PROPOSAL FOR A STEP OF SELECTION SUPPORT OF BEST PRACTICES FOR THE PILOTING OF THE E-MARKETING PROJECTS

With 1.8 billion investments on the web in the first semester of 2008, being 14.7% of publicity investments , E-marketing is a discipline which is in the middle of media strategies. However, the evolutions of internet and of e-marketing tools have developed a discipline becoming increasingly complex to understand.Although there are still many different methods of piloting, essentially based on the measure via the discipline of the Web Analytics, it’s difficult today to predict e-marketing actions to set up to make fluctuate key performance indicators of web site and active e-marketing lever statistic auditing solution. However it is starting from these indicators that success is measured and that the profits of the online activities are maximized. Thus we propose through this article, a method of qualification of the Best Practices in order to assist the online marketers in the choice and the selection of those to improve the performance of a site and associated actions E-Marketing.e-Marketing, best practices, technological watch, innovative indicators, knowledge management, decision making.

The usage of balanced scorecard in evaluating the effectiveness of contractor performance appraisals in heavy oil operating unit of PT. CDE

This paper aims to evaluate the effectiveness of existing Contractor Performance Appraisal (PA) in Heavy Oil Operating Unit (HOOU) of PT CDE by using Balanced Scorecard (BSC) and to propose improvement to address the gaps associated with the PA process. PT CDE uses two types of appraisal that is conducted periodically; Contractor Safety Health Environment and Management (CSHEM), and Performance Appraisal Form F100.This evaluation finds that the current PA practice does not demonstrate contribution to HOOU’s performance especially in the Capital Stewardship performances targets in BSC 2013.The 2013 scores in HOOU’s BSC indicate that the appraisal F.100 results are only echoing the scores in BSC. Further study of BSC and Key Performance Indicators (KPI) for construction is recommended and additional application of assessment tool with leading indicators performance is required in complement to F.100. More over it is required for HOOU to develop a web based application for construction management.Those tools must be aligned with strategic goals of HOOU. This paper adds value to the existing body of knowledge and offers insights for practitioners and researchers

Old wine in new bottles? A preliminary exploration of management accounting in cloud computingbusiness models

This paper begins to explore how management accounting has evolved over recent years, with a particular focus on web and cloud business models. In recent years the web has developed to include social media, rich user interaction and businesses without ‘bricks and mortar’ and ‘high street shops’. In this context, this paper explores how management accounting techniques and/or practices are used to provide key decision-making information to businesses operating within this environment. The research here is based on an exploratory case study, which we call Web Accounting (WA). Using some constructs on general organisational change put forward by Dawson (2003), we interpret the process of change in the business and resulting changes in management accounting. Our preliminary results show that, at least in this case organisation, there has been a shift in focus to decision-relevant revenues. We also observed that key performance indicators are mainly non-financial, and are based on and driven by the increased focus on revenues. Additionally, WA inadvertently used some traditional management accounting techniques, albeit in a ‘new’ manner. Due to this paper’s exploratory nature, we cannot claim generalizability of results. However, given the novel nature of our findings and the lack of research to date on new business models and management accounting practices, we hope to encourage further research

Improving the reporting efficiency for Aboriginal Community Controlled Health Organisations: progress over a decade

This issues brief examines the evolution of the reporting requirements of Aboriginal Community Controlled Health Organisations (ACCHOs) over the last ten years, with a particular focus on programs funded by the Australian Government Department of Health (the Department). With one exception, the issues brief examines key initiatives implemented by the Department, up to the end of 2013, in an attempt to improve reporting arrangements for ACCHOs. It also examines the impacts of these changes on reporting efficiency. The exception is the Healthy for Life Program. The program is included here because it pioneered Continuous Quality Improvement and outcomes based reporting and as such influenced subsequent reporting developments. The key initiatives are: the Service Development and Reporting Framework (SDRF) (2005 to 2011); the Healthy for Life program (2005 and continuing); the Indigenous and Rural Health Division (formerly Office for Aboriginal and Torres Strait Islander Health) Risk Assessment Process (2008 to 2013); developments in Information Technology and Information Management, with a particular focus on the OCHREStreams web-based reporting tool (2011 and continuing); and a multi-year funding agreement (2011 and continuing). These initiatives have brought about some significant improvements in reporting efficiency, including: standardisation of reporting requirements across several programs under the SDRF, with a consequent reduction in reporting complexity and effort and adoption of a more strategic cross-program approach to planning and reporting; a shift to outcomes based planning and reporting as part of a continuous quality improvement cycle, and an increase in the data management skills and systems needed to support continuous quality improvement; progressive move to independent risk assessment that focused primarily on governance and financial management, which has driven improvements in the quality of financial reporting; the development and roll-out of a web-based reporting tool that allows ACCHOs to submit organisational and service activity data, as well as data for national Key Performance Indicators; and further standardisation of reporting requirements under the Department’s multi-year funding agreement. Despite these improvements, ACCHOs still face a complex and resource intensive reporting load. Current reporting requirements are discussed in some detail, along with a range of possible improvements that could be made with the aim of avoiding unnecessary reporting yet maintaining information flows for policy and programme design implementation and review supporting the accountability requirements of public funds and supports continuous quality improvement in the sector. These include: working with other funders, particularly the states, to coordinate and standardise reporting requirements, with a possible extension of OCHREStreams to enable it to be used by states for some aspects of reporting; reviewing the extensive data reporting-related requirements with a view to removing those that are of least value to the Commonwealth and the sector; and where formal accountability requirements permit, moving progressively away from reporting on inputs and throughputs in favour of outcomes-based reporting, with possible use of targets and benchmarks to enable organisations to track performance. The identified improvements provide a framework for continuing to work towards maximising reporting efficiency which will help to address a range of strategic outcomes including the Aboriginal and Torres Strait Islander Health Plan (2013–2023) priorities. It should be noted that whilst this issues brief references only arrangements until the end of 2013, there have been considerable reporting changes and initiatives since that time

