Searching in data from questionnaire surveys INKA 2014+

1. select a questionnaire survey

2. filter companies by criteria (optional)

• Basic information about the company - region, industry, ownership
  Ownership structure Foreign (i.e. higher than 50% of foreign ownership), with predominantly developed economies (Western Europe, US, Japan, South Korea, Taiwan) Foreign (i.e. higher than 50% of foreign ownership), with predominantly developing economies (China, India, Russia, North Eastern Europe etc.) Czech Mixed (proportion of foreign ownership lower than 50%) foreign = proportion of foreign ownership higher than 50%

  Location of organization (region) Karlovy Vary Region Usti nad Labem Region Liberec Region Hradec Kralove Region Pardubice Region Vysocina Region South Moravian Region Olomouc Region Zlin Region Moravian-Silesian Region Capital of Prague Central Bohemian Region South Bohemian Region Plzen Region

  Reasons for locality selection Other Proximity of important European markets Labour costs Tradition, know-how Access to raw materials Geographic (suitable location in Europe or the Czech Republic – markets) Interconnectedness / cooperation with an important customer (for example, a tier 1 supplier follows the manufacturer of the final product) Speficic know-how (the full response must specify what it is) Brand acquisition (the full response must specify the brand)

  Classification by CZ NACE NACE 01 – Crop and animal production, hunting and related service activities NACE 02 – Forestry and logging NACE 08 – Other mining and quarrying NACE 10 – Manufacture of food products NACE 11 – Manufacture of beverages NACE 13 – Manufacture of textiles NACE 14 – Manufacture of wearing apparel NACE 15 – Manufacture of leather and related products NACE 16 – Manufacture of wood and of products of wood and cork, except furniture; manufacture of articles of straw and plaiting materials NACE 17 – Manufacture of paper and paper products NACE 18 – Printing and reproduction of recorded media NACE 19 – Manufacture of coke and refined petroleum products NACE 20 – Manufacture of chemicals and chemical products NACE 21 – Manufacture of basic pharmaceutical products and pharmaceutical preparations NACE 22 – Manufacture of rubber and plastic products NACE 23 – Manufacture of other non-metallic mineral products NACE 24 – Manufacture of basic metals NACE 25 – Manufacture of fabricated metal products, except machinery and equipment NACE 26 – Manufacture of computer, electronic and optical products NACE 27 – Manufacture of electrical equipment NACE 28 – Manufacture of machinery and equipment n.e.c. NACE 29 – Manufacture of motor vehicles, trailers and semi-trailers NACE 30 – Manufacture of other transport equipment NACE 31 – Manufacture of furniture NACE 32 – Other manufacturing NACE 33 – Repair and installation of machinery and equipment NACE 35 – Electricity, gas, steam and air conditioning supply NACE 37 – Sewerage NACE 38 – Waste collection, treatment and disposal activities; materials recovery NACE 39 – Remediation activities and other waste management services NACE 41 – Construction of buildings NACE 42 – Civil engineering NACE 43 – Specialised construction activities NACE 45 – Wholesale and retail trade and repair of motor vehicles and motorcycles NACE 46 – Wholesale trade, except of motor vehicles and motorcycles NACE 47 – Retail trade, except of motor vehicles and motorcycles NACE 49 – Land transport and transport via pipelines NACE 52 – Warehousing and support activities for transportation NACE 53 – Postal and courier activities NACE 55 – Accommodation NACE 56 – Food and beverage service activities NACE 58 – Publishing activities NACE 61 – Telecommunications NACE 62 – Computer programming, consultancy and related activities NACE 63 – Information service activities NACE 68 – Real estate activities NACE 69 – Legal and accounting activities NACE 70 – Activities of head offices; management consultancy activities NACE 71 – Architectural and engineering activities; technical testing and analysis NACE 72 – Scientific research and development NACE 73 – Advertising and market research NACE 74 – Other professional, scientific and technical activities NACE 80 – Security and investigation activities NACE 81 – Services to buildings and landscape activities NACE 85 – Education NACE 86 – Human health activities NACE 94 – Activities of membership organisations NACE 95 – Repair of computers and personal and household goods

  Ownership structure – Position in the company struct... Company with no branches Parent company with branches, including those abroad Daughter company / subsidiary Parent company with branches in the Czech Republic only Regional headquarters (controlling subordinate branches)

