truth and lies in professional services marketing
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8/14/2019 Truth and Lies in Professional Services Marketing
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2008 Wellesley Hills Group
How many legs does a dog ha
leg.
- Abraham Lincoln
I can tell you more than you w
from college, one of my first m
comparing the 4 major prescrip
One product had this advantag
one wasnt. Ours had the fewes
around the office. It became th
Mentors told me, See, pinpoint
devising messaging to highlight
importance.
Then I started marketing profe
firm of PhD organizational devel
this one mid-sized law firm out
client service than any other la
bloody noses than all the other
And if they did, would simple m
clients they all won. Something
I learned that the concept of di
way as it did in the widget worl
I saw firms attempt to apply th
I saw major business developm
leadership hoped would materi
Over the years Ive seen bad a
fanatical zeal to service firm m
marketing initiative barking up
No matter your age or experien
now I might have done a few t
Our aim in Truth and Lies in Prareas marketing strategy, lea
misconceptions and bad advice
and heartache by steering clear
If you have thoughts, comment
mschultz@whillsgroup.com or c
Best regards,
Mike Schultz
President
Wellesley Hills Group
ve if you call the tail a leg? Four; calling a tail a
nt to know about the inner workings of your no
rketing consulting assignments was to build a
tion steroid nasal sprays.
, and one product that. One was approved for
t side effects. Fewer bloody noses became qui
products major selling point.
ing your unique position in the market vis--vis
the differences between you and the other guy
sional services and I endeavored to apply the s
lopment consultants smarter and more passion
ide of Dallas really have a different way of doi
firm? Did the team at this accounting firm in
?
arketing messages to these effects make a diff
just did not compute. And it didnt stop there.
ferentiation in professional services firms didnt
.
immutable laws of branding. They backfired.
ent training initiatives fail to produce the rainm
lize.
vice lies if you will delivered with complete
rketers and leaders. They say, The tail is a leg
all the wrong trees.
ce, its easy to look back and say, If I only kne
ings differently.
fessional Services Marketing is to set the record generation, branding, differentiation, rainmak
seem particularly widespread. Perhaps youll sa
of mistakes that have tripped up so many firm
s, questions, or feedback, please feel free to e
all 508-626-9991 x205.
1
leg doesn't make it a
se. When I graduated
ompetitive matrix
hildren under 12, and
ite the rallying cry
the competition, and
, are of utmost
ame logic. Was one
te than the others? Did
ng business and better
oston cause fewer
rence in how many
quite apply the same
.
akers and revenue firm
confidence and
! and set service firm
w then what I know
straight in some coreing where
ve some time, dollars,
leaders and marketers.
ail me at
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2008 Wellesley Hills Group
For example, you mi
decision makers, but
to generate some att
will help you connect
makers really despise
it too late, or doing it
Maybe you set out to
website, but end up
the eyes, provides no
your company. You
no responsewith no
Leave out the tactical
are endless.
3. Look only at your o
If you want your mar
look only at your own
Lets say your compa
accounting firms are
technology, and cons
the newest marketin
your own industry fo
great component to a
Make sure that when
look only at your dire
youre in a 50-person
mid-size accounting f
are doing, and dont
Theyre too big for yo
inspirations from com
4. Dont create an en
Even if you allow you
and you have the tac
marketing and busin
terrible marketing.
ht conduct a seminar or webinar and want
in reality you generate little or no attenda
ndance, but then you do a poor job of deli
with potential clients. (Try a hard-sell app
that.) Then you can ruin your follow-up b
poorly.
support lead generation and client commu
ith a website that no one can find, no one
value, is not client focused, and generally
ight then employ direct mail for lead gene
idea why, and no way to find out what did
expertise and the terrible marketing outc
wn industry and competition
keting strategy to never reach beyond ave
industry and competition.
ny is an accounting firm. Make sure you lo
doing for growth. Ignore law, managemen
umer products companies. This is a great
trends, technologies, and possibilities. Plu
inspiration youll never be a leader. Being
terrible marketing strategy.
youre studying the competition to see wh
ct competitors. Following the accounting e
accounting firm outside of New York City.
irms. Dont even think about considering w
orry much about what the 200-person fir
u to care about, and you dont want to get
panies that have grown well or are larger
ironment of fervent execution
r leaders to craft the company and practic
tical expertise to get things done, by foste
ss development are second fiddle you wi
5
to fill the room with
ce. Or, you manage
vering content that
oach; most decision
not doing it, doing
nication with a
can use, is hard on
reflects poorly on
ration and generate
nt work!
mes you can achieve
age, make sure you
k only at what other
consulting,
ay to miss out on all
s, if you look only at
late to the game is a
t theyre doing, you
ample, lets say
Focus only on other
hat KPMG or PWC
might be up to.
too many
han you.
area growth plans
ing a culture where
ll stay in the land of
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2008 Wellesley Hills Group
A great way to get st
accountable to them.
and not wanting to st
business developmen
You might think this i
strategists and leade
place: Dont set clear
available, and dont p
behavior. (Or, dear C
guide the wrong beh
To end up with the te
people tasked with e
motivated to perform
Execution must not b
your marketing strat
fantastically terrible a
could allow it to succ
5. Dont plan for beha
Professional services
within the firm. That
do. Marketing strateg
uncharted territory, a
to implement well.
Thus, almost without
some level of change
Regardless of what y
bent on making beha
same thing you had l
have done in the pas
6. Form a marketing
A family in Coleman,
The father-in-law sug
wants to go, but they
conditioned car and
rted here is to set action steps and goals,
Professional services cultures are often gr
ir things up when someone isnt pulling th
t weight.
s a tactical versus a strategic issue. Its no
ship must make sure the environmental fa
expectations or give feedback, dont make
ut incentives and consequences in place to
IA disinformation operative in training, set
viors. See what that does.)
rrible strategy, its also requisite that lead
ecuting do not have the skills and knowle
, and are not, indeed, the right people for
e made a strategic priority by leadershipi
gy has a chance to be not only terrible, bu
nd devious marketing strategy that has ev
ed, and then just fails because no one get
vioral or organizational change
firms are products of the collective behavi
a mouthful, but, in essence, it simply me
ies are most powerful when they are bold,
re creative and new, and require lots of en
exception, a marketing strategys success
, be it evolutionary or revolutionary.
u set forth in your plan, if the strategists
vioral and organizational change happen, y
st year and the year before. Doing nothin
is sometimes, all by itself, a terrible mark
ommittee, then take them to Abilene
Texas was having a nice afternoon playing
gests, Lets take a trip to Abilene for dinn
dont want to seem disagreeable so they
ake the 2 hour trip to Abilene.
6
and not hold people
at at making nice
ir marketing and
t. Company
ctors are not in
tools and resources
guide peoples
incentives that will
rship insure the
ge, are not
he job.
f its not a priority,
t tragic. Its a
erything in place that
s it done. Brilliant!
rs of the people
ns we are what we
venture into
ergy and enthusiasm
is contingent on
nd leaders arent
oull end up with the
different than you
eting strategy.
dominoes outside.
er. No one really
op in the non-air-
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2008 Wellesley Hills Group
Five hours later the f
and recovering from
that a great trip, on
Actually, I didnt rea
everyones fun so I di
father-in-law who su
Abilene anyway.1
Service firms tend to
weigh in on importan
form. When these lov
happen.
1. Innovative an
momentum.
agree and eas
exciting ideas
Its kind of lik
many interesti
ends up with
salad.
