How benchmarking goes wrong (and how to do it right)

Abstract

This producer of specialized industrial products with high margins was suffering from slow growth. So it benchmarked its sales effectiveness against four direct competitors, a non‐competitor in its industry, and one of the best sales forces in the nation. This case study also looks at implementation after three years.

Citation

Pryor, L.S. and Katz, S.J. (1993), "How benchmarking goes wrong (and how to do it right)", Planning Review, Vol. 21 No. 1, pp. 6-53. https://doi.org/10.1108/eb054394