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One way to judge the performance of a company is to compare

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One way to judge the performance of a company is to compare [#permalink]

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New post 30 Oct 2005, 05:44
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One way to judge the performance of a company is to compare it with other companies. This technique, commonly called "benchmarking", permits the manager of a company to discover better industrial practices and can provide a justification for the adoption of good practices.

Any of the following, if true, is a valid reason for benchmarking the performance of a company against companies with which it is not in competition rather that against competitors EXCEPT:

(A) Comparisons with competitors are most likely to fous on practices that the manager making the comparisions already employs
(B) Getting "inside" information about the unique practices of competitors is particularly difficult
(C) Since companies that compete with each other are likely to have cpmparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors
(D) Managers are generally more receptive to new ideas that they find outside their own industry
(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets
[Reveal] Spoiler: OA
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(A) says that it is of no use to benchmark competitors.

(B) says that it is very difficult to benchmark competitors.

(C) says that it is of no use to benchmark competitors.

(D) says that it is of little use to benchmark competitors.

(E) says that much of the success comes from the adoption of good practices of the same industry(=special circumstances of their products of markets)

I vote for (E).
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Re: CR : Bench Mark [#permalink]

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New post 13 Mar 2008, 08:11
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Ill go with E , it goes with the theory that you should benchmark against your competitors

B is wrong because it is a reason why companies should benchmark against companies outside of competitors, because they do not have access to competitive info
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bsv180985 wrote:
One way to judge the performance of a company is to compare it with other companies. This technique, commonly called "benchmarking", permits the manager of a company to discover better industrial practices and can provide a justification for the adoption of good practices.

Any of the following, if true, is a valid reason for benchmarking the performance of a company against companies with which it is not in competition rather that against competitors EXCEPT:

(A) Comparisons with competitors are most likely to fous on practices that the manager making the comparisions already employs
(B) Getting "inside" information about the unique practices of competitors is particularly difficult
(C) Since companies that compete with each other are likely to have cpmparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors
(D) Managers are generally more receptive to new ideas that they find outside their own industry
(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets


Was between A and E for me and my final choice is E

(A) Comparisons with competitors are most likely to fous on practices that the manager making the comparisions already employs

This is saying benchmarking with competitors is not that helpful - but the question is which one of these isn't an argument against benchmarking with non-competitors. (A) is a good reason that companies should benchmark with non-competitors.

(B) Getting "inside" information about the unique practices of competitors is particularly difficult

This is effectively saying that it requires too much effort to benchmark against the competitors, so the better option is to benchmark with non-competitors. Not an argument against benchmarking with non-competitors.

(C) Since companies that compete with each other are likely to have cpmparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors

This is promoting benchmarking with non-competitors.

(D) Managers are generally more receptive to new ideas that they find outside their own industry

Promoting benchmarking with non-comptitors.

(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets

This is suggesting that knowledge of their product markets is what makes a company successful - so in this case the company would have to benchmark with competitors - which is obviously not an argument for benchmarking with non-competitors. This is my choice.
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New post 04 Sep 2010, 06:55
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Need to find an option where it is not discussing about the rival companies / practices of other companies in the market, the option falling outside the scope of the argument :

(A) Comparisons with competitors are most likely to focus on practices that the manager making the comparisons already employs.
Discusses disadvantage of benchmarking against competitors.
(B) Getting “inside” information about the unique practices of competitors is particularly difficult.
Discusses rival company and difficulty of benchmarking with competitors.
(C) Since companies that compete with each other are likely to have comparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors.
Discuss advantage of benchmarking with other than competitors.
(D) Managers are generally more receptive to new ideas that they find outside their own industry.
Discuss advantage of benchmarking with other than competitors.
(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets.
Discuss about market and product- out of scope of the original argument
E is the answer.
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Re: One way to judge the performance of a company [#permalink]

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ajit257,

In general, I'd suggest the following for EXCEPT questions:

Before you get to the answer choices, be explicit with yourself about what you expect to see in the answer choices and rephrase the question to make that clear to yourself.

For example, if the question is: "All of the following, if true, weaken the conclusion EXCEPT" then you'll expect to see 4 answer choices that weaken the conclusion and 1 that either has no bearing at all or in fact strengthens the conclusion. Tell yourself: "I'm looking for something that strengthens the conclusion or is totally irrelevant."

If the question is similar to yours posted below, you'd expect to see four answer choices that are completely logical and valid rationale for benchmarking against non-competitors and one that either provides justification for benchmarking against competitors or is irrelevant. Tell yourself: "I'm looking for an answer that would make me want to benchmark my performance against competitors or is totally irrelevant to the issue."

If you can rephrase the question to be explicit, you'll be much less likely to fall for trap answers.

Does that help? Do you have specific concerns about this particular CR question?