2. People begin t
think other sm
the ongoing c
They also kno
the pill and de
idea, but I gu
In other words, the c
look back, sometime
What youre hoping f
out in full force, is to
occurs when several
dont say anything be
anything even when
stays silent and the t
Even marketing strategies t
you set your mind to it. If y
the table, let other compani
structure your organization
able to come up with the be
1Inspired by The Abilene Parad
mily gets back. Theyre tired, sticky, cram
he underwhelming cafeteria meal they ha
of them dishonestly remarked. Mother-in
lly want to go but you all seemed to. I did
idnt say anything. Turns out no one want
gested the trip, but they all hopped in the
employ smart people. Most like to involve
t decisions, such as marketing strategy. M
ely decision-making bodies get nice and bi
interesting ideas get squashed before the
ith anything new or visionary, its difficult
y for people to say no and poke holes in id
remain on the table.
getting 20 people to agree on the same d
ng possibilities get excluded for this reaso
acaroni and cheese and a side of iceberg
o agree with watered-down and uninspirin
art people agree with them so they must
mmittee discussion, and actions eventuall
better ideas wont make it very far, so th
clare I agree. Lets go! Privately they thi
ss its where everyone wants to go.
ommittee decision body decides to go to A
until theyve spent a year and a half on t
r here, if you want your terrible marketin
encourage pluralistic ignorance, that lovel
eople in a group disagree with the norm o
cause they think everyone else agrees. Si
hey disagree, even if everyone has second
ips to Abilene get spot numero uno on the
at could be good can become terrible mar
ure willing to do what you must to keep i
s exploit opportunities in the market faste
o stifle frank discussion, commitment, and
t terrible marketing strategies on the bloc
x and other Meditations on Managementby Jer
7
ped from the drive,
in Abilene. Wasnt
law then says,
t want to spoil
d to go, even
car and went to
themselves and
rketing committees
g, two things
y can gain
to get everyone to
eas. The tired, less
inner to eat. So
or that. Everyone
lettuce posing as a
ideas because they
e OK, theyre sick of
need to be taken.
ey publicly swallow
k, This is a terrible
ilene, and doesnt
e trip.
strategy to come
phenomena that
f the group, but
ce no one says
thoughts, the room
priority list.
eting strategies if
novative ideas off
r than you do, and
execution, youll be
.
ry Harvey.
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On Service Brandi
To maximize profit, manage
in their industries. Recently,
banking suggest that custo
- James Heskett, et. al., Put
Product companies seek to b
and manage a portfolio of di
to a specific target audience
According to the famous and
study, profit increases with
those that are marketing pr
objective.
The jackpot situation for a p
1. Uncover an unmet m
market
2. Make that product un
in the market
3. Launch the product w
market research, tha
gain market share as
4. Develop the product
keeping their hold on
This is the widely accepted
and advocated by many ma
presented with a new busine
types are programmed to as
How large is the mar
What will make your
How will you commu
What are the barriers
g, Differentiation, and Mar
s have pursued the Holy Grail of becoming
however, new measures of service industr
er loyalty is a more important determinan
ing the Service-Profit Chain to Work, Harv
ecome market-share leaders. To do this, t
fferentiated products that have specific fea
for a reasonable (but as high as possible)
widely accepted PIMS (Profit Impact of M
arket share. So, of course, product comp
fessional services) seek market share as a
oduct company is to:
rket need for a product within their capabi
ique or as much as possible unlike product
ith a strong marketing and branding camp
shapes the 'personality' and appeal of the
quickly and aggressively as possible
o be difficult to imitate and also difficult to
this profitable market for as long as possi
odel of product marketing taught in many
agement and marketing consulting firms.
ss plan or product offering, we classically t
k questions such as:
et?
offering unique?
icate your marketplace differentiation?
to entry?
9
ket Share
number one or two
es like software and
of profit.
ard Business Review
ey look to launch
tures most appealing
price.
rketing Strategies)
nies (and sometimes
core strategic
ility to develop and
s currently available
aign, supported by
product so it can
imitate quickly, thus
le
business schools
hus, when
rained business-
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2008 Wellesley Hills Group
What will prevent oth
commodity, thus era
prices, and squeezin
Unfortunately, the business
professional service firms. T
business thinkers about mar
differentiation can become a
How can following such (see
scenario - a business consul
to help a would-be entrepre
Here is how their conversati
Consultant: Nice to meet yo
business venture. What kind
Entrepreneur: Glad to meet
- this story applies to all) an
to make a go of it with a few
Boston.
Consultant: Great. I'm going
and potential of your new b
Entrepreneur: As I'm new to
away.
Consultant: What's the size
Entrepreneur: I have no ide
really important. Suffice it t
it.
Consultant: OK. Well, do yo
firm?
Entrepreneur: Not a clue, bu
Consultant: Very well. Are t
Entrepreneur: Yes, and for t
Consultant: How will the ser
er firms from copying you and rendering y
ing any market differentiation you might e
your profits?
odel and the questions above do not usu
us, what many of us know and learned fr
ket research, launching new services, bran
n Achilles heel if applied to our service firm
mingly) solid business thinking hurt us? Co
ant trained in classical 'business and mark
eur to start a business that will succeed fi
n might develop:
. I am looking forward to discussing your
of business are you thinking of starting?
you, too. I'm a lawyer (or accountant or co
d have been for twenty years at well know
other partners of mine. I'm going to start
to ask you a few questions to help you ev
siness and help you with your marketing s
professional services marketing, I'm looki
f the market?
, don't plan to find out, and probably won'
say, there's enough business for me to st
know what amount of market share you
t I'm guessing it will be, for some years at
ere other companies serving this market?
e most part, they serve it quite well.
vices you offer be unique and differentiate
10
ur product a
njoy, pressuring your
lly apply to
m respected
ding, and
s.
nsider the following
eting strategy' tries
ancially and grow.
potential new
nsultant or engineer
law firms and want
my own law firm in
aluate the viability
trategy. Ready?
g forward to it. Fire
t because it's not
rt a firm and grow
lan to grab for your
least, less than 1%.
?
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2008 Wellesley Hills Group
Entrepreneur: They won't. I'
other firms. I'll focus on my
starting with me: intellectual
Consultant: I see. What kind
firm and professional service
Entrepreneur: No market re
help us determine what peo
ourselves, we'll come off as i
course of working will shout
try to communicate that in o
ourselves to living up to our
Consultant: So you won't be
professional services brandi
Entrepreneur: Nobody likes
policies because one idea or
conviction from their elected
service providers like lawyer
they're satisfied with the ser
tweak how we operate to be
Consultant: Can you underc
Entrepreneur: No, and we w
high-quality, and you get w
Consultant: If your business
what will prevent other firm
clients?
Entrepreneur: Nothing will p
our clients. What we will do
do great work, manage our
expectations every day.
Consultant: Good luck. (The
The consultant above proba
business. Every core busine
the way she expected, it wa
ll offer pretty much the same core professi
specialties and those of my several partne
l property, mergers and acquisitions, and i
of market research will you undertake so
s in the right way against the competition
earch. We'll not be focusing outwardly on
le are 'looking for' in a firm. If we try to b
insincere and we don't want to do that. Wh
louder than what we say, anyway. We'll si
ur marketing materials and brand messag
service promises consistently.
using any market research to shape your
g strategy?
politician who surveys their constituency
another is popular at the time. People wan
officials, not vacillation. The same is true
s. We may, however, survey our clients fo
vices they receive from us and, based on t
st serve them.
t your competition in terms of price to ste
ouldn't want to. Our services are high-qual
at you pay for. It's likely we'll charge high
works and you generate a certain amount
from offering services similar to yours an
revent other firms from offering such servi
to keep them as clients is to retain our bes
xpenses appropriately, and strive to meet
'll never make it.)
ly would not feel very positive about the p
s question she was taught to ask was not
contradicted. Surely this person's new la
11
onal services as
s who will be
surance law.
you can position your
market opinions to
anything but
at we do in the daily
ply be ourselves,
, and then dedicate
rand image and
and then develops
t sincerity and
f professional
mally to make sure
he survey results,
al market share?
ity, our people are
fees.
of market share,
trying to steal your
ces or trying to steal
t employees so we
and exceed client
rospects for this new
nly not answered
firm can't succeed.
