The Experts below are selected from a list of 57837 Experts worldwide ranked by ideXlab platform
Stanislav Karapetrovic - One of the best experts on this subject based on the ideXlab platform.
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Sustainable development indicators for the transmission system of an electric utility
Corporate Social Responsibility and Environmental Management, 2007Co-Authors: Cory Searcy, Daryl Mccartney, Stanislav KarapetrovicAbstract:This paper presents a system of sustainable development indicators for the transmission system of a Canadian electric utility. The indicators were developed based on extensive consultations with internal experts at the case utility and external experts in the field of sustainable development indicators. A total of 98 indicators were incorporated into the system, with 70 being developed as a part of this Process and 28 representing indicators previously developed by the company. Recognizing the difficulty of working with nearly 100 unstructured measures, four techniques were used to increase the utility of the indicators: (1) the indicators were clustered around eight key priority areas, (2) the indicators were organized according to a hierarchical approach linked to the Business Planning Process, (3) the Process of integrating the indicators with existing corporate initiatives was staggered over time and (4) a tiered aggregate was developed. The Process of developing the indicators is discussed, with key lessons learned emphasized throughout the paper. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.
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Designing sustainable development indicators: analysis for a case utility
Measuring Business Excellence, 2005Co-Authors: Cory Searcy, Stanislav Karapetrovic, Daryl MccartneyAbstract:Purpose – The purpose of this paper is to present and analyze a case study on the design of a system of sustainable development indicators for an electric utility.Design/methodology/approach – The case study is based on collaboration with an electric utility and consultation with external experts. A six‐step Process was used to create the indicators: conduct a needs assessment; conduct Process Planning; develop a draft set of indicators; test and adjust the indicators; implement the indicators; and review and improve the indicators.Findings – The case study demonstrates how existing projects impact the Process of developing indicators. It highlights that any system of indicators must be linked to the Business Planning Process. It shows how this may be accomplished through a design based on a hierarchical approach that also illustrates linkages between the indicators and incorporates existing measures.Research limitations/implications – The first three steps of the indicator design Process have been comple...
Patrick Tierney - One of the best experts on this subject based on the ideXlab platform.
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Recreation, Event, and Tourism Businesses: Start-Up and Sustainable Operations
2008Co-Authors: Robert E. Pfister, Patrick TierneyAbstract:Chapter 1. Your Commercial Recreation, Event, and Tourism Business Adventure Chapter 2. Entrepreneurship and the Business Planning Process Chapter 3. Business Concept: Products and Services Chapter 4. Retail, Other Profit Centers, and Facilities Chapter 5. Market Analysis, Target Markets, and Competitive Analysis Chapter 6. Marketing, Promotions, and Communications Chapter 7. Management, Leadership, and Team Building Chapter 8. Service Quality Management and Customer Loyalty Chapter 9. Ethics, Environmental Management, and Sustainability Chapter 10. Protecting Your Assets: Liability and Risk Management Chapter 11. Financial Planning and Analysis Chapter 12. Completing and Implementing the Business Plan Chapter 13. Preparing for a Career in Commercial Recreation, Events, and Tourism.
Daryl Mccartney - One of the best experts on this subject based on the ideXlab platform.
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Sustainable development indicators for the transmission system of an electric utility
Corporate Social Responsibility and Environmental Management, 2007Co-Authors: Cory Searcy, Daryl Mccartney, Stanislav KarapetrovicAbstract:This paper presents a system of sustainable development indicators for the transmission system of a Canadian electric utility. The indicators were developed based on extensive consultations with internal experts at the case utility and external experts in the field of sustainable development indicators. A total of 98 indicators were incorporated into the system, with 70 being developed as a part of this Process and 28 representing indicators previously developed by the company. Recognizing the difficulty of working with nearly 100 unstructured measures, four techniques were used to increase the utility of the indicators: (1) the indicators were clustered around eight key priority areas, (2) the indicators were organized according to a hierarchical approach linked to the Business Planning Process, (3) the Process of integrating the indicators with existing corporate initiatives was staggered over time and (4) a tiered aggregate was developed. The Process of developing the indicators is discussed, with key lessons learned emphasized throughout the paper. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.
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Designing sustainable development indicators: analysis for a case utility
Measuring Business Excellence, 2005Co-Authors: Cory Searcy, Stanislav Karapetrovic, Daryl MccartneyAbstract:Purpose – The purpose of this paper is to present and analyze a case study on the design of a system of sustainable development indicators for an electric utility.Design/methodology/approach – The case study is based on collaboration with an electric utility and consultation with external experts. A six‐step Process was used to create the indicators: conduct a needs assessment; conduct Process Planning; develop a draft set of indicators; test and adjust the indicators; implement the indicators; and review and improve the indicators.Findings – The case study demonstrates how existing projects impact the Process of developing indicators. It highlights that any system of indicators must be linked to the Business Planning Process. It shows how this may be accomplished through a design based on a hierarchical approach that also illustrates linkages between the indicators and incorporates existing measures.Research limitations/implications – The first three steps of the indicator design Process have been comple...
