Enhancing business performance with intelligent data visualization – Ideas from sport

Written by Adelina Chelniciuc on June 28, 2010. Posted in Articles, Operational performance

Data presentation and visualization solutions have increased in popularity in the recent years. Tremendous advancements in information technology and the wide adoption of the internet had a positive effect on communication, data interchange and visualization across networks, business and social communities.

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Healthcare performance measures at national level

Written by Denisa Călin on May 10, 2010. Posted in Around the world, Articles, Operational performance

The Agency for Healthcare Research and Quality (AHRQ) has issued the seventh annual report on the state of health care quality nationally, the National Healthcare Quality Report (NHQR) and the National Healthcare Disparities Report (NHDR).

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The roots of Marketing Performance Management – An investigation in the context of its emergence

Written by Adelina Chelniciuc on May 1, 2010. Posted in Articles, Operational performance

Literature reveals that the influence of Marketing on firm performance, especially on the bottom line, has been extensively explored, mainly from a resource-based view (RBV) perspective (Hooley et al. 2005; Fine 2009; Nath, Nachiappan & Ramanathan 2010). It seems natural to estimate that Marketing (no matter its forms: Market Research, Marketing mix etc.), as long as it generates sales, impacts in a positive manner the bottom line.

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Performance Management case study: Ford Pinto – business ethics and performance measurement

Written by Aurel Brudan on April 29, 2010. Posted in Articles, Operational performance

smartKPIs.com Performance Architect update 17/2010

Company

Ford Motor Company

Setting

In late 1960s, Ford was facing increasing competition from domestic carmakers and Japanese imports.

Mandate

In June 1967 Ford started planning a new model that would outdo the competition. Lee Iaccoca, Vice-President and head of production at the time championed the project that was meant to deliver what was nicknamed “Lee’s car”. lee formulated a set of performance indicators with specific targets to define the parameters of the new product: “The Pinto was not to weigh an ounce over 2,000 pounds and not cost a cent over $2,000” (Dowie, 1977).