Benchmarking can be a very important tool for Greene Kings since it relies heavily on its distribution network. As has been discussed earlier, with its public houses, the importance of a flawless, daily distribution system becomes of paramount importance to the business. A very unique feature of Greene Kings is that it sells not only its own brands of beer at its public houses but also other brands that create a more complex distribution set-up for the organization. Here, Greene Kings can learn immensely from the logistics systems and strategies in place in other brewers, especially the market leaders. International brewers like Carlsberg focus on logistics strategy heavily and have more effective systems and strategies in place. Gourdin (2001) defines benchmarking as a process for identifying “best” practices by comparing key performance indicators for a specific activity across organizations and using those performance levels as inputs to corporate goal setting. There are a number of steps that are part of the benchmarking processes and include defining the present performance level for the activity to be benchmarked; determining the level of performance that is desired in the given activity; determining how and what type of improvement is implemented to achieve stated targets, and establishing a process time frame.