My wife says that I tilt at windmills when I try to convince the professional services world that Marketing is strategic and more than making things pretty. Alliance partners and business leaders say they have the “strategic stuff” covered. My marketing peers wonder why I expend so much energy and political capital fighting an undefeatable foe. After all, it’s easier to just ride a horse in the direction it is going.
In the immortal words of John McClane inspired by his love of old-time westerns in the movie Die Hard, “Yipee ki yay,…!”
Here is a typical conversation I have with audiences after my presentations, with prospects, marketing peers, and alliance partners. There is a theme here.
Professional services marketing is like no other.
Professionals services firms market complex, intangible solutions to what are big, public, and potentially embarrassing problems. The solutions are bought by the most sophisticated c-level buyers at top companies around the globe. And, professionals must operate from Byzantine, matrixed systems in one of the most political and contentious ownerships structures, a partnership.
This is one of the most popular questions asked among practice leaders and marketers in professional services. An agency colleague told me recently that the correct answer from most marketers is always “more.” Yet, most partners and busines…
As firms divvy up budgets for next year, I thought it a good time to share a framework that firms and practices to evaluate and prioritize marketing programs before money starts flying around.