Catalog of Approaches to Impact Measurement: Assessing Social Impact in Private Ventures

To inform action impact investors could take to measure impact in a coordinated manner, The Rockefeller Foundation commissioned the study of impact assessment approaches presented here.It is natural to hope to find a single, turnkey solution that can address all measurement needs. In this study we conducted a survey of impact investors and complemented it with seven years of experience in the field of impact investing to discover what these investors want from impact measurement, and conducted in-depth interviews with over twenty entities that have developed and implemented approaches to measuring impact. Our survey of existing approaches was thorough but surely is not comprehensive; however the approaches are a good representation of the current state of play. What we found is that there is not one single measurement answer. Instead the answer depends on what solution is most appropriate for a particular investor's "impact profile" defined as the investor's level of risk tolerance and desired financial return, the particular sector in which the investor operates, geography, and credibility level of information about impact that the investor requires

Driving continuous improvement

The quality of improvement depends on the quality of leading and lagging performance indicators. For this reason, several tools, such as process mapping, cause and effect analysis and FMEA, need to be used in an integrated way with performance measurement models, such as balanced scorecard, integrated performance measurement system, performance prism and so on. However, in our experience, this alone is not quite enough due to the amount of effort required to monitor performance indicators at operational levels. The authors find that IT support is key to the successful implementation of performance measurement-driven continuous improvement schemes

Community Development Evaluation Storymap and Legend

Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants

Breakthroughs in Shared Measurement and Social Impact

A surprising new breakthrough is emerging in the social sector: A handful of innovative organizations have developed web-based systems for reporting the performance, measuring the outcomes, and coordinating the efforts of hundreds or even thousands of social enterprises within a field. These nascent efforts carry implications well beyond performance measurement, foreshadowing the possibility of profound changes in the vision and effectiveness of the entire nonprofit sector. This paper, based on six months of interviews and research by FSG Social Impact Advisors, examines twenty efforts to develop shared approaches to performance, outcome, or impact measurement across multiple organizations. The accompanying appendices include a short description of each system and four more in-depth case studies

Using patient-reported measures to drive change in healthcare: the experience of the digital, continuous and systematic PREMs observatory in Italy

BACKGROUND: The use of Patient Reported Experience Measures (PREMs) has great potential in healthcare service improvement, but a limited use. This paper presents an empirical case of PREMs innovation in Italy, to foster patient data use up to the ward level, by keeping strengths and addressing weaknesses of previous PREMs survey experiences. The paper reports key lessons learned in this ongoing experience of action research, directly involving practitioners. METHODS: The aim of this paper is to present the results of an ongoing action research, encompassing the innovation of PREMs collection, reporting and use, currently adopted by 21 hospitals of two Italian regions. The continuous and systematic PREMs collection has been implemented between 2017 and 2019 and includes: a continuous web-based administration, using web-services; an augmented and positive questionnaire matching standard closed-ended questions with narrative sections; the inclusion and benchmarking of patient data within a shared performance evaluation system; public disclosure of aggregated anonymized data; a multi-level and real-time web-platform for reporting PREMs to professionals. The action research was carried out with practitioners in a real-life and complex context. The authors used multiple data sources and methods: observations, feedback of practitioners, collected during several workshops and meetings, and analysis of preliminary data on the survey implementation. RESULTS: A continuous and systematic PREMs observatory was developed and adopted in two Italian regions. PREMs participation and response rates tend to increase over time, reaching stable percentages after the first months. Narrative feedback provide a 'positive narration' of episodes and behaviours that made the difference to patients and can inform quality improvement actions. Real-time reporting of quantitative and qualitative data is enabling a gratifying process of service improvement and people management at all the hospitals' levels. CONCLUSIONS: The PREMs presented in this paper has been recognized by healthcare professionals and managers as a strategic and positive tool for improving an actual use of PREMs at system and ward levels, by measuring and highlighting positive deviances, such as compassionate behaviours