You will arrive at your destination by more than one method

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To do this, we have a range of direct and indirect methods of data collection. Here are some ways to directly collect information that can be useful when benchmarking:

Public reports and internal publications of the competitor,
Telephone surveys of employees or consumers,
personal contacts with partners,
biographies of prominent executives.
Indirectly, we can ask a consultancy for its opinion or commission an analysis of the scientific journals in which a rival publishes.

Once we have gathered information about our latvia email list company and that of our competitors, we can move on to the final stage of the benchmarking process. This involves creating a list of recommendations for improving the company's functionality and bringing it closer to the leader's performance. It should be noted that with this method we can cover all areas of a company's activity, starting with marketing and promotion, moving on to customer satisfaction, production technology, and ending with finance and management methods of a company.

Benchmarking, that is, comparing more than once and in many ways

Benchmarking is like a car inspection: it should be done regularly. And even if the car runs after the expected date, we should not blame anyone if the engine refuses to work at the least expected moment. However, in order not to fall into a routine, comparing the same processes with the same company year after year and reaching identical conclusions, wasting time and money, several general types of benchmarking of the company itself have been created:

Internal benchmarking
- For large companies, this is the easiest method to apply. It consists of comparing processes between subsidiaries, similar positions or company segments that deal with different issues but use the same tools. This method is easy to the extent that the problem of obtaining data for analysis is practically non-existent.