In high-technology industrial markets, a shift can be observed from the mere delivery of industrial products to a total-product-offering, including both products and accompanying services. Because of the heterogeneity in buyers' demands, the measurement of an organization's performance on such total-product-offerings becomes quite difficult. This problem gets even more serious when one is trying to compare the relative performance of international subsidiaries, since factors such as cultural differences and their influence on how customers report on performance have to be taken into account. This article attempts to conceptualize cultural differences and uses these for establishing international equivalence in customer survey data on the performance on a high-tech total-product-offering. The results of an empirical study reveal that cultural differences indeed influence international performance measurement After correction for these differences, conclusions can be drawn on the relative performance of different subsidiaries. Furthermore, it is shown that intangible service elements in a high-tech total-product-offering have the strongest influence on customer satisfaction.