<p>Performance measurement is the buzzword in today’s business world. This mechanism has become an essential tool in online marketplace to identify victors and losers. Apparently, virtual stores are searching for decision-oriented performance measures to aid them in addition to identifying strengths, weaknesses, threats and opportunities make sound strategic and operational decisions as they compete with their peers. In that paradigm this study attempt to measure performance of virtual stores using decision-making associated variables sternly to evaluate the impact of the variables or indicators on strategic and operational decisions.</p><p>To achieve this purpose, the study used an evaluation framework to identify drivers which have a significant and positive effect on strategic and operational decisions. The study surveyed 100 internet users in Goteborg of a randomly selected four virtual store (EBay Amazon.com, Yahoo and Buy.com). </p><p>The results identified three major dimensions: website, product and services and promotion. These dimensions share many common aspects with decision making determinants derived within the context of online market industry. Conversely, these dimensions have unique characteristics inherent in the online marketing environment. The study revealed a significantly positive relationship between the variables on operational and strategic decisions. The conclusion is that the fact that performance measures are assessed to firms’ business activities both operational and strategic decisions initiatives begin with defining users’ needs and preferences, and their related performance variable. If the virtual store understands what dimensions users use to judge quality, they can take appropriate actions to monitor and enhance performance on those dimensions and remedy service failures.</p><p> </p><p>Keywords: Virtual store, Strategic and operational decisions, Decision-oriented performance variables, variable dimensions, Website, product and service and Promotion</p>

Performance measurement is the buzzword in today’s business world. This mechanism has become an essential tool in online marketplace to identify victors and losers. Apparently, virtual stores are searching for decision-oriented performance measures to aid them in addition to identifying strengths, weaknesses, threats and opportunities make sound strategic and operational decisions as they compete with their peers. In that paradigm this study attempt to measure performance of virtual stores using decision-making associated variables sternly to evaluate the impact of the variables or indicators on strategic and operational decisions. To achieve this purpose, the study used an evaluation framework to identify drivers which have a significant and positive effect on strategic and operational decisions. The study surveyed 100 internet users in Goteborg of a randomly selected four virtual store (EBay Amazon.com, Yahoo and Buy.com). The results identified three major dimensions: website, product and services and promotion. These dimensions share many common aspects with decision making determinants derived within the context of online market industry. Conversely, these dimensions have unique characteristics inherent in the online marketing environment. The study revealed a significantly positive relationship between the variables on operational and strategic decisions. The conclusion is that the fact that performance measures are assessed to firms’ business activities both operational and strategic decisions initiatives begin with defining users’ needs and preferences, and their related performance variable. If the virtual store understands what dimensions users use to judge quality, they can take appropriate actions to monitor and enhance performance on those dimensions and remedy service failures. Keywords: Virtual store, Strategic and operational decisions, Decision-oriented performance variables, variable dimensions, Website, product and service and Promotion

Thesis (M.S. in Management) Naval Postgraduate School, Dec. 2001. / Thesis advisor: Joseph San Miguel. "December 2001." Includes bibliographical references (p. 96-101). Also available online.

No description available.

No description available.

No description available.

No description available.

Organisations exist in a vast range of types and sizes. While it is generally known that start-ups suffer a high rate of infant mortality for various reasons, it is clear that there are many different successful approaches to achieving stability and worthwhile contribution. Even the fortunes of large companies are not immune to ebb and flow, and these phenomena are manifested in the effects they have, both on the communities in which they are placed, and on their trading partners. Therefore there is more to sustainable success than size or other traditional financial measures such as turnover, profit, return on investment etc. This thesis is inspired by the need to identify a way of characterising the contributions of organisations as a framework of performance measurement that is meaningful to all organisations regardless of type or size, and systematically relating that view of contributions to organisations' strategic and operational activities. Business processes are used within organisations to control productive activity and therefore are at the root of all aspects of an organisation's output. There are, however, a number of reasons for processes to be disconnected from the strategic intentions of an organisation, whereupon the processes, and the activities within them, become less efficient and effective in serving the needs of the organisation than they should be. Traditional methods of performance measurement do not adequately address this problem, so a new model for the measurement and improvement of organisational performance is required. In reviewing theories and empirical viewpoints concerning stakeholders it is found that there are several distinct topics of interest within that field. These are brought together in the form of a standardised list of stakeholder groups, which is then field tested for general applicability. A method for expressing the strategic intentions of an organisation, based on this standardised list, is then developed and is also field tested. The group structure is extended by identifying a number of factors that determine the satisfaction of stakeholders, and these are also field tested for applicability. Using the structured analysis of stakeholders by groups, and the factors that determine their satisfaction, a model is proposed (the Performance Boundary Model) that shows stakeholders and the organisation itself as distinct but connected domains. This concept is developed, by building on established theory and the findings of the field research, into a representation or model. This model provides a structured connection between strategic intentions and measured operational performance, and these are connected into the organisation through its processes. The model thus provides structured links between organisational strategy, operational processes and objective performance measures.

In Australia, the measurement of safety performance in the construction industry has mostly been in response to statutory requirements. Consequently, the measures and Key Performance Indicators (KPIs) used by the industry have invariably focused on outcomes rather than processes. Most of the outcome indicators have tended to give their feedback well after the event therefore failing to identify any weaknesses within the safety management processes. In order to overcome these limitations, two hospital construction projects in New South Wales were selected for an in-depth study and research analysis. The aim of the research was to understand the relationship between management process intervention and management process outcomes for safety in the construction industry. Initially a literature review identifying international practices in performance measurement for safety in construction was conducted so as to review existing safety management processes in partnership with the construction industry representatives. A framework for measuring the performance of safety management processes and related outcomes was developed to stimulate improvement on both projects through the comparison of the performance of the safety management systems and outcomes. This framework was then implemented and established to monitor the performance of the key safety management processes. The successful implementation of the performance measurement framework and the feedback to both stakeholders and subcontractors acted as a good communication tool in creating awareness among subcontractors. It also helped to reduce repetitive hazards, resulting in improved safety outcomes. A statistical analysis found that relatively few injuries were explained by the identified safety hazards. This highlighted the need to look for hazards that were specifically relate to injury occurrence. The research findings identified a method for improving the existing hazard identification process. It is anticipated that such improvements can help to better correlate hazard management processes with the project outcomes for safety in future projects.

Performance measurement is a management tool that provides governments with oversight and accountability for departments and activities underneath the government’s jurisdiction. It also allows governments to prioritize activities and pick between alternative strategies, using evidence-based decision-making. Local governments in the United States are turning to performance measurement to increase transparency and accountability to their stakeholders, the citizens. Yet, as performance measurement grows in popularity, the focus shifts from action-oriented analysis of measures to rote reporting. This paper examines the reasons why and explores solutions to the problem. / text