Indicators and measurement scales for the variables in the partial scenario
| Scenario key variable | Measurable indicators | Scale definition: (1)=Minimum; (2)=Intermediate low level; (3)=Median; (4)=Intermediate high level; (5)=Maximum |
|---|---|---|
| Organizational climate | Employee fluctuation; Number of employee sick days; Employee complaints; Communication between management family and employees | (1) High employee fluctuation; high number of sick days; frequent complaints; open conflicts; (2) higher than average employee fluctuation; more than average number of sick days; considerable complaints; limited communication; (3) fluctuation as usual in the industry; number of sick days as usual in the industry; occasional complaints; communication; (4) lower than average fluctuation; lower than average number of sick days; complaints infrequent; needs-based communication; (5) no apparent fluctuation; low number of sick days; no noteworthy complaints; frequent communication |
| Strategic planning | Annual planning in written form; Business controlling measures; Planning motivation of the people involved | (1) No pre-designed planning scheme; lack of applied controlling measures; no inner motivation for planning; (2) ”planning only in manager’s mind”; “disordered controlling”; consciousness for planning requirement; (3) rough annual planning; selective controlling measures; need for planning reliability; (4) detailed annual planning; applying several controlling measures; constant desire for planning reliability; (5) detailed annual planning in written form with three-year projections; fully implemented controlling concepts; discomfort caused by lack of planning |
| Relationships with suppliers | Duration of relationships; Intensity of business relationships | (1) Changing supplier after transaction; mutual distrust; (2) frequent audit of suppliers’ performance; tentative business relationships; (3) annual audit of suppliers’ performance; common business relationships; (4) event-driven audit of suppliers’ performance; trustful business relationships; (5) long-standing supplier relationships; personal bonds of trust with business partners |
| Assortment competencya | Number of products per category (product range); Number of price levels | (1) Product range too limited for customer needs; offering one price level; (2) product range more limited than customers desire; two price levels; (3) demand-driven product range; offering three price levels; (4) wider product range than required by customers; four price levels; (5) product range unmanageable for most customers; five or more price levels |
| Financial flexibilityb | Liquidity ratio | (1) 0%; (2) 50%; (3) 100%; (4) 150%; (5) 200% |
| Succession situationc | Stage of succession | (1) Completely unclear; (2) potential candidate in sight; (3) bilateral talks; (4) verbal commitment; (5) fixed by contract |
| Profitability | Equity-to-asset ratio | (1) Over-indebted; (2) >10%; (3) >20%; (4) >35%; (5) >50% |
| Productivity | Turnover per employee | (1) <€50,000; (2) €50,000–75,000; (3) €75,001–100,000; (4) €100,001–125,000; (5) >€125,000 |
| Conflicts between family and workc | “Family atmosphere” | (1) Synergies for the family life; (2) harmonious coexistence; (3) it takes its course; (4) regular conflicts; (5) family disintegration |
| Scenario key variable | Measurable indicators | Scale definition: (1)=Minimum; (2)=Intermediate low level; (3)=Median; (4)=Intermediate high level; (5)=Maximum |
|---|---|---|
| Organizational climate | Employee fluctuation; | (1) High employee fluctuation; high number of sick days; frequent complaints; open conflicts; (2) higher than average employee fluctuation; more than average number of sick days; considerable complaints; limited communication; (3) fluctuation as usual in the industry; number of sick days as usual in the industry; occasional complaints; communication; (4) lower than average fluctuation; lower than average number of sick days; complaints infrequent; needs-based communication; (5) no apparent fluctuation; low number of sick days; no noteworthy complaints; frequent communication |
| Strategic planning | Annual planning in written form; | (1) No pre-designed planning scheme; lack of applied controlling measures; no inner motivation for planning; (2) ”planning only in manager’s mind”; “disordered controlling”; consciousness for planning requirement; (3) rough annual planning; selective controlling measures; need for planning reliability; (4) detailed annual planning; applying several controlling measures; constant desire for planning reliability; (5) detailed annual planning in written form with three-year projections; fully implemented controlling concepts; discomfort caused by lack of planning |
| Relationships with suppliers | Duration of relationships; | (1) Changing supplier after transaction; mutual distrust; (2) frequent audit of suppliers’ performance; tentative business relationships; (3) annual audit of suppliers’ performance; common business relationships; (4) event-driven audit of suppliers’ performance; trustful business relationships; (5) long-standing supplier relationships; personal bonds of trust with business partners |
| Assortment competencya | Number of products per category | (1) Product range too limited for customer needs; offering one price level; (2) product range more limited than customers desire; two price levels; (3) demand-driven product range; offering three price levels; (4) wider product range than required by customers; four price levels; (5) product range unmanageable for most customers; five or more price levels |
| Financial flexibilityb | Liquidity ratio | (1) 0%; (2) 50%; (3) 100%; (4) 150%; (5) 200% |
| Succession situationc | Stage of succession | (1) Completely unclear; (2) potential candidate in sight; (3) bilateral talks; (4) verbal commitment; (5) fixed by contract |
| Profitability | Equity-to-asset ratio | (1) Over-indebted; (2) >10%; (3) >20%; (4) >35%; (5) >50% |
| Productivity | Turnover per employee | (1) <€50,000; (2) €50,000–75,000; (3) €75,001–100,000; (4) €100,001–125,000; (5) >€125,000 |
| Conflicts between family and workc | “Family atmosphere” | (1) Synergies for the family life; (2) harmonious coexistence; (3) it takes its course; (4) regular conflicts; (5) family disintegration |
Notes: aParticipating experts determined that in case of “assortment competency”, the optimum variable state is not the maximum but the median. bMeasured by the ability of a company to meet its current liabilities within four weeks. The higher the ratio, the greater the company’s liquidity – a company with a quick ratio of less than 100 percent cannot currently fully pay back its current liabilities. cConsidering the specific situation of the reference company