Prudent Guides and White Papers
The BS of PS
Your guide to overcoming the roadblocks to growth and legacy in the wonderfully dysfunctional world of professional services.
Growth in professional services is essential. It provides scale, opportunity, strategic options, and wealth. But, pursuing growth for growth sake is the mindset of a cancer cell and it can cost a firm its soul.
You’ve Stopped Growing and Redesigning Your Logo Isn’t Going to Fix It
The capability, service or consulting model that built your brand becomes commoditized, trite or simply out of fashion. All firms reach this place. What distinguishes professional services firms from others is how they see, interpret and transcend what is happening.
Here’s how to get growing again.
As a marketing leader, I have helped rebrand some of the world’s top consulting firms. I’ve learned a lot from my mistakes along the way.
The 20 Biggest Brand Mistakes Firms Make (and How to Avoid Them) is written for firm leaders to help you avoid mistakes professional services service firms repeatedly make with one of their most precious assets.
LISTEN to the Only Podcast Addressing “The BS of PS”
Rattle and Pedal, hosted by Jeff McKay and Jason Mlicki, offers divergent thinking on growing professional services firms. Be prepared for an unorthodox exchange on life in professional services.
- What Firms Do Intellectual Capital Strategy Well?
Looking for a little inspiration to up your intellectual capital efforts from firms that are not McKinsey or Accenture? Jeff and Jason […]
- How Intellectual Capital Removes Friction from the Buyer’s Journey
Intellectual capital isn’t just about problem definition and lead generation. IC should focus on removing impediments at each stage of […]
- How to Create an Effective Intellectual Capital Strategy
Your intellectual capital strategy must transform your core capabilities and knowledge into a compelling POV and real tangible client […]
Do you want to grow faster, be more profitable, and differentiate your company?
Then, identify your ideal client. Identifying an ideal client is the fundamental building block of a profitable, growing business. Some firms wait until they have stopped growing and need to painfully retrench. Others do it when they are king of the hill and have the luxury of excessive demand.
Take the single action that has the greatest impact on your firm
Strategic Marketing Tools
Growth Readiness Self-Assessment
Most firms think a “marketing” or “brand” problem is slowing their growth. Don’t be so sure. Self-score your firm’s effectiveness in 11 critical growth enablers because you can’t fix a growth limiter until you know what it is.
Marketing Capabilities Gap Assessment 2.0
You can’t build a high-performance marketing machine without knowing your starting point. This simple, powerful tool allows you to quickly, cost-effectively create a heat map of your firm’s growth capabilities.
There exists no more powerful and dangerous organizational structure than a matrix. Properly managed, it unleashes innovation, collaboration, client-centricity, and high-performance teamwork. Mismanaged, it is the sand–pebbles, rocks, and boulders–in the gears of the machine. This tool helps you unleash the power of the matrix.
What is Marketing's Role in Your Firm? Every year about this time cyclists ramp up an enduring argument. If you are a cyclist, you know where I am going; it's the great base-building debate. There are two schools of thought. The first is traditional, laid back and...
When I shop at Target, eat at McDonald's, buy a new bike at a local bike shop or even get my shoes shined, I expect the people I interact with to have integrity, provide great service, give me a quality product and be accountable for delivering what the company has...
In 2002 Rajat Gupta, then managing director of McKinsey, pushed the firm’s head of marketing and public affairs, Javier Perez, out of the firm. The reason: multiple partners had shared their dissatisfaction with the firm to writer John Byrne in a wide-ranging feature...
Professional services firm leaders often have ambitions to create “innovative” or “client-centric” cultures. Unfortunately, many act in a way that shocks the soul out of their firms and prevents them from ever realizing their visions. In 1967, Martin Seligman, a...
Building the OPTIMAL Marketing Organization
There is no perfect marketing structure, but there is an optimal structure for your strategy, firm culture, and desired level of investment. This presentation recorded at the Association of Accounting Marketing: Summit 2018 helps you think through the 5 Tough Questions you must answer before building your marketing organization.