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The purpose of this paper is to demonstrate and evaluate the prioritization and categorization method (PCM), which facilitates the active participation of process stakeholders (managers, owners, customers) in process assessments. Stakeholders evaluate processes in terms of effectiveness, efficiency and relevance against certain contextual business and industry factors. This collective evaluation serves as a foundation for the management decision-making process regarding process improvement and redesign.

The PCM is examined based on a case study at Ericsson. In total, 55 stakeholders, representing different organizational levels and functions, assessed eight core processes. Follow-up interviews and feedback after the evaluation sessions were collected for triangulation purpose.

The PCM helps Ericsson evaluate its processes within business context and industry environments. The results show that, to realize seamless end-to-end processes in the eight assessed processes, Ericsson has to make a greater effort to improve its process structures, governance and culture for fulfilling the needs of future business. Ericsson Steering Group is satisfied with the insights provided and has decided to train more stakeholders to use PCM.

This research is based on a single case within a specific organizational setting. The results may not be necessary generalizable to other business and industry settings. Organizations need to configure PCM in consideration of their own processes and business contingencies to explore and fulfil their process improvement purposes.

This paper presents a new context-aware, easy-to-use and holistic method for business process management (BPM), the PCM. The method requires the active engagement of stakeholders, it focusses on developing dynamic BPM capabilities and fully embeds organizational contingencies and contextual factors in the decision-making regarding BPM. This paper contributes a novel method to explorative BPM.

Vienna, Austria’s capital, is one of the most liveable cities worldwide and has undertaken various efforts to foster the attractiveness of walking. Although the share of walking in Vienna is already high, the city aims to further increase the level of walking trips, combined with the ambitious goal of 80 per cent of Eco mobility by the year 2025. In recent years walking has been integrated into different strategies and plans (such as Vienna’s smart City Framework Strategy, Urban Development Plan 2025 and Strategy Paper Pedestrian Traffic). In addition, the City of Vienna has instituted the Mobility Agency for Vienna with its own officers for walking and cycling. Infrastructure measures were complemented by strong communication activities. 2015 was declared as the ‘Year of Walking’, with a wide range of events, products and services to promote walking. To supplement these activities, a personalised travel planning campaign was integrated to encourage people to replace short car trips with active travel modes. The ‘Year of Walking’ 2015 campaign increased the awareness about the benefits of walking among citizens and improved Vienna’s image as a city suitable for walking. The latest modal split numbers and monitoring activities show the success of the integrated approach by an increase of walking trips. As walking has positive impacts on people’s health and the development of a healthier and more liveable urban environment, the City of Vienna is on the right path to foster a sustainable urban mobility lifestyle and quality of life for its citizens.

Retailers increasingly experiment with a wide variety of store elements; this chapter focuses on in-store marketing tactics and reports the results of 12 in-store experiments conducted in cooperation with different retail chains. Experiments 1–3 address in-store signage (digital, floor) and reveal that digital screens and signage can draw customers toward merchandise and deeper into shopping aisles. Experiments 4–6 explore the impact of the organization of a display (vertical, horizontal, diagonal, waterfall) and generally demonstrate the superiority of vertical organizations of merchandise. In Experiments 7–9, results pertaining to the location of a product in a store highlight the importance of placing merchandise at eye level. With Experiments 10 and 11, the authors reinforce the importance of retail atmospherics (scent, lighting). Finally, Experiment 12 explores product placement and other factors that can enhance the effectiveness of in-store merchandise demonstrations.