2014年ACCA考试（p3商务分析）考前总结12

　　以下是高顿网校小编为学员整理的：p3商务分析，供学员参考。
 

　　Once an organisation has decided which aspects of its performance should be benchmarked, it must then establish metrics for those: how can performance be measured?

　　Some items will be easy to measure. For example, the amount of material used, time taken for producing a unit, turnaround time for aircraft, dispatch time for orders.

　　However, some aspects of performance will be more challenging. For example, flexibility to customer requirements, customer service, and capability of staff. However, difficulty in measurement is no excuse for not attempting to measure and set benchmarks if an element of performance is thought to be important.

　　After deciding what to measure and how to measure it, data has to be collected that will form the basis of the benchmark. It is important that the data is as accurate and as representative as possible, otherwise the benchmark will be misleading. For example, there might be little point in setting benchmarks during a period of either very low or very high activity as there are likely to be distortions at these extremes. Similarly, although best-in-class benchmarking looks at best performances from different industries, it remains vital to ensure comparability. For example, it is probably unrealistic to benchmark how often a visit to a travel website results in a sale against the sales rates obtained by a website that sells low-value consumer goods. Consumers are likely to make several visits to a website when they are buying high-value goods before they make up their minds; cheap purchases are likely to be bought more on impulse.
 

　　高顿网校小编寄语：天道酬勤，相信自己！Fighting！

 　　　　　　

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