Chapter 6
1. Rappaport (1986)
2. Kaplan and Norton (1996). A balanced scorecard is often implemented as a tool to realize an enterprise’s strategy by means of BI tools. See chapter 3.
3. Look at Aswath Damodaran’s explanation, available at http://www.pages.stern.nyu.edu/~adamodar/New_Home_Page/lectures/eva.html
4. Surma (2008).
5. Weil (1998).
6. Kaplan and Norton (2004).
7. Carr (2003).
8. Carr (2003).
9. Thurow (1991).
10. Williams and Williams (2003).
11. Bach, Brecht, Hess, and Osterle (1996); Osterle, Winter, Back, and Brenner (2004).
12. All examples refer to the engineering methodology of business processes of PROMET BPR drawn up by St. Gallen University (PROMET, 1997).
13. Williams and Williams (2006).
14. O’Donnell, Arnott, and Gibson (2002).
15. Adelman and Moss (2000).
16. SAS (2000).
17. The indicator will be interpreted as a measure in the modeling of a data warehouse described in chapter 2.
18. Larose (2004).
19. This approach is in many cases pretty rational, but it increases the risk of an enterprise losing value.
20. These levels of support can be employed for any kind of business process.
21. Lech (2003), p. 51.
22. Hammer and Champy (2003).
23. See the management of business processes in chapter 3.
24. Williams and Williams (2003).
25. http://www.endowment-effect.behaviouralfinance.net
26. Shapiro and Varian (1998).
27. Lawrence (1999).
28. Davenport and Harris (2007).
29. Netflix is based on a very simple business model: A monthly subscription allows customers to rent an unlimited number of films without any extra costs as long as they return previously rented movies. Customers can contact the company only via its web page, and movies are delivered to the customers by mail. The secret of the spectacular success of this company consists of perfect operational use of two analytical applications. The first is Cinematch, which is an automatic system of movie recommendations, which on the basis of a given customer’s rental history and analysis of rentals of similar customers generates a list of recommended movies. Simultaneously, the system controls stock and does not display any unavailable items on the list of recommended movies. The second application was the algorithm“throttling,” which is supporting the Netflix business model. If a customer pays a fixed monthly fee and does not cover any delivery costs, the best customer is one who seldom rents movies. This algorithm involved deciding which customers will be served most effectively and prioritizes the order of deliveries in such a way that the most active customers (i.e., the least profitable ones) are served last (http://en.wikipedia.org/wiki/Netflix). However, eventually Netflix officially rejected this algorithm.