Notes the continued popularity of benchmarking despite the falling interest in other major management “revolutions”. Further points out that benchmarking is more prevalent in the manufacturing than in the service sector. Suggests that this may be due to an attitudinal difference between the two sectors. Considers the various types of benchmarking and discusses whether some are more suitable to given industry sectors than others. Notes the problems of information sensitivity and the creation of a consortium approach to overcome this. Looks at the credit risk management benchmarking consortium and the role of benchmarking in credit risk management.