Cory Searcy - One of the best experts on this subject based on the ideXlab platform.
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Sustainable development indicators for the transmission system of an electric utility
Corporate Social Responsibility and Environmental Management, 2007Co-Authors: Cory Searcy, Daryl Mccartney, Stanislav KarapetrovicAbstract:This paper presents a system of sustainable development indicators for the transmission system of a Canadian electric utility. The indicators were developed based on extensive consultations with internal experts at the case utility and external experts in the field of sustainable development indicators. A total of 98 indicators were incorporated into the system, with 70 being developed as a part of this Process and 28 representing indicators previously developed by the company. Recognizing the difficulty of working with nearly 100 unstructured measures, four techniques were used to increase the utility of the indicators: (1) the indicators were clustered around eight key priority areas, (2) the indicators were organized according to a hierarchical approach linked to the Business Planning Process, (3) the Process of integrating the indicators with existing corporate initiatives was staggered over time and (4) a tiered aggregate was developed. The Process of developing the indicators is discussed, with key lessons learned emphasized throughout the paper. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.
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Designing sustainable development indicators: analysis for a case utility
Measuring Business Excellence, 2005Co-Authors: Cory Searcy, Stanislav Karapetrovic, Daryl MccartneyAbstract:Purpose – The purpose of this paper is to present and analyze a case study on the design of a system of sustainable development indicators for an electric utility.Design/methodology/approach – The case study is based on collaboration with an electric utility and consultation with external experts. A six‐step Process was used to create the indicators: conduct a needs assessment; conduct Process Planning; develop a draft set of indicators; test and adjust the indicators; implement the indicators; and review and improve the indicators.Findings – The case study demonstrates how existing projects impact the Process of developing indicators. It highlights that any system of indicators must be linked to the Business Planning Process. It shows how this may be accomplished through a design based on a hierarchical approach that also illustrates linkages between the indicators and incorporates existing measures.Research limitations/implications – The first three steps of the indicator design Process have been comple...
J. Robert Rossman - One of the best experts on this subject based on the ideXlab platform.
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Recreation, Event, and Tourism Businesses, Start-up and Sustainable Operations. Robert E. Pfister and Patrick T. Tierney
Journal of Leisure Research, 2010Co-Authors: J. Robert RossmanAbstract:Recreation, Event, and Tourism Businesses, Start-up and Sustainable Operations. Robert E. Pfister and Patrick T. Tierney. Human Kinetics, Champaign, IL, (2009).Authors Robert Pfister and Patrick Tierney provide an additional choice of books for use in commercial recreation courses. As such their volume would likely be considered for adoption and compared with Financial Resource Management by Brayley and McLean and Introduction to (Commercial Recreation and Tourism by Crossley, Jamieson, and Brayley. The new book definitely offers a choice of approach for a commercial recreation course.In the preface the authors' stake out their intended goal for the book: "We believe there is a need for a more comprehensive, advanced textbook on commercial recreation, event, and tourism Businesses; how this industry works; and how companies in it are started, operated, and managed." The book opens with an interesting anecdote about a trip that illustrates the seamless integration, from a consumer's standpoint, of all three types of leisure service providers-government, not-for-profit, and commercial. Throughout the opening chapter the authors discuss and illustrate how these three service providers are integrated and provide a model of the recreation, event, and tourism industry.An acronym introduced early in the book is the notion of a RET, a recreation, event or tourism focused Business. It is also made clear that the instruction provided in the text is intended to help students develop a Business plan for beginning a RKT Business that will be sustainable within the first three to five years of operation. The authors have focused the book on preparing entrepreneurs and managers for small and medium companies of one to fifty employees. There is no pretense about preparing CEOs for Disney. 1 believe the writing level and concepts discussed in the book make it most appropriate for upper division courses. Throughout the book the authors do a good job of discussing theory, following this with clear explanations about why the theory is useful to starting and sustaining a RKT Business, providing "how to" information about its practical use, and writing in a manner that supports and encourages students in using the knowledge to start, operate, and manage a RKT Business.In my view, the chapter on management, Chapter 7, is the weakest in the book. Unlike other chapters, it is conceptual and definitional; lacking an application perspective and active learning modality that is typical of the majority of the rest of the book. Chapters 4, 5, and 6, include material about the various revenue streams used by RET enterprises to earn their income and how these small organizations market and advertise; all excellent, instructive chapters that will motivate and prepare your students well. 1 believe Chapter 8, where service quality and developing customer loyalty are discussed, is the best chapter in the book. In this chapter, differences about making goods, delivering services, and staging experiences are made clear along with how operations for producing each of these differ. Environmental management, i.e. operating a "green" company, and risk management are discussed in Chapters 9 and 10, both are also excellent chapters.The two hundred and eighty-five page book contains thirteen chapters organized into five sections. Part I, Preparation, includes chapters on the overall organization and relationship of RETs to the leisure service industry as well as a chapter on entrepreneurship and the Business Planning Process. …