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2008 Wellesley Hills Group
Yet consider the following fr
Do you really want a
you just want a reallconsistent?
Do you really want to
Do you really want to
message depending
Even if you're a good
in the city, or just a t
work you need to get
So, when you consider both
marketing strategy, conside
learned) in business school
THE TRUTH: Firms that und
businesses, and how their b
smarter overall decisions on
m the prospective client's point of view:
lawyer that is too 'different' than all the ot
good one that's experienced, honest, trus
work with the lowest price (cheapest) law
work with a law firm that changes their fir
pon market trend surveys?
-sized business, do you need to work with
eam of competent lawyers at a firm that c
done?
your business strategy and your professio
that what you may have learned (and wh
ay not always apply.
erstand the special dynamics of profession
sinesses differ from many other types of c
how to grow their businesses.
12
er lawyers, or do
tworthy, and
yer?
m's personality and
the largest law firm
n reliably do the
al services
t your advisers
al services
ompanies, make
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Git R Done: Execu
Question: On a scale of 1 to
to project schedules and kee
I'm guessing that most of y
commitments and keep the
know about you, but many a
them. A topic for another ti
Next question: On a scale of
challenging, how challengin
put in place at your own coon the plan)?
Here at the Wellesley Hills G
professional service busines
report, Whats Working in Le
not completely in yet), and
own lead generation plans "
internally on the plans.
Since service providers by a
service providers can, in genas Larry the Cable Guy migh
providers keep commitment
they make with themselves.
In Execution: The Discipline
that the keys to execution a
Behaviors" of leaders. I coul
(in)ability of service busines
plans.
Behavior 1: Know your peopIn companies that don't exe
realities."
In most service businesses, l
projects and their internal st
competitive landscape of the
businesses has changed; an
need to change if they want
ing Your Lead Generation
5, 1 being "always" and 5 being "never", h
p commitments you make to clients?
u would give yourself a 1 (or a 2). Of cour
. What kind of professional would you be i
service provider has made commitments
e...)
1 to 5, 1 being "not challenging at all" an
g is it for you to implement your lead gene
pany (even when all of the stakeholders a
roup and RainToday.com, we asked over 8
es the same question as a part of our upc
ad Generation. I was perusing the prelimi
6% of the respondents said they found im
omewhat" to "extremely challenging" eve
d large deliver on commitments they mak
eral, execute. Yet when it comes to sustait say, service businesses just don't Git R D
they make with clients. They just don't k
The question is, "Why?"
of Getting Things Done, Larry Bossidy and
companies are based partially on a numb
n't help but think of how these leader beh
es to execute on their own marketing and
le and your business - "Leaders have to livute, the leaders are usually out of touch w
leaders are in touch with the daily realities
affing. What they're often out of touch wit
ir own industries has changed; 2) how the
3) how their own marketing and lead gen
to grow and stay competitive.
14
lan
ow often do you stick
se you make
f you didn't? (I don't
o me and not kept
5 being "extremely
ration plans that you
t the company agree
00 leaders at
ming research
ary results (they're
plementing their
when they agree
e to clients, I believe
ed lead generation,one. Service
ep commitments
Ram Charan suggest
r of "Essential
aviors influence the
lead generation
e in their business.ith the day to day
of their client
is 1) how the
buying cycle at client
eration activities
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A lot of service business lea
revenue and margins, from i
their industry to "do more
take the easy ways out:
Throwing money at a
"Redoing" their websi
Delegating billable st
A host of other "may
Those service business lead
generation (and, thankfully,
help them grow their revenufirms that aren't executing b
to do for lead generation an
executing their own plans.
Behavior 2: Insist on realis
are full of people who are tr
Guard 1: What?! A swallow,
Arthur: It could grip it by t
Guard 1: It's not a question
five-ounce bird could not ca
As this scene from Monty Py
Arthur that to maintain air s
second.
Arthur's response: I'm not i
Service business leaders wh
activities, budgets, and impl
help them build their plans,
year before...and the year b
when, in reality, they're cas
Unrealistic timeframes.
ers feel pressure from their competitors,
nternal staff, from increasing commoditiza
marketing and lead generation." Unfortun
dvertising and graphic design
tes just for the sake of changing the look
ff who are currently not-so-billable to dru
e if I do this the problem will go away" ta
rs that get in touch with what they need t
there seem to be more and more of them)
e are making serious headway. Still, thereecause they're out of touch with the reality
why they need to do it. Thus the lukewar
- Realism is the heart of execution, but
ing to avoid or shade reality.
carryin' a coconut?!"
e husk!"
of where he grips it, it's a simple question
ry a one-pound coconut!"
thon and the Holy Grail continues, the gua
eed velocity, a swallow has to beat its win
nterested.
are interested in realistic marketing and l
ementation plans get them done. When I
I'm often presented with the plan from the
fore. The company leaders describe them
les in the air. No sufficient budget. Ill conc
15
their shrinking
ion in
tely, they too often
up some business
tics
do for lead
that will actually
are too many serviceof what they need
m efforts at
any organizations
of weight ratios! A
d proceeds to tell
gs 43 times per
ead generation
ork with clients to
last year...and the
as "aggressive"
eived staffing.
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2008 Wellesley Hills Group
Behavior 3: Set clear goals
riorities that everyone can
One of the reasons many m
they have too many prioritie
priorities.
In terms of goal setting, one
there" in advertising (a wea
business developer and afte
business" (sounds great...no
Behavior 4: Follow through
seriously. The failure to folloexecution.
"But I got billable and could
"Well, I didn't make those c
when they don't make busin
"Sorry, I just didn't do that.
"Because I got caught up in
white paper project done."
If you want people to take y
to be both incentives for taki
People in organizatio
take anything, lead g
Leaders at service co
client projects and cli
pipelines seriously. N
lead generation is oft
attention they need.
If you want people to
for not delivering. W
them know that they
deliver on their part
management pretty
through on your lead
nd priorities Leaders who execute focus
rasp.
rketing and lead generation plans are not
s. When plans have too many priorities, th
company might plan to spend $350k to "g
goal with little ROI). Another might be, "
they ramp up for a quarter they'll sell $2
t happening...castle in the air).
Clear, simple goals don't mean much if n
w through is widespread in business, and a
't do that."
lls because I got busy." (Note: this is wha
ess development calls. It's often an excuse
On to other things."
all the leaders' requests for help with prop
our marketing and lead generation plans s
ing action and consequences for not taking
s take on the behavioral traits of the lead
eneration included, seriously, then the rest
panies take new thinking and new ideas
ent service seriously. They take selling dea
ote to leaders: take lead generation seriou
en the red-headed step child, pining for, b
follow plans and hit goals, put some teeth
en it comes time to tell people which way
re either on the bus or theyre not. When t
f a client project assignment, they get un
uickly. Can you say the same when it com
generation commitments?
16
on very few clear
implemented is that
ey have no
et our name out
e'll hire a big-gun
million in new
body takes them
major cause of poor
people will say
.)
sals, I didn't get the
riously, there have
action.
rs. If the leaders
of the team will.
eriously. They take
ls that are in their
ly. Marketing and
t not getting, the
in the consequences
the bus is going, let
eam members don't
leasant visits from
es to following
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Behavior 5: Reward the doe
them accordingly
Simple as it might sound, th
Done. You'll find treatise aft
members. Find them. Read
If you do, the rewards for y
there's always next year.
THE TRUTH: All too often, 1
their own to do list, has exp
up to par. But the firms that
s If you want people to produce specifi
e flipside of the previous point is rewardin
r treatise on how to reward successful an
hem. Reward loudly.
ur business will be energy, passion, and g
2 months later rolls around and the firm h
rienced 3 starts and stops, and what they
execute and execute well reap the benefit
17
results, you reward
people who Git R
productive staff
owth. If not, well,
as barely tackled
ve gotten done isnt
.
