Great Leadership By Dan

JUNE 18, 2019

Ruthless prioritization serves you—the CEO, the general manager, the team owner, the person on the hook for the P&L of your business. The reward is pricing power, loyalty, and enduring pride among employees. They’ve had to look at 100 good ideas and take 99 of them off the table in favor of the excellent one.

Brand 197

Brand P&L Delegation Loyalty 197

Harvard Business Review

MAY 25, 2018

P&L and brand groupings that optimized efficiency in the age of mass production and mass marketing often make it impossible for companies to nimbly react to consumer desires. Stop resting on comfortable assumptions about the strength of your brands, your customer loyalty scores, or current success.

Disintermediation 8

Disintermediation Mass Marketing Retail Brand 8

Harvard Business Review

AUGUST 5, 2014

They also outperform their peers across the entire customer lifecycle, are nine times more likely to enjoy superior customer loyalty, and a remarkable 23 times more likely to outperform less analytical peers on new-customer acquisition. That bottom line sensibility is crucial.

P&L 11

P&L Banking Marketing Call Center 11

Harvard Business Review

NOVEMBER 22, 2016

The financial services firm USAA prizes its relationships with customers and consistently earns the highest customer loyalty scores in the industry for both its U.S. banking and insurance businesses. The high level of trust affords USAA access to copious customer data that it uses to inform personalized cross-selling and upselling.

Insurance 8

Insurance P&L CRM Telecommunications 8

Strategy Driven

DECEMBER 2, 2019

In the business world, focusing strictly on a digital experience will eliminate customer loyalty and emotional connection to a brand. Even in this digital age, personal relationships are critical to building trust and loyalty with customers. However, a company’s biggest expense doesn’t show on a P&L, at least not directly.

Company 72

Company P&L Bottom-up Advertising 72

Harvard Business Review

FEBRUARY 18, 2011

By breaking down the geographic and psychological borders between subsidiaries and involving all of our senior managers in a regular, rigorous business analysis of each operation, we created a team that felt a sense of ownership not just of their P&L, but of the entire company. The agenda was always the same, and it was a marathon day.

P&L 15

P&L Globalization CFO Operations 15

Harvard Business Review

DECEMBER 19, 2016

Additionally, impractical and quickly outmoded high level P&L management can be supplanted by performance metrics that stress driving value for every critical part of the enterprise. Today’s organizational strategies call for small, manageable units focused solely on specific technologies, end markets, or geographical areas.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

NOVEMBER 22, 2017

Who has P&L authority? Citibank Asia, which has a strong customer loyalty position in most of its markets, decided to change its operating model to double down on customer relationships to counter locally based competitors. Aligning the big picture with the day-to-day. It includes accountabilities.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JULY 25, 2017

“But sometimes, the incremental financial value attributable to marketing derives from its ability to increase customer loyalty and reduce customer churn. The key is to remember that while marketing expenditures hit the P&L immediately, every dollar you spend today is building your brand as an asset for the future, Avery explains.

ROI 8

ROI Marketing Marketing Mix Short-term 8

Ask Atma

MAY 20, 2012

Integrity – ability to inspire/engender trust and loyalty. Systems intelligence – sensing the big picture and how things connect. Benevolence – depth of commitment to not cause pain or suffering. Knowledge Management: Classic and Contemporary Works. Cambridge: MIT Press. ISBN 0262133849. 15 Iss: 4, pp.675 675 – 687.

Team 52

Team How To Knowledge Management Self-aware 52

Harvard Business Review

JANUARY 12, 2015

It’s easy to understand why loyalty is another important trait for CEOs. The five traits that emerged from my CEO interviews were found in both men and women, and in executives with P&L responsibilities and those with functional responsibilities.

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

MARCH 29, 2011

You're responsible for your own P&L, just like all the other hotel managers, and that includes promotional spending of any kind. The company had no way to stimulate demand across its portfolio; it didn't even have a loyalty rewards program, now standard practice in the industry. "What sort of help?"

Case Study 10

Case Study Hotels Price Decentralization 10