Abstract

The aim of the article. The aim of the article is to generalize characteristics, objectives, advantages of internal benchmarking. The stages sequence of internal benchmarking technology is formed. It is focused on continuous improvement of process of the enterprise by implementing existing best practices. The results of the analysis. Business activity of domestic enterprises in crisis business environment has to focus on the best success factors of their structural units by using standard research assessment of their performance and their innovative experience in practice. Modern method of those needs satisfying is internal benchmarking. According to Bain & Co internal benchmarking is one the three most common methods of business management. The features and benefits of benchmarking are defined in the article. The sequence and methodology of implementation of individual stages of benchmarking technology projects are formulated. The authors define benchmarking as a strategic orientation on the best achievement by comparing performance and working methods with the standard. It covers the processes of researching, organization of production and distribution, management and marketing methods to reference objects to identify innovative practices and its implementation in a particular business. Benchmarking development at domestic enterprises requires analysis of theoretical bases and practical experience. Choice best of experience helps to develop recommendations for their application in practice. Also it is essential to classificate species, identify characteristics, study appropriate areas of use and development methodology of implementation. The structure of internal benchmarking objectives includes: promoting research and establishment of minimum acceptable levels of efficiency processes and activities which are available at the enterprise; identification of current problems and areas that need improvement without involvement of foreign experience; ensuring of internal communications development at the enterprise; elimination of syndrome of others’ experiences rejection; providing a base for carrying out procedure of external benchmarking; development of offers on introduction of the best practices in a framework of the program of continuous improvement of enterprise activity; strengthening the influence of the factors that determine the efficiency; formation of general views and preferences of employees. The technology of internal benchmarking is a process that consists of the successive stages of the cycle of Deming. It’s an ongoing process that includes four components: planning (plan), plan implementation (do), check or adjustment plan (check) and development (act). Conclusions and directions of further researches. General recommendation of the authors is to include managers and staff departments and divisions (external consultants if it is needed) to the benchmarking team. The reasonable selection of the team is very important, because the quality of analyzes and recommendations on the best practices implementation depend on the professionalism of the performers. To make the internal benchmarking conduction helpful, it is advisabled to begin with the study and documentation of all existing in the enterprise systems and business processes.

Keywords: internal benchmarking, Deming’s cycle, critical business processes, innovation, strategy

Cite as: Dubodelova A. & Yurynets, O. (2013). Features and technology of enterprise internal benchmarking. Marketing and Management of Innovations, 2, 64-73. https://doi.org/10.21272/mmi.2013.2-05

This work is licensed under a Creative Commons Attribution 4.0 International License

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