Critical-to-success factors (CSFs) have become essential elements to strategic planning and no business can achieve consistent success without effectively adopting them. To take full advantage of CSFs, however, an organization must first understand what they are and how they can be used to drive organizational initiatives and processes. Critical Su

A total system for business success, based on a 25-year study and testing of the most effective success factors for any business, from small to large. Includes practical action steps that, taken together, will lead to significant success increases for your business or organization.

Strategic Planning for Success offers you a pragmatic guide to the design and development of practical and pragmatic strategic thinking and organizational alignment that will yield high-impact results and measurably add value to you, your organization, your clients, and society. Unlike other books on the topic, this volume goes beyond simply detailing the tools and techniques of design and development by clearly showing how to align what you do with what will be most valuable to all stakeholders. Using this unique approach will yield extraordinary results adding measurable value that flows from individual performance accomplishment to organizational and societal contributions.

In Business Simplified, former business executive, Michel A. Bell demystifies business with simple, helpful ideas from his experience and research. Business is about people. The right people unified in the correct positions, headed in the proper direction to delight customers and create value for stakeholders. Straightforward, practical solutions from Michel's vast global business experience and research will enable cooperation, pinpoint suitable path to gain customers for life, and build shareholder value. Further insights to design and implement strategies for a competitive edge appear throughout the book. Michel cautions against so-called five-yearly strategic plans, which usually excludes tough choices - the essence of strategy - necessary to steer the entity to its mission.

You may wonder, “Why do we need ISO 50001 EnMS when we have already implemented ISO 14001 Environmental Management (EMS)?” Energy is part of an EMS. Energy is an aspect that is nonrenewable and a must for every organization to have. In ISO 14001 EMS, it is easy to focus on hazardous materials and aspects that have considerable risk in the workplace. Energy use can be easily overlooked, and even when it is considered for an objective and target (O&T), important questions such as what are the significant energy users (SEUs), what can we do to reduce their impact, and what are the variables that affect energy use are not answered. An ISO 50001 Energy Management System (EnMS) allows an organization to focus on reducing energy consumption through establishing a compelling energy policy, establishing legal and other requirements and ensuring that they are being met, and conducting a comprehensive energy review that identifies energy efficiencies, energy conservation efforts implemented, and O&Ts with energy action plans that, when achieved, moves the organization toward meeting its energy policy. For manufacturing companies, energy costs impact both the cost to produce the product and the product price. For government organizations, energy reduction is mandated by executive orders. Everyone benefits from reducing energy consumption, from the environment to the economic health of companies. ISO 50001 EnMS can be implemented by itself or with other ISO standards such as 9001, and 14001 or with OHSMS 18000. The choice is yours—–let’s make this a better place to live and work and with less cost.

Strategic Performance Management brings together the fields of strategic management, strategic management accounting and organizational behaviour, to analyse and improve the link between organizational strategy, systems of planning and control, and performance-driven behaviour. By assessing market conditions and customer expectations, and linking them to a solid operating plan, an organization can focus its resources on activities that produce the greatest return on investment. Strategic Performance Management teaches readers, whether business students or executives, how to avoid errors and counter ineffectiveness; it provides methods and techniques to implement strategic performance management and support organizations in their pursuit of more performance-driven behaviour and better performance. New to this edition: - New introductory chapter defining strategic performance management, its processes and its benefits - Revised chapter considering ICT architecture for strategic performance management systems - Revised and improved coverage of performance pay, strategic action plans, and barriers for implementing strategic performance management - Updated and revised case studies Strategic Performance Management is an ideal text for students on MBA programmes, or covering strategic performance management or management control on specialist postgraduate courses or final year undergraduate modules. It will also appeal to business executives keen to build a more successful, and more profitable, organization.

Inhaltsangabe:Abstract: Mobile payment (mPayment) can be understood as every payment where at least one participant applies mobile phone technology, thus, uses a mobile phone. But due to technological progress it seems reasonable to classify other devices like a Personal Digital Assistant (PDA) or devices with embedded Radio Frequency (RF) technology as mobile payment devices. However, mobile phones today clearly outnumber every other mobile payment device. Penetration rates are forecasted to reach almost 80% in Europe by 2005. The number of worldwide cellular subscribers is expected to pass one billion by 2003. By 2005 there will be more mobile phones worldwide than TVs, fixed line phones, and Personal Computers (PC). Driven by the increasing penetration and resulting business opportunities, numerous mPayment solutions have been offered by payment service providers, telcos, and financial institutions. The variety of applicable technologies, the possible linkage between the financial instruments, and the mPayment device combined with different payment scenarios offer a wide landscape of mPayment solutions. Besides technology, questions dealing with consumer expectations, factors thriving or inhibiting a widespread adoption, and with it related penetration strategies for payment service providers have to be carefully researched to develop a successful mPayment. Based on diverse motivations and influenced by recent technology development banks, telcos and start-up companies endeavour to build a successful mPayment that meets the expectations of consumers and merchants. The research question of this paper focuses on factors that can be identified as crucial to drive the success of mobile payment systems. Therefore, the first goal is to give an introduction to the mPayment landscape as a foundation for further research. The second goal is to derive key factors influencing the success of an mPayment from theoretical models and by reviewing related literature. The research concentrates on business to consumer (B2C) and consumer to consumer (C2C) payment on the European and United States (US) market. Neither cross border payments nor business to business (B2B) payments are described in this paper. Inhaltsverzeichnis:Table of Contents: CONTENTSI TABLE OF EXHIBITSIII TABLE OF CHARTSIV ABBREVIATIONSV 1.INTRODUCTION1 1.1Motivation1 1.2Goals of the study2 1.3Structure2 2.TRADITIONAL AND FIXED-LINE ONLINE PAYMENT METHODS4 2.1History of [...]