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Generating Leads,
Same Time
Relationships. Trust. Deliver
service firm. Talk to 100 ser
most of them believe it, eve
in each of these categories.
Why, then, do service firms
value into their marketing m
I live in Boston and I read t
accounting firms, consulting
the print media to improve t
since they all believe that th
relationships, trust, and valu
The copy usually reads som
"For over 143 years, the fir
innovative business advisory
leaders. Our efficient and ef
expertise, our customers' bu
You don't need services, you
deliver value. We focus on d
the best, and we are the be
help you succeed."
Pretty sharp copy, if you ask
service firm and they comm
Clearly this is bad marketing
execution of good intent.
Win Friends and Influenc
Let's assume for the momen
and loyalty survey) that I ha
grown over time with people
with over the long-term. Ho
relationships.
Brand, Relationships, and
of superb value. These are core ingredie
ice firm marketers and leaders, and they'l
if they're wrong) that their firm is in the
typically do such a poor job of bringing rel
ixes?
e Boston Business Journal. For better or w
firms, and professional services firms of al
heir "name recognition" and get their mes
ey're at the top of the food chain when it c
e, they share this in their advertising copy
thing like this:
of Flugelhorn, Ocarina, Nyckelharpa and
solutions to the Boston area entrepreneur
ective solutions stem from our deep knowl
sinesses, and our dedication to exceptional
need solutions! And not just any solutions
elivering a unique level of value to our clie
t. In today's competitive environment, you
me. They covered core topics that make t
nicate it all so well. The FONZ is cool! Rig
all around, but it doesn't come from a ba
People
t (even though I have not conducted a frie
ve some good and genuine friendships fr
I trust, that I like to interact with, and tha
efully, they feel the same way about me.
19
rust at the
ts of a successful
l all tell you (and
op of their industry
tionships, trust, and
orse, law firms,
l types are flocking to
age out. Of course,
omes to
.
ither has provided
s and business
edge of our areas of
l customer service.
, solutions that
t base. You deserve
can trust FONZ to
hem such a great
t?
place. It's just weak
ndship satisfaction
iendships that have
t I expect to interact
e have good
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Fast forward to now. I'm at
consider this party a good o
give them my friendship ele
In my pitch I let them know
reliability, and mutual benefi
to focus on martial arts, fly
find of interest.
Strangely enough, I don't se
Do It, Don't Say It
A consulting firm executive
to perceive that his firm was
executives have this same t
distinctive. Or I'm trustwo
If service firms want their cli
distinctive, they need to de
communicating it is not only
ads like this, I think to myse
good are they really at their
How can you demonstrate y
1. Understand your v
doesn't need to be u
them. You don't need
processes, yours just
who might need the
2. Make the value tan
your efficient and eff
strengthen their busi
Instead, communicat
successfully freed up
3. Make the process a
tangible, clients want
and what outcomes t
you want them to go
party. Since I'm always looking to make
portunity for friendship development. Wh
ator pitch (which is quite polished, I migh
that I'm looking for long-term friendships
t. I note for their convenience that my frie
ishing, golf, traveling, and a number of ot
em to get too many friends with this appro
nce told me that he needed to get his pro
credible and distinctive. I believe that a lo
ought, so they end up writing ads that sa
thy. Or I'm innovative yet solid.
ents and prospects to believe that they're
onstrate that they are credible and distinc
not enough, it can create the wrong impre
lf, If they're this self-centered, and this b
core services?)
ur value to them, you ask?
lue. Unlike what many marketing consult
ique. It just needs to be genuine, distincti
to be the only person to have innovative
need to be worthwhile in specific situation
.
gible. The value a client eventually realize
ctive solutions that helped them grow thei
ess. But I don't know what that means or
e that your innovative approach to financia
over $2.2 billion dollars of capital tied up i
nd outcomes tangible. Along with makin
to know what you are going to do, how yo
ey can expect. It's easier to lead the pros
when you show them the path and destina
20
ew friends, I
n I meet people, I
add).
uilt on trust,
ndship activities tend
er areas they might
ach.
pects and customers
t of service firm
, I'm credible and
credible and
tive. Simply
ssion. (When I see
d at marketing, how
nts say, this value
e, and valuable to
inancial consulting
to specific clients
s from you might be
r revenue and
what to do with it.
l restructuring has
businesses.
g your value
u are going to do it,
pect down the path
tion itself.
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4. Don't market the r
kids, and retire to a
your offer. The sayin
number of hoops to j
the firm to be trusted
those needs may be).
5. Create experiences
by dating. At first, th
your white paper. Pe
a business meeting t
6. Offer value in the e
with a client, or what
thinly veiled sales pit
starting right with yo
and if a prospective c
you wrote, make it a
If, after the five minu
be these people are
when time with you i
Brand by Doing, Not by T
Back to the beginning of our trustworthiness offer some
Where's the seminar? Where
offer them that might actuall
From a marketing perspectiv
the mind of the prospect tha
write an ad and put it in you
people will see your ad and
of value and you get the cha
directly to new business.
Much of professional service
that they miss the point of w
one by one with clients. So i
valuable, start being trustw
Do that, and building the br
And with the same money y
relationships, and trust at th
THE TRUTH: They work bet
lationship. If you go directly to, Let's ge
ice condo in Boca, you're not likely to get
, coming on like gangbusters comes to
mp through before you have the right to
with a prospect's most challenging legal n
.
with you. Instead of marketing the whol
experience might be that you make an o
haps you offer that they attend your semi
discuss a particular topic of interest to th
xperiences. If you have a white paper, a
ever offers you choose to make to clients,
hes. The best selling you can do is actuall
r marketing copy to clients. First impres
lient decides to invest even five minutes in
worthwhile five minutes.
tes, all you did was try to sell to them, the
't worth my time. And that's not the right
what you're selling.
lling
article, why don't all of these ads toutingthing of direct and immediate value? Wher
's the webinar? Where's something, anythi
ly be worthwhile right now?
e, not only will these value-based offers cr
t you are a source of value; they'll create l
r local business journal without a call to ac
hen do nothing. Add in a white paper, eve
nce to start a conversation with these peo
firm marketing these days is so focused o
hat a brand really is - a reputation for qua
nstead of branding by telling people that y
rthy and valuable and demonstrating that
nd you so desire will take care of itself.
u're spending to build the brand, you can
e same time.
ter if you put them all together.
21
t married, have 8
too many takers on
ind. You have a
tate that your firm is
eeds (or whatever
relationship, start
fer to them to read
ar. Maybe you have
m.
seminar, a meeting
don't make them
providing value
sions go a long way,
reading something
ir first impression will
impress to make
irms'e's the white paper?
ng, that you can
eate a perception in
eads for you. If you
tion, a bunch of
t, or something else
le that can lead
creating brand
lity and value built
u're trustworthy and
to potential clients.
generate leads,
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LAWS OF BRANDI
If [a law] is of such a nature
then I say, break the law.
- Henry David Thoreau
Many branding maxims toss
unquestionable gospel and l
and every business.
When I read a piece of busin
is true 100% of the time, o
Poobahs of branding are parthought I would throw in my
1. Always seek to under
company before maki
2. Never forget that, in
Consider the following com
especially if you work in a se
Maxim #1: Differentiatio
To build a strong brand, ser
ositioning strategies that di
differentiation strategies are
- Terrill and Middlebrooks, M
Terrill and Middlebrooks beli
refer to it as oppositioning.