  Ownership structure – Country of the company’s headq... Abroad, the company sells almost exclusively to the Group's branches throughout Europe. France and Luxembourg African countries Czech Republic (Swiss Company) Great Britain + Netherlands Different – the market is global Europe, especially the Nordic countries, rejected a more specific answer West Europe Greece all local and foreign carriers of the same size (transport by competition) Mexico Israel Romania Middle East Europe AUSTRALIA Western European countries (UK, Germany, Spain, Italy) Czech Republic, Germany Poland; China world Croatia Hungary, Austria Central Europe others, Asia irrelevant US, global presence Asia (China, South Korea, Japan) Ethiopia The company has not yet reached the border - there is no export. The company would like to expand abroad, but is currently preparing. Global exports are out of the question, because the company first needs to cross the border. Switzerland, Russia, Germany, Denmark, Belgium USA, Switzerland, France, Germany Austria, USA Scandinavia originally Czech, now Malta (bought by investor) USA / CR Sri Lanka Germany, USA Austria / France production plant in the Czech Republic, mother from Sweden production plant in the Czech Republic, mother from Spain production plant in Slovakia, mother from Germany countries offering bids (Russia, Romania, Poland, Ukraine ...) Belgium / Netherlands France, UK, Slovakia, Turkey Bulgaria Asia - China The respondent did not know. Ireland Austria / Canada Portugal in the Czech Republic it is not, rather the Baltic Republic (eg SBA-Lithuania), Slovenia Poland, Romania John Crane Germany / Japan Baltics Balkans Germany Iraq Azerbaijan Germany, France Austria, USA - paper ropes USA, branch in the Czech Republic Cambodia US, global presence, production in the Czech Republic, Germany, France, etc. Germany, Sweden Czech Republic, Poland, China, Germany Oman EU and Russia (mainly Germany, Italy, USA) Austria, Netherlands Netherlands States of the former Soviet Union Poland - maybe It is not in our competence. Generally all. Central and Eastern Europe Thailand Germany, America America (US, Canada, South America) Latin America Germany 8% Austria, Slovakia, Hungary (approx. 10%) Czech Republic (70-80%) CZ - Hradec Kralove Exports in recent years have grown in China (thanks to Chinese investor and its business relations) " The US is a great opportunity (a large number of small aircraft users) other markets - Italy, France, Germany and the Czech Republic CZ - Kunovice According to aircraft manufacturers. Where the aerospace industry emerges or grows, the company will supply it. Transnational, R&D in the Czech Republic UK / USA Far East (including China) South America (Brazil) Southeast Asia (Malaysia, Indonesia and other rich developing countries) Middle East Mongolia Western Europe (Germany, Switzerland) worldwide China, Uzbekistan - export of knowledge and know-how (uranium mining, remediation after chemical extraction) EU countries, especially German-speaking countries neighboring EU countries EU countries USA, Canada EU, primarily Germany SE Asia (Singapore and Hong Kong in particular) The local market or the CZ region is essential for the company. First, it is the distribution of production, also in terms of logistics - transport of raw materials from quarries, further distribution of production. EU - Germany, France, Italy, Poland Asia - especially China EU, especially Germany China (Asia) Peru (and other South American countries) EU - especially Germany Asia (India) USA + Canada Asia (Hong Kong and China), Middle East EU in general Lichtenstein Germany, Russia Australia, Asia Germany and the other EU Turkey, Russia It depends on the clients' decision to display a production plant in the country - it does not affect it. Asia ((China, India, Korea, Japan) Ukraine, Belarus, Uzbekistan Uzbekistan / Kenya / Indonesia Western Europe, Scandinavia Korea and China The export structure results from the interest of the customers and from the won tenders. It cannot be clearly stated. The company does not care where the customer is from. Western European countries are naturally the main foreign partner (the Czech Republic is price competitive) Bosnia and Herzegovina Georgia The priority is the development of services for foreign countries. Slovakia is the nearest destination. Turkey, Iraq former USSR country (Kazakhstan, Georgia) Southeastern Europe, Slovakia Czech Republic, Finland Export only within the Knauf Group East Asia Bahrain Bangladesh Miletin, near Brno, Czech Republic Middle and Middle East countries SE Asia and China Germany (the most advanced market, Asian markets are worth the price and in America they are not as technologically as Europe). Slovakia / Denmark Serbia, Bosnia States of the former Yugoslavia England Asia (eg Sri Lanka, Mongolia, Iraq, Georgia ...) Western Europe and Scandinavia Surrounding countries (SVK, POL, SRN, AUT, HUN, RUM) CR / SR / Poland Czech Republic, Slovakia Norway, Sweden, Denmark Estonia, Lithuania, Latvia Turkmenistan SE Asia, Australia Austria / Switzerland German speaking country French speaking country SE Asia (via Singapore) Qatar neighboring countries Russia, Ukraine Asia (especially Korea) Eastern Europe (Poland, Bulgaria, Hungary) SE Asia (Philippines, Indonesia, Thailand); South America; Africa (Uganda, ..) Central Europe and the Baltics Russia, Ukraine, Brazil Slovak Republic Czech Republic Germany, world Spain, Czech Republic global Germany, Slovakia, Austria South and North America Estonia Southeast Asia Western Europe - The EU outside Central and Eastern Europe 453/5000United Kingdom, Spain Great Britain, France Norway, Sweden Scandinavia - Northern Europe southern border of the EU countries of Maghreb in most countries China and Asia other Central European countries Netherlands, Hungary, Ukraine Poland, Slovakia, Hungary Germany, Czech Republic, Slovakia, Netherlands Germany, Japan, Finland, Austria Germany, United Kingdom, Finland Czech Republic / Great Britain / Japan Germany, Poland, Norway Austria, Slovakia European countries China Asia, China Eastern Europe Germany, United Kingdom Belgium, Germany Europe + Russia Arab countries Western Europe - Surrounding Countries (Germany, Austria, Hungary, France, Sweden ...) EU, UK Europe, Asia Uzbekistan Sub-Saharan Africa Poland, Croatia Hungary, Poland other Western European countries Czech Republic, Poland Czech Republic, Eastern Europe, Asia Slovakia, Poland SUI / SWE Tunisia JAR Romania, France EU European countries in general CZ Lebanon Africa none Kenya South African Republic Italy, EU Czechia globally, the whole world of the former Soviet Union France, UK Japan, Korea Korea South America Turkey production plant Chrastava (mother Austria) Other European countries + Russia other EU countries former Yugoslavia other Asian countries Germany Austria Pakistan China, India Poland, Spain, Greece - polypropylene fibers Israel, Japan competes in multiple markets USA Japan Italy Netherlands Switzerland France Sweden Great Britain Russia Spain Slovakia Poland Luxembourg South Korea China Germany, Poland, Hungary Denmark Finland Germany, Austria Canada Austria / Italy especially the Czech Republic Latvia Benelux Slovenia India Saudi Arabia Lithuania America Switzerland Taiwan Brazil SE Asia Sweden / Switzerland Algeria Japan, Czech Republic Belgium Norway Ukraine global company Indonesia Hungary Asia Belarus Serbia Hong Kong UAE SR Singapore Vietnam Moldavsko abroad production plant Zatec (mother Spain) States of the former USSR Czech Republic (British Company) USA, Switzerland, Netherlands USA, Switzerland United Arab Emirates Is not relevant. New Zealand Malta Argentina Armenia Malaysia The company only exports advisory services - especially for Central and Eastern Europe, Africa, former USSR countries. EU, Japan, USA Bosnia and Hercogovina Egypt Frýdek - Místek Mali Senegal Gabon Holland North America USA, Denmark originally Sweden, now a global company Kazakhstan S America Hungary France, Japan, Korea Montenegro especially China Sweden-Swiss Corporation Ivory Coast countries of the Balkans Philippines Scotland Czech republic Germany, Italy, Lithuania, Romania, Bulgaria, China, Vietnam, India Iran Middle East (UAE) SE Asia (mainly Singapore and HongKong) the whole world Panama Israel EU countries, mainly Germany USA, Asia GER China (also important for the Prague branch) Korea, Japan Northern Italy generally developing and post-socialist countries UK V4 Post-Soviet space (KAZ, UKR, etc.) Mexico, Brazil Central and Eastern Europe United Kingdom Slovakia, Poland, Hungary Germany (dominant) Britain / Netherlands Iran SNS Cuba Příbram Iran, Iraq Slovenkso
• Company position and aspirations
  Technology position of the company on the market pioneer – a company striving for groundbreaking technical innovations and dedicating a significant proportion of R&D capacity to this effort. It can be either a leader on a newly emerging market (e.g. Invea-Tech) or a private R&D organisation or startup, working on a new global product (e.g. SOTIO, EXBIO, ...) ... this can be recognised from the company’s aspiration and R&D focus. The difference between a pioneer and a leader consists in the size of global market (and therefore the company size, too): ... follower – the level of technical competency makes it possible to catch up quickly with the leader or to respond to his actions, and to compete in the same markets / market segments specialised adapter – borrows technology from (a) or (b) and adapts it for special markets or segments where (a) and (b) are not present or their presence is marginal technology leader – sets or co-creates technology trends in products, ways of production etc. on the global market of a given product (or a group of products); such a company has globally novel innovations + ambition + market position making it possible to push through the innovation on global markets. adopter of somebody else’s technology – adapts to somebody else’s technology and focuses on its use with lower input costs or process optimisation

