Thesis (Ph. D.)--University of Chicago, Graduate School of Business, June 2003. / Includes bibliographical references. Also available on the Internet.

Master-Arbeit Univ. St. Gallen, 2006.

Master-Arbeit Univ. St. Gallen, 2009.

Proefschrift Universiteit Maastricht. / Met lit. opg. - Met samenvatting in het Nederlands.

The development of a flexible, high-fidelity, generic simulation of transatmospheric and interplanetary motion is described. The simulation incorporates aerodynamic and gravitational force modelling implemented in a Cartesian reference co-ordinate set. Propagation of the motion of a vehicle is carried out in a "working" reference frame whose origin is determined by the current gravitational sphere of influence. A semi-analytic model of planetary motion propagates the motion of the nine planets and six major moons, allowing simulation at any point within the solar system. Expansion and improvement of the model is facilitated through the vector formulation of the problem. The use and applicability of the method of matched asymptotic expansions is examined as a means of producing high quality trajectory predictions quickly and easily. Ballistic launch and entry trajectories are considered incorporating a velocity dependent model for the aerodynamic drag coefficient. Using the derived relations direct launch is considered as a low-cost means of transporting acceleration insensitive payloads to a space station in low Earth orbit. In addition, it is shown that the high quality trajectory predictions may be obtained using a simple spreadsheet package. Analytic modelling is also used as the basis of a highly robust, computationally efficient, controller design for autonomous aerocapture in the context of the lunar return problem. The validity of this approach to lunar return is examined and found to be of considerable potential in both its robustness and the potential improvements in payload mass-fraction available through the substantial fuel savings over direct return to Earth or propulsive return to a space station. The study shows that, using the derived control, the aerocapture manoeuvre can be successfully performed with existing material and technological capabilities.

Made available in DSpace on 2014-06-12T15:53:37Z (GMT). No. of bitstreams: 2 arquivo1924_1.pdf: 3478481 bytes, checksum: a0f58f98b37132402ca52683d62410df (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2009 / Fundação de Amparo à Pesquisa do Estado do Amazonas / As empresas de software brasileiras buscam conquistar cada vez mais o mercado nacional e internacional, os quais estão mais competitivos. A estratégia viável é investir no aumento da qualidade e produtividade. O foco desse trabalho é investigar fatores relevantes para mensurar o Return on Investment (ROI) em Melhoria de Processo de Software (MPS). Com o objetivo de propor um framework constituído por fases baseado nos conceitos da ROI Methodology, utilizando indicadores utilizados por David Rico em ROI of SPI e uma seleção de medições utilizadas para MPS. As fases são: Identificação do problema; Diagnóstico detalhado; Estimativa de ROI; Implementação e Encerramento. Para cada fase, baseados no paradigma GQM Goal-Question-Metric foram definidos indicadores de medição para monitorar o FROISPI. As quatro primeiras fases seguem o conceito clássico do PDCA, que para cada solução sugerida de melhoria, analisa seus resultados e se os mesmos forem considerados plenamente satisfatórios, seguirá para a fase de Encerramento, caso contrário o processo cíclico continua até a necessidade de melhoria ser satisfeita. Na fase de Encerramento serão apresentados à alta direção os resultados alcançados com a utilização do FROISPI. O experimento foi executado em três organizações de maturidade bem distintas, mas somente uma organização conseguiu concluir com êxito

The thesis proposes a 3D navigation and planning system for an autonomous remotely controlled quadcopter (drone). The solution uses the drone sensor data along with the data processed from the video camera image stream, without having any knowledge of its surroundings beforehand and without using any nav- igation signal (GPS). The video camera data are transformed into a sparse point- cloud representation, from it is created an occupancy map of the surrounding area with adaptive cell size. The planner can construct trajectory plans in the map, respecting the detected obstacles. The planned trajectory is executed by a simple drone controller. The proposed system includes a simulator which enables virtual execution of the whole process. The thesis composes originally independent and incompatible sub- systems into a single compactly working system. The functionality of the system is demonstrated on a few simple scenarios, one of which is the return of the drone to its starting location.