CPA firms
Law firms
Financial advisory fir
IT consultants
Strategy consultants
Of the companies in these fi
are directly opposite of the
G: IMMUTABLE OR REFUT
that it requires you to be the agent of inju
d about in the marketing world, maxims a
w, simply are not valid. At least they are
ess advice that confidently declares, Alwa
even You should, the warning lights g
ticularly prone to heading down this all-or-two cents and add to the list of branding
stand the underlying dynamics of your ow
ing decisions on how to brand your busines
the right situations, laws are meant for bre
only held branding beliefs that may be me
rvice or technology industry.
ice companies must implement their bran
ffer significantly from competitors. In fact,
directly opposite from those of primary co
arket Leadership Strategies for Services C
ve so strongly in this extreme differentiati
hink about the following types of compani
s
lds, what are their positioning strategies?
ther? Do you really even care?
23
BLE?
stice to another,
ccepted as
ot valid for everyone
ys do this, or This
off. The Grand
nothing path. So, Ibsolutes:
industry and
s.
aking.
ant for breaking,
with hard-hitting
most powerful
petitors.
mpanies
on theory that they
s:
Additionally, which
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I pride myself on knowing a
my own assumption, I revie
firms in the city.
I cannot tell you the position
have strong practices in cert
However, I would hardly call
positioning strategy that diff
And yet, as undifferentiated
otherwise), they seem to be
creating a new
omething totally
timately the leading
return you filed.
iliar to us. We also
A firm this year.
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Maxim #3: First Mover Ad
There's one critical thing to
owns it forever. Position is i
- T. Scott Gross, Microbrand
Branding guru after brandin
I ask you, who grabbed the
Boston?
John Hancock Citigroup
Schwab TD Waterhouse
Wainwright Bank Eastern
Merrill Lynch Morgan Stanl
Fiduciary Trust International
smaller banks Hundreds of
(Once again I show my New
Does it matter who was ther
Maxim #4: Word Owners
If you want to build a brand,
rospect's mind. A word tha
- Ries and Ries, Law of the
In industries where there ar
industry (e.g. there are only
owns safety? Volvo, of cours
In service industries it's diffe
sizes, and few generic word
Achievement Balance Co
Integrity Loyalty Perform
Service Solution Traditio
Sometimes service firms use
CPA firms these words migh
Audit Advisor Cash Mana
Internal Controls Internati
vantage
now about position: Whoever grabs a posi
the minds of the collective market. Realit
ng
guru echoes this first mover advantage'
position first, and now owns high-quality in
rown Brothers Harriman Fidelity Invest
D Banknorth Citizens Bank RBC Dain
ank Sovereign Bank Prudential Financi
ey Paine Webber Bank of America Bo
Edward Jones A.G. Edwards Bear Ste
CFPs, CPAs, and insurance firms Hundre
England rootsgo Sox.)
e first?
ip
you must focus your branding efforts on o
nobody else owns.
Word, 22 Immutable Laws of Branding
only a limited amount of players because
so many car manufacturers) it is possible
e.
rent. There are typically an over-abundan
one can own:
trol Creativity Fame Independence
ance Pleasure Power Prestige Resp
Wealth Wisdom
specific words that focus on need areas o
be:
gement Compliance Estate Planning
nal Tax Sarbanes Small Business Val
25
tion first pretty much
hardly counts.
axim.
vestment advice in
ents Charles
auscher
l Legg Mason
ton Private
arns Dozens of
ds of others
wning a word in the
of the nature of the
to own a word. Who
e of providers of all
Influence
ct Recognition
hot buttons. Among
orensic Accounting
uation
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In your area, who owns any
think of a number of CPA fir
service industry, I suggest t
not a goal in and of itself.
Maxim #5: Being Number
At all costs you should avoid
- Ries and Ries, 22 Immutab
Your company doesn't belon
- Phillip Kotler, Marketing M
What CEO heads into his bo
become number 16 in our m
natural strategic target to se
technology businesses, bein
to set. Revenue and market
higher profits.
Service and technology indu
on customer loyalty if they
publication (however not bra
such as James Heskett in Pu
Review), and Fred Reicheld i
messages of these books ar
the advertising and marketi
The idea here is not to make
share or revenue leadership.
branding gurus on the bein
branding that business peop
Differentiateown a word...
These guiding principles are
easy to latch on to.
Take care, however, that yo
to your business and the pe
laws apply to you, and whic
THE TRUTH: Become a con
of these terms? Can't think of any firms?
s that play in these fields. Even if you co
at it should be a side-benefit of winning a
1 in Revenue or Market Share
being second in your category.
le Laws of Branding
in any market where it cannot be the bes
nagement
rd meeting and says, Next year our big a
arket! You simply would not hear it. Bein
t and it certainly sounds good. However, i
number one is usually neither a feasible
share are not necessarily the answer to gr
stries, from accounting to software to cons
ant greater revenue and profit growth. Pu
nding publications!) by well respected aut
tting the Service-Profit Chain to Work (Har
n books like Loyalty Rules! echo this mant
not making enough of an impact on the h
g community.
the argument for customer and employee
I merely want to point out that not every
number one law one of the most take
le blindly follow.
e number onebe firstcreate a category
easy to remember (good job in branding,
act only on the guiding principles that wil
ple that comprise it. In the end, it is up to
laws are meant for breaking.
entious objector.
26
r maybe you just
ld own a word in a
d satisfying clients,
t.
udacious goal is to
number one' is a
service and
or a desirable goal
ater success and
ulting, should focus
lication after
ors and academics,
vard Business
a. However, the
earts and minds of
loyalty over market
ne agrees with the
-for-granted laws of
the list goes on.
randing gurus) and
l do the most justice
you to know which
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The Myth of Being
One is the loneliest number.
- Three Dog Night
I got a bad grade on my fina
professor said, "The busines
it. While the plan seems well
been largely done before, an
wouldn't advise launching th
Being different and unique s
about, and teach business.
Professors Terrell and Middle
Management and University
well:
Service companies need to
marketand then to lead. T
free from be better, intern
strategies. Being different is
cannot get from any other c
They then cite McKinsey as
The need for being different
case for it. Why make a cas
on being different thus cent
(Terrell and Middlebrooks go
competitors that they coin t
That we need to be different
I disagree. Put some furtherdifferent and unique is wron
On Unique Selling Propos
Among the favorite platitude
every personmust have a
or saying something about y
offers. In other words, uniqu
Different
l paper in Entrepreneurship class in gradu
you're proposing to launch...it's not diffe
-thought-out, due to the simple truth that
d there doesn't seem to be anything truly
e business." (So long, stellar GPA...)
eems to be highly regarded by folks that t
brooks of the Northwestern Universitys K
of Chicago Graduate School of Business, r
are to be different. To find a leadership po
e key strategy is to be different from com
lly oriented initiatives to be different, ex
grounded in providing customers with uni
mpetitor.1
heir first example of a "different" business.
is so well accepted, its considered simplis
for something everyone already knows?
r more on how to be different and how ra
as far as to say you should position yours
e nifty term oppositioning to describe it.)
at allaccepted without further thought.
thought in it. Most everything Ive read anand I suspect the same is true for you.
itions
s of the high priests of business is that ev
nique Selling Proposition (USP). A USP ca
ourself or company that is unlike what any
eone of a kind.
28
te school. The
ent. Other people do
this business has
unique about it, I
ink about, write
llogg School of
spectively, say it
sition in the
etitorsThey break
ternally oriented
ue value that they
.
ic to even make the
any conversations
ically to be different.
lf so far opposite
d heard about being
ry businessnay,
n be defined as doing
one else does or
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I deliver about 40 speeches
ask the members of the audi
they use a minute or so to d
to win as a client.
When theyre done, I ask fol
elevator pitch. Many hands
hear things like: they were c
clients, and which industries
companies to life.
