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Benchmarking

Benchmarking can be done on (1) processes, (2) products, (3) producer outcomes and (4) customer outcomes. If your organization practices benchmarking, which of the four get attention?

Whose definition of quality is being measured: producer's, customer's or both?

Benchmarking, once completed, guarantees neither continual improvement nor innovation.

A limitation in conventional benchmarking practice is its primary focus of internal process, secondarily on today’s product(s) and lastly (if at all) on customer-desired outcomes. Benchmarking can, at best, uncover how to be equal to the best. Customer-centered continuous innovation can enable the practitioners to become the best and sustain their leadership position.

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