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Imagine that your Web site draws 10,000 visitors every month, and 100 visitors buy your product. If you want to increase sales, you can either raise the number of visitors coming to the site through inbound marketing, or you can make better use of the traf c you already have and focus on converting more visitors into buyers. The latter approach is often cheaper and easier than attracting more visitors, and it has the added bene t of raising satisfaction with your Web site and raising ROI on your advertising spend long into the future. Increasing the ef ciency of your Web site as a sales and marketing tool is often called Web site optimization or conversion optimization. This chapter explains how you can use Google Analytics data and voice-of-the-customer research to identify problem areas on your site and mount a successful optimization effort. It will also introduce Web site testing, a scienti c way to use data to educate design decisions.

rdlc pdf 417

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Bourdieu thus proposes a new model which includes both the mechanism of reproduction and that of change because these are connected to the same factors, albeit to different extents It is not my intention to conduct a critique of Bourdieu s theory here I merely emphasize a point to which I shall shortly relate the ethnomethodological theory of practice Bourdieu theorizes an ontological complicity ((his expression) between mental structures and the objective structures of the social space In fact, social actors possessing the sense of the game have incorporated a set of practical schemes for the construction of reality mainly by dint of primary socialization agencies like the family and the school which reproduce social inequalities.

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and track, and they clearly tie to the strategic element of improving operational quality and ef ciency Another way to improve operational ef ciency is through the use of systems and improved service from information technology (IT) This is where an IT balanced scorecard at the subprocess level is critical to meet the balanced scorecard action of improved service from IT Later in this section, Exhibit 43 provides an example of an IT balanced scorecard A balanced scorecard action that ties to the third strategy road map element, increase customer satisfaction and retention, might be: Provide on-time warranty service personnel For example, customers might say they are willing to wait up to 15 additional minutes after the scheduled time of service If someone does not arrive within the 15 minutes, the metric would indicate that they were not on time, therefore impacting your customer satisfaction level.

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Imagine spending time, money, and resources to create new and improved processes, develop better technology and tool kits, but not institute a robust training effort to teach the organization how to use them Most companies have training in the human resources (HR) function, but this training is different from traditional competency training The knowledge management group will manage the transition to the new identity and train employees on how to utilize.

Bourdieu does not consider workplace practices; nor does he consider the secondary socialization undertaken by the professions or by communities of practitioners which are phenomena examined in subsequent chapters, but without assuming that mental structures and objective structures are mirror images of each other I now turn to the ethnomethodological theory of practice, emphasizing in particular that this tradition of social analysis envisages knowledge as a practical accomplishment; that is, it views knowledge as a situated doing The term ethnomethodology was introduced into sociology by Harold Gar nkel in a study of jury deliberations.

If you are able to provide personnel to a customer location for warranty repair or service on time, your satisfaction levels will increase, and that in turn will drive customer retention Our nal example of a balanced scorecard action that ties to a strategic road map element is something that not all companies feel is important but is actually what differentiates great companies from good companies It falls under the fth strategic element, empower the organization, and involves the training and development of employees Having a balanced scorecard action to Provide the best training programs so our employees can be empowered, for example, goes a long way toward quicker decision making and employee-driven process improvements This action could have projects under it that detail the types of training necessary to allow the employees to be empowered For example, technical training empowers the employee to be a better service technician.

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His intention was to give de nition to a body of studies which paid the same attention to the most ordinary everyday activities as generally accorded to extraordinary ones, on the assumption that practices of explanation, and explanations themselves, are incarnated in each other: the activities whereby members produce and manage settings of organized everyday affairs are identical with member s procedures for making those settings accountable (Gar nkel, 1967: 1) Gar nkel has developed a new discipline.

Another project could be to train personnel on change acceleration program (CAP) and facilitation skills, which gives them tools to act in an empowered way..

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