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Article
Publication date: 1 February 2000

Peter C. Verhoef, Janny C. Hoekstra and Marcel van Aalst

Radio is becoming increasingly popular as an advertising medium. At the same time, more and more companies are integrating direct marketing in their communication strategies…

3663

Abstract

Radio is becoming increasingly popular as an advertising medium. At the same time, more and more companies are integrating direct marketing in their communication strategies. Considers the influence of the day of the week, the time of the day, the position of an ad in the commercial break, the length of the commercial break and the type of the preceding program on two effectiveness measures: responses per rating point and responses per cost using a field experiment. A total of 111 commercial spots, covering two campaigns, were broadcast on two radio stations in The Netherlands. Tobit analysis is used to test the influence of the different variables. The most effective direct response radio commercials are those broadcast on Monday, Tuesday and Wednesday and those broadcast between 2.00 p.m. and 4.00 p.m.

Details

European Journal of Marketing, vol. 34 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 September 2006

Roger Atsa Etoundi, Marcel Fouda Ndjodo, Marthe Aurellie Monessa and Erick Patrick Zobo

In the field of information systems, workflow modelling has attracted a lot of researchers. Most works in the domain do not take into consideration the concrete execution of…

2024

Abstract

Purpose

In the field of information systems, workflow modelling has attracted a lot of researchers. Most works in the domain do not take into consideration the concrete execution of resulting workflows. This failure puts beside the time and resource concepts. The aim of this paper is to develop a model that allows to deal with the execution of workflows based on the constraints of the resources.

Design/methodology/approach

Based on the domain engineering approach, one describes models of a business processes, and resources in an incremental manner. At each step of the modelling, one defines some requirements for the validation of the models.

Findings

The formalization gives the core features that are suitable to deal with the organisational aspect of business process management. These features are generic as they can be extended to capture the representation of various stages in the resource and business process management.

Research limitations/implications

This paper does not deal with the concrete assignment of tasks to resources, and does not show how these features can be refined in order to model real world business processes. This work can be extended by defining some case studies, developing a supporting tool and carrying analysis.

Practical implications

By applying these models in daily work, enterprises will improve their productivity and deal with the competitive pressure of the network economy.

Originality/value

This paper defines an ontological framework for the business process, resource and correctness of a workflow within an enterprise that may be used by enterprise managers in the delivery of goods and services.

Details

Business Process Management Journal, vol. 12 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 10 July 2018

Simon Kratzer, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht and Michael zur Muehlen

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes…

Abstract

Purpose

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.

Design/methodology/approach

The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.

Findings

CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.

Originality/value

This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

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