Process Capital as Strategic Success Factor: The Lufthansa Example

2010 ◽  
pp. 57-72 ◽  
Author(s):  
Markus Brenner ◽  
André Coners
Keyword(s):  
Success Factor ◽  
Strategic Success

Integrated Product and Tool Development

2015 ◽  
Vol 794 ◽  
pp. 524-531
Author(s):  
Jan Kantelberg ◽  
Abassin Aryobsei ◽  
Stefan Rudolf ◽  
Günther Schuh
Keyword(s):  
Critical Path ◽  
Success Factor ◽  
Tool Development ◽  
Key Factors ◽  
Design Decisions ◽  
Time To Market ◽  
Serial Production ◽  
Product Features ◽  
Process Chains ◽  
Strategic Success

Rising cost pressure and the trend of extensive product customization lead to a situation in which the management of interfaces between different areas of process chains is a substantial strategic success factor. Since tooling is commonly placed as an element on the critical path between product development and serial production, the design and management of this interface has a significant impact on the key factors time-to-market, quality and costs. Based on the presented motivation, this paper provides a methodology to estimate the effects of product design decisions on the necessary tools regarding time, quality and costs. It is based on a systematic approach for the interaction of product and tool parameters and focuses on the effect and handling of external restrictions on product features.

Process Capital as Strategic Success Factor

2014 ◽  
pp. 133-152 ◽  
Author(s):  
Markus Brenner ◽  
André Coners ◽  
Benjamin Matthies
Keyword(s):  
Success Factor ◽  
Strategic Success

Service experience in hospitality firms from a network perspective

2019 ◽  
Vol 9 (3) ◽  
pp. 375-395
Author(s):  
Thais González-Torres ◽  
Eva Pelechano-Barahona ◽  
Fernando Enrique García-Muiña
Keyword(s):  
Significant Contribution ◽  
Success Factor ◽  
Service Experience ◽  
Subjective Perceptions ◽  
Multiple Partners ◽  
Complete Set ◽  
Hospitality Firms ◽  
Strategic Success ◽  
Managerial Perspective

The aim of this conceptual article is to provide a better understanding of hospitality by designing a theoretical model capable of capturing the complexity of an assembled service provided by multiple agents, with a strong experiential component. The network approach allows us to expand the traditional marketing approach to study the service experience – based on the customer’s subjective perceptions – towards a strategic and managerial perspective by incorporating the necessity to collaborate with multiple partners. The study has been conducted as a systematic literature review. Thus, the main theoretical contributions are aimed at emphasizing the role of the service experience not simply as a key motivator of consumption, but also as a strategic success factor for hospitality firms. Another significant contribution is the consideration of the complete set of alliances of the hospitality firm, given its role as resource integrator.

Project management standards: strategic success factor for projects

2018 ◽  
Vol 11 (4) ◽  
pp. 372
Author(s):  
Felix Hübner ◽  
Rebekka Volk ◽  
Frank Schultmann
Keyword(s):  
Project Management ◽  
Success Factor ◽  
Management Standards ◽  
Strategic Success

Project management standards: strategic success factor for projects

2018 ◽  
Vol 11 (4) ◽  
pp. 372
Author(s):  
Frank Schultmann ◽  
Rebekka Volk ◽  
Felix Hübner
Keyword(s):  
Project Management ◽  
Success Factor ◽  
Management Standards ◽  
Strategic Success

Increasing the Penetration of Primary Angioplasty in Europe

2012 ◽  
Vol 8 (1) ◽  
pp. 60 ◽  
Author(s):  
Zuzana Kaifoszova ◽  
Petr Widimsky ◽  
◽  
Keyword(s):  
Myocardial Infarction ◽  
Acute Myocardial Infarction ◽  
Percutaneous Coronary Intervention ◽  
Treatment Guidelines ◽  
Coronary Intervention ◽  
Reperfusion Therapy ◽  
Success Factor ◽  
The Balkans ◽  
Life Saving ◽  
Percutaneous Coronary

Primary percutaneous coronary intervention (PPCI) is recommended by the European Society of Cardiology (ESC) treatment guidelines as the preferred treatment for ST-elevation acute myocardial infarction (STEMI) whenever it is available within 90–120 minutes of the first medical contact. A survey conducted in 2008 in 51 ESC countries found that the annual incidence of hospital admissions for acute myocardial infarction is around 1,900 patients per million population, with an incidence of STEMI of about 800 per million. It showed that STEMI patients’ access to reperfusion therapy and the use of PPCI or thrombolysis (TL) vary considerably between countries. Northern, western and central Europe already have well-developed PPCI services, offering PPCI to 60–90 % of all STEMI patients. Southern Europe and the Balkans are still predominantly using TL. Where this is the case, a higher proportion of patients are left without any reperfusion treatment. The survey concluded that a nationwide PPCI strategy results in more patients being offered reperfusion therapy. To address the inequalities in STEMI patients’ access to life-saving PPCI, and to support the implementation of the ESC STEMI treatment guidelines in Europe, the Stent for Life (SFL) Initiative was launched jointly by the European Association of Percutaneous Cardiovascular Interventions (EAPCI) and EuroPCR in 2008. National cardiac societies from Bulgaria, France, Greece, Serbia, Spain and Turkey signed the SFL Declaration at the ESC Congress in Barcelona in 2009. The aim of the SFL Initiative is to improve the delivery of, and STEMI patients’ access to, life-saving PPCI and thereby reduce mortality and morbidity. Currently, 10 national cardiac societies support the SFL Initiative in their respective countries. SFL national action programmes have been developed and are being implemented in several countries. The formation of regional PPCI networks involving emergency medical services, non-percutaneous coronary intervention hospitals and PPCI centres is considered to be a critical success factor in implementing PPCI services effectively. This article describes examples of how SFL countries are progressing in implementing their national programmes, thus increasing PPCI penetration in Europe.

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