Marketing Consulting for Professional Services and B2B
Expert Sales and Marketing Consulting for Services FirmsIncrease marketing effectiveness, create more leads, and drive predictable revenue growth
Are you a leader
Searching for a smarter approach to growth
You’re savvy, but just don’t have the marketing capability to deliver a more powerful result.
Pursuing meaningful growth
You’re pursuing growth with purpose; not mindlessly chasing a revenue number.
Stewarding your firm's legacy
Leading a powerful culture and leaving the firm stronger for the next generation, not managing some brand facade.
Our View on Marketing Strategy
The firm’s—and, therefore, Marketing’s—number one strategic priority must be creating a healthy, profitable, and long-term growth cycle.
Unfortunately, marketing priorities and investments are seldom allocated to realize this objective. Allocating resources based on line of business size is an outdated, short-term, and sub-optimal approach because it results in misaligned goals, mindsets, and tactics. Grow everything is not a strategy.
If the firm does not make strategic choices, the firm’s performance is going to suffer.
Without a strategic approach, you let competitors define who you are to their advantage, chase sales opportunities not aligned with the value you provide, create longer sales cycles, waste valuable time, and ultimately grow more slowly.
Firms with a documented strategy are 4.7 times more likely to be successful than those that don’t.
Prudent Pedal's Value
A prudent strategy and an action-oriented marketing structure create a virtuous growth cycle.
My approach to strategy ensure that your marketing investment creates the highest return by building brand relevance, pursuing the highest growth opportunities, and aligning solutions with the client’s needs from beginning to end.
Your Title Goes Here
Growing a Professional Services Firm is a Unique Challenge
Your Sales and Marketing Strategy has to be different as well.
In the competitive landscape of B2B and professional services, lacking a strategic sales and marketing approach can lead to significant setbacks. You let competitors define you to their advantage, chase underperforming sales opportunities, create longer sales cycles, waste valuable time, and ultimately grow more slowly.
Organizational structures, dynamic services, and internal matrices complicate strategic decision-making. When difficult strategic decisions are avoided, the default approach becomes trying to satisfy everyone’s needs. This leads to a fragmented marketing strategy.
I call this the “grow everything” strategy. It gives everyone in the firm their do. Unfortunately, every time it launches, it hits the ground with a resounding thud.
Smart growth requires translating growth intent into action, fabricating an engine for growth, and activating the firm.
Translate
Marketing strategy should support a firm’s purpose and everyone should be on the same page. If the tough strategic decisions don’t get made, the default is grow everything. “Grow everything” is not a strategy. It’s dabbling.
I help you prioritize, choose, and translate your growth intent into strategic actions.
Fabricate
Marketing can’t become a fulcrum for growth, unless leadership agrees on its role. There are two marketing schools of thought in professional firms. Not knowing which one you belong to leads to dabbling.
I build your marketing capability to deliver strategic impact—no matter your investment level, firm structure or culture.
Activate
Marketing is about a relentless pursuit of understanding, anticipating and meeting client needs. Marketing does not end because tactics have run out. If firm leaders accept tactical actions instead of strategic results, the firm is dabbling.
I drive revenue growth and increase marketing ROI.
Our Marketing Consulting Services
Identify, Prioritize, and Attack the Right Market Opportunities
Define Growth-building Blocks
- Develop firm positioning and value proposition
- Identify Ideal Client to prioritize marketing investment and sales activities
- Define key client issues & salient value drivers
- Understand & document buyer’s journey
- Develop Solution Architecture
- Establish the firm’s point of view
- Develop thought leadership agenda
- Produce Go-to-market Playbook
Build Scalable Sales & Marketing Platform
- Prioritize and develop industry & buyer-specific campaign strategies
- Create content strategy
- Complete content inventory and identify key content priorities
- Develop content aligned with buyers’ journey & conversion priorities
- Refine digital platform
Execute and Drive Revenue
- Provide strategic leadership to implement strategy and build adoption
- Manage the marketing function
- Define relevant marketing mix & channels
- Establish metrics & analytical framework to guide on-going business decision-making
- Enable Sales
- Develop & execute campaigns
Our Thinking on Professional Service Marketing Strategy
Professional Services Growth Strategy: Evaluating New Markets and Adjacencies
Most conversations about growth in professional services begin in the same place. Where should we play next? Which markets are expanding? Which adjacencies offer the most upside? These are reasonable questions. They are also incomplete. The “where to play” debate is...
How Strong Is Your Firm’s Brand—Really? A CEO Self-Assessment for Professional Services
Most professional services firms say they want a stronger brand. What they usually mean is more visibility, better messaging, or a cleaner website. Those things may help at the margins, but rarely do they change outcomes. What actually determines whether a firm wins...
Why Strategic Ambition Must Align with Market Permission: Managing Your Performance Envelope
The majority of strategic failures in professional services firms do not stem from inadequate execution discipline. They arise from a more fundamental error: leaders make commitments in markets where the firm has no earned relevance and introduce offerings that lie...
Sure, you want to grow, but is your firm ready to?
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. You can’t fix a growth limiter until you know what it is.
