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The aim of this paper is to explore the role of Six Sigma performance measurement at both strategic and operational levels within call centres where the definition of Six Sigma is widened to include systems thinking constructs.

A two‐phase methodology is used involving two call centre cases within a call centre group. Phase 1 establishes the need for Six Sigma customer‐based measures in addition to internal performance measures and phase 2 studies the implementation of this wider set of Six Sigma performance measures.

The development and application of Six Sigma performance measures that cover both strategic and operational performance measures lead to a more sustainable approach to business improvement, rather than traditional call centre internal performance measures which may be misleading for the overall performance of the call centre.

The development of the strategic and operational, or double, DMAIC approach offers opportunities for developing wider applications in service contexts using customer‐orientated performance measures.

If call centres rely solely on internal performance measures, a misleading picture of call centre performance may be obtained. There is a need to apply Six Sigma to cover both strategic and operational performance measures.

A combined strategic and operational approach to Six Sigma has been developed which enables service‐based organisations (call centres) to develop sustainable business improvement.

Notes that, in the UK, there has been little empirical research undertaken to consider the effect of the commercial property tax (more commonly known as non‐domestic rates) on the level of openly negotiated market rents. Seeks, through the analysis of a large set of panel data obtained from the Investment Property Databank and the Valuation Office Agency, to develop econometric models which can measure the effect that an increase in non‐domestic rates has on commercial rents and ultimately the effective incidence of non‐domestic rates. Draws a number of conclusions, the most significant being that changes in rates bills prompt changes in commercial property rents in the opposite direction. Notes that this conclusion may, in the longer term, have an effect on the type and indeed the timing of government assistance to business occupiers through transitional relief schemes.

Inspectors visiting districts in connection with the Foreign Meat and Unsound Food Regulations have made detailed inquiries in certain instances in regard to local methods of administration of the Sale of Food and Drugs Acts. Special visits for this purpose have also been made to other districts where inquiry appeared to be specially called for. In the course of these inquiries it was found that in some instances the public analyst had made a report to his local authority on some special investigation which had been undertaken in the district respecting a particular article of food, but that copies of such report had not always reached the Board. During an inquiry in the county of Cheshire Dr. Coutts ascertained that the county analyst had made valuable reports in regard to butter and Cheshire cheese of which the Board were unaware. Reports of this nature are of much interest to this sub‐department, and it would be of advantage if local authorities would send to the Board copies of all special reports made by the public analyst.

This paper seeks to illustrate and explore strategic issues from the perspective of the research team in designing, delivering and monitoring an education programme for new technology based firms (NTBFs) which has been run successfully for the last two years by the Robert Gordon University. Findings from recent research, involving innovative NTBFs, have shown that these organisations may be struggling in a number of areas such as maintaining communication with their main customers and staff recruitment which relates to serious skill shortages. The model proposed in this paper of an effective management skills programme for NTBFs is one way forward in assisting owner/managers in developing and utilising their scarce resources effectively.

As market trends evolve and core business activities shift into new territories, there is a need for companies to facilitate a corresponding change in the skills base of the workforce. This paper reports the findings of a European Social Fund (ESF) Objective 4 project, which was carried out throughout 1998/1999. Fourteen innovative, technology‐based small and medium‐sized enterprises were interviewed with the aim of investigating the processes currently in place to aid in the establishment of a skilled workforce, and the extent to which future skill requirements were identified. The research methodology involved a series of semi‐structured interviews with owner‐managers, managing directors and other staff within the sample companies. The first interview, involving 20 companies, allowed general company information to be collected and interviewees were questioned about business planning and those factors considered to be of strategic importance. The second interview, involving 14 of the original 20 companies, investigated human resource issues in depth. Respondents provided information about staff recruitment, retention and training and the extent to which these issues were integrated into strategic plans. The study used Investors in People (IiP) guidelines to identify potential models of best practice and therefore to aid in the production of the research questionnaire. It was found that the majority of respondent companies did not use a sophisticated approach to identify current and future staffing needs. Recruitment and staff development were addressed as and when required, thereby catering for immediate operational needs. Only three of the 14 companies had formal training plans in place, which integrated human resource plans with long‐term strategic business plans. An earlier version of this paper was presented at the 23rd Institute for Small Business Affairs Policy and Research Conference, November 1999, Leeds, UK.

Examines the development of the Spanish non‐residential property market over the last 20 years and in particular since the Boyer reform of 1985. Explores the legal framework of property interests to demonstrate that the legal prerequisites of a mature market form are now in place. Places legal change in the context of economic pressures for the creation of a modern property investment market. Considers the professional support for transacting property and the nature of the urban planning regime as factors which constrain and mould property market activity, but which may ultimately be transformed by it. Presents market data which show that the Spanish market has experienced one turn of the property cycle in its modern form. Demonstrates that it has proved highly susceptible to extremes of under‐ and over‐supply, arguably owing to the combined influence of an extremely open market and underdeveloped information provision.

Technologies for the delivery of financial services, such as ATMs, home banking and other self‐service media, are having a profound impact on the design of retail banks' delivery systems. The results of an empirical study based on a probability sample survey of 117 US retail banks, in which the channels of delivery for typical banking products are investigated, are presented. Several of the basic assumptions of a conceptual framework depicting the relationships between service contents characteristics and service delivery channels are tested. Specifically, this article considers how banking services (transactions and enquiries) generally vary according to the type of delivery channel emphasised by the bank for its target market (industrialisation level) and according to the number (span) of delivery channels available to the customer. It also shows the relationship between these two key factors in delivery system design, industrialisation and span.

This chapter is concerned with exploring the various ways in which Pokémon Go complements or challenges family life. The chapter begins by explicating the multisided concept of play and the myriad definitions that surround this term. Having established the various way in which this phenomenon can improve the lives of those who engage in it – physically, emotionally and cognitively – we go on to consider how play has gradually shifted from public spaces and into designated playgrounds, and how this trend corresponds with children concurrently moving away from the streets and into their bedrooms. Following this, we explore the impact digital technologies are having on the practice of parenting, paying particular attention to video games as a significant facet of youth culture that is often associated with a range of negative connotations. Yet, video games are not intrinsically bad. As we outline, research on intergenerational play and joint-media engagement (JME) readily demonstrate the many benefits families can experience when these games are played together. What is missing from this developing body of work is the familial playing of locative games and the extent to which this practice adds contours to our understanding of this field. The chapter is, therefore, driven by the following research questions. First, why and how do families play Pokémon Go? This includes the different roles that family members adopt, alongside motivations for families playing this game, how the playing of this game complements the rhythms of family life and the extent to which this hybrid reality game (HRG) is suited to intergenerational play. Second, what impact does locative familial play have on families, collectively speaking, and regarding individual family members? Here, we are not just interested in whether this game allows families to bond and how this bonding process is experienced, but also whether the familial play of Pokémon Go provides families with any learning opportunities that might facilitate personal growth beyond the game. Third, what worries might parents have about the familial playing of Pokémon Go and to what extent does the locative aspect of this game reshape their apprehensions?