  Position on the market (post)startup = a company in the stage of business model inception, its initial expansion or in the stage of “project-to-project” entrepreneurship – that is, the company’s target market has not been clearly defined yet and services/products are tailored to meet very diverse needs of its clients. Some companies remain in this stage even two decades, unable to proceed to entrepreneurship focused on savings growth ... local company = an independent company, either operating on the domestic market or exporting to one or a few countries (usually neighbouring ones). The export share in output is usually low (typically not exceeding 15%). regional company = an independent company operating in numerous European countries (usually including the major EU countries – Germany, France, United Kingdom), often in one or a few regions / countries beyond Europe (usually Asian countries, post-Soviet states or Middle Eastern countries). Dominant position in multiple countries – such as held by CEZ, for example – is an auxiliary criterion. global company = an independent company operating in many countries (often 50+) across three or more continents, with an aspiration to sell globally and extending its geographic scope even further. ATTENTION, THE AMBITION ITSELF TO SELL GLOBALLY DOES NOT ENTITLE THE COMPANY TO BE INCLUDED IN GLOBAL COMPANIES. dependent company = a company whose strategy (if there is any) is more or less subordinated to strategic management by the parent company. This category also encompasses independent companies reliant on one or a few customers, which do not strive to develop their own market competence and to disengage from this dependence. Also, presence/absence of the company’s own sales and R&D is crucial in branches of multinational companies.