I then ask who has heard of
their business lives that they
elevator pitch partner said s
bold person or two jump int
delivery might have been, m
The Unique and Different
Too often in elevator pitches
firms ill advisedly label them
unique consulting firm (wi
in a string), yielded close to
[Firm Name] is a rather uniq
firms that seek quality rathe
mid size businesses, but we
exclusive services and result
really suited for our firm; ou
customer service and end re
(Authors note: I tried to fin
consulting firm but it was al
Once a firm labels itself as u
[or, as in the case of the fir
almost exceeding the client
Should the answer be no, an
anything, they sound like th
to have a Unique Selling Pro
Many admit later just how a
they thought it sounded am
leaders tend to have good c
door when it comes to self-d
and presentations per year. During presen
ience to take a few minutes to deliver their
escribe themselves to the CEO of the com
ks to raise their hands if their partner deliv
o up. When I ask what was so great abou
lear about what they do, what difference t
they serve. Often I hear of stories told tha
the concept of a USP, and who has been t
need to have one. Most hands go up. I th
mething unique. Usually no hands go up,
the fray. In the end, good as their elevat
ost people back off their stance that their
Label
, and in marketing messages in general, p
selves as unique and different. A quick Go
h the quotes, so it would get results that o
4,000 sites. Heres one from the first page
ue consulting firmOur target audience is
r than quantity and price. Our company sp
are looking for clients that are less worrie
s that they will receive. Thus, a price cons
r services are of high quality and slightly h
sults are virtually almost exceeding the cli
more professional sounding copy includin
l pretty much like this. Cant make this stu
nique, it begs the question from the reade
above, rather unique] while, at the sa
expectation'? Ugh.
d by and large it is, the firm loses credibili
yve read in some marketing or sales text
position. Thus they use words to that effec
ateurish their USPs sound, and sometime
teurish before they launched their unique-
mmon sense radar, but seem to check co
esignated uniqueness.
29
ations, I frequently
elevator pitches:
any they would like
ered a fabulous
them I typically
ey make for their
t brought their
ld at least once in
en ask whose
but here and there a
r pitch partners
artner was unique.
ofessional services
gle search for
nly had these words
:
composed of those
cializes on small and
about prices, than
ious client is not
gher priced, but the
nts expectation.
g the term unique
ff up, folks.)
: Is it really unique
e time, virtually
y. More than
ook that they have
t.
s acknowledge that
speak publicly. Firm
mon sense at the
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Some firms seem to take th
different messages. Consid
At [Firm Name], we practice
business, building relationsh
to our success.
This firm might be amazingl
However results driving busi
for the course from both fir
What Clients Really Want
Much as they might hear oth
keeping clients. Often times,
Consider the following scena
an oral surgeon and you nee
Beverly, if they know anyon
Referral #1: Close friend Tri
He says that his aunt Deann
the town next door for 20 ye
street is that hes pretty soli
explain the surgery and wha
questions that Deanna had.
The surgery went fine (for al
little more expensive than a
its understandable.
Referral #2: Close friend Be
Supposedly McCoy is well kn
often going where no other
at his office, process for oral
results, says his brochure an
how he justifies his very hig
His uncle Pavel went to McC
uncle Pavel only met McCoy
quest for being different literally, creatin
r a top Boston law firm with the following
law differently. While our attorneys agree
ips with our clients and providing value-ad
good, and from what I know of their repu
ness, building relationships, and providing
goals and marketing copy standpoints.
erwise, being different isnt much of a fact
the were different message affects the
rio: your tooth hurts and your dentist is ou
d one fast, so you ask a few trusted close
.
suggest Dr. Phlox.
a needed oral surgery and went to Dr. Phl
ars and has a very busy oral surgery pract
. When aunt Deanna went in, the doctor t
t was going to happen, and took the time
l they knew) and Deanna hasnt had any p
erage, but Deanna says hes very booked
erly suggests Dr. McCoy.
own throughout the nation as a cutting ed
ral surgeon has gone before. He has a uni
surgery, and tooth technology that he has
d website, are 22% better than all other o
prices.
y and all went well with the surgery (for a
for about 30 seconds as he was so busy.
30
a spate of were
message:
that results drive our
ed service is the key
tation they are.
value is pretty par
or in winning or
negatively.
t of town. You need
friends, Trip and
x. Phlox has been in
ice. Word on the
ook the time to
o answer all the
roblems since. Hes a
and established so
e oral surgeon,
que blend of people
pioneered. His
al surgeons, which is
ll he knew), though
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At a gut level, even with unc
This is because many of the
services are similar to how p
Should failure happe
You dont need the w
Since you cant samp
rely on reputation, e
Price is a factor, but
note: if I told you tha
half of what other or
buying his services, o
Innovation in the sense that
unique, by and large wont ti
innovator.
So what is it that clients are,
Wellesley Hills Group and Ra
buyers want to tell service p
Reliability. Do what
first because it's so i
life were better at ke
Accessibility. Be th
Impact. Help me bu
translate your service
Fit. Be a good fit for
find a provider that i
won't meet my need
Importance. Make
Service. Deliver gre
Prudence. Be carefu
for me.
Research. Stay on t
le Pavels satisfaction, few people would c
dynamics of how clients buy business to b
eople choose dentists:
, the consequences are painful.
orlds greatest outcome. You just need a v
le a service like you might sample a piece
perience, and expertise as proxies for exp
oud rather not skimp when the outcome i
t Dr. McCoys innovations have enabled hi
l surgeons charge, would you have been
r less?)
the doctor does something different than
p the scales of purchase preference in the
indeed, looking for? In my experience an
inToday.com's benchmark report, How Clie
roviders the following:
you say you are going to do, and be on ti
portant. If only the service providers I've
ping their commitments...)
re when I need you.
the most helpful and impactful services fr
s into success for my business in my indus
the specific needs that I have. If you're no
. Don't shoehorn your service into somethi
as well as something else.
e feel like we are, as a client, important t
t service as well as great services.
l and do your homework before you sugge
p of the developments and trends in your
31
oose referral #2.
siness professional
ry good outcome.
f gum, you have to
cted results.
s important. (Side
to charge less than
ore interested in
thers, or is somehow
favor of the
research such as
nts Buy, most
e about it. (This is
worked with in my
om you, and help me
try.
the best fit, help me
ng that, in the end,
you and your team.
t a course of action
industry and in mine.
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Listening. Understa
with ideas relevant t
Teaching. Help me
area, but Im pretty
what's new in your a
Business Managem
don't pay for your ine
Relationship Mana
communication or ot
a person.
Different situations warrant
many necessary-type servic
well as expertise. On the oth
will likely be less concerned
innovative thinking of your t
Regardless of the mix of wh
many of them inserting this
kind, offering something tha
So be different: stop listenin
textbooks to be differenton
same-old.
Focus instead on actually del
(which, in and of itself, can
conversation with buyers ar
lonely than being unique.
1Terrell and Middlebrooks, Mark
Pg 31.
THE TRUTH: Trying to be u
careful.
d my business, my team, and my clients s
me.
nderstand what youre doing. I might not
right and I make the decisions here. Help
ea of expertise so I can apply that knowle
ent. Run an efficient operation and consta
fficiency.
ement. Be pleasant and fair, and work wi
er breakdowns on your end or mine. In es
ifferent mixes and degrees of the above.
s like Sarbanes-Oxley compliance, efficien
er hand, buyers looking to hire product in
about efficiency, and more concerned abou
eam.
ts most important to your buyers, you pr
into the list of client wants: Different and
t no one else in the market offers.
g to the continuous pleas from consultants
e of a kinda shining beacon of newness i
livering the value to the market that you s
e uncommon if not unique), and find way
und that message. Not only is it better ma
et Leadership Strategies for Service Companies
ique and different can do more harm than
32
o you can come up
e an expert in your
me understand
ge in my business.
tly improve so I
th me through
sence, treat me like
or example, with
cy is important as
ovation consultants
t the creativity and
bably wont see
Unique. Be one of a
, marketers, and
a sea of same-old
y you deliver
to create a
rketing, its less
. 2000 McGraw Hill.
good if youre not
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PAPAYAWHIP, PEADVICE THAT COU
Dither n: A state of indecisiv
new round of graphic design
like.
