{"id":33831,"date":"2014-09-07t00:19:31","date_gmt":"2014-09-07t04:19:31","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=33831"},"modified":"2024-09-01t14:48:50","modified_gmt":"2024-09-01t18:48:50","slug":"the-delicate-art-of-positioning-your-firm-in-the-mind-of-the-prospect","status":"publish","type":"post","link":"\/\/www.g005e.com\/2014\/09\/07\/the-delicate-art-of-positioning-your-firm-in-the-mind-of-the-prospect\/","title":{"rendered":"the delicate art of positioning your firm in the mind of the prospect"},"content":{"rendered":"

and, it\u2019s not<\/em> a mission statement.<\/strong><\/p>\n

by bruce w. marcus
\n<\/em>professional services marketing 3.0<\/a><\/em><\/p>\n

there is no great mystique to the marketing concept of positioning.<\/em> while it\u2019s not as simple as some would make it seem, nor as complex as others would have you believe, it\u2019s still very real.<\/p>\n

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.<\/a>)<\/p>\n

<\/strong><\/strong>more for 卡塔尔世界杯常规比赛时间 pro members:\u00a0 <\/strong>who\u2019s better at marketing?\u00a0<\/a> lawyers or cpas?<\/a> \u2022\u00a0 even a random disaster can be controlled with risk management<\/a>\u00a0 \u2022 \u00a0managing risk in client relations<\/a>\u00a0 \u2022 \u00a0your clients love you? what if you\u2019re wrong?<\/a>\u00a0 \u2022\u00a0 the three degrees of risk<\/a> \u2022 four essential habits for building client trust<\/a> \u2022 the nine hallmarks of a marketing culture<\/a> \u2022 the four cornerstones to building a marketing culture<\/a> \u2022 getting the client is only half the battle<\/a> \u2022 practice development: it\u2019s not rocket science<\/a> \u2022 nine fundamentals for a healthy marketing culture in an accounting firm<\/a><\/em>
\n<\/em><\/p>\n

like so many words used in marketing, positioning<\/em> has come to be shorthand for some ideas that have come a long way in the pursuit of sound marketing practice. first popularized by ries and trout in their 1981 book, <\/a>positioning<\/a>,<\/em> the concept took a basic advertising practice and codified it in a way that made it possible for other marketers to think differently about approaches to the market.<\/p>\n

the basic idea of positioning is simple. or at least, simple to state.<\/p>\n

if you think of marketing as a process to move goods and services to the consumer, there are two ways to view the process \u2014 either you sell people what they want, or you try to persuade people to want to buy what you want to sell. the second is an almost inevitably fruitless exercise in egocentric behavior. i can make you buy anything because i\u2019m a good salesman. <\/em>it\u2019s an uphill trudge, and yet, it seems to be the way to which most people gravitate.<\/p>\n

selling people what they want is obviously the better way, although it\u2019s not without its rigors. how do you know what they want? how do they<\/em> know what they want? when nylon was invented in the 1940s, could you have asked women who had never heard of the stuff if they wanted nylon hose?<\/p>\n

we do know that people buy what they need. they are sold<\/em> what they\u2019re persuaded they need. and if you have to persuade people that they need something, isn\u2019t that the same as selling what you want to sell?<\/p>\n

not quite \u2014 if you can cast your product or service in a context that addresses the consumer\u2019s needs or concerns. dupont solved the nylon problem by asking, \u201cwould you be interested in hose that were as sheer or beautiful as silk hose, but wore like iron, and didn\u2019t cost any more than silk?\u201d<\/p>\n

and that was positioning before the word was ever used. dupont, and other good marketers of their day, did three things:<\/p>\n

    \n
  1. they defined consumer expectations.<\/li>\n
  2. they figured out how to meet those expectations with a product they had developed that nobody had ever heard of.<\/li>\n
  3. they asked themselves, \u201cwhat fact or value can we communicate to the market that would address those expectations and concerns?\u201d<\/li>\n<\/ol>\n

    from those three points they developed the marketing campaign that sold nylons. that\u2019s positioning.<\/p>\n

    and these three points, articulated by marketing consultant peter horowitz, define the clearest approach to positioning that might be used by an accounting, law or consulting firm today \u2014 no matter what the size of the firm.<\/p>\n

    but articulating a position is hardly a total marketing plan. a number of elements must be addressed to turn a position into a marketing plan.<\/p>\n

    a caveat: there is a distinct difference, too often ignored, between a position<\/em> and a mission<\/em>.<\/p>\n

    a mission <\/em>is a projection of objectives. it defines what the firm thinks its purpose is \u2014 where it would like to go in the business context \u2026 how it would like to serve its clients \u2026 how it would like to be perceived by the community it serves. it is, essentially, a wish list and a blueprint for the company. but a mission is the company\u2019s business, not the consumer\u2019s. i say to you, \u201ci would like you to be my friend and for you to love me.\u201d that\u2019s my mission. and you say to me, \u201cthat may be what you want, but what\u2019s that got to do with what i want? why should i be your friend, and what have you done for me that\u2019s lovable?\u201d<\/p>\n

