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1 |
2 |
3 |
4 |
5 |
6 |
| Our ability to identify transformations, issues, challenges and opportunities that may emerge in the internal and external environment. |
0.689 |
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|
|
|
| Our ability to generate new ideas to overcome the transformations, issues, challenges, and opportunities that have been identified. |
0.720 |
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|
|
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| Our ability to make suitable choices among the alternatives in order to overcome the identified transformations, issues, challenges and opportunities. |
0.721 |
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|
|
|
| Our ability to implement the new ideas and information in order to overcome the identified transformations, issues, challenges, and opportunities. |
0.666 |
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| Our ability to transfer useful ideas, experiences, knowledge, and practices from one area to other relevant areas within the company. |
0.652 |
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|
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| Our ability to benefit from our past experiences and finished works by getting feedback. |
0.615 |
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|
|
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| Our ability to contribute to meaningful information that we obtain |
0.659 |
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| Our ability to preserve by classifying the information that we identify, obtain, and develop by the help of the knowledge and experiences. |
0.739 |
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| We present new solutions to our foreign market customers that they actually need but did not think to ask about. |
|
|
|
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|
0,725 |
| We take the initiative in creating roadblocks for our competitors in our foreign markets |
|
|
|
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|
0,566 |
| We regularly introduce new practices that change the way our competitors operate in our foreign markets |
|
|
|
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|
0,524 |
| We proactively try to gain a significant amount of control over the distribution channels in our foreign markets |
|
|
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|
0,700 |
|
| We regularly encourage our suppliers in new foreign markets to accept new challenges |
|
|
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|
0,823 |
|
| We educate channel partners in foreign markets in order to make them understand our business model/strategy |
|
|
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|
0,613 |
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| We are prepared to invest resources in the supply chain in our foreign markets in order to adapt it to our business model |
|
|
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|
0,662 |
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| We frequently try to drive changes in the policies of industry groups in our new markets. |
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|
0,656 |
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|
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| We actively participate in standard bodies or political committees in new markets. |
|
|
0,693 |
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| We dedicate significant resources to "lobbying" in our new markets. |
|
|
0,784 |
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|
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| Through proactive communication with multipliers (e.g. the media, investors, partner firms or educational institutions) we are often able to build support and legitimacy for our company |
|
|
0,760 |
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|
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| Our interactions with key media actors in new markets usually have a positive effect in our favor. |
|
|
0,528 |
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| Average net profitability/equity capital ratio. |
|
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|
0.722 |
|
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| Average net profitability before tax/all available resources ratio |
|
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|
0.756 |
|
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| Net income earned from the company’s core business operations |
|
|
|
0.662 |
|
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| The financial success of new products that we offer to the market. |
|
|
|
0.601 |
|
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| Overall financial performance |
|
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|
0.579 |
|
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| Annual average increase in sales. |
|
0.664 |
|
|
|
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| The increase in the number of products that we offer to the market. |
|
0.560 |
|
|
|
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| Te increase in your market share compared to your leading competitors. |
|
0.683 |
|
|
|
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| The increase in your number of employees. |
|
0.743 |
|
|
|
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| The increase in the number of new customers |
|
0.777 |
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|
|
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| General performance in the market |
|
0.689 |
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