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1、25239-PR/(022-31)bestpractice04.18.004:20PMPage2222STRATEGYBestpracticeBeststrategyPhilippM.NattermannBenchmarkingisanimportantwaytoimproveoperationalefficiency,butitisnotatoolforstrategicdecisionmaking.Whencompetitorsalltrytoplayexactlythesamegame,decliningmarginsareboundtofollow.“Asagroup,lemmin
2、gsmayhavearottenimage,butnoindividuallemminghaseverreceivedbadpress.”—WarrenBuffettestpractice.ItmaybethemostreadilyrecognizedandwidelyusedBofallbusinessmanagementtools.Andwhyshouldn’titbe?Toexecu-tives,modelingacompany’sperformanceonitsbest-in-classcompetitorisanambitiousbutattainableaspiration.T
3、oinvestors,thestrategyisaguar-anteeofthesoundnessofanycompanythatembracesit.Andtoconsultants,itisthetidethatliftseveryclient’sboat.Sowhyisitkillingyourmargins?Everyonewhofollowsbusinesshasseenthefatmarginsofgrowingyoungcompaniesattractscoresofnewentrants,whicheventuallycrowdthefieldanddrivethosever
4、ymarginsdown.Whywouldtopexecutivesconvertthisregrettablefactofbusinesslifeintoacreed,especiallywhendoingsosimplyhastenstheendgameforeveryone—firstmoverandJohnny-come-latelyalike?Theyactastheydobecausetheydon’tunderstandthatbenchmarkingissimplyanoperationaltool.Instead,theyallwanttooccupythepointon
5、thestrategiclandscapethattheirmostsuccessfulcompetitorhasstaked1out.Soonothercompetitorscanbeseenherding,lemminglike,around1SeeEricD.Beinhocker,“Ontheoriginofstrategies,”TheMcKinseyQuarterly,1999Number4,pp.38–45.PhilippNattermannisaconsultantinMcKinsey’sNewYorkoffice.Copyright©2000McKinsey&Company
6、.Allrightsreserved.ThisarticlecanbefoundonourWebsiteatwww.mckinseyquarterly.com/strategy/bepr00.asp.25239-PR/(022-31)bestpractice04.18.004:21PMPage23POLTURGEON25239-PR/(022-31)bestpractice04.18.004:21PMPage2424THEMcKINSEYQUARTERLY2000NUMBER2thatbest-practicecompany’sproduct,pricing,andchannelstrat
7、egies.Productsandservicesbecomeincreasinglycommoditized,andmarginstumbleasmoreandmoreincum-bentcompaniescompeteforsmallerMarginstumbleasmoreandmoreandsmallersegmentsofcustomersincumbentcompaniescompeteforandindus
