Small and medium-sized enterprises (SMEs) haveparticular characteristics (such as limited resources, strong personal influence of the owner-manager etc.) that make the management of their operations and strategy different from those of large corporations. Oftentimes strategy is not that well-articulated, processes are not that configured and there are not so many standards and management procedures.
The latest IBM 2010 – Global CFO study, based on input from more than 1,900 Chief Financial Officers (CFOs) and senior Finance leaders worldwide brings new and valuable insights regarding the financial effectiveness and performance of organizations.
Marketing has been for some time one of the core organizational functions. Especially in today’s competitive global economy, the marketing capability is vital for success. As a result, Marketing Performance Management is gaining importance on marketers’ agendas, from both improvement and accountability perspectives.
In a context where marketing practitioners strive to measure the performance of their efforts, the search for new, innovative and simpler, measures that would not only lead to relevant results, but would also require less complex approaches, is of topicality. Introduced by Fred Reichheld (Ritson, 2009), the Net Promoter Score® (NPS) promises to be one of the most popular and employed approach to measuring performance in marketing.