  Entrepreneurial ambition – Change leadership in the ... company without a vision leader = “do things in a different manner” or “do things that nobody else has done yet”, wanting to implement them globally (not the vision of a local company forever) smart follower = respond to the leader’s activities, be better than the leader, “do things better”, come up with changes far sooner than the optimiser, make the change in its own way optimiser = “do things cheaper”, take over / copy changes at a time when they become standard dealt with by the parent company; if the company has its own strategy just to meet financial targets, then we classify L/N/O/X

  Entrepreneurial ambition – Categories of growth aspi... Profit growth while maintaining the current number of employees or increasing the number of employees just slightly Growth vision without limitations Dealt with by the parent company Growth in output and the number of employees, but with a vision of not exceeding a certain size, according to the number of employees Other

  Position on the market – B2? B2B B2C B2Government

  Sources of competitive advantage Technical know-how – strong in-house R&D, being ahead of the competition from the technical point of view Operational excellence – lean production, price-quality relationship, price determined by productivity Flexibility in responding to a demand – strong orientation to the customer, product customisation, swiftness in using opportunities Market knowledge – i.e. the company’s own knowledge, not acquired through strong external traders etc. Cost advantage – no comment is probably necessary here. Rather than price determined by productivity, this involves only price determined by the input price. Other

  Position in GPN Tier 1, Tier 2 Integrator, Tier 1 Integrator, Tier 1, Tier 2 Integrator (finished product – car manufacturer, turnkey factory, production line/machine, festival organiser etc.) Tier 1 supplier (the entire module – e.g. headlight, complete part of a production line [its control unit, for example], single-purpose robot, even though it is a “machine”, chemical product to be directly used in the manufacture of the final product etc.) Tier 2+ supplier (partial component – e.g. plastic component of the headlight, cogs for a production line, chemical substance)

  The company’s vision in ten years’ time – Aspiration... Growth in output and the number of employees, but with a vision of not exceeding a certain size, according to the number of employees Profit growth while maintaining the current number of employees or increasing the number of employees just slightly Other Growth vision without limitations (for example, “develop a Czech Siemens” ... “develop a global company”)

  The company’s vision in ten years’ time – Aspiration... Pioneer (the company strives to develop entirely new solutions to needs/problems of its customers; there is either no competition or only little competition) Follower (the company strives to respond to leader’s pace swiftly and to keep up with the leader in order to stay in the foreground of trends and changes in the market) Optimiser (innovation efforts are focused on maximum effectivity and cutting the costs, often by buying someone else’s technology) We do not decide about this Leader (the company sets trends and changes on the global market, which are then followed by the competition)

  Stage of company development Expansion (company growth, growth of market share, ...) Stabilisation after growth (We have grown recently, but now we need to stabilise, to intensify internal processes or change in management; the description of objectives must specify what this stabilisation means.) Defence / consolidation (selling some parts of the company, maintaining the position against competition etc.) Diversification (entering new product markets) (Post) Startup company

  Autonomy in the definition of strategy for further d... No – they fulfil a strategy defined from above in a manner defined from above Yes – they define the company’s strategy themselves, as part of the entire concern direction Yes – they are involved in defining the company’s strategy, in cooperation with the superior part of the concern

  Position on the global market One of the market leaders (globally) Strong company with an international reputation Local company

  Expectations in terms of market development Market growth Market stabilisation Market stagnation Market slump

  Dependent companies vs Autonomous companies with the... R&D companies/offices Dependent companies Autonomous companies with their own strategies

  Autonomous companies (internal typology) Companies with high aspiration and market knowledge – they know the customers, their needs and market trends; their work is based on this knowledge, together with the development of products/solutions for future markets. Companies with highly developed technical competency but less developed market knowledge. While they are working on advanced/new solutions, they have not a clear idea how these might find their use on the market, what is the target group etc. (typically small and medium-sized enterprises with strong R&D activities). They have no aspiration to assert themselves globally. This group also involves companies where the key source of competitive advantage is elsewhere than in the company itself (e.g. Favea).

