标杆管理、企业再造、战略联盟并称为90年代三大管理方法。在竞争激烈的市场上,优胜劣汰,强者之所以能够继续生存,就在于它们善于在竞争中学习,善于借鉴他人的优点来弥补自身的不足。本期专门刊发了两篇关于标杆管理的文章:《标标管理:赶超一流企业之路》、《老板,树个“标杆”革新企业》,它们分别有所侧重地从理念、实践的角度阐述、介绍企业在“标杆管理”方面“应该做”的问题和“如何做”的方法。 Benchmarking, corporate reengineering, and strategic alliances are also called the three major management methods of the 1990s. In the fiercely competitive market, the survival of the fittest, the reason why the strong can continue to survive, is that they are good at learning in the competition, good at drawing on the advantages of others to make up for their deficiencies. In this issue, two articles on benchmarking have been published: “Branding Management: The Road to Catch up with First-Class Enterprises,” “Boss, Tree,” Benchmarking, and “Innovation Enterprise.” They focus on concepts, From the perspective of practice, this paper expounds and describes the problems that companies should do in benchmarking and how to do it.