Time Sharing at Leisure Facility Centres: Analysis of Sales Performance Indicators

Abstract Sealed bidding is the preferred method for selling stumpage in many areas of the South. Industry timber procurement managers are concerned with both the success rate and the amount of overbid when assessing bidding performance. Analysis of 56 sealed-bid timber sales establishes local norms for these performance indicators in a 14-county area of south Alabama and northwestern Florida. Bidding strategies are examined and categorized as must-win, strongly competitive, weakly competitive, and noncompetitive. Factors affecting bidding performance are discussed.

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Manipulating the Conditions of Training in Time-Sharing Performance

Human Factors The Journal of the Human Factors and Ergonomics Society ◽

10.1177/001872087701900607 ◽

1977 ◽

Vol 19 (6) ◽

pp. 583-593 ◽

Cited By ~ 23

Author(s):

Daniel Gopher ◽

Robert A. North

Keyword(s):

Dual Task ◽

Performance Indicators ◽

Reaction Time Task ◽

Tracking Task ◽

Time Sharing ◽

Single Task ◽

One Dimensional ◽

Performance Improvements ◽

Dual Task Performance ◽

Specific Skill

A one-dimensional compensatory tracking task and a digit-processing, reaction time task were combined to assess three aspects of training under time-sharing conditions: (1) manipulation of desired levels of dual-task performance: (2) training under equal and unequal task priorities: and (3) repeated sequencing of single/dual-task presentations. Six groups of 10 subjects each participated in the experiment. Larger performance improvements under time-sharing conditions were observed when desired performance indicators were computed relative to a dual-task rather than a single-task reference. Training under unequal task priorities revealed that tracking was more sensitive than the digit-processing task to priority differences. Tracking performance continued to improve during repeated single-task presentation, whereas digit processing improved only in the time-sharing conditions. These findings suggest that improvement on the tracking task is in the specific skill of tracking, while digit-processing improvement results from improved time-sharing ability.

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Improving B2B sales performance

Strategic Direction ◽

10.1108/sd-10-2021-0113 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Keyword(s):

Case Studies ◽

Performance Indicators ◽

Design Methodology ◽

Reading Time ◽

External Environment ◽

Sales Performance ◽

Internal Environment ◽

Content Type ◽

Pertinent Information ◽

Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms in the B2B context can improve sales performance through an emphasis on several key performance indicators. An approach that adapts to uncertainties within the external environment and considers internal environment factors and sales leadership will become better positioned to increase the ability of sellers and achieve desired sales outcomes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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