For enterprises, the implementation of benchmarking plays an unusually positive role in discovering and enhancing the core competitiveness of enterprises, rapidly improving the management level of enterprises and achieving higher business performance. Correct and sustained progress along the road of benchmarking management can completely make enterprises develop into industry leaders. But if we only see that the implementation of benchmarking can bring these profound changes and benefits to enterprises without any obstacles and problems, it is obviously too subjective and naive. In fact, any enterprise may have many "traps" in the process of implementing benchmarking management. Of course, if enterprises can comprehensively consider the key elements of the target, from planning and design to control at all stages, when deciding to implement benchmarking management, then all possible "traps" can be effectively avoided. However, there are still several aspects that need to be highly valued.

First, even the best enterprises may be overtaken by others. It can be said that "Jiangshan and other talents come out, each leading the way for three or five years." For example, Kodak, once a giant in the photosensitive material industry, withdrew from the market and ended in bankruptcy under the impact and competition of digital technology. Ironically, Kodak first invented digital imaging technology and has the most digital technology patents!

Therefore, enterprises that implement benchmarking have copied the best management practices of outstanding enterprises in the industry through benchmarking learning, and it took a long time (for example, 1 to 3 years) to implement the practices. However, it is very likely that the market conditions have changed after the implementation of these schemes, and the original best management practices have become obsolete. As a result, the enterprise failed to achieve the expected benchmarking management goal and competitive advantage. Therefore, in the whole process of developing benchmarking management, enterprises should not only learn from the benchmarking experience of the best enterprises at present, but also pay special attention to those enterprises that are about to become the "first" and what they are doing. Benchmarking activities should run through, absorb the best practices at that time at any time, and constantly add them to the implementation plan of benchmarking.

Second, many enterprises and organizations are very confused about benchmarking now. The reason is that even if competitors are regarded as benchmarks, they have not achieved the expected performance through benchmarks, let alone obvious competitive advantages in the industry. The problem is, when the enterprise is in benchmarking management, the target (competitor) is also advancing, and it is likely to accelerate. As a result, the market share has not increased, but the competitiveness has weakened. Therefore, enterprises that implement benchmarking management cannot just stay at the level of simple benchmarking. Just because competitors do this, they will follow suit or even copy it completely. We should not only know how competitors do it, but also know why they do it, what are the key success factors and action plans behind it. So as to learn best practices more widely, evolve from simple benchmarking imitation to dynamic innovation and continuous improvement, and make steady progress at a faster speed than competitors. The enterprise has completed the evolution from benchmarking to benchmarking, and the management system and thinking have completed the leap from benchmarking management to benchmarking.