I'll say it again, I'll be happy to see an objective definition of profit centers and cost centers.
I'll say it again, I'll be happy to see an objective definition of profit centers and cost centers.
A lot of the confusion on this thread was conflating necessary functions with profit centers. Billing and compliance are both necessary. Done poorly they can cost a lot of money. Done perfectly they can never increase the actual income of t he company. That is why sale and product development are traditionally the only parts of the business identified as profit centers. It doesn’t mean the others aren’t important just that they have different goals. Profit centers look to expand the business while cost centers look to increase efficiency through optimization.
They have different value during the life of a company. During growth, profit centers are the most valuable source of effort while for a mature company that has saturated its market cost centers are most valuable to focus on. The advice to stick to profit centers is somewhat equivalent to sticking to growth which nearly always has a higher return than optimization.
It's symbiotic.
Cost centers on the other hand are indispensable, but evaluating their impact on the bottom line is hard to quantify and therefore subjective.
Again, it’s not fair to the invaluable work done by the cost centers, but that’s what it is.