A pragmatic approach to conducting a successful benchmarking expedition: Case of Dubai Holding Group (DHG)

Abstract

Purpose

The purpose of this paper is to provide a conceptual framework for conducting a benchmarking visit/expedition.

Design/methodology/approach

Recent articles on the models of benchmarking are reviewed and used to construct a seven‐step benchmarking visit/expedition framework that is subsequently tested by applying it to facilitate a benchmarking expedition for Dubai Holding Group (DHG) with United Utilities, Bradford and Bingley and the Marriot Hotel, all of the UK.

Findings

The paper finds that good planning and execution of the benchmarking visit are essential. How the visit is conducted influences favourably/unfavourably the outcomes of the visit/expedition. Capturing meaningful learning of best practices required a purpose‐focused approach/framework to guide gathering, documenting and prioritising best practice evidences. The suggested 7‐Steps framework, when applied, focuses actions towards realising and reaping the full potential of such visits/expeditions. The 7‐Steps model enabled DHG to exhaustively collect, document and prioritise best practice actions from the three benchmarking partners thereby rendering the expeditions a success.

Practical implications

The success of a benchmarking visit's/expedition's outcome is contingent on the planning and training undertaken prior to the visit/expedition, how the visit itself is conducted and crucially, the usability and reliability of data and evidence gathered. Poor execution of a benchmarking visit even with good planning inevitably yields poor results and vice versa.

Originality/value

The paper contributes to knowledge by closing a knowledge gap and providing a framework that enables user organisations to fully realise the benefits of a benchmarking visit/expedition.

Citation

Marwa, S. and Zairi, M. (2008), "A pragmatic approach to conducting a successful benchmarking expedition: Case of Dubai Holding Group (DHG)", The TQM Journal, Vol. 20 No. 1, pp. 59-67. https://doi.org/10.1108/09544780810842901