    no, a mission statement is not a position.<\/p>\n

    nor is it a niche, in which you choose a specific capability, or a specific industry, and promote your capabilities or experience in that industry to a carefully defined audience. in fact, positioning enhances both niche and target marketing.<\/p>\n

    a position says, \u201ci understand what you want and need, and what concerns you most, and i\u2019m going to give it to you.\u201d<\/p>\n

    in practical terms, how does it work? nine more caveats:<\/p>\n

      \n
    1. the position must stem from the best possible<\/strong> understanding of the needs, aspirations and expectations of the prospective clientele. there should be a perception of what your market most wants of a firm like yours \u2014 and that perception comes ideally from research. at least two of the top tier accounting firms have spent several million dollars each on just this kind of research. if you don\u2019t have that kind of money \u2014 or commitment \u2014 do your own survey. ask your existing clients, your friends, their friends \u2014 anybody. but don\u2019t guess. know.<\/li>\n
    2. the position must be based on reality.<\/strong> you may take the position \u2014 and advertise \u2014 that you do better audits, or write better briefs. but if you can\u2019t prove it, or it just isn\u2019t so, you\u2019re ultimately going to lose more than you gain. don\u2019t promise what you can\u2019t deliver. the acoustics of the marketplace are magnificent, and if your promise is not deliverable, you\u2019ll get caught and hung.<\/li>\n
    3. the position you choose must<\/strong> spring from \u2014 and be driven by \u2014 your own business strategy. you\u2019ve got to look at your firm \u2026 see who you are and what you want to be \u2026 consider partner aspirations \u2026 weigh skills, strengths and weaknesses. if you ignore this step, you stand in danger of not only selling a mythical firm, but of being unable to deliver what you sell.<\/li>\n
    4. there are at least two ways<\/strong> in which a position can be determined. the first is a perception of the market needs, however that perception is arrived at. the second is to choose market opportunity. the first is a careful analysis of what the market wants and needs, and that you can supply. the second sees an opportunity that may not have existed before. either way, the position must be reinforced in a proper marketing campaign.<\/li>\n
    5. either work with available skills, or<\/strong> develop new skills before <\/em>the positioning program begins. it\u2019s one thing to recognize the opportunities for your firm for helping small companies because of obama administration proposals, and to choose a position based upon the needs of small businesses. it\u2019s another thing to have a real ability to serve those needs.<\/li>\n
    6. choose a single position point.<\/strong> diverse positions are impossible to sell effectively, and each position, instead of reinforcing the others, dilutes them all. one point, one thrust. examples cited by one expert, paul cole of decision research, are based on the observation that a customer\u2019s overall impression of a company is one-dimensional. \u201cpepsi, for example, is associated with youth. volvo with safety, burger king with flame-broiled food,\u201d he says. \u201conly when a market has fully accepted the unique position should a company attempt to build positioning extensions.\u201d<\/li>\n
    7. reis and trout point out<\/strong> that the only company with a predefined position is the market leader \u2014 the number one company in the field. it tells the market that the market itself prefers that company. it also defines the market from which competitors must capture a share, if possible.<\/li>\n
    8. emphasis, in positioning,<\/strong> must always be on how the public will perceive the firm, and not on how the firm perceives itself, or would like to be perceived. the position must stem from the reality of the firm and the market, and not from an arbitrary notion of what will sell, regardless of the reality of what the firm is. reality counts, not image. the danger in the concept of image is that it implies that symbols can be manipulated to control any image \u2014 even one that\u2019s not rooted in reality. it simply isn\u2019t true. if you don\u2019t like the perception that the public has of your reality, change your firm, not the symbols.<\/li>\n
    9. when the position is determined,<\/strong> it must be communicated internally, even before it\u2019s communicated externally. simply, if you\u2019re going to tell the world who you are, don\u2019t you think you should tell your own staff and colleagues first? after all, they\u2019re the ones who have to breathe life into the position, aren\u2019t they?<\/li>\n<\/ol>\n

      given the defined position, three things must be kept in mind:<\/p>\n

        \n
      1. positions are dynamic.<\/strong> they should be rethought periodically, in every aspect, to be sure that they still apply. the market may change, or you may change.<\/li>\n
      2. no position will work if<\/strong> it doesn\u2019t, in some way, differentiate your firm from others.<\/li>\n
      3. the position is ultimately<\/strong> nothing more than a platform to project your firm\u2019s ability to meet the needs and expectations of a prospective clientele. the marketing program, in all its aspects, must be used to make that position live and viable as a marketing device.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

        and, it\u2019s 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\u2019s not as simple as some would make it seem, nor as complex as … continued<\/a><\/p>\n","protected":false},"author":1340,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[2271,5],"tags":[79],"class_list":["post-33831","post","type-post","status-publish","format-standard","hentry","category-marketing","category-outlook","tag-marketing"],"acf":[],"yoast_head":"\nthe delicate art of positioning your firm in the mind of the prospect - 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