  Dependent companies (internal typology) Superior Subordinate

  Degree of entrepreneurial autonomy we decide independently we submit a proposal to be approved this is decided by the superior part of the concern, but local management is involved in the decision-making process this is entirely decided by the superior part of the concern no answer

  Dependence of companies in decision making Independent Subordinate No answer

  Growth dynamics of the company in relation to the ma... The company’s sales are growing faster than the market The company’s sales are growing as fast as the market The company’s sales are growing, but not as fast as the market The company’s sales are growing, although the market is not growing or is decreasing The market is decreasing as fast as the company’s sales The market is decreasing, but faster than the company’s sales The market is decreasing and the company’s sales are decreasing even faster The market and the company’s sales are not changing significantly at this time No answer

  Company type by NIS global pioneer local pioneer global innovation leader global follower regional challenger a new company with high aspirations for innovation local optimiser a company contributing to the concern operation

  Basic types of dependent companies Autonomous comprehensive company Autonomous company contributing to the concern operation Non-autonomous comprehensive company Non-autonomous company contributing to the concern operation

  Work of companies with more distant future of their ... We try to envisage where our branch is heading but we do not develop products/technology for these “new” markets We are actively preparing for a future form (or changes) of our markets: we work on the development of products for these future markets or production technology, which will make it possible to seize the envisaged opportunities We do not pay (much) attention to such long-term future We are setting changes/trends to form the future of our markets

