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Purpose - The purpose of this study is to present a discussion on the most commonly accepted benchmarking norms in the USA, the lessons learned from benchmarking experiences and see how they are translated to benchmarking projects by French managers. Design/methodology/approach - A survey questionnaire is developed, based on the ten-step Xerox benchmarking process, to identify the perceived and/or experienced benchmarking best practices amongst French managers. Large, medium and small companies are surveyed and managers who have participated in or are in the middle of a benchmarking project contributed to the information in developing the conclusions about the perceived best practices, steps and pitfalls for a benchmarking project in French companies. Findings - The survey result showed uniformity amongst French managers from large companies and their opinion on what is important in bringing a benchmarking project to a successful conclusion. There was however lack of uniformity of opinion when it came to what is important in the benchmarking process amongst French managers from companies of different size. Research limitations/implications - Caution should be exercised when interpreting these findings since the paper only used data from an exploratory survey of French managers from companies of varying sizes. The limitation of the study is that the conclusions are applicable to French managers only. In order to compare them one would need survey data, using the same questionnaire from managers in other countries. Practical implications - Indeed, the authors'' findings provide a persuasive argument for what French managers consider important in a benchmarking project. It provides valuable insights into the lessons learned from the years of benchmarking experiences and how these experiences have been translated across cultures. Originality/value - Based on the French experience with the benchmarking process, the critical success factors for benchmarking were identified. Importance of each step in the benchmarking process varies amongst companies, critical issues are company and industry specific. In order to compete successfully in today''s global marketplace, the French managers recognize the importance of benchmarking, although their perceptions of the important steps in the process vary depending on company size. [ABSTRACT FROM AUTHOR]

Purpose ? The purpose of this paper is to compare the approaches towards implementation of business process reengineering (BPR), and to provide some evidence as to which approach offers a greater chance of success. Design/methodology/approach ? A hospital case analysis is used to study where both top-down/participative BPR and enterprise resource planning (ERP)-driven BPR were used to reengineer its processes. Findings ? With an ERP-driven BPR, it is easier to define the scope of the project, design of the process changes, mapping of the new system in the software, and to obtain a realistic preview of the outcomes. Research limitations/implications ? ERP-driven approach to BPR implementation used in this hospital represented a holistic rather than a piecemeal approach to an organization-wide change effort. There is always a tendency for the motivation and support for such change efforts to dissipate. Research is needed on how to sustain the momentum for such change endeavors. Practical implications ? With ERP-driven BPR it is easier for management to offer a realistic preview of the expected outcomes, possible changes in the design and scope of the project, and to guard against unrealistic worker expectations. However, the ERP-driven change approach requires close cooperation and mutual protocols between all the principal stakeholders, i.e. the executive suite, ERP system vendor, business process and support teams, and IT department. Originality/value ? The paper offers a rare insight into a company where both approaches to BPR implementation were tried and provides evidence in support of ERP-driven BPR. [ABSTRACT FROM AUTHOR]