Research and development (R&D) covering diseases that disproportionately affect developing nations is grossly inadequate. In particular it has been noted over a long period that governments of countries with high tuberculosis (TB) disease burden under invest in TB R&D, despite having 40% of the world’s notified TB cases. For instance, South Africa’s (SA) annual expenditure on TB R&D, of US$1,2 million in 2012, is insignificant relative to its disease burden, of 1 003 per 100,000 population. New tools are required to stop TB; these tools require R&D investment. However a recent report has noted that for the first time in eight years, global spending on TB R&D decreased in 2012 compared with the previous year. This drop in R&D investment threatens to undermine the possibility of any future insights from TB research. The important question remains: how can public investment in TB R&D be stimulated or incentivised, especially within those countries of high prevalence and sizeable R&D budgets (such as India, SA, China and Russia)? In an attempt to answer such a question, this research followed a quantitative, case study methodology based on secondary data analysis of information from the World Health Organisation (WHO) and the SA National Strategic Plan (NSP) 2012-2016, looking at the costs associated with TB treatment in SA and identified areas of potential savings as a consequence of well directed R&D. For additional information on external funding and TB R&D investment, the study used the Organisation for Economic and Development (OECD) and Treatment Action Group (TAG) data. A return on investment estimation method for suitable R&D projects was then used to compute the optimal TB R&D investment range. The results of the research show that there are higher returns on the optimization of TB drug regimens versus new drug development. The argument proposed by this research is that further TB R&D expenditure can be justified from a purely economic return on investment consideration, considering that expenditure of public funds on TB treatment is high and significant savings can be made through improvements to the current drug regimen optimisation. This report will help policy makers in increasing public health R&D expenditure from present levels to those targets set by the World Health Organisation’s Consultative Expert Working Group (CEWG) and others. This return on investment will only be realised if public-funded R&D is focussed more directly on public health priorities. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

M.Com. (Business Management) / The study focuses on the return on marketing investment (ROMI) in the life insurance industry in South Africa. Although this is a growing industry, it is characterised by high competitiveness and similar product offerings from the different insurance providers. Therefore, in competing for the larger market share, the companies differentiate themselves by relying more on their unique strengths. They compete by promoting themselves and their products through various above-the-line and below-the-line marketing activities and campaigns in order to drive sales, build awareness, manage reputations, and to be top of mind to consumers. This study focuses on establishing whether these various marketing activities are measured to determine whether they contribute to the bottom line/ profit margins (basic purpose of ROMI) and to what extent. The ultimate goal is to establish whether ROMI is considered as being important to measure in the life insurance industry and whether spending on marketing activities does contribute to profit margins. A total of 16 recognised life insurance companies were identified and a sample size of seven companies selected. The sampling frame consisted of marketing managers, who happened to be heads of departments in this case. Structured interviews were conducted with these managers, and feedback was transcribed and analysed. Only marketing managers were interviewed as they are directly responsible for the marketing budget, and are accountable for marketing spending and the overall success of the department. It was identified in the study that in order to measure ROMI, it starts by being accountable for the marketing spending. The overall results of the study indicate that spending on marketing does contribute to profits margins and that ROMI is considered by the life insurance industry as important to measure. The study was limited only to the Gauteng province, thus it can be generalised to the life insurance companies in South Africa, but cannot be generalised to other insurance industries, e.g. short-term insurance, thus allowing for the possibility of a comparative study in the future, in addition to future studies listed in chapter 5.

There is extensive literature written about how to calculate Return on Marketing Investment (ROMI) and its importance for marketing managers. However, there are not many studies made on how and when Return on Marketing Investment metrics are used in real life and if and how it is used to argue the value of a marketing activity. We have in this study with comparative cases investigated if and how ROMI metrics are used by managers outside the marketing department in their decision-making process. We based our case selection on how well they represented "Mad men to Math men" presented in Gilan and Hammarberg (2016)'s book "Get Digital or Die Trying." Mad men refers to old school "gut feeling" marketing decision making and "Math men" refers to modern digital marketers with decision making based on numbers and statistics. This study is made from the decision makers point of view with the purpose to gain a better understanding of if and how ROMI calculations are used in the decision-making process of senior management outside of the marketing department. This comparative case study consists of eight in-depth interviews, four in each company. The interviewees are all senior management outside of the marketing department. Our findings include that these two companies work very differently in how they make decisions in marketing investments. In Company 1 the marketing budget is decided by senior management outside of the marketing department, and this management may also cut the marketing budget if they see it necessary. In Company 2 the Segment Managers are responsible for the amount of the budget they would like to invest in marketing activities, and therefore they have more incentive to calculate the return of each investment and compare it with the return on other investments available to them. One of the reasons for the different ways of working can be a result of the different responsibility structure over the marketing budget. There is also a difference in how the two companies measure the success of the investment; Company 1 measure success in pure financial return and Company 2 measure success in increased market shares as well as financial return. Company 2 are using ROMI metrics to a greater extent than Company 1, who does not use any ROMI metrics. Marketers can in this study get an idea of how using ROMI metrics can help argue their case for further investments in marketing or cutting the budget for the marketing department. With the use of ROMI metrics, marketers can also evaluate which marketing activities are more efficient and thereby decide if they should continue with these activities or not. This study also shows that there is still, in some companies, a divide and conflict between the finance department and the marketing department. By shifting the responsibility of the marketing budget like in the case of Company 2, the adverse effect of this division on the marketing investments can be reduced. It can also be beneficial for the company to focus more on market shares than on sales and numbers. As digital marketing is growing stronger, the calculations of ROMI will become easier. Keywords: Return on Marketing Investment (ROMI), decision-making process, senior management, marketing department, finance department, ROMI metrics, real-life ROMI, comparative case study, Mad men, Math men