  Challenging areas requiring the company’s response Industry 4.0 New possibilities of financial support (subsidies, vouchers) Action taken by competition Degree of automation Change in customers’ needs/preferences New technology with a potentially disruptive effect New regulation (e.g. EU-imposed market regulation, other regulations) Change in market size Change in prices / availability of inputs Other No answer
• Suppliers/Customers/Competitors
  Most important countries (regions) in the long term ... Abroad, the company sells almost exclusively to the Group's branches throughout Europe. France and Luxembourg African countries Czech Republic (Swiss Company) Great Britain + Netherlands Different – the market is global Europe, especially the Nordic countries, rejected a more specific answer West Europe Greece all local and foreign carriers of the same size (transport by competition) Mexico Israel Romania Middle East Europe AUSTRALIA Western European countries (UK, Germany, Spain, Italy) Czech Republic, Germany Poland; China world Croatia Hungary, Austria Central Europe others, Asia irrelevant US, global presence Asia (China, South Korea, Japan) Ethiopia The company has not yet reached the border - there is no export. The company would like to expand abroad, but is currently preparing. Global exports are out of the question, because the company first needs to cross the border. Switzerland, Russia, Germany, Denmark, Belgium USA, Switzerland, France, Germany Austria, USA Scandinavia originally Czech, now Malta (bought by investor) USA / CR Sri Lanka Germany, USA Austria / France production plant in the Czech Republic, mother from Sweden production plant in the Czech Republic, mother from Spain production plant in Slovakia, mother from Germany countries offering bids (Russia, Romania, Poland, Ukraine ...) Belgium / Netherlands France, UK, Slovakia, Turkey Bulgaria Asia - China The respondent did not know. Ireland Austria / Canada Portugal in the Czech Republic it is not, rather the Baltic Republic (eg SBA-Lithuania), Slovenia Poland, Romania John Crane Germany / Japan Baltics Balkans Germany Iraq Azerbaijan Germany, France Austria, USA - paper ropes USA, branch in the Czech Republic Cambodia US, global presence, production in the Czech Republic, Germany, France, etc. Germany, Sweden Czech Republic, Poland, China, Germany Oman EU and Russia (mainly Germany, Italy, USA) Austria, Netherlands Netherlands States of the former Soviet Union Poland - maybe It is not in our competence. Generally all. Central and Eastern Europe Thailand Germany, America America (US, Canada, South America) Latin America Germany 8% Austria, Slovakia, Hungary (approx. 10%) Czech Republic (70-80%) CZ - Hradec Kralove Exports in recent years have grown in China (thanks to Chinese investor and its business relations) " The US is a great opportunity (a large number of small aircraft users) other markets - Italy, France, Germany and the Czech Republic CZ - Kunovice According to aircraft manufacturers. Where the aerospace industry emerges or grows, the company will supply it. Transnational, R&D in the Czech Republic UK / USA Far East (including China) South America (Brazil) Southeast Asia (Malaysia, Indonesia and other rich developing countries) Middle East Mongolia Western Europe (Germany, Switzerland) worldwide China, Uzbekistan - export of knowledge and know-how (uranium mining, remediation after chemical extraction) EU countries, especially German-speaking countries neighboring EU countries EU countries USA, Canada EU, primarily Germany SE Asia (Singapore and Hong Kong in particular) The local market or the CZ region is essential for the company. First, it is the distribution of production, also in terms of logistics - transport of raw materials from quarries, further distribution of production. EU - Germany, France, Italy, Poland Asia - especially China EU, especially Germany China (Asia) Peru (and other South American countries) EU - especially Germany Asia (India) USA + Canada Asia (Hong Kong and China), Middle East EU in general Lichtenstein Germany, Russia Australia, Asia Germany and the other EU Turkey, Russia It depends on the clients' decision to display a production plant in the country - it does not affect it. Asia ((China, India, Korea, Japan) Ukraine, Belarus, Uzbekistan Uzbekistan / Kenya / Indonesia Western Europe, Scandinavia Korea and China The export structure results from the interest of the customers and from the won tenders. It cannot be clearly stated. The company does not care where the customer is from. Western European countries are naturally the main foreign partner (the Czech Republic is price competitive) Bosnia and Herzegovina Georgia The priority is the development of services for foreign countries. Slovakia is the nearest destination. Turkey, Iraq former USSR country (Kazakhstan, Georgia) Southeastern Europe, Slovakia Czech Republic, Finland Export only within the Knauf Group East Asia Bahrain Bangladesh Miletin, near Brno, Czech Republic Middle and Middle East countries SE Asia and China Germany (the most advanced market, Asian markets are worth the price and in America they are not as technologically as Europe). Slovakia / Denmark Serbia, Bosnia States of the former Yugoslavia England Asia (eg Sri Lanka, Mongolia, Iraq, Georgia ...) Western Europe and Scandinavia Surrounding countries (SVK, POL, SRN, AUT, HUN, RUM) CR / SR / Poland Czech Republic, Slovakia Norway, Sweden, Denmark Estonia, Lithuania, Latvia Turkmenistan SE Asia, Australia Austria / Switzerland German speaking country French speaking country SE Asia (via Singapore) Qatar neighboring countries Russia, Ukraine Asia (especially Korea) Eastern Europe (Poland, Bulgaria, Hungary) SE Asia (Philippines, Indonesia, Thailand); South America; Africa (Uganda, ..) Central Europe and the Baltics Russia, Ukraine, Brazil Slovak Republic Czech Republic Germany, world Spain, Czech Republic global Germany, Slovakia, Austria South and North America Estonia Southeast Asia Western Europe - The EU outside Central and Eastern Europe 453/5000United Kingdom, Spain Great Britain, France Norway, Sweden Scandinavia - Northern Europe southern border of the EU countries of Maghreb in most countries China and Asia other Central European countries Netherlands, Hungary, Ukraine Poland, Slovakia, Hungary Germany, Czech Republic, Slovakia, Netherlands Germany, Japan, Finland, Austria Germany, United Kingdom, Finland Czech Republic / Great Britain / Japan Germany, Poland, Norway Austria, Slovakia European countries China Asia, China Eastern Europe Germany, United Kingdom Belgium, Germany Europe + Russia Arab countries Western Europe - Surrounding Countries (Germany, Austria, Hungary, France, Sweden ...) EU, UK Europe, Asia Uzbekistan Sub-Saharan Africa Poland, Croatia Hungary, Poland other Western European countries Czech Republic, Poland Czech Republic, Eastern Europe, Asia Slovakia, Poland SUI / SWE Tunisia JAR Romania, France EU European countries in general CZ Lebanon Africa none Kenya South African Republic Italy, EU Czechia globally, the whole world of the former Soviet Union France, UK Japan, Korea Korea South America Turkey production plant Chrastava (mother Austria) Other European countries + Russia other EU countries former Yugoslavia other Asian countries Germany Austria Pakistan China, India Poland, Spain, Greece - polypropylene fibers Israel, Japan competes in multiple markets USA Japan Italy Netherlands Switzerland France Sweden Great Britain Russia Spain Slovakia Poland Luxembourg South Korea China Germany, Poland, Hungary Denmark Finland Germany, Austria Canada Austria / Italy especially the Czech Republic Latvia Benelux Slovenia India Saudi Arabia Lithuania America Switzerland Taiwan Brazil SE Asia Sweden / Switzerland Algeria Japan, Czech Republic Belgium Norway Ukraine global company Indonesia Hungary Asia Belarus Serbia Hong Kong UAE SR Singapore Vietnam Moldavsko abroad production plant Zatec (mother Spain) States of the former USSR Czech Republic (British Company) USA, Switzerland, Netherlands USA, Switzerland United Arab Emirates Is not relevant. New Zealand Malta Argentina Armenia Malaysia The company only exports advisory services - especially for Central and Eastern Europe, Africa, former USSR countries. EU, Japan, USA Bosnia and Hercogovina Egypt Frýdek - Místek Mali Senegal Gabon Holland North America USA, Denmark originally Sweden, now a global company Kazakhstan S America Hungary France, Japan, Korea Montenegro especially China Sweden-Swiss Corporation Ivory Coast countries of the Balkans Philippines Scotland Czech republic Germany, Italy, Lithuania, Romania, Bulgaria, China, Vietnam, India Iran Middle East (UAE) SE Asia (mainly Singapore and HongKong) the whole world Panama Israel EU countries, mainly Germany USA, Asia GER China (also important for the Prague branch) Korea, Japan Northern Italy generally developing and post-socialist countries UK V4 Post-Soviet space (KAZ, UKR, etc.) Mexico, Brazil Central and Eastern Europe United Kingdom Slovakia, Poland, Hungary Germany (dominant) Britain / Netherlands Iran SNS Cuba Příbram Iran, Iraq Slovenkso

