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制定基准一直以来都是企业用来提高营运效率的方法。它可以帮助公司降低成本、改善价值链,或是帮助企业进行机构的最佳改组。但是制定基准并不是做出正确战略决策的一种方法或一种工具。每家公司的情况都不尽相同,对同一个细分市场的所有竞争者来说,不可能每家公司的利润都增长。利润的增长更多地依赖于新的生产方法,新的产品营销方法,以及如何减少存货、降低仓库成本。总之,利润的增长主要是看公司的创新能力。 创建一个新的公司组织以便能更好地把握机会是销售产品和服务的一条新路子。来自麦肯锡公司（McKinsey）的专家称之为风险营销组织（VMO-Venture Marketing Organization）。这个组织的管理者必须像风险投资者一样,具有发现新的投资机会的敏锐洞察力,并且进行最优的资源配置。 如今,在这个互联网的时代,对管理者和领导者的要求发生了如下一些新的变化:
Benchmarking has always been a way for businesses to improve their operations. It can help companies reduce costs, improve the value chain, or help companies make the best organizational restructuring. But benchmarking is not a way or a tool to make the right strategic decisions. The situation is different for each company, and for every competitor in the same market segment, it is impossible for each company to increase its profits. Profit growth depends more on new production methods, new product marketing methods, and how to reduce inventory and lower warehouse costs. In short, the increase in profit mainly depends on the company's ability to innovate. Creating a new corporate organization so that you can better grasp the opportunities is a new way to sell your products and services. Experts from McKinsey call the VMO-Venture Marketing Organization. The manager of this organization must have the same keen insight as venture capitalists in finding new investment opportunities and make the optimal allocation of resources. Nowadays, some new changes have taken place in the requirements of managers and leaders in this Internet age as follows: