What makes top performers different

Abstract

To enable us to generate sound information about the fundamental differences between successful and less successful companies, we compared data from over 700 companies using the path model we had developed. Using a number of indicators, we additionally measured how well defined the identified factors were in each company. For example, a high value for the “market orientation” factor means that the company should be regarded as very market-oriented, because:

• many activities are undertaken to generate information on the requirements of current and potential customers and competitors’ activities, and so on;

• this information is communicated and discussed on a broad basis within the company; and

• this knowledge is an important basis for business decisions (for example, for the development of completely new products).

The results illustrate the significant differences between successful and less successful companies with regard to the identified success factors.