{"id":52240,"date":"2017-08-27t05:00:25","date_gmt":"2017-08-27t09:00:25","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=52240"},"modified":"2024-08-14t11:27:13","modified_gmt":"2024-08-14t15:27:13","slug":"marketing-not-just-partners-anymore","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/08\/27\/marketing-not-just-partners-anymore\/","title":{"rendered":"marketing is not just for partners anymore"},"content":{"rendered":"

\"younger<\/a>4 approaches to successfully embracing marketing.
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by bonnie buol ruszczyk
\n<\/em>bridging the gap<\/a><\/em><\/p>\n

firmwide initiatives that bridge generations aren\u2019t limited to process refinements and lean-style efficiency efforts.<\/p>\n

more: <\/b>a simple way to dissolve the generational gap<\/a> | growing, developing future leaders is a two-way street<\/a> | they don\u2019t want to be owners!<\/a> | the culture of continuous improvement<\/a> | a winning culture is an intentional culture<\/a> | a call for change: an open letter to each generation<\/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

dramatic changes in marketing have accompanied the digital revolution, and today\u2019s most successful firms are embracing their new opportunities. marketing is yet another avenue for bringing together old and young firm members and enhancing mutual understanding as everyone works to benefit the firm\u2019s growth.
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\nmarketing in the accounting industry has an interesting, and fairly short, history. it is not unusual to find partners who still remember when it was against aicpa rules to advertise, market, directly solicit or even participate in competitive bidding. virtually non-existent for most of the 20th<\/sup> century, accounting marketing has evolved at a rather slow pace even since the rules were changed with the bates ruling in 1978.<\/p>\n

while most firms of all sizes have now introduced some sort of marketing effort, it\u2019s often met with skepticism and even frustration from the old guard. partners still grumble about the dollars spent on marketing, and marketers regularly field questions about the lack of immediate return on investment.<\/p>\n

unlike most industries in which marketing is considered an obvious and necessary investment, many in the accounting profession see it as an optional expense, and one where the payoff is hard to measure. much of the benefit is virtually unquantifiable: how do you put a value on strong branding, goodwill or respect? even more challenging, how do you measure such intangibles? and how do you reconcile the fact that often partners think the firm will continue to grow in the same way it always has (typically word of mouth) with the desire of the younger generation to try new things and embrace marketing as important?<\/p>\n

at the same time, the number of ways that firms can market themselves has grown substantially in the last decade, moving from a purely push (one-way) approach to one that can now include a variety of pull (two-way) tactics as well. the addition of things like social media, blogs and search engine optimization has greatly expanded opportunities for firms to reach their audiences. this explosion of options has overwhelmed many firm partners and their reaction is often tinged with suspicion that these newfangled methods will not work or be a good investment of their time and money. here\u2019s where generational issues tend to arise.<\/p>\n

i can\u2019t tell you how many times i\u2019ve listened to older partners complain that the younger generation just doesn’t want to sell. sometimes this is true, but usually it is more a matter of the younger generation lacking a clear set of expectations to meet, not having the training they need and not being allowed to use the tools with which they feel most comfortable. additionally, it is not uncommon for a firm\u2019s marketing strategy to be more \u201cfly by the seat of our pants\u201d than one that follows a carefully constructed, strategic plan. a chaotic approach makes it especially hard for younger, less experienced team members to fully contribute.<\/p>\n

the solution to this problem \u2013 and quite a few other issues \u2013 is for accounting firms to begin looking at marketing differently, viewing it as the strategic investment in firm growth that it is. to get started down a more productive path, consider adopting these approaches:<\/p>\n