform-ance indicated by a benchmark.

Re-engineering The radical redesign of business processes, organizational structures, management systems, and values of an organiza-tion to achieve breakthroughs in business performance.


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5. tHE bEncHmArkInG ProcESSWe explain the conventional benchmarking process below. As previously explained, many com-panies consider benchmarking to be a continuous process nowadays. In practice, benchmarking is usually still carried out in the form of individual projects. Therefore the following explains the process flow during one such project. When taking a broader view, one can consider this project model one iteration in a series of iterations.

Determine scope or topic (should be derived from strategy)1. Select benchmarking team (include both supporters and skeptics, and have a mix of 2. subject-matter experts, possibly external assistance)Determine what is already known and the key knowledge gaps3. Decide on the type of benchmarking (cooperative or competitive etc.)4. Identify and select benchmarking partners (companies)5. Make plans for filling the knowledge gaps (research methods, cooperative on-site visits, 6. secondary research, competitive intelligence, etc.)Acquire and exchange knowledge with partners (focus on best practices)7. Analyze findings and recommend changes8. Manage implementation and change9. Monitor progress10.


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PLANNING STAGE

ANALYSIS STAGE

IMPLEMENTATION OF CHANGES

Decide type of benchmarking

Determine pre-knowledge

Manage implementation and changes

Select benchmarking team

Determine scope and topics

Analyze findings and recommend changes

Acquire and exchange information

Choose data collection methods

Identify benchmarking partners

Collect information about own company

Monitor progress

Exhibit 1. Benchmarking Process

The fi rst four steps of the process can be considered the planning stage. They deal with specify-ing the scope of inquiry, the type of benchmarking and the benchmarking partners.

The analysis stage involves fi eld work for fi nding the right companies and collecting information about them. As this process is generic, this stage might be done cooperatively or competitively. The acquired information needs to be analyzed before any decisions about changes or improve-ment measures can be made.

Although depicted as just one step in the process, it is clear that implementing changes in an organization is a massive eff ort and involves many processes of its own. In the current context, it is assumed that the benchmarking process passes the recommendations on to an implementa-tion or change management process, which ensures that the new information leads to action.

6. SocIAl mEDIA AnD bEncHmArkInG Various forms of social media are beginning to fi nd their way into many business processes − benchmarking being no exception. Due to its suitable characteristics, social media can even be argued to aff ect benchmarking signifi cantly. Some of the benefi ts are;

Cooperative benchmarking is inherently a social activity and social media provide many •new effi cient ways for social interactionSocial media provides new additional information sources and channels for data collection•Benchmarking is becoming more process-oriented and social media supports this type of •continuous engagement in contrast to project work¨

Exhibit 2. LinkedIn http://www.linkedin.com/groups?home=&gid=90369 Twiter http://twitter.com/GIAGroup Facebook http://www.facebook.com/pages/Market-Intelligence/105974039433048?v=desc

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When looking at the process chart introduced in the previous chapter, the new tools that social media provides makes initiating and carrying out the various tasks in the process more efficient. The time that an iteration of the process requires becomes shorter and as a result benchmarking becomes more of a continuous activity rather than a one-time affair.

Cooperative benchmarking which builds on active communication between the bench-marking partners benefits particularly from social media. It has enabled the participants to conduct nearly all their interaction on-line without having to travel to meet in person. As this has been one of the most costly and time consuming parts of the process, social media is thus making a significant positive impact on the productivity of benchmarking.

There are many tools publicly available that can be used for facilitating the teamwork of a benchmarking process:

linkedIn• (www.linkedin.com) is a widely used networking service that also provides tools for group work and collaboration.twitter • (www.twitter.com) is a short-messaging service which also enables bench-marking team members to create user accounts, connect and communicate easily with each other.facebook• (www.facebook.com), while being more targeted at consumers rather than businesses, also provides many of the same tools as LinkedIn or Twitter.

However, utilizing social media is not without its challenges. The new tools make it easy to expand the team involved in the benchmarking process at any time but this puts more stress on the management of the benchmarking team as new team members need to be brought up to speed with the developments. While the tools provided by social media would make it easy to allow team members to join and leave at any time, and carry out the benchmarking process with more degrees of freedom, it also means that the commitment of team members will vary and the full benefits from the benchmarking process will not be seized.

Information security should also come under special scrutiny when using social media. Although on-line groups and collaboration tools are safe and private in theory, whenever information is uploaded and posted on websites there is the risk that information leaks out to where it should not. One way to minimize this risk is to use on-line tools for live communication like voice calls or chats.


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7. cASE ExAmPlES

case 1: GIA mI benchmarking circleGlobal Intelligence Alliance (GIA) is a strategic market intelligence and advisory group that provides various services related to setting up and operating market intelligence proc-esses. As part of their service offering, GIA organizes benchmarking circles where market intelligence managers can meet to discuss and exchange best practices related to various aspects of running a market intelligence operation.

Since 1999, GIA has organized more than 40 Benchmarking workshops. Market Intelli-gence professionals from over 30 companies have participated in these projects. A typical GIA benchmarking project consists of 2-4 theme meetings in which specific topics select-ed by the participating companies are discussed with the facilitation of a GIA consultant.For the participants, the key benefits are;

Cost efficient way to get best-in-class training and case examples •Learning from others’ experience•Exchange of thoughts with other experienced professionals from various industries•Learning from others’ mistakes and thus avoiding unnecessary costs in own opera-•tions

Theme meetings are the core of the GIA benchmarking process. The theme meetings are hosted by one participant at a time and usually last for 6-8 hours each. A new topic is selected for each meeting.

Typical themes include the following:

Integrating market intelligence with strategic planning•Integrating market intelligence with sales & marketing•Developing the internal intelligence network•Counterintelligence•Developing market intelligence deliverables •Scenario planning & war gaming•


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case 2: Social media and benchmarking at nokiaNokia is an international telecommunications company creating mobile devices, services and solutions for dynamically evolving global markets. Within Nokia, benchmarking is used to support and challenge development activities in various areas, for example in logistics, research & development, and in human relations. Benchmarking activities are conducted as an integral part of development projects and training programs.

Benchmarking approaches include collaborative and competitive benchmarking, memberships in benchmarking groups, benchmarking projects on selected themes and with selected companies and participation in wider benchmarking studies. Exchanging benchmarking information can also be part of academic research projects where there are participants from several industrial companies.

The use of social media channels both externally and internally has brought new possi-bilities for benchmarking. Social media enhances collaborative relationships and brings new interactive arenas for knowledge exchange for planning and preparation stage, for analysis and for implementation as well. Externally the use of LinkedIn, Twitter and even Facebook for benchmarking has become more common. There are professional groups in all of these social media channels, providing possibilities to look for themes of common interest in more detail. Especially in the area of open source activities and development communities, the use of social media and collaborative spaces provide good additional sources of information and provide platforms for interaction and sharing that can support benchmarking.

Together with IBM, Nokia people have been experimenting with social media on various occasions to try out new possible ways for information sharing and staging conversations. Areas of interest include open sources practices, professional use of 3D worlds to support work in a global context, software development and open innovation. Professional blogs and wikis, discussion forums, video services such as YouTube and Slideshare off er dynam-ic and direct sources for information collection, interaction and sharing. Social media can be used in all stages of benchmarking. Blogs and wikis within the company also support preparation, implementation and sharing the results related to benchmarking activities.

Exhibit 3. Youtube http://www.youtube.com/watch?v=15VSteHmE2M&feature=related Slideshare http://www.slideshare.net/GIAGroup/the-chinese-wind-energy-market

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8. concluDInG rEmArkSBenchmarking provides a sound method for improving business processes by learning from other companies. Since the method is based on the fact that some companies are more ad-vanced in their processes than others, it also entails some challenges related to motivation and incentives. While other companies can learn from the best, who can the best learn from? And what does the best company get in return for sharing its best practices? Yet another challenge arises when the best company is so far ahead of its peers that it is not realistic for them to fully catch-up with the best-in-class.

These are challenges that any company engaged in benchmarking needs to consider. They may not become problems but need to be tackled nonetheless. Some general solutions exist:

While the best-in-class company may not be able to learn from its direct industry peers, •it can either learn from adjacent industries or it can learn about other topics or processes than the ones being benchmarked by the other companies. Whatever the solution, all com-panies need to consider the benefits for all parties involved and to exchange information in a manner that makes it worthwhile for all companies to get involved.If the best-in-class company is too far ahead of its peers, it may be optimal for the bench-•marking companies to set intermediate targets and not attempt to catch up with the best company immediately. Even partial replication of best practices may lead to significant improvements.

This advice is echoed by other authors as well. Richman and Koontz (1993) are providing the fol-lowing practical tips for benchmarking companies:

When selecting benchmarking partners, look beyond your own industry•Provide an incentive for partners to participate•Focus on best practices, not metrics•Remember to investigate not only how good the best-in-class is but also how they got there •(identify enablers)Include supporters and skeptics in the benchmarking team•

When these viewpoints are taken into account, benchmarking should provide a powerful tool for improving process efficiency and discovering best practices. Social media and on-line collabora-tion tools will continue to make this work faster, easier and more productively in the years to come.


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9. SourcESStapenhurst, T. (2009) The Benchmarking Book: Best Practice for Quality Managers and Practi-tioners. Butterworth-Heinemann.

Ramamurthy Ramabadron, James W. Dean Jr. and James R. Evans (1997) “Benchmarking and project management: a review and organizational model” in Benchmarking for Quality Manage-ment & Technology, Vol. 4 No. 1, 1997, pp. 47-58.

Dean Elmuti and Yunus Kathawala (1997) “An overview of benchmarking process: a tool for con-tinuous improvement and competitive advantage” in Benchmarking for Quality Management & Technology, Vol. 4 No. 4, 1997, pp. 229-243.

G. Anand - Rambabu Kodali (2008) “Benchmarking the benchmarking models” in Benchmark-ing: An International Journal, Vol. 15 No. 3, 2008, pp. 257-291.

Darrell Rigby and Barbara Bilodeau (2009) Management Tools and Trends 2009. Bain & Com-pany.

Richman, T. – Koontz, C. (1993) “How benchmarking can improve business reengineering” in Planning Review, Vol. 21 No. 6, pp. 26-55


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