Electronic commerce strategic investment justification frameworks : an Australian perspective

Strategic use of information technology, especially electronic commerce, has been used by organisations throughout the world in a vast array of industries to gain a competitive industry. With growing interest in electronic commerce organisations are now developing a new range of electronic commerce applications. However, justification in allocating organisation resources does not always follow the more commonly accepted methods. This paper explores why organizations invest in electronic commerce applications and highlights several approaches to justification. Central to the work was to determine the underlying benefits of investing in Web applications. This paper examines various models and frameworks that can be used as a form of justification. A conclusion of this paper is a framework for the justification of web-based applications by utilizing the Delphi methodology.

A model for the implementation of strategic human resource management

This paper has been developed out of an action research project involving the Australian Taxation Office (ATO). One of the outcomes of this project was the development of a model for the implementation of Strategic Human Resource Management (SHRM) for the purpose of cultural change and/or alignment to business strategy.

The paper brings together many of the theories that have arisen in SHRM in the last decade or so, including theories around human capital, the resource-based view, HR configuration, HR architecture, vertical and horizontal fit, HR systems and HR roles.

A model to enable organisational cultural change using systemic strategic human resource management

Cultural change in organisations is both difficult to implement and hard to achieve. In this paper, theory from strategic human resource management, organisational cultural change, systemic thinking and practice, and punctuated equilibrium, is integrated in order to build a model for organisational culture change. Evidence is provided showing the capacity of the model to enable researchers and organisational change agents to improve the success of organisational cultural change programs.

A strategic approach to target marketing-choosing the preferred generic customer : a model of shareholder value performance

In recent years the contribution of the marketing function has changed and interest now centres on its contribution to a firm’s financial performance. The Marketing Science Institute in the USA has stated that it is the number one marketing issue facing corporate America. The Australian Marketing Institute is promoting a set of marketing metrics that will help Australian firms measure the function’s contribution to shareholder value creation. Much of the literature relates notions such as customer satisfaction and other marketing activities with a firm’s profit. A missing link appears to be the choice firms make in terms of which customer groups to target and the resultant impact on shareholder value performance. The generic customer groups comprise: existing customers, former customers and prospects. A review of the literature reveals that marketing costs and benefits vary across these groups. The challenge for management is to determine which group represents the best target and to allocate scarce marketing resources accordingly. The task is made even more challenging because the economic value of members within each group also varies and some product lines may be unprofitable and therefore, may not be worth pursuing. To generate superior shareholder value it may not simply be the case of acquiring the maximum number of new customers from any source but to find the appropriate mix of the generic customer groups and manage the individual customer relationships accordingly. This paper seeks to firstly summarise and review the recent literature on marketing and its relationship to shareholder value and secondly to propose a model for allocating marketing resources across generic customer groups in order to generate improved shareholder value performance. Importantly, the model not only covers increasing business with customers but also shedding customers or shedding the extent of business conducted with customers as means of generating shareholder value.

Strategic sport marketing

"Strategic Sport Marketing is a comprehensive text for sport management students as well as practising sport administrators. Integrating the unique product characteristics of sport with traditional marketing theory, it presents a strategic sport marketing model that recognises the diverse markets for sport: participants, sponsors, spectators at the event and lounge-room fans." "Case studies and sportviews selected from international sports and media illustrate the unique features of sport marketing. With detailed examples and step-by-step processes, Strategic Sport Marketing is a practical tool and theoretical guide to sport marketing internationally." "The second edition of this widely used text is fully revised and updated. It includes two new chapters: 'Customer satisfaction and service quality' by Linda van Leeuwen and 'Sport and the Internet' by Daniel Evans. There is also an increased focus on sponsorship and the role of services theory in the delivery of sport."

Indo-US strategic ties on the upswing

Strategic ties based on converging national interests shared perceptions of the evolving Asia-Pacific security environment are strengthening between India and USA. The sanctions imposed in response to IndiaEs 1998 nuclear tests were relaxed and military-to-military links were stored with the joining of India in US-led war on terror.

Evaluating a strategic approach to professional development through guided reflection

Research on quality in early childhood has consistently shown that staff are the cornerstone of excellence, and that staff training makes a difference to services provided to children and families. There is also a growing awareness of the importance of adopting a planned approach to career development and that this begins with self-assessment, and can be enhanced through the use of guided reflection with a mentor. The Early Childhood Consortium Victoria (ECCV) at The University of Melbourne, has developed a self-assessment manual (SAM) designed as a tool for early childhood practitioners to explore their work in a strategic way. It serves the dual purposes of assisting practitioners to address issues of service quality, as well as promoting individual professional development through reflective practice. SAM has now been piloted in a number of early childhood settings in Australia and this paper presents a formative evaluation of this work and discusses its potential for professional development planning.

Strategic review of enhancements and culture-based fisheries

Enhancements are interventions in the life cycle of common-pool aquatic resources. Enhancement technologies include culture-based fisheries, habitat modifications, fertilization, feeding and elimination of predators/competitors. Enhancements are estimated to yield about two million mt per year, mostly from culture-based fisheries in fresh waters where they account for some 20 percent of capture, or 10 percent of combined capture and culture production. Marine enhancements are still at an experimental stage, but some have reached commercial production. Enhancements use limited external feed and energy inputs, and can provide very high returns for labour and capital input. Moreover, enhancement initiatives can facilitate institutional change and a more active management of aquatic resources, leading to increased productivity, conservation and wider social benefits. Enhancements may help to maintain population abundance, community structure and ecosystem functioning in the face of heavy exploitation and/or environmental degradation. Negative environmental impacts may arise from ecological and genetic interactions between enhanced and wild stocks. Many enhancements have not realised their full potential because of a failure to address specific institutional, technological, management and research requirements emanating from two key characteristics. Firstly, enhancement involves investment in common-pool resources and can only be sustained under institutional arrangements that allow regulation of use and a flow of benefits to those who bear the costs of enhancement. Secondly, interventions are limited to certain aspects of the life cycle of stocks, and outcomes are strongly dependent on natural conditions beyond management control. Hence, management must be adapted to local conditions to be effective, and certain conditions may preclude successful enhancement altogether. Governments have a major role to play in facilitating enhancement initiatives through the establishment of conducive institutional arrangements, appropriate research support, and the management of environmental and other impacts on and from enhancements.