每年《产业周刊》都召开“最佳厂商大会”(BestPlants Conference)。有时人们想参观生产某种商品的最佳厂商,但因参观请求已经排满了,只好选择生产不同种产品的厂商。这时人们会抱怨:“我们能从他们那里学到什么呢,我们生产的是另一种产品。”不过与从直接竞争对手那里可能学到的相比,这些人后来都毫无例外学到了同样多的东西,如果不是更多的话。跨领域对标的一个经典的例子是办公产品生产商施乐公司,他们对订单供给不满意,所以就向服装零售 L.L.Bean 公司学习。L.L.Bean 公司在根据订 Every year, “Industry Weekly” held “Best Manufacturers Conference” (BestPlants Conference). Sometimes people want to visit the best manufacturers to produce a certain kind of product. However, since the visit request has been filled, they have to choose manufacturers who produce different kinds of products. Then people will complain: “What can we learn from them, and we produce something else?” But these people were no exception later, as they might have learned from direct competitors I learned the same amount of things, if not more. A classic example of cross-cutting benchmarking is the office product maker Xerox, who is dissatisfied with the supply of orders, so she studied with clothing retailer L.L.Bean. L.L.Bean company under the order