Sam Aborne (He-His-Ally)

As channel partners increase in importance to high-tech companies, the need for effective partner incentives is growing.

In fact, when channel executives look to increase the effectiveness of their organizations, incentives for the indirect channel are a rich target. Most high-tech companies have significant opportunities to improve indirect channel incentives to drive sustainable growth, reduce overspend and enhance overall channel satisfaction. However, doing so is not easy. As… Show more

As channel partners increase in importance to high-tech companies, the need for effective partner incentives is growing.

In fact, when channel executives look to increase the effectiveness of their organizations, incentives for the indirect channel are a rich target. Most high-tech companies have significant opportunities to improve indirect channel incentives to drive sustainable growth, reduce overspend and enhance overall channel satisfaction. However, doing so is not easy. As investment levels grow, programs get more complicated and overhead continues to rise. Complicating matters, most companies lack dedicated resources for conducting the analysis required to identify areas that are a drag on incentive return on investment (ROI).
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This thesis traces the evolution of the Malcolm Baldrige National Quality Award to give quality professionals a better understanding of the rationale behind the criteria for excellence in greater context. Providing quality professionals this context positions them to better explain its relevance to their role in the work place. Lacking this context, quality professionals may struggle to explain how the criterion is relevant to their organizations.

This study focuses on nomenclature used… Show more

This thesis traces the evolution of the Malcolm Baldrige National Quality Award to give quality professionals a better understanding of the rationale behind the criteria for excellence in greater context. Providing quality professionals this context positions them to better explain its relevance to their role in the work place. Lacking this context, quality professionals may struggle to explain how the criterion is relevant to their organizations.

This study focuses on nomenclature used to describe individual values in scales at the category level and describes the evolution over time. This descriptive study shows the diminished emphasis on product and process quality, and the shift to business performance, which appears contrary to the award’s original intent. The paper ends with a recommendation to tie criteria changes to meaningful business practices through leadership in order to guide quality professionals as they seek to apply the criteria to their organization’s performance. Show less