{"id":105116,"date":"2023-02-24t11:56:16","date_gmt":"2023-02-24t16:56:16","guid":{"rendered":"\/\/www.g005e.com\/?p=105116"},"modified":"2024-09-01t14:48:47","modified_gmt":"2024-09-01t18:48:47","slug":"why-is-change-so-hard-for-firms","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/02\/24\/why-is-change-so-hard-for-firms\/","title":{"rendered":"why is change so hard for firms?"},"content":{"rendered":"

\"one<\/a>start with trends in your clients\u2019 industries.<\/strong><\/p>\n

by bruce marcus<\/i>
\nprofessional services marketing 3.0<\/i><\/a><\/p>\n

editor\u2019s note: 卡塔尔世界杯常规比赛时间 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\u2019s evergreen work, which retains wisdom for the present.<\/i><\/p>\n

i\u2019m puzzled by the accounting firm that continues to function today as it did many decades ago \u2013 in so many areas, as if the world continues to be as it was decades ago.<\/p>\n

more: <\/b>how marketing in accounting has evolved<\/a> | how marketing evolved to 3.0<\/a> | why value pricing works<\/a> | accounting marketing 3.0: new rules<\/a> | accountants don\u2019t sell soap.<\/a> | why competition matters most<\/a> | nine fundamentals for a healthy marketing culture in an accounting firm<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

at the same time, in the midst of all that\u2019s changing in the professional world, i\u2019m surprised that change in the marketing process for professional services is evolving so slowly. there are indeed exceptions, in which a handful of firms have extensive programs that are innovative, and very large staffs to execute them. these few firms have specialists in such activities as business development, media relations and so forth, but considering the vast number of accounting firms, their number is a small percentage of the professions.
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\nthere are many reasons for this, not the least of which is the amorphous nature of professional services management and marketing education. the quality of academic and firm marketing education in this field is dismal and retrogressive. the relationship between the marketers and the professional is too often built on mutual misunderstanding. and perhaps it\u2019s because accounting firm marketing is so subsumed by a firm\u2019s professionals with too little understanding of the process that too many marketers are either unwilling to risk innovation or else are incapable of it.<\/p>\n

perhaps, too, the external factors that require new vision for professionals and their marketers are happening too fast, and are overwhelming both.<\/p>\n

and perhaps the traditions and stringent (and sometimes anachronistic) ethical requirements of both law and accounting inhibit innovation.<\/p>\n

still, there are techniques to keep professionals relevant to the changing needs of the clients, and to keep marketing functional and successful beyond the mundane. for example, consider that while the ultimate aim of marketing professional services may be to get clients, growing a successful firm is a function of keeping a firm relevant to the changing nature of its economic and social environment, and particularly the needs of the clientele. obviously, then the marketer must understand that environment, which then becomes the canvas upon which the marketing program is painted.<\/p>\n

this is certainly true in professional services marketing, where recycling old ideas instead of bothering to come up with new ones is a too-common practice, and where the failure of professionals to fully grasp the reality of the crucial role that marketing plays in a practice tends to suppress innovation in so many firms.<\/p>\n

it\u2019s certainly true in the professions, which are too often inhibited by antiquated traditions, irrational views of ethics in the 21st century, the anachronistic thinking of state and local bar and accounting societies, and a mentality of \u201cwe have always lived in the castle.\u201d<\/p>\n

possible changes in the-not-too distant future<\/strong><\/p>\n

predicting the future course of events can be a fool\u2019s game, especially if the prediction is an extrapolation of current trends and practices. anticipating future events, by the way, doesn\u2019t work well by looking at current practices alone, then \u2013 there are too many unpredictable factors.<\/p>\n

the reason that predictions are so hard to get right, then, is simple to fathom. in today\u2019s dynamic world, any course of action will likely be affected by unforeseeable random events that alter that course. for example, just a few years ago, who could have predicted linkedin, or facebook, or twitter \u2013 much less the impact the social networks would have on society and business? many of us remember when blogs were considered to be fads that would ultimately die or fade away. now, blogs are ubiquitous, and an integral part of the business process. the fascinating thing about these devices is that they impacted the business world so rapidly that there wasn\u2019t time to predict them before they became important business tools.<\/p>\n

what, then, are reasonable assumptions about the future of the legal and accounting professions in this dynamic society? here, we can surmise \u2013 if not predict \u2013 a future by extrapolating two things from the past \u2026<\/p>\n