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Advice for Marketing Executives During Tough Times

Marshall Goldsmith

Here are her ideas and reflections: Chief Marketing Officers (CMOs) are usually under pressure because most organizations see marketing as a cost center and are not aware of how it is contributing to the bottom line. For an insider's perspective, I've asked Susanne Lyons, former CMO at Visa and Charles Schwab, to answer your question.

Advice 107
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The Most Successful Brands Focus on Users — Not Buyers

Harvard Business Review

Purchase brands try to shape what people think about the brand along the path to purchase; usage brands influence how people experience the brand at every touchpoint. Usage brands, by contrast, elevate customer service and loyalty from resource-starved cost-centers to key drivers of growth and profitability.

Brand 8
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A Case for Why Health Systems Should Partner with Pharmacies

Harvard Business Review

So it’s not surprising that pharmacists have the greatest positive influence , compared with other health professionals, on patients’ medication adherence. As providers increasingly participate in value-based purchasing arrangements, what used to be profit centers have become cost centers.

System 8
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There Are 4 Futures for CMOs (Some Better Than Others)

Harvard Business Review

Down: CMOs lose influence and authority. CMOs need to define a broader vision for marketing as the orchestrator of the customer experience and prove that marketing is not a cost center but a revenue generator. When the CEO and CMO aren’t well aligned , CMOs face less promising paths.

CEO 8
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Charlie Ackerman on Winning A World in Flux

HR Digest

Our BRGs are voluntary and are typically developed by associates who want to drive and influence our workplace culture. This will help continue to dispel the perception that HR is a cost center or soft skill-based function and demonstrate how data-driven HR can directly impact the bottom line. .

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How Cloud Computing Is Changing Management

Harvard Business Review

“It’s already changing organizations, by moving IT from a cost center to something with a place at the table in a lot of different meetings,” said Chris Jackson, head of cloud platforms at Pearson, a global learning company. “With the cloud, we can replicate processes more quickly,” he said.

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Future of HR: The Transition to Performance Advisor

LDRLB

HR is an enigmatic profession, as the authors write, “the sad reality is—even in today’s enlightened age of recognizing the value of people to the business—too many top executives still view HR as a non-strategic cost center instead of a core, profit-contributing function.” I was provided with an advance copy of this report to review.

Ulrich 137