growth strategies

if you don’t know where you’re going, how do you know how to get there?

the essential first step for any growth strategy.

by bruce w. marcus
professional services marketing 3.0

because an accounting firm’s marketing program must do more than accumulate clients, and because it must function in a dynamic world that’s constantly in flux, an effective marketing program can’t be a static list of activities that use a static list of marketing tools.

more professional services marketing 3.0 by bruce w. marcus:

— eight tips for staying one step ahead of the competition (and maybe the client, too)
— nine things we know for sure about how to grow an accounting firm
— the cpa’s castle is crumbling
— my address in space: the dynamics of change at accounting firms
— six quick reasons why cpa firms will never be the same
— 14 steps to find the right “value price”
— it’s not just accounting anymore. today, everyone’s in marketing

instead, it must have clear objectives that are flexible enough to accommodate the dynamic nature of the market. it must focus on specific aspects of a practice, predicated on the distinctive needs of each aspect of the prospective clientele. for example, a marketing program to attract high asset individuals is different from one to attract corporations. a program to attract real estate developers is different than one to attract builders.