{"id":114502,"date":"2023-07-28t11:56:37","date_gmt":"2023-07-28t15:56:37","guid":{"rendered":"\/\/www.g005e.com\/?p=114502"},"modified":"2024-08-27t17:01:46","modified_gmt":"2024-08-27t21:01:46","slug":"five-rules-for-a-marketing-orientation","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/07\/28\/five-rules-for-a-marketing-orientation\/","title":{"rendered":"five rules for a marketing orientation"},"content":{"rendered":"

\"smilingwhy the alternatives don\u2019t work anymore.<\/strong><\/p>\n

by august j. aquila<\/i>
\nprice it right: how to value accounting services<\/i><\/a><\/p>\n

let\u2019s look at the different focuses or orientations that firms can take toward managing and running their practices and see which ones the traditional pricing methods encourage.<\/p>\n

more: <\/b>the damage that traditional fee methods do<\/a> | four ways to prepare for new business development<\/a> | ten keys to marketing success<\/a>
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any organization, whether an accounting firm or not, usually tends to have one of four focuses. they are either selling-oriented, product-oriented, production-oriented or marketing-oriented.
\n
\neach focus will have a direct impact on how a firm looks at servicing clients and pricing its services. the predominant focus is often dictated by the value system of the founders of the organization or its current management team. perhaps when the firm was first started, the predominant focus was appropriate. however, a danger exists when the external environment changes and the internal environment of the firm stays the same.<\/p>\n

in the \u201970s and early \u201980s firms did quite well by following a production orientation focus. in the late \u201980s and the \u201990s, this strategy did not work as well. and it certainly does not work today.<\/p>\n

selling orientation<\/strong>\u00a0 <\/em><\/p>\n

historically, a company with a selling orientation was centered on selling efficiency rather than customer needs and wants. the selling orientation assumes that clients will not buy the product or service unless the organization makes a substantial effort to stimulate their interest in its products.<\/p>\n

for example, you might think of a door-to-door salesperson selling magazine subscriptions that you really don\u2019t want or need.<\/p>\n

accounting firms have never lowered themselves to this level. there are, however, many firms today that have hired part- and full-time sales professionals to develop leads for the firms. in a way, these firms are trying to increase their market share merely by increasing their selling power.<\/p>\n

selling a professional service is a complex endeavor. while a sales professional can uncover an opportunity, it is really the service provider that the client wants to know. and, if there is no trust or chemistry between the client and the service provider, a sale will never happen.<\/p>\n

clients will often ask a new service provider these questions:<\/p>\n