bruce w. marcus, author at 卡塔尔世界杯常规比赛时间 - page 4 of 11

accounting marketing takes a new step in the evolutionary process

learn how to recognize and participate profitably in the incoming tide.

by bruce w. marcus

professional services marketing 3.0? this from someone who has written, spoken, railed against jargon and gimmicks?

well, yes, because in this rapidly changing economic environment, intensely competitive landscape and highly charged computer age, it’s the best way to define significant evolution from one distinct period to the next. but, that’s exactly what’s happened – and is happening – with cpa firms. and in management practices, business models and structure as well. read more →

marketing & sales

what accounting firms need to learn from personal financial planning specialists

is the traditional business model holding back the profession?

by bruce w. marcus
professional services marketing 3.0

it’s not a race, nor are there prizes for the winner. but it has been suggested that personal financial planners trading in college, retirement and estate planning are light years ahead of the accounting profession in marketing.

more for 卡塔尔世界杯常规比赛时间 pro members: the delicate art of positioning your firm in the mind of the prospect • who’s better at marketing? lawyers or cpas? • even a random disaster can be controlled with risk management • managing risk in client relations • your clients love you? what if you’re wrong? • the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm

marketing & sales

the delicate art of positioning your firm in the mind of the prospect

and, it’s not a mission statement.

by bruce w. marcus
professional services marketing 3.0

there is no great mystique to the marketing concept of positioning. while it’s not as simple as some would make it seem, nor as complex as others would have you believe, it’s still very real.

卡塔尔世界杯常规比赛时间 research has uncovered the startling fact of the wide disparity between how accounting firm management perceives their own performance and how their clients see their performance. (join the survey; get the results.)

more for 卡塔尔世界杯常规比赛时间 pro members: who’s better at marketing? lawyers or cpas? • even a random disaster can be controlled with risk management • managing risk in client relations • your clients love you? what if you’re wrong? • the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm

growth strategies

who’s better at marketing? lawyers or cpas?

is the question ludicrous?

by bruce w. marcus

looking at the question from a different point of view, the international consultant patrick mckenna said, “if you’re trying to determine which of the two professions (lawyers or accountants) are the more advanced in their marketing prowess, i’m sorry but i think the very question is ludicrous.

more professional services marketing 3.0: 5 ways to manage risk in an accounting practice • even a random disaster can be controlled with risk management • managing risk in client relations • your clients love you? what if you’re wrong? • the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm

be it accountant, consultants, architects or lawyers, it really doesn’t matter. my experience confirms for me that when you think of marketing prowess you can divide any of the individuals or firms, in any of those professions (not by profession but by mindset) . . . into three categories: hawks, doves and ostriches.”

marketing & sales

5 ways to manage risk in an accounting practice

by bruce w. marcus
professional services marketing 3.0

too often, we simply take risk for granted and go headlong into danger and chaos. it needn’t be so. even in view of the elements of risk over which we have no control, there are still measures of protection that can be taken to reduce a measure of risk in any enterprise.

more for 卡塔尔世界杯常规比赛时间 pro members: managing risk in client relations • your clients love you? what if you’re wrong? • the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm •

is there protection against risk? yes – to a larger degree than we may realize. there are at least five things you can do: read more →

marketing & sales

all great strategy starts with “why”

what do we want people to know, think or feel as a result of our internal communications efforts, and why?

by bruce w. marcus

the answers to these questions are the foundation for any communications activity, internal or external. they define the dynamic of the program, its focus and its program goals. they make possible a foundation for defining and shaping the strategy.

more for 卡塔尔世界杯常规比赛时间 pro members: managing knowledge as a growth and management tool • the secret formula for getting new clients • what we’ve learned since accounting marketing was legalized • do accounting firms really want an ‘image’? • what accounting firms need to learn from personal financial planning specialists •

there are three crucial concerns…

read more →

marketing & sales

a real-world approach for the smaller firm

the myth of “niche marketing.”

by bruce w. marcus

there is much ado, these days, about niche marketing and target marketing and using mailing lists and knowledge management.

how does it all come together to make sense for the smaller accounting firm, particularly when there’s a limited marketing budget, and a limited opportunity to reach out to the marketplace?

more for 卡塔尔世界杯常规比赛时间 pro members: who’s better at marketing? • lawyers or cpas? • even a random disaster can be controlled with risk management • managing risk in client relations • your clients love you? what if you’re wrong? • the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm •

in this report:

the limited value of “niche” marketing
six key variables to evaluate
the role of target marketing
the role of sales
the fusion that creates total context marketing
15 steps to success in integrating and balancing marketing strategies

marketing & sales

do accounting firms really want an ‘image’?

it’s a hollow view.

by bruce w. marcus
professional services marketing 3.0

some years ago, in a remarkably successful marketing move, a graphic designer specializing in logos, letterheads and the like came up with the concept of the corporate image. a brilliant concept, but more mirage than image.

