In a sound strategic plan it’s the clientele, not the firm, that’s primary.
By Bruce Marcus
Professional Services Marketing 3.0
EDITOR’S NOTE: CPA Trendlines was privileged to have a long relationship with Bruce W. Marcus, who was ahead of his time in his thinking and practice in marketing for accounting. We are publishing some of the late expert’s evergreen work, which retains wisdom for the present.
It has long been the accepted tradition, in accounting and law firms, that what’s yours is yours and what’s mine is mine. In other words, “I love you Charlie. You’re a great guy and a great partner. But keep your hands off my clients.” And thus was the lie put to the myth of cross-selling.
MORE: When Clients Think They Know Marketing | Internal Communications Are Underrated | Four Things Better Than a Company Song | Let’s Lose the Word ‘Image’ | The Risk In Not Understanding Risk | What Your Marketing Program Can and Can’t Do | Nine Reasons That Prospects Say Yes | How Marketing Evolved to 3.0 | Accountants Don’t Sell Soap.
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But things change. For example, frank competition, once anathema to the professions, is now well woven into the fabric of professional practice. The nature of the clientele has changed, somewhat drastically. Today’s client rarely uses just one law or accounting firm, rarely accepts advice unquestioningly, rarely accepts non-detailed bills (and so will go, eventually, the billable hour). The day of the naïve client is now in its twilight.
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