Brett
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One way to judge the performance of a company is to compare it with other companies. This technique, commonly called “benchmarking,” permits the manager of a company to discover better industrial practices and can provide a justification for the adoption of good practices.
Any of the following, if true, is a valid reason for benchmarking the performance of a company against companies with which it is not in competition rather than against competitors EXCEPT:
(A) Comparisons with competitors are most likely to focus on practices that the manager making the comparisons already employs.
(B) Getting “inside” information about the unique practices of competitors is particularly difficult.
(C) Since companies that compete with each other are likely to have comparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors.
(D) Managers are generally more receptive to new ideas that they find outside their own industry.
(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets.
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New post 25 Nov 2009, 23:15
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(A) Comparisons with competitors are most likely to fous on practices that the manager making the comparisions already employs
-No use to compare with competitors, as the company already employees the methods

(B) Getting "inside" information about the unique practices of competitors is particularly difficult
- No use to compare with competitors, as it is hard to get inside information.

(C) Since companies that compete with each other are likely to have cpmparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors
- No use to compare with competitors, as benchmarking against noncompetitors would to reveal practices that would beat competitors

(D) Managers are generally more receptive to new ideas that they find outside their own industry
- No use to compare with competitors, as Managers are receptive to ideas outside the industry

(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets
-The comparison with the competitors is important in this case, as practices that are adopted in similar markets are important.

Hence the answer should be E
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E. If the company takes advantage of the special circumstances, then benchmarking won't help.
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One way to judge the performance of a company is
to compare it with other companies. This technique,
commonly called "benchmarking," permits the
manager of a company to discover better industrial
practices and can provide a justification for the
adoption of good practices.
Any of the following, if true, is a valid reason for
benchmarking the performance of a company against
companies with which it is not in competition rather
than against competitors EXCEPT:

(A) Comparisons with competitors are most likely to
focus on practices that the manager making the
comparisons already employs.

(B) Getting "inside" information about the unique
practices of competitors is particularly difficult.

(C) Since companies that compete with each other
are likely to have comparable levels of efficiency,
only benchmarking against noncompetitors is
likely to reveal practices that would aid in
beating competitors.

(D) Managers are generally more receptive to new
ideas that they find outside their own industry.

(E) Much of the success of good companies is due
to their adoption of practices that take
advantage of the special circumstances of their
products or markets.
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New post 30 Oct 2005, 12:16
E it is.
Since, every other choice seems to favor benchmarking companies that are not in direct competition.
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New post 31 Oct 2005, 03:41
(E) too
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New post 31 Oct 2005, 06:54
Sure, E. All other answer choices give reasons not to benchmark against competitors.
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New post 31 Oct 2005, 07:36
The question stem really confused me with the negatives, but I finally got E.

What is the OA?
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Re: CR : Bench Mark [#permalink]

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New post 13 Mar 2008, 07:47
I will go wth B. As it is really tough to get insider information of competitors so it is better to bench mark against industry stadnards. Moreover even if you have inside information from competitor, it might be copy righted and so it will be illegal to use such information in any manner.
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Re: CR : Bench Mark [#permalink]

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New post 13 Mar 2008, 17:19
E for me as well
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New post 13 Mar 2008, 21:31
E

E is suggesting to adopt practices specific to products.. which means advocating against benchmarking against companies that don't make similar products.
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Re: CR : Bench Mark [#permalink]

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New post 13 Mar 2008, 23:50
Please somebody tell whether E is correct or not?
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Re: CR : Bench Mark [#permalink]

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New post 14 Mar 2008, 00:21
Hello All,

E is the OA.

Earlier i didnt get it but now i got it .
IT says that benchmarking at competitors wud help and benchmarking against non competitors wouldnot help. [:)]
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New post 25 Nov 2009, 08:30
One way to judge the performance of a company is to compare it with other companies. This technique, commonly called "benchmarking", permits the manager of a company to discover better industrial practices and can provide a justification for the adoption of good practices.

Any of the following, if true, is a valid reason for benchmarking the performance of a company against companies with which it is not in competition rather that against competitors EXCEPT:

(A) Comparisons with competitors are most likely to fous on practices that the manager making the comparisions already employs
(B) Getting "inside" information about the unique practices of competitors is particularly difficult
(C) Since companies that compete with each other are likely to have cpmparable levels of efficiency, only benchmarking against noncompetitors is likely to reveal practices that would aid in beating competitors
(D) Managers are generally more receptive to new ideas that they find outside their own industry
(E) Much of the success of good companies is due to their adoption of practices that take advantage of the special circumstances of their products of markets
One way to judge the performance of a company is to compare   [#permalink] 25 Nov 2009, 08:30

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One way to judge the performance of a company is to compare Neochronic 0 14 Mar 2008, 00:21
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