{"id":99646,"date":"2022-08-12t12:00:40","date_gmt":"2022-08-12t16:00:40","guid":{"rendered":"\/\/www.g005e.com\/?p=99646"},"modified":"2024-09-01t14:48:49","modified_gmt":"2024-09-01t18:48:49","slug":"why-professional-services-call-for-different-marketing","status":"publish","type":"post","link":"\/\/www.g005e.com\/2022\/08\/12\/why-professional-services-call-for-different-marketing\/","title":{"rendered":"accountants don’t sell soap."},"content":{"rendered":"

\"woman<\/a>you only have three things to sell.<\/strong><\/p>\n

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

it took about five years before the true meaning of the 1977 bates v. state bar of arizona <\/em>decision finally dawned on the professionals.<\/p>\n

more marcus:\u00a0 <\/strong>the delicate art of positioning your firm in the mind of the prospect<\/a>\u00a0|\u00a0\u00a0who\u2019s better at marketing?\u00a0<\/a>lawyers or cpas?<\/a>\u00a0 |\u00a0 even a random disaster can be controlled with risk management<\/a>\u00a0 | managing risk in client relations<\/a>\u00a0 |\u00a0 your clients love you? what if you\u2019re wrong?<\/a>\u00a0 |\u00a0 the three degrees of risk<\/a> |\u00a0four essential habits for building client trust<\/a> |\u00a0the nine hallmarks of a marketing culture<\/a> |\u00a0the four cornerstones to building a marketing culture<\/a> |\u00a0getting the client is only half the battle<\/a> |\u00a0practice development: it\u2019s not rocket science<\/a> |\u00a0nine fundamentals for a healthy marketing culture in an accounting firm<\/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.<\/em><\/h6>\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 professionals gradually came to realize that the decision meant that, for the first time in the memory of most practitioners then alive, they could now openly solicit one another\u2019s clients \u2013 a practice that most professionals had never done before, nor had been allowed to do. it meant that the professionals had to face \u2013 and learn to deal with \u2013 not merely the polite and collegial competition of the past, but aggressive competition.<\/p>\n

<\/p>\n

thus began a new course of practice, of professional firm management changes and of a new process of professional services marketing. for many accountants and lawyers of that generation, it was painful. moreover, it evoked that other fearful word, change.<\/p>\n

in the attempt by professionals to find the path to successful marketing, for whom there was neither tradition nor experience in the marketing function, there was much groping. there were attempts to understand the concept of selling a service to people who might not immediately need it. products are marketed to persuade consumers to buy now. product marketing begins with the product, which is shaped to address not just the needs of the consumer, but the consumer\u2019s desires \u2013 whether known, perceived or generated. thus, in product marketing, defining and even creating the product is as important as any other marketing techniques.<\/p>\n

differences between product and professional services marketing<\/h3>\n

lawyers and accountants have historically not been concerned with the market \u2013 they are concerned with being lawyers and accountants, and meeting their own personal needs for professionalism. they are concerned with merely getting clients. that was sufficient pre-bates, but not now, because it\u2019s not a competitive approach in a seriously competitive environment. as the marketing consultant janet stanton has pointed out, and as the insightful work of consultants donald aronson and larry smith have shown, lawyers too often know too little about how clients choose lawyers from the vast roster of professionals \u2013 or even how clients perceive them. surveys by the bay street group have found the same for accounting firms.<\/p>\n

the late corporate philosopher, peter drucker, has often noted that the role of a corporation is to make a customer. lawyers and accountants have the same ultimate responsibility, to generate a client \u2013 not merely to collect clients, but to build a viable practice. but the path to it is different from the role of marketing for products. those differences significantly affect the nature and practices of law firm marketing. for example …<\/p>\n