  Major competitors for the company – geographic locat... Abroad, the company sells almost exclusively to the Group's branches throughout Europe. France and Luxembourg African countries Czech Republic (Swiss Company) Great Britain + Netherlands Different – the market is global Europe, especially the Nordic countries, rejected a more specific answer West Europe Greece all local and foreign carriers of the same size (transport by competition) Mexico Israel Romania Middle East Europe AUSTRALIA Western European countries (UK, Germany, Spain, Italy) Czech Republic, Germany Poland; China world Croatia Hungary, Austria Central Europe others, Asia irrelevant US, global presence Asia (China, South Korea, Japan) Ethiopia The company has not yet reached the border - there is no export. The company would like to expand abroad, but is currently preparing. Global exports are out of the question, because the company first needs to cross the border. Switzerland, Russia, Germany, Denmark, Belgium USA, Switzerland, France, Germany Austria, USA Scandinavia originally Czech, now Malta (bought by investor) USA / CR Sri Lanka Germany, USA Austria / France production plant in the Czech Republic, mother from Sweden production plant in the Czech Republic, mother from Spain production plant in Slovakia, mother from Germany countries offering bids (Russia, Romania, Poland, Ukraine ...) Belgium / Netherlands France, UK, Slovakia, Turkey Bulgaria Asia - China The respondent did not know. Ireland Austria / Canada Portugal in the Czech Republic it is not, rather the Baltic Republic (eg SBA-Lithuania), Slovenia Poland, Romania John Crane Germany / Japan Baltics Balkans Germany Iraq Azerbaijan Germany, France Austria, USA - paper ropes USA, branch in the Czech Republic Cambodia US, global presence, production in the Czech Republic, Germany, France, etc. Germany, Sweden Czech Republic, Poland, China, Germany Oman EU and Russia (mainly Germany, Italy, USA) Austria, Netherlands Netherlands States of the former Soviet Union Poland - maybe It is not in our competence. Generally all. Central and Eastern Europe Thailand Germany, America America (US, Canada, South America) Latin America Germany 8% Austria, Slovakia, Hungary (approx. 10%) Czech Republic (70-80%) CZ - Hradec Kralove Exports in recent years have grown in China (thanks to Chinese investor and its business relations) " The US is a great opportunity (a large number of small aircraft users) other markets - Italy, France, Germany and the Czech Republic CZ - Kunovice According to aircraft manufacturers. Where the aerospace industry emerges or grows, the company will supply it. Transnational, R&D in the Czech Republic UK / USA Far East (including China) South America (Brazil) Southeast Asia (Malaysia, Indonesia and other rich developing countries) Middle East Mongolia Western Europe (Germany, Switzerland) worldwide China, Uzbekistan - export of knowledge and know-how (uranium mining, remediation after chemical extraction) EU countries, especially German-speaking countries neighboring EU countries EU countries USA, Canada EU, primarily Germany SE Asia (Singapore and Hong Kong in particular) The local market or the CZ region is essential for the company. First, it is the distribution of production, also in terms of logistics - transport of raw materials from quarries, further distribution of production. EU - Germany, France, Italy, Poland Asia - especially China EU, especially Germany China (Asia) Peru (and other South American countries) EU - especially Germany Asia (India) USA + Canada Asia (Hong Kong and China), Middle East EU in general Lichtenstein Germany, Russia Australia, Asia Germany and the other EU Turkey, Russia It depends on the clients' decision to display a production plant in the country - it does not affect it. Asia ((China, India, Korea, Japan) Ukraine, Belarus, Uzbekistan Uzbekistan / Kenya / Indonesia Western Europe, Scandinavia Korea and China The export structure results from the interest of the customers and from the won tenders. It cannot be clearly stated. The company does not care where the customer is from. Western European countries are naturally the main foreign partner (the Czech Republic is price competitive) Bosnia and Herzegovina Georgia The priority is the development of services for foreign countries. Slovakia is the nearest destination. Turkey, Iraq former USSR country (Kazakhstan, Georgia) Southeastern Europe, Slovakia Czech Republic, Finland Export only within the Knauf Group East Asia Bahrain Bangladesh Miletin, near Brno, Czech Republic Middle and Middle East countries SE Asia and China Germany (the most advanced market, Asian markets are worth the price and in America they are not as technologically as Europe). Slovakia / Denmark Serbia, Bosnia States of the former Yugoslavia England Asia (eg Sri Lanka, Mongolia, Iraq, Georgia ...) Western Europe and Scandinavia Surrounding countries (SVK, POL, SRN, AUT, HUN, RUM) CR / SR / Poland Czech Republic, Slovakia Norway, Sweden, Denmark Estonia, Lithuania, Latvia Turkmenistan SE Asia, Australia Austria / Switzerland German speaking country French speaking country SE Asia (via Singapore) Qatar neighboring countries Russia, Ukraine Asia (especially Korea) Eastern Europe (Poland, Bulgaria, Hungary) SE Asia (Philippines, Indonesia, Thailand); South America; Africa (Uganda, ..) Central Europe and the Baltics Russia, Ukraine, Brazil Slovak Republic Czech Republic Germany, world Spain, Czech Republic global Germany, Slovakia, Austria South and North America Estonia Southeast Asia Western Europe - The EU outside Central and Eastern Europe 453/5000United Kingdom, Spain Great Britain, France Norway, Sweden Scandinavia - Northern Europe southern border of the EU countries of Maghreb in most countries China and Asia other Central European countries Netherlands, Hungary, Ukraine Poland, Slovakia, Hungary Germany, Czech Republic, Slovakia, Netherlands Germany, Japan, Finland, Austria Germany, United Kingdom, Finland Czech Republic / Great Britain / Japan Germany, Poland, Norway Austria, Slovakia European countries China Asia, China Eastern Europe Germany, United Kingdom Belgium, Germany Europe + Russia Arab countries Western Europe - Surrounding Countries (Germany, Austria, Hungary, France, Sweden ...) EU, UK Europe, Asia Uzbekistan Sub-Saharan Africa Poland, Croatia Hungary, Poland other Western European countries Czech Republic, Poland Czech Republic, Eastern Europe, Asia Slovakia, Poland SUI / SWE Tunisia JAR Romania, France EU European countries in general CZ Lebanon Africa none Kenya South African Republic Italy, EU Czechia globally, the whole world of the former Soviet Union France, UK Japan, Korea Korea South America Turkey production plant Chrastava (mother Austria) Other European countries + Russia other EU countries former Yugoslavia other Asian countries Germany Austria Pakistan China, India Poland, Spain, Greece - polypropylene fibers Israel, Japan competes in multiple markets USA Japan Italy Netherlands Switzerland France Sweden Great Britain Russia Spain Slovakia Poland Luxembourg South Korea China Germany, Poland, Hungary Denmark Finland Germany, Austria Canada Austria / Italy especially the Czech Republic Latvia Benelux Slovenia India Saudi Arabia Lithuania America Switzerland Taiwan Brazil SE Asia Sweden / Switzerland Algeria Japan, Czech Republic Belgium Norway Ukraine global company Indonesia Hungary Asia Belarus Serbia Hong Kong UAE SR Singapore Vietnam Moldavsko abroad production plant Zatec (mother Spain) States of the former USSR Czech Republic (British Company) USA, Switzerland, Netherlands USA, Switzerland United Arab Emirates Is not relevant. New Zealand Malta Argentina Armenia Malaysia The company only exports advisory services - especially for Central and Eastern Europe, Africa, former USSR countries. EU, Japan, USA Bosnia and Hercogovina Egypt Frýdek - Místek Mali Senegal Gabon Holland North America USA, Denmark originally Sweden, now a global company Kazakhstan S America Hungary France, Japan, Korea Montenegro especially China Sweden-Swiss Corporation Ivory Coast countries of the Balkans Philippines Scotland Czech republic Germany, Italy, Lithuania, Romania, Bulgaria, China, Vietnam, India Iran Middle East (UAE) SE Asia (mainly Singapore and HongKong) the whole world Panama Israel EU countries, mainly Germany USA, Asia GER China (also important for the Prague branch) Korea, Japan Northern Italy generally developing and post-socialist countries UK V4 Post-Soviet space (KAZ, UKR, etc.) Mexico, Brazil Central and Eastern Europe United Kingdom Slovakia, Poland, Hungary Germany (dominant) Britain / Netherlands Iran SNS Cuba Příbram Iran, Iraq Slovenkso

