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对标管理,最初意义上是一种调查比较的基准方法。自上世纪七十年代末美国施乐公司运用标杆管理的方法,成功应对了佳能等竞争对手的步步紧逼,找到了重获竞争优势的途径以来,这种通过对比找差距、通过对比找方法的管理模式已被全球诸多行业、领域成功实践过。根据《全球对标网络》的调查,对标管理已成为最受企业欢迎的第三大战略管理方法,全球超过80%的《财富》500强企业都不同程度地开展了对标管理。近年来,对标管理也备受施工企业青睐,越来越多的企业正通过对比优秀企业,寻找问题差距,借鉴先进经验,明确发展方向,改善自身不足,赶超标杆企业,追求卓越绩效。
Benchmarking is a baseline method of investigation and comparison in the first place. Since the late seventies of the last century, the United States Xerox Corporation using benchmarking methods successfully dealt with the step by step competition of competitors such as Canon and found a way to regain competitive advantage, this by comparing the difference to find ways to find Management model has been successfully implemented in many industries and fields in the world. According to the survey of “global benchmarking network”, benchmarking management has become the third most popular strategic management method among enterprises. More than 80% of Fortune 500 companies worldwide carry out benchmarking management to varying degrees. In recent years, benchmarking management has also been favored by construction enterprises. More and more enterprises are looking for the problem disparity, drawing on advanced experience, setting a clear direction for development, improving their own deficiencies, and surpassing benchmarking enterprises to pursue outstanding performance.