Difference between revisions of "Potentials for success"
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== IGC-DEFINITION (abbreviated) == | == IGC-DEFINITION (abbreviated) == | ||
| − | '''Potentials for success'''<br> | + | '''Potentials for success / [[:de:Erfolgspotentiale|Erfolgspotentiale]]'''<br> |
Critical success factors are those variables, whose characteristics contribute largely to market success, and which are essential if a company aims to be a successful competitor within its industry. They are derived from industry and competition analysis as well as from market surveys, customer opinion polls and data banks, etc. | Critical success factors are those variables, whose characteristics contribute largely to market success, and which are essential if a company aims to be a successful competitor within its industry. They are derived from industry and competition analysis as well as from market surveys, customer opinion polls and data banks, etc. | ||
Potentials for success are a business’s strengths and at the same time its critical success factors. This is best described as the sum of all specific product and market preconditions necessary for success (especially capacities and [[core competence]]s). These have to be available before success can be realised. The development and maintenance of market positions – and hence the creation of new products and / or markets – are of the first importance here. | Potentials for success are a business’s strengths and at the same time its critical success factors. This is best described as the sum of all specific product and market preconditions necessary for success (especially capacities and [[core competence]]s). These have to be available before success can be realised. The development and maintenance of market positions – and hence the creation of new products and / or markets – are of the first importance here. | ||
Revision as of 14:44, 13 December 2010
IGC-DEFINITION (abbreviated)
Potentials for success / Erfolgspotentiale
Critical success factors are those variables, whose characteristics contribute largely to market success, and which are essential if a company aims to be a successful competitor within its industry. They are derived from industry and competition analysis as well as from market surveys, customer opinion polls and data banks, etc.
Potentials for success are a business’s strengths and at the same time its critical success factors. This is best described as the sum of all specific product and market preconditions necessary for success (especially capacities and core competences). These have to be available before success can be realised. The development and maintenance of market positions – and hence the creation of new products and / or markets – are of the first importance here.
from: IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)
