Michael J. Spendolini started his research on benchmarking in 1991. Through analyzing 24 corporations, which implemented benchmarking, Spendolini identified a five-stage generic benchmarking model in his article The Benchmarking Process.

1. Determining what to benchmark
The first step of benchmarking is identifying the need of the enterprise that needs benchmarking and defining which organization to benchmark. After clients decides on their needs and their target, they can, making one step further, decide on how much resources they should put in during the benchmarking process. (e.g. time, money and human resource)

2. Forming a benchmarking team
The second step is to choose, train and manage a benchmarking team. In this step, a specific role should be assigned to each member of the team. Some tools of project management can be applied to make sure each member understand clearly what they are responsible for and what is the goal of each stage of the project.

3. Identify benchmarking partners
The third step is to identify the source of information for benchmarking. The source can be the benchmarking target!|s employees, advisors, analysts, or it can be the industry report and competition analysis. Meanwhile, the best practices within the industry and the organizations should be identified in this step.

4. Collect and analyze benchmarking information
In this step, there are some specific methods for gathering information, and data gathering expertise are especially needed. Through contacting target companies, data should be collected and analyzed systematically. The analysis methods should meet the requirements of the benchmarking company so that a constructive suggestion can be made.

5. Take Action
The object of this step is to accomplish a benchmark report and to find opportunities to improve products and processes as well as affirming further detailed steps for follow-up actions.

Spendolini contends that this five-stage benchmarking process is a circular and not a linear flowchart. Generally, a linear flowchart has its starting and ending points, which does not indicate an on-going process. The data of benchmarking should be evaluated on a regular time schedule due to the fact that the products or processes of the target companies are dynamic and they will change with time. Therefore, the basic concept of the benchmarking process is to improve continuously.

Figure 1. 　The Five-Stage Benchmarking Model

Besty Weisendanger, on the other hand, brought up another simplified benchmarking model in the article "Benchmarking Intelligence Fuels management Moves". The model consists of four steps:

1. Understanding and analyzing your own process and performance in a given area.

2. Looking at other departments within your company and other companies to see who excels at the process.

3. Collecting and sharing information through surveys, site visits and/or consultants, and

4. Analyzing the data to see what portions of others" methods might work for you.

Figure 2.　Steps for benchmarking

The Continuing Education of Benchmarking Program consists of the planning process and the benchmarking process. The first priority of the planning process is to determine which product or processes to benchmark, including collecting and analyzing information, categorizing potential problems, and deciding on details. The benchmarking process can be divided into "Initiation of Benchmarking" and "Learning and Information Exchange," under six major phrases.

Figure 3.　 planning process and the benchmarking process

Reference 1.
Michael J. Spendoini（1992）, “The Benchmarking book” Procedure of Benchmarking
Reference 2.
Michael J. Spendolini（1992）, “The benchmarking process”, Compensation and Benefits Review ;Sep/Oct 1992; 24,5; ABI/INFORM Global
Reference 3.
Betsy Weisendanger（1993）, “Benchmarking Intelligence Fuels Management Moves”,The public Relations Journal;Nov1993;49,11;ABI/INFORM Global