Truth and Lies in Professional Services Marketing

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

[email protected] 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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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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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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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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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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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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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.


17/54


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


18/54


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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20/54


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


21/54


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.


22/54


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,


23/54


24/54


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


25/54


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.


26/54


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


27/54


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


28/54


29/54


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


30/54


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


31/54


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


32/54


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.


33/54


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


34/54


35/54


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


36/54


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.


37/54


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


38/54


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.


39/54


40/54


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.


41/54


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


42/54


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


43/54


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.


44/54


45/54


Cold Calling Work

Brrrr... I've just been cold c

Just those two words to

Documents

Truth and Lies in Professional Services Marketing