ABSTRACT
The non-leader executive who counted off his successful competitors by labelling each, quite unconsciously indicated a feature that supports the general hypothesis. The comparative neglect or even absence of market research among the non-leader companies can be related to their product orientation and at a deeper level to a denigration of the market. When two individuals or companies or groups of companies are compared, one of which is more successful than the other, there is always a danger of the comparison appearing as a simple contrast between right and wrong, or competence and incompetence. Among the non-leader executives overt attitudes to housewives have been seen to be compounded of bewilderment, fear, and contempt, and devices have been adopted to prevent close contact with and study of the market. Several non-leader companies admitted that their range had widened because, after failing in one product group, they attempted to succeed in another.
