Busy Fools vs. Eureka Moments

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Busy Fools vs. Eureka Moments

If your firm sells hours, how do your clients distinguish between paying for busy fools and eureka moments?  Are they paying for middling plodders or proficient geniuses? Distracted muddlers or breakthrough brains? The billable hour, while arguably an easy thing to track, is not an easy thing to value. 

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Your Clients Hire You to be Effective, Not Efficient

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Your Clients Hire You to be Effective, Not Efficient

The next time a client requests a set of “deliverables,” remember that this is not the real reason your firm was hired in the first place.  You were hired to deliver business and marketing outcomes.  The deliverables are just a means to that end.

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Pricing, Not Price, as a Competitive Advantage

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Pricing, Not Price, as a Competitive Advantage

The way to win more business is not to offer the best price, but rather the best pricing approach. Many firms will argue that their clients are “price shoppers,” and it’s true there are undiscriminating buyers in every market.  But most smart clients understand you get what you pay for.  The reason even some of them seem prone to “buy on price” is much more about _how we sell_ than how they buy. 

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Seven Ways to Create New Revenue Streams

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Seven Ways to Create New Revenue Streams

Would you like to earn money while you sleep? Most of your clients do.  While most product and service companies have diverse ways of generating revenues, professional services firms generally don’t make money unless they’re recording hours on a timesheet. But an emerging crop of innovative