Page 129 - Gošnik, Dušan. 2020. Strategije in uspešnost podjetja. Koper: Založba Univerze na Primorskem
P. 129
Summary 129
A total of 318 questionnaire forms were submitted (partly and fully
completed). A sample of 163 surveyed companies with complete answers
remained in the database, including the name of the company. Of those,
73 were small enterprises (44.8%), and 90 (55.2%) were medium-sized en-
terprises. With regard to the sample framework of 3,007 companies, this
represents a response rate of 5.42%.
We analysed the collected data using the SPSS statistical program
(version 24.00) using the central – Structural Equation Modelling –
method (SEM).
The verification results of the proposed model show that the model
does not provide ideal values, which can be explained by the fact that (1)
our model is relatively complex since we captured a relatively large num-
ber of links and influences; (2) we estimate that a larger sample could help
achieve more optimal values and thus gain in the generalization of re-
sults; (3) the measuring instrument has proven to be weak in the field of
measuring the external influences of a company’s environment on its per-
formance. We estimate that the validity of the model could be improved
by optimizing the number of links in the model (including less influence
factors) and increasing the sample size.
Based on the results of the hypothesis test, we can confirm that com-
panies using a differentiation strategy have higher performance than tho-
se using one of the other strategies (low strategy, focus strategy, or an
overtaking strategy).
The results show that a differentiation strategy has a positive effect
on ROA and EVA and BON. Companies will have higher performan-
ce if they incorporate a customer perspective into their business. Statisti-
cally, the most significant influence on the choice of a company’s strategy
towards its customers – the differentiation strategy – was found in cases
when the company cooperates with new customers with whom it has not
cooperated thus far.
We have also found that suppliers influence the differentiation stra-
tegy, where we recognised the most influential claim to be ‘’Our major
suppliers are rapidly adapting to changes in the industry.” Compani-
es will have higher performance if they work with suppliers, who are le-
aders in their field (industry leaders), if they establish long-term strate-
gic partnerships with them for mutual benefits, provided suppliers have
the ability to quickly adapt to changes in the industry and if companies
achieve product/service competitiveness through the innovation of their
suppliers.
We have achieved all the goals of the research.
A total of 318 questionnaire forms were submitted (partly and fully
completed). A sample of 163 surveyed companies with complete answers
remained in the database, including the name of the company. Of those,
73 were small enterprises (44.8%), and 90 (55.2%) were medium-sized en-
terprises. With regard to the sample framework of 3,007 companies, this
represents a response rate of 5.42%.
We analysed the collected data using the SPSS statistical program
(version 24.00) using the central – Structural Equation Modelling –
method (SEM).
The verification results of the proposed model show that the model
does not provide ideal values, which can be explained by the fact that (1)
our model is relatively complex since we captured a relatively large num-
ber of links and influences; (2) we estimate that a larger sample could help
achieve more optimal values and thus gain in the generalization of re-
sults; (3) the measuring instrument has proven to be weak in the field of
measuring the external influences of a company’s environment on its per-
formance. We estimate that the validity of the model could be improved
by optimizing the number of links in the model (including less influence
factors) and increasing the sample size.
Based on the results of the hypothesis test, we can confirm that com-
panies using a differentiation strategy have higher performance than tho-
se using one of the other strategies (low strategy, focus strategy, or an
overtaking strategy).
The results show that a differentiation strategy has a positive effect
on ROA and EVA and BON. Companies will have higher performan-
ce if they incorporate a customer perspective into their business. Statisti-
cally, the most significant influence on the choice of a company’s strategy
towards its customers – the differentiation strategy – was found in cases
when the company cooperates with new customers with whom it has not
cooperated thus far.
We have also found that suppliers influence the differentiation stra-
tegy, where we recognised the most influential claim to be ‘’Our major
suppliers are rapidly adapting to changes in the industry.” Compani-
es will have higher performance if they work with suppliers, who are le-
aders in their field (industry leaders), if they establish long-term strate-
gic partnerships with them for mutual benefits, provided suppliers have
the ability to quickly adapt to changes in the industry and if companies
achieve product/service competitiveness through the innovation of their
suppliers.
We have achieved all the goals of the research.
