This white paper, demonstrates how managing partners and other accounting firm leaders can leverage education to fill critical competency gaps and meet marketplace demands.
Historically, industry has been a lower priority dimension for managing and measuring performance than service offerings and geography, if it’s measured at all.
Does your firm have a formal marketing and business development program and assigned marketing professionals for each industry?
Professional services firms would do better to talk first about the client’s business problem.
Adapting your services is really about describing your firm’s ability to solve problems in each of the industries you serve.
Do your professionals have the skills to lead business results oriented conversations with their clients? Or are you setting them up for failure?
Whether you’re a renowned industry practice or starting from scratch, industry-specific goals create an accurate reflection of how successful your firm is and how successful you want it to become.
I recently co-authored an article with Brooke Haughey of Hogan Lovells, on key client teams and the role of competitive intelligence.
Does your Firm understand how much importance clients place on industry knowledge and does your firm measure clients’ perceptions of your firm’s industry knowledge and expertise?
This month, in our continuing series on building and growing industry focused practices, we explore the question of how to assess the strength of your industry practice relative to competitors and best practice professional services firms.