  Number of potential customers 100 – 1000 Less than 100 Units to tens of thousands More than 100,000

  Replaceability of the key supplier(s) With difficulties No Yes

  Significance of three most important customers Less than 50% of total sales 50–75% 75+% No answer
• R&D activities
  Level of novelty of innovations New globally New for the company’s regional market (for example, first in the Czech Republic) New for the company, not new on the regional market (catching up with competition)

  Company’s engagement in R&D activities We do not have our own R&D activities but we plan to develop them We do not have our own R&D activities and we do not plan to develop them Yes (We perform our own R&D activities, beyond the agreed contracts) Yes (We contribute to the concern’s R&D activities) Yes (We perform our own R&D activities (without distinction)) Yes, but this research is only carried out to comply with the clients’ contracts

  Role within the concern distribution of R&D activiti... Leading position (the answer should specify what in particular is your company ultimately responsible for within the entire concern) Subordinate position, but with a leading position in a particular area (please state that particular area of leading position in your comment) Subordinate position

  Change in R&D expenditure Have decreased Have not increased 10–24% 25–49% 50+% Less than 10%

  Significance of outputs of internal R&D for commerci... Substantial Large Partial

  Type of externally purchased R&D service and its loc... Specialised services – Czech Republic Specialised services – Foreign countries Routine – Czech Republic Routine – Foregin countries

  Projects with a partner – type of partner company Public research institution University Private research institution other (university hospital etc.) company within a concern within a TA CR project research organisations companies research institute public healthcare facility vocational school joint stock company testing room pilot customer counselling interest association of 16 legal entities including us university + private company software company research institute long-term cooperation

  Projects with a partner – type of partner and locati... Company / Czech Republic Company / Foreign countries VO / Czech Republic VO / Foreign countries

  Form of cooperation in the area of R&D R&D projects solved jointly in the long term routine one-time development/technical services

3. select comparison questions (at least one)