{"id":109349,"date":"2023-03-10t12:00:48","date_gmt":"2023-03-10t17:00:48","guid":{"rendered":"\/\/www.g005e.com\/?p=109349"},"modified":"2024-09-01t14:48:47","modified_gmt":"2024-09-01t18:48:47","slug":"nine-reasons-that-prospects-say-yes","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/03\/10\/nine-reasons-that-prospects-say-yes\/","title":{"rendered":"nine reasons that prospects say yes"},"content":{"rendered":"

\"woman<\/a>how to use marketing to build for the future.<\/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

to put it simply, professional services marketing is a process that\u2019s designed to bring a firm and its prospective clientele together. more than just accumulating clients, the effective marketing program helps shape and secure a practice that\u2019s relevant to the dynamic needs of both the firm and the clients it serves. more than a collection of marketing activities, marketing is a process.<\/p>\n

more: <\/b>why is change so hard for firms?<\/a> | 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

the process, essentially, may be perceived in four parts:<\/p>\n

    \n
  1. define the market.<\/li>\n
  2. define the service to meet the needs of the market.<\/li>\n
  3. define the tools of marketing to be used to reach and persuade the market.<\/li>\n
  4. manage the tools.<\/li>\n<\/ol>\n


    \nthe significant body of knowledge about marketing functions in two areas \u2013 the techniques, or tools (articles, news releases, collateral material, etc., and the ways they\u2019re used), and the study of the markets themselves (such as the demographics, motivation for buying \u2013 its shape, its structure, its needs and its opportunities). strategy \u2013 the way in which the two are brought together \u2013 is crucial. too much of marketing practice often seems to focus primarily in the tools, rather than in the strategy, which can be a fatal error.<\/p>\n

    persuasiveness \u2013 why people buy<\/h3>\n

    despite thousands of dollars spent on research about why people choose one professional service firm rather than another, we still know remarkably little. professional services are, to a large extent, too amorphous to respond to simple motivation, but there are some reasonable surmises that can be made, based on both logic and experience.<\/p>\n

    unfortunately, the many home-grown surveys done by law and accounting firms don\u2019t go deeply enough into motivations to fully understand how people or firms choose one professional firm over another. part of the problem resides in the fact that professional services marketing rarely moves people to act immediately, and so the purchase decision is too distant from the marketing effort \u2013 unlike product marketing. part of the problem is that the reasons buyers need or want legal or accounting services are variable and diverse.<\/p>\n

    to a large degree, many individuals \u2013 and many companies \u2013 make retaining decisions for irrational reasons, such as personal relationships or word-of-mouth recommendations. in many cases, decisions are made based on reputation or name recognition. except for larger firms that have either in-house staffs or long-standing relationships with lawyers or accountants, a very large part of the market doesn\u2019t have the least idea about how to qualify the professionals they hire. as discouraging as that may sound, it tells us a great deal about how to formulate the elements of a marketing program.<\/p>\n

    surveys, moreover, consistently show that how professionals think their clients view their performance and what clients actually think, are usually miles apart.<\/p>\n

    in other words, experience or not, we know far less than we should know. and so we\u2019re back to surmises and objectives.<\/p>\n

    in the light of what we do know, and considering the singular nature of marketing professional services (as compared, for example, to product marketing), what works? or more specifically, what seems to work?<\/p>\n