China
Africa
Explore chapters and articles related to this topic
Alignment Considerations
Published in H. James Harrington, Frank Voehl, The Organizational Alignment Handbook, 2011
H. James Harrington, Frank Voehl
Results are the outcomes an organization produces as a function of the activities and behaviors performed. They can be measured in a variety of ways: financial indicators, product and service measures, customer retention rates, sales measures, employee and customer attitude surveys, measures of market share, and so forth. The way an organization chooses to measure its performance determines its ability to stay on track—to evaluate its progress against values and strategic goals.The stock market’s myopic focus on this quarter’s earnings thus penalizes those firms that are currently investing heavily in their people, relative to others.—Laurie Bassi and Daniel McMurrer, Handbook of Business Strategy, 2005
Sales Management
Published in Titus De Silva, Integrating Business Management Processes, 2020
The sales process is a set of distinct stages that follow interactions with prospects from their first point of contact with the business through to a closure and delivery (Pipeliner, 2013). The stages are represented in Figure 10.1.
The impact of supply chain quality management practices and knowledge transfer on organisational performance: an empirical investigation from China
Published in International Journal of Logistics Research and Applications, 2018
Jiangtao Hong, Yibin Zhang, Mingxia Shi
Operational performance is a traditional construct which involves organisational operation management. It can be measured by organisational economic performance or financial performance (such as cost, profit, sales revenue, etc.), quality performance and marketing performance (such as market share, customer satisfaction, etc.) (Rungtusanatham 2000; Khanchanapong et al. 2014). Innovation performance