Information and news relating to evidence-based strategic advice
The Strategy Playbook for professional services firms is a new service from beaton. Strategy Playbook has been researched and written for the c-suite of professional services firms as a fresh, evidence-based guide to formulation and execution of strategy. (more…)
One of the big trends we have seen across the professions over recent years has been firms changing their ‘go to market strategy’ from an internal product focus (expertise/ service line/ practice group) to a client-centric view of the world (industry sector/ market). (more…)
When we present our beatonbenchmarks™ reports, the section about why clients appoint a more expensive firm often gets the most attention, challenge and interest.
Of course, this doesn’t mean that 80% of clients always choose a more expensive firm, but it does mean that they are open to selecting firms based on demonstrated value rather than price. (more…)
'Why Consideration matters' addresses a critical marketing metric, namely the proportion of prospects and clients who would consider engaging a professional services firm. (more…)
This is the first of a series of posts on how to develop and execute an effective industry strategy to drive profitable growth in a professional services firm.
The three things that create value for clients jumped out at me during the excellent 2015 APSMA conference 'Reframe the future' in Sydney on the different market forces, challenges and opportunities facing professional services. (more…)
Question: the terms ‘personal brands’, ‘product differentiation’, and ‘brand purpose’ are most likely to be heard:
(a) at a client meeting with a marketing consultant; or
(b) in a strategy committee meeting at a law or an accounting firm?
The savvy reader will have spotted the trick question.
In Australia it used to be that we talked about the Big Six law firms. But the wave of globalisation in the last five years has washed away the old familiar shoreline, leaving in its place outcroppings of mergers, greenfield start-ups, and acquisitions. In its wake, some old names have vanished, others have mixed with new, and new-to-Australia names now abound – all as the winds of globalisation blow. (more…)
This post explains why firms need to avoid impulse bidding when times get tough. And Keith Dugdale, our guest blogger, advises what firms should be doing instead to win new work.
‘Panic stations’ is a feeling all too many firms experience as they head down the slippery slope of starting to believe ‘Because you never know, we just might win’, ‘Anyway, we really need the work’ and ‘We’ve got salaries to pay, and there’s not much work around.’ (more…)