now one of the most successful operations in the marketing business, this company has managed to persuade its clients that corporate image is the key to corporate success. image, it seems, is the magic elixir. at many thousands of dollars a dose.

more for pro members: the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm • what accounting firms need to learn from personal financial planning specialists • the delicate art of positioning your firm in the mind of the prospect • who’s better at marketing? • lawyers or cpas? • even a random disaster can be controlled with risk management • managing risk in client relations • your clients love you? what if you’re wrong? •

leadership

can you hear me now?

eight reasons why accounting firms need to work on internal communications first.

by bruce w. marcus

a terrific definition of chaos is when a client asks two different people in your firm the same question – and gets two different and conflicting answers.

more for pro members: managing knowledge as a growth and management tool • the secret formula for getting new clients • what we’ve learned since accounting marketing was legalized • do accounting firms really want an ‘image’? • what accounting firms need to learn from personal financial planning specialists • the delicate art of positioning your firm in the mind of the prospect

another form of it is when there’s a crisis, and the press calls and gets somebody on the phone who hasn’t been briefed – but who answers the questions anyway. there’s real horror for you. read more →

marketing & sales

your clients love you? what if you’re wrong?

a short discourse on random and statistical risk.

by bruce w. marcus
professional services marketing 3.0

risks are different in context and magnitude. a good mathematician can often statistically quantify the boundaries of risk, such as telling you that one in every hundred people will slip in the bathtub and break a bone, but that depersonalizes it and tells you nothing to help you avoid it. and that’s only halfway to understanding it.

more for 卡塔尔世界杯常规比赛时间 pro members: the three degrees of risk • four essential habits for building client trust • the nine hallmarks of a marketing culture • the four cornerstones to building a marketing culture • getting the client is only half the battle • practice development: it’s not rocket science • nine fundamentals for a healthy marketing culture in an accounting firm •

marketing & sales

managing knowledge as a marketing and management tool

what do we really know when we say we know?

by bruce w. marcus

the road to knowledge management, now well-traveled, seems to end with the science of acquiring and retrieving data. the end of that road, which was built mostly by the brilliance of computer scientists, stops where a clear understanding of the meaning of useful knowledge begins.

more for 卡塔尔世界杯常规比赛时间 pro members: • the secret formula for getting new clients • what we’ve learned since accounting marketing was legalized • do accounting firms really want an ‘image’? • what accounting firms need to learn from personal financial planning specialists • the delicate art of positioning your firm in the mind of the prospect • even a random disaster can be controlled with risk management •

but with the growth of knowledge management as a discipline in many aspects of professional practice, some definitions may help forge a new direction for knowledge management that not only move the subject to a new realm of discovery, but may help find ways to make knowledge more useful as a management and marketing tool. we now seem to know a lot about gathering data, and are learning to turn data into knowledge. knowledge must now be adapted to work for the firm, and especially for the firm’s leaders. read more →

marketing & sales

managing risk in client relations

wishful thinking?

by bruce w. marcus
professional services marketing 3.0

another consideration of risk lies in a tendency to ignore or distort reality, which can lead to a vast expectations gap. read more →

marketing & sales

the competition for talent: it’s all about motivation

at microsoft, they worry about motivation, says bruce w. marcus, author of professional services marketing 3.0. when everybody who holds any kind of a responsible job is making more money than any of them ever dreamed they would, and when they’re in an industry that would pay anything to hire them away, how do you motivate people? how do you get them to stay, and to produce at the high levels demanded by microsoft and other high-tech companies? two ways.

in this report:

five mistakes firms make.
four strategies that can’t miss.

bruce w. marcus

more at store.www.g005e.com

bruce w. marcus remains a pioneer in the modern practices of professional services marketing even after his death in 2014 at age 89. he is the author of the seminal work, professional services marketing 3.0, published by 卡塔尔世界杯常规比赛时间. the association for accounting marketing named a lifetime achievement award in his honor.

hall of fame: the association for accounting marketing award, named in honor of bruce w. marcus.

in 1951 (with a degree in economics and philosophy), he joined the then-big eight accounting firm, peat marwick mitchell to establish the firm’s library, where he developed an article writing and seminar program that successfully promoted the firm’s reputation.

he has served as a public relations and marketing executive or consultant to most of the international accounting firms, and many large and small law firms.

his book, competing for clients (1986) was one of the first to delineate the new practices of professional services marketing, followed by more than a dozen books on professional services marketing, real estate marketing, investor relations, and international accounting standards.

his first newsletter, the marcus report (1986), was followed by the award-winning www.marcusletter.com in 1995 — one of the longest-running letters on marketing for lawyers and accountants.

he served on the editorial boards of several leading professional services publications, a contributor to many publications, and has been a keynote speaker at major conferences.

he taught one of the first courses in professional services marketing at the fordham university graduate school of business, and lectures frequently at the fordham university law school.

here’s what you’re looking for: bruce w. marcus