Posts Tagged 'brand benchmarking'

Whom to benchmark?

About a year ago Bain & Co. published a study on the management tools used by some 1400 senior executives at corporations around the world.  Benchmarking had jumped into the number one management tool.  In their report, they pointed out that benchmarking becomes more important during economic downturns.

And it got me to thinking about some of the challenges we face when benchmarking.  To me it seems that selecting the right companies to benchmark is one of the greatest challenges in for success of the tool. (Another day we will discuss the puzzle of how to benchmark the role of luck or good fortune in the success of a company or brand).

A good way to illustrate this is perhaps a real world example of the challenge in picking the right companies to benchmark.  Please note, all of the telling details have been removed except for the reference to Google.  Here is the situation:

You are a senior marketer at a large software company that provides specialized online services to business customers.  Think of your company like a Bloomberg.  Almost all B2B, only a small amount of consumer facing.  You have a large group of subscribers which has been growing steadily over the years as the category grows.  They sign up, you give them classes on how to use the services and provide regular phone and online support when they have difficulty with the system.

Overtime you see that your brand reputation is beginning to erode, there are clear signs in your measures that the category is being disrupted.  You look through the research to see which competitor is creating the disruption.  You look at the benchmark scores and discover that there is nothing to discover.  Nothing has changed in your benchmark scores vs. the competition.  Yet scores on “easy to do business with” have dropped and everyone is now being perceived as out-of-date, cold and aloof.

What has happened?

You speak to frontline people.  You speak to customers.  And you hear over and over again that Google is transforming your industry.

Google?  They aren’t our competitor!  We aren’t selling advertising online or search services.  How is Google transforming our industry?

By listening to sales people and customers you learn that Google has transformed expectations of the online and software user experience.  They have raised the bar.  All of your customers are balking at your training sessions.  “It should be as easy as using Google,” they say.  When evaluating your brand they are now comparing you to Google.

As the example above shows, it’s not always so easy to know the right companies to benchmark.

It certainly has its uses  Benchmarking is a great way to keep an eye on the competition.  It gives us a way to measure how well we are performing on key metrics.  If we are a relatively new company or looking to leapfrog the competition, benchmarking shows us how others have done it.  We can learn by analogy.

Of course that assumes that we are benchmarking the right companies.  In fast changing markets, knowing who to benchmark becomes a little like betting on the oscars the night before the Academy Awards.

And if we are the category leader, it is even harder since we are setting the standard which others are benchmarking.

And when we reach the status of one of the world’s best companies it becomes even more of a challenge to pick the right companies to benchmark.  At that point, when we are planning our future moves, benchmarking is even less useful.  It is a marker for where we have been but not the path to where we are going.

After all, we can’t benchmark our way to the future.

Is benchmarking other brands useful?

A standard part of the branding process is to look at “best-in-class” case studies and benchmarks.  This is a combination of a competitive audit along with an audit of the brands that are most admired or selected by some other objective criteria.

Some people believe this is provides a yardstick for clients to measure their own branding against.  And for many years I was of that opinion, too.  

But then I began to observe a curious set of circumstances which make me skeptical about the usefulness.  The names of companies and brands will be left out, to protect the usual suspects.  

Let’s start with Company A.  Company A asked us to do a best-in-class benchmark study on the brand management organization and practices of 10 other companies.  My team set about that project and developed a set of benchmarks which the client could use as they were revamping their own branding organization.

About a year later one of the companies on the 10 best list requested we do a project for them.  I will call them Company B.  They asked for a similar “best-in-class” benchmarking study as was done for Company A. The only difference is that for Company B, they wanted us to study Company A as one of the 10 best list.

Not long after we were approached by Company D.  They too wanted a brand management benchmarking program that included Company A and Company B in their list of 10 best.

I am sure that you would have seen this pattern coming long before I did.  What to do when all of these world-class companies are so busy benchmarking each other?  Doesn’t it become a self-fulfilling prophecy?

These world-class companies don’t just benchmark on branding.  They hire world-famous management consulting firms to benchmark other world class firms on a variety of areas.

By this time I was feeling that the practice was like a dog chasing its own tail.  At least for the companies that have reached the top of their industry.  For new companies or smaller challenger companies the benchmarking was relatively more useful.  Those challengers still had a lot to learn from others.

More difficult was the fact that many best-in-class companies had different brand management  systems.  There was far more variability across companies than I had expected.  It turns out that what works in Company A may not work as well in Company B for any number of reasons.  Each company had enough uniqueness in their situation that the broad generalizations of benchmarking often became difficult to apply.  It became a lowest common denominator situation (admittedly of some very fine companies).

Which leads me to my own generalization:

You cannot benchmark your way into the future.

Recognize that the other best-in-class companies know as much as you know. At some point world-class companies need to wean themselves from much of this benchmarking. You need to take bold moves based on your vision of the future, not based on what your competitors may be doing.  

It is an important enough point that I will repeat it:  You cannot benchmark your way to the future.


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