4 essential habits for building client trust. By Bruce W. Marcus In the firm with a strong marketing culture, getting the client is only half the battle. The other half is keeping the client. It’s done with more than just doing good work. In fact, most clients, surveys tell us, don’t really know how good or how bad your work is. Why should they? It’s not the business they’re in. They have to trust the accountant. More Professional Services Marketing 3.0: • The Four Cornerstones to Building A Marketing Culture • The Nine Hallmarks of a Marketing Culture • Getting the Client is Only Half the Battle • Practice Development: It’s Not Rocket Science • Nine Fundamentals for a Healthy […]
What to do when every client is in play. By Bruce W. Marcus Professional Services Marketing 3.0 Independent studies, including those from CPA Trendlines, show that a large percentage of accounting clients are dissatisfied with the levels of service from their accountants. Good work delivered on time isn’t enough anymore.
So why should you think you’re a marketing expert, too? By Bruce W. Marcus Professional Services Marketing 3.0 Someone once said that if you’re smart enough to be an accountant, you’re smart enough to do your own marketing. Sure. And you’re probably smart enough to be a nuclear physicist – but that doesn’t make you one.
Seven simple skills every professional can develop. Six powerful reasons practice groups, not Lone Rangers, win the long game. By Bruce W. Marcus Professional Services Marketing 3.0 Building a culture of growth and aspiration (pardon the word “marketing”) is a process that requires four elements:
Top firms know the nine tenets of a healthy, sustainable growth-minded culture. By Bruce W. Marcus Professional Services Marketing 3.0 The firms that want to grow and thrive must be turned into marketing machines – to have a culture that understands and supports a marketing effort. A firm may be said to have a marketing culture when its professional staff:
Don’t even try. You’ll get flattened. By Bruce W. Marcus Professional Services Marketing 3.0 Assuring CPA firm survival in the coming decades starts not with a radical redesign of the traditional firm – that will come of itself – but with six assessments that spring from the old and go to the new. Change will not be imposed – it will emerge. First, there are three factors that should be understood:
Call it “the investment hour” and go hunting for business. By Bruce W. Marcus Professional Services Marketing 3.0 If the accounting firm’s management hasn’t made clear that participation by every professional in the firm is an integral part of recognition and growth within the firm, you can scrap the marketing program. It can be helpful if the non-billable hour is renamed the investment hour, because if those hours are spent on marketing, investment hours are exactly what they are.
Teaching CPAs the six metrics of real ROI. By Bruce W. Marcus Professional Services Marketing 3.0 Tactics are the most difficult part of an accounting marketing program, because so much of what must be done depends upon the scarce, non-billable time of partners and professional staff.
And 9 realities you can’t ignore. By Bruce W. Marcus Professional Services Marketing 3.0 A marketing program – a professional-caliber marketing program – begins with a realistic understanding of the needs and opportunities of the markets you serve. It defines your abilities to meet those needs. It develops a strategy to persuade your market that you can serve its needs. And it formulates the tactics needed to make that strategy functional. By defining the target audience first, you can devise the strategy to address that audience, with eight tried-and-true techniques: