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I need this document for a project on the Techniques of segment performance evaluation. Please help me with the same.

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techniques of segment performance evaluation

Abstract

To achieve really integrated systems allowing services and coverage provision from both terrestrial and satellite segments the identification of suitable intersegment handover (ISHO) procedure represents one of the most critical and crucial issues. The paper aims at analyzing some ISHO procedures and to evaluate their performance for different system configurations utilizing a dynamic constellation simulator in the time domain. On the basis of the above procedures, aiming at optimizing resources, a new procedure is proposed and analyzed. For each procedure execution delay and the delay complementary cumulative distribution have been evaluated for different constellation geometry. Finally, a performance comparison among the various procedures is be presented.

Business segment analysis helps break down results to determine which areas are most profitable and which are lagging behind expectations. Doing so effectively requires a focused approach that evaluates each segment in relation to its own objectives, rather than having universal goals for each. This helps a business develop a strategic vision that takes more than short-term profit potential into account.

Set Goals
To evaluate business unit performances, you need a framework for what’s expected. Setting SMART goals – specific, measurable, attainable, relevant and time-bound – documents the evaluation standards for each business segment. Established segments can have objectives based on previous years’ outcomes, while newer units may take their standards from similar efforts within the company or from industry best practices. Hold managers responsible for meeting these objectives.

Balanced Scorecard Benefits
The balanced scorecard approach evaluates business units based on four perspectives: financial, internal business process, customer relations, and learning and growth. The benefit of the balanced scorecard is that it keeps the focus from relying on short-term financial measures that can blind a company to the long-term value of a particular segment. It also can help a small business that might otherwise be impatient with new lines of business keep from abandoning a strategy too quickly. If a unit is succeeding in every objective except sales figures, its performance on the balanced scorecard may suggest the solution is a different marketing strategy rather than dissolution.