Dilatory adj: Tending to pos
on our ability to do anything
longer?
Delusion n (Psychiatry): A fa
especially as a symptom ofchoosing between possible b
make any difference in mark
* Three actual colors. Who k
The Long and Winding Ro
When many people think of
(nowadays) websites. It's u
and we all have opinions of
So when we build new websi
them with fanatical zeal. Ev
on them. They must lookth
This intense graphic design
Aggressive, proactive
years ago, marketing
Besides answering th
brochures. Thus, mu
Service businesses a
or focused in the mor
retention of existing
The people who deliv
ad or graphic design
marketing piece as a
CHPUFF, OR PERU: GRAPHLD SAVE YOUR LIFE
e agitation: Company management was in
s. Everybody had strong opinions on what
pone or delay: The graphic design process
in marketing besides work on designs. Co
lse belief strongly held in spite of invalidati
ental illness: The team seemed under therochure trim colors of papaywhip, peachpu
eting results.
new?
ad
arketing, they think of ads, logos, tagline
derstandable. Ads and brochures are what
hat we like and don't like.
tes, brochures, and logos for our organiza
ryone is going to see them and form an o
ey will lookperfect! (Even if the process
crutiny is especially true in service organiz
marketing is new to many service industri
was done by answering the phone when it
e phone, service firms have always put gre
h of the marketing attention was focused
e run by experts in their field. They are no
e mundane parts of marketing such as ne
evenue.
er the services tend to associate themselve
that depicts their service. Thus, they identi
reflection of the quality of their own work.
34
C DESIGN
a dither about the
they liked and didn't
had a dilatory effect
ld this drag out any
ing evidence,
delusion thatff, or peru* would
s, brochures, and
we see everyday,
ions, we scrutinize
inion about us based
f doing so kills us.)
ations. Why?
es. Up until a few
rang.
at stock in very nice
n them.
t typically schooled
lead generation and
s personally with any
fy the quality of the
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Service firms are fille
consider it a failing if
Graphic design is sim
As a result, when a service
everyone gets overly caught
Pathology of Design Mon
The same pathology happen
Marketing initiative is
New design of somet
component of the ma
Large group of stake
The process takes for
People lose energy a
Nobody focuses on th
vigor they do when c
The purpose of marketingt
attract and retain profitable
in the visible and sexy part
important-but-mundane par
Graphic Design Advice th
Here are five pieces of advic
design pit of despair.
1. Keep Your Eyes on
and pour over your d
comma, pixel, and Pa
an advertising campa
You can be sure that
following: extensive
researching each ma
prepared to turn on a
them win the prize: a
d with smart people. They all have opinion
they didn't add intelligent constructive criti
ply an easy target.
usiness decides it's going to really do so
up in the graphic design process.
mania
s over and over. It goes something like thi
kicked off with vigor and enthusiasm
ingbranding, brochures or websitebec
rketing effort
holders' becomes part of the design review
ever
the process drags on
e lets get new customers part of market
oosing website trim colors
he end prizeshould never be anything bu
ustomers. All too often we see companies
f the marketing process (design, copy), th
(lead and revenue generation).
t Could Save Your Life
e that could save your marketing initiative
the Prize: Is it possible that you should di
esigns and copy for months, all the way do
ntone color? Sureif you're about to spen
ign that will create hundreds of millions of
companies executing campaigns this large
arket research, testing each ad for custo
ket, and many other steps before the laun
dime if they find new creative that will wo
ttracting and retaining profitable customer
35
and, indeed, would
icism to everything.
e marketing
:
mes a central
team
ing with the same
t the following:
getting so caught up
ey forget about the
from the graphic
sregard this article
wn to the last
tens of millions on
impressions.
are also doing the
er response,
ch. And they're
rk better to help
s.
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2. Collaborate with C
the name of collabor
Balance the benefits
for bad soup.
3. Apply Ockham's Ra
a statement known a
necessity. In other w
creative process by a
Do we need 8 pe
not better) with 3
Do we need anot
profitable custom
Do we need more
processes for our
Applying Ockham's Razor to
prevent a good deal of heart
4. Don't Rewire the N
company is re-planni
technologists where t
Whether version 6.3
another? You'd be la
of listening to your b
those needs, get new
If you are not a desig
Will this help us attra
like Don't you think
your designers are d
5. Stop the Insanity: I
up and saywith Sus
appropriately but cle
revenue. If the curre
put an end to it. Do
time and energy on d
Dither n: A state of indecisiv
well, have the right people a
leverage graphic design to g
re: Most design processes have too many
tion, companies make the design process
f collaboration with the knowledge that to
zor: 12th century philosopher William of O
s Ockham's Razor: Plurality should not be
rds, unless proven otherwise, less is more
sking yourself questions like:
ple here when, in the end, the design will
people involved, and we will get finished t
er round of design edits in order to help u
rs, or can we stop now and move on?
design features such as Flash on our webs
brochures when it won't make a difference
the design process will help you save time
ache.
etwork Yourself: Let's say you are a sale
g its technology infrastructure. Would you
o put the wires? Whether to use fiber optic
f one software package is more robust th
ghed out of the room. If the technologists
siness needs and implementing technolog
technology people. Don't try to fix it your
ner, ask questions like We're going to use
ct attention and generate leads? How so?
a hunter green would be better? In the en
ing a good job, get new designers. Don't t
f you find yourself spiraling into design pr
an Powter vigorStop the insanity! Eithe
rly engage a discussion about what matte
t discussion is either overkill or distracting
hat you must to save yourself and your co
iscussions that won't make a difference in
e agitation: We don't dither about design.
nd skill sets on the team, and make decisi
row our revenue.
36
people involved. In
uddled and painful.
o many cooks make
kham is famous for
osited without
. Apply this to your
e just as good (if
wo months earlier?
attract and retain
ites and a 6 color
to our customers?
and money and
s person and your
tell the
s or something else?
n version 3.2 of
don't do a good job
that will help serve
elf.
this at a trade show.
instead of questions
d, if you don't think
ry to be one of them.
cess despair, stand
r that, or
s most: getting more
you from that goal,
mpany from wasting
results.
We run the process
ns that help
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Dilatory adj: Tending to pos
from our marketing goals an
tactics won't work on us!
Delusion n (Psychiatry): A fa
especially as a symptom of
the delusion that marketing
Graphic design is a great to
The definitions are the same
sentence.
THE TRUTH: Six weeks tur
Unless, of course, you follow
pone or delay: Others tried to slow us dow
d focusing too much on superfluous discus
lse belief strongly held in spite of invalidati
ental illness: I drank the punch and no lo
equals graphic design. Marketing equals gr
l in the process, but not the process itself.
, but you have the power to change how y
s into six months (or more) of an often ve
the advice below and, as they say, stop t
37
n by distracting us
ions. Their dilatory
ing evidence,
ger operate under
owing our revenue.
u use them in a
ry painful process.
e insanity.
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Dont Worry abou
about You)
What, Me Worry?
- Alfred E. Newman
Who are your closest compe
makes you better than your
and your competition?
You get asked these types o
your internal staff. Don't ov
Reading service firm busines
more competitive are a part
run services firms waste a lo
firms that provide similar se
Below you'll find four comm
to save time, money and he
Mistake #1: Beaten-to-D
Some service firm business
information about their com
successfully locate 77 other
with our unique positioning
My Reaction: What a waste
an accountant who confiden
accounting firms in the state
similar to ours. Yet someho
marketing plan as if it were
Mistake #2: Market and S
Many service firms are reluc
services because a competit
property law practice. At lea
business school that first mo
launch into the market.
My Reaction: Law firms, con
services are not Coke and P
Your Competition (Let The
titors? How are you going to beat your co
competition? What are the differentiating
f questions all the time from your prospect
rdo trying to answer them.
s plans and talking to service business lea
of what I do every week. Invariably, I find
t of time and effort worrying about, and a
vices. Usually it's just not worth your time
n mistakes that service firm leaders make
rtache when thinking about the dreaded c
ath Research
nd marketing plans list and describe page
etition. Over the past three months, we
negotiation consulting firms. Detailed desc
gainst each one
f three months of someone's time. Most p
ly stated, I have discovered that there ar
and can confirm that 131 of them offer a
w this information shows up in service firm
necessary component.
ervice Offering Reluctance
ant to offer a new service that complimen
r already offers it. You see, we can't laun
st five other firms offer that in our market,
vers have an advantage. If you're not #1
sulting firms, IT firms, financial services, a
psi. The market dynamics just don't work
39
m Worry
petition? What
actors between you
, your clients, and
ers about becoming
that the people who
gling against, other
and focus.
and five tips on how
ompetition.
after page of
ere able to
iptions follow, along
eople would laugh at
142 other
umber of services
marketing plan after
s their current
ch an intellectual
and I learned in
r #2 you shouldn't
d other professional
like this.
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Mistake #3: Clich Comp
We at ABC Tax and Consulti
biggest differentiator is our
blend people, process, and t
clients' most pressing strate
business advisors with the e
My Reaction: Copy like this
real to say, so I'll use some
Mistake #4: Unique Meth
We have a unique methodol
greater ongoing success. Th
im lementation, and measu
My Reaction: Sure, it's uniq
something similar.
Misconceptions like these hi
thinking of the people who r
What should you do about t
Tip #1: Forget Your Mark
Your marketing textbooks wi
Be the first mover in
Be number one or tw
Have a Unique Sellin
Be amazingly differe
I ask you, who grabbed the
Boston?
John Hancock Citigroup
Schwab TD Waterhouse
Wainwright Bank Eastern
Merrill Lynch Morgan Stanl
Fiduciary Trust International
smaller banks Hundreds of
titive Differentiation
g Services are the number 1 provider in o
eople who take a strategic look at our clie
chnology to create efficient and effective
ic needs. We're more than tax services, w
perience you need.
akes a lot of space and says nothing exce
meaningless marketing speak."
dology
gy that allows us to deliver projects more
re are 5 major steps: discovery, design, d
ement.
e there's just one process like this but
der service business growth and success b
n firms and practices.
ese misguided views of your competition?
ting Textbook
ll tell you to:
a market. You'll have an advantage over la
o in a market. No one else can make enou
Proposition that other firms can't easily d
t from other firms in your space. Differenti
position first, and now owns, high-quality i
rown Brothers Harriman Fidelity Invest
D Banknorth Citizens Bank RBC Dain
ank Sovereign Bank Prudential Financi
ey Paine Webber Bank of America Bo
Edward Jones A.G. Edwards Bear Ste
CFPs, CPAs, and insurance firms Hundre
40
r market. Our
ts' businesses and
olutions for our
e're strategic
t, "I have nothing
efficiently and with
evelopment,
everyone uses it or
ecause they limit the
ter entrants.
h profit.
uplicate.
ation is key.
vestment advice in
ents Charles
auscher
l Legg Mason
ton Private
arns Dozens of
ds of others
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Does it matter who was ther
Do you think people in a 6 p
do it in a market where ther
similar kinds of clients.
Are their services really diffe
fixing your teeth, or do you
Marketing textbooks (and m
Gamble, Whole Foods, U.S.
quite interesting. But the str
consulting firm grow to 50 p
Tip #2: Don't Worry Abou
I couldn't tell you how many
steak houses there are in Ch
confident that there is not a
If you're a human resource
consultants that do what yo
market for it. If you look for
good chance nobody's there
In the micro-economic techn
while service firm markets a
players with all the clout, m
survive. This doesn't happen
the Yellow Pages in Miami, F
Enter a crowded market whe
needs, and (assuming your
French bistro in Peru, Maine
Tip #3: Change the Quest
Let's say you're interviewing
them to ask you, What diffe
your clients and prospects.
categorically to your compet
about your competition.
You don't want the conversa
them, the more you validate
comparing you to them.
e first?
erson law firm can't make big money? The
are 200 person law firms that deliver the
rent from each other? Do you want a diff
ust want a good one?
any business books and consultants) focus
teel, and Coke vs. Pepsi. We identify with
ategies they espouse can't usually help the
eople. More often they get in the way.
t Crowded Markets
Italian restaurants are in New York's little
icago, there are simply too many to count.
booming row of authentic French bistros in
onsultant, and there are a multitude of hu
do in the market where you do it, it simpl
a space to create a market and be the f
because nobody's buying.
ical sense, the Coke vs. Pepsi market dyna
re monopolistic competition. In oligopoly,
rket share, and profits, and everyone else
in monopolistic competition. There are 88
L. The 89th can make it, too, if the pizza's
re there's lots of business to be had, and l
izza is any good) there's a good chance y
good luck selling foie gras.
ion from Competition to Clients
someone for a job at your firm. It's perfec
rentiates you from your competition? Sa
ou may feel the need to answercompari
ition and then against specific competition.
tion to linger on about competition. The m
that your client, prospect, or staff membe
41
can, and they can
similar services to
rent kind of dentist
on Proctor and
them all, and they're
35 person
Italy, or how many
But, I am pretty
Peru, Maine.
man resource
y means there's a
irst mover there's a
mic is oligopoly,
you have a few top
struggling to
pizza restaurants in
good.
ots of clients with
u can thrive. Open a
tly reasonable for
e thing goes with
g yourself both
And on and on
re you talk about
r should be
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Instead, like a good sales pe
of the conversation. For exa
division that keeps us on the
competition doesn't. In fact,
the day, we're the leaders,
Importantly, I don't know w
and how it makes our client
How might this fit with what
Tip #4: Drop the Clichs
When you do answer the qu
peopleprocess and technol
uniquecutting edgepush
If you do, you'll simply be h
me, Google buzzword bingo
Have something real to say.
Tip #5: Overcome Your G
Finally, and perhaps most i
competition is another prod
competition is the indifferen
client to just do it with in-h
In How Clients Buy: The Ben
from the Client Perspective,
encountered service provide
service providers did not co
provider.
You have to convince the bu
of how you stack up with so
worry more about the value
beat the competition withou
THE TRUTH: Many firms ov
rson, take control of the questioning and y
ple, you might answer, Well, we have a
cutting edge of the ABC field and, to my k
they quote our research to make their poi
ot them.
at they do with our research. I know wha
' lives better. Here's a specific example fro
you're doing?
stion, What makes you different? don't
gy.efficient and effective.we're the bes
he envelopego the extra mileclient-cen
lping people win their game of buzzword
and see what comes up first.)
eatest Competitor Client Indifferen
portantly, realize that for most product co
ct company. For most service businesses,
e of your client to do anything, do more,
use resources.
chmark Report on Professional Services M
40% of 200 buyers of consulting and profe
s that did not understand their needs. 32
vince them of the value they would receiv
yer of the value your services will bring to
e competitor. So worry less about who y
you offer to the client. You'll win more dea
even giving them a second thought.
rdo it. Dont get caught in the react-to-ev
42
ou will take control
very robust research
nowledge, the
ts, but in the end of
we do, however,
m your industry
nswer, our
twe're
eredetc.
ingo. (Don't believe
e
panies, the
the stiffest
r the desire of your
rketing and Selling
ssional services
of said that the
from the service
the table regardless
ur competitor is, and
ls in the process, and
eryone-else trap.
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Cold Calling Work
Brrrr... I've just been cold c
Just those two words to
top related