¿Predice la retribución diseñada a partir de la teoría de costes de transacción el rendimiento de la empresa y del equipo de ventas?

Transaction Cost Analysis provides an appealing framework for examining the role of salary versus incentive compensation because it identifies a set of theoretical constructs for determining the appropriate balance between these components. However, there is no evidence on the performance impact of a compensation plan designed on the theoretical basis of TCA. This work analyses this impact through a sample of 108 salesforces operating in Spain. We consider variables as difficulty of replacing salespeople, uncertainty, output variables adequacy to measure salesforce performance and salesforce size to verify the relationship between the compensation design and the company and salesforce performance. Our results permit us to state that the TCA framework is appropriate for determining the success of a compensation plan for salespeople, specifically regarding salesforce outcomes

The Landscape of Salesforce for Nonprofits: A Report on the Current Marketplace for Apps

Do you use Salesforce as a Constituent Relationship Management database at your organization, or are you considering it? Since it launched in 1999, more than 20,000 nonprofits have employed the cloud-based system, which is made available to them for free through the philanthropic Salesforce Foundation. What's the catch? Making such a powerful system work for the particular needs of a nonprofit isn't always straightforward. This report can tell you everything you need to know.What's in it? To learn more about the benefits and drawbacks of Salesforce, we interviewed nine prominent consultants specializing in implementing Salesforce for nonprofits along with several members of the Salesforce.com Foundation about what the platform does well, and what you'll want to add to it to suit your needs. We evaluated some of the constituent management packages built on top of Salesforce, including the Salesforce Foundation's Nonprofit Starter Pack, which is aimed at turning the sales automation platform into a tool for nonprofits. We also took a look at the universe of add-ons to the base Salesforce platform -- called "apps" because of Salesforce's online marketplace, the App Exchange -- to find out which might be useful to support a nonprofit's processes.The goal for this report was to break down misconceptions about the tool and to collect disparate information in one place to help you make informed decisions. Whether you're already using Salesforce, are thinking about adopting it, or have yet to even consider it, there's information here for you.What's more, we've included a directory of consultants or firms with experience working with nonprofits to implement Salesforce and the additional App Exchange modules that we cover in this report to make it easier for you to find the help you'll need

Channel strategy adaptation

Using transaction cost theory, considerable research in marketing has focused on the conditions under which firms would use direct or vertically integrated versus indirect or arms length channels of distribution. Data from the field, however, indicate that channel configurations are more varied and complex, with multiple channels and composite channels being just as common as direct and indirect channels. In an attempt to explain this variety, this paper revisits the influence on channel structure of another contending variable, namely environmental complexity. We explore the role and influence of its two components, namely volatility (stability) and heterogeneity (homogeneity). Our study of 139 firms in the healthcare industry reveals that firms facing highly volatile and customer concentrated environments tend to use direct channels, and firms facing highly stable and heterogeneous environments tend to use distribution channels. Intermediate forms such as composite channels and multiple channels were favored by firms facing combinations of the environment where the intensity of one component was high and the other low. In general, firms seem to first choose a business strategy to address their external environment, and then choose a channel strategy to support that business strategy. Firms did not always adapt by making structural changes. Under certain conditions, they simply reallocated channel functions within the same structure, thus virtually deriving all the benefits of a new structure without having to create one.marketing; channels of distribution;

Nonprofit Performance Management: Using Data to Measure and Improve Programs

Tracking and measuring data can give nonprofits a better understanding of the populations they serve and how they serve them. It can also help them identify areas they can improve to boost the reach and effectiveness of their programs. But many organizations struggle with the idea of using data.How do successful nonprofits go about the process of implementing their data practices? What software do they use? What are the obstacles they face, and how do they overcome them? To find out, we reached out to our network of experts and consultants for examples of organizations that were successfully using data to improve and direct their work, and narrowed their list of recommendations down to 10 nonprofits of different sizes, missions, and locations.We talked to staffers at each who were involved with data and analyzed the information we gathered for common themes, best practices, and any patterns that might be useful. We also asked them for advice for other organizations looking to replicate their successes and learn from their mistakes.From those 10 organizations, we chose seven for case studies about the different ways they were using data. This report is built around those case studies and the additional conversations we had

Improving Abstraction in Text Summarization

Abstractive text summarization aims to shorten long text documents into a human readable form that contains the most important facts from the original document. However, the level of actual abstraction as measured by novel phrases that do not appear in the source document remains low in existing approaches. We propose two techniques to improve the level of abstraction of generated summaries. First, we decompose the decoder into a contextual network that retrieves relevant parts of the source document, and a pretrained language model that incorporates prior knowledge about language generation. Second, we propose a novelty metric that is optimized directly through policy learning to encourage the generation of novel phrases. Our model achieves results comparable to state-of-the-art models, as determined by ROUGE scores and human evaluations, while achieving a significantly higher level of abstraction as measured by n-gram overlap with the source document

When is a problem a research problem?

Various definitions of and approaches to research and research problems are explored with numerous examples given. Guiding criteria for applied research are also discussed, along with potential pitfalls, the role of intuition in the process, and the qualities that are needed to make a good researcher.published or submitted for publicatio

FDI and the Availability of Dublin Office Space. ESRI Research Notes 2015/3/2

Foreign direct investment (FDI) is an important component of industrial policy in Ireland. Having pursued this policy for many years, Ireland is one of the most FDI-intensive economies in the OECD. The factors underpinning Ireland’s success in attracting FDI have been well documented and include EU membership, native English-speaking, low corporate tax rate, young and skilled labour force and demonstration effects.2 A recent policy statement on FDI identifies the role of cities as becoming increasingly important in FDI flows and cites the attractiveness of Dublin as a key determinant in Ireland’s overall FDI performance (Department of Jobs, Enterprise and Innovation, 2014)

What are Some Retention Strategies that Sales Organizations in Various Industries Have Been Using to Retain Sales Reps Aside from Compensation?

[Excerpt] Management of sales organization views sales force retention as a critical objective. The total costs associated with the quit decision of a single salesperson (recruiting, training and opportunity costs of lost sales from unmanned positions) is in the $50,000-$75,000 range. Clearly, the adverse impact of salesforce turnover on both the profitability of the organization as well as the motivation level of the salesforce can be substantial. Therefore, it is urgent as well as crucial for sales organizations to develop retention strategies to incentivize sales representatives to stay with the company. The most crucial reason for voluntary turnover among salesforce is higher wages. Salary growth effects on turnover were greatest for high performers, that is, high salary growth significantly reduced turnover for high performing employees. However, besides salary, there are still a wide range of other strategies that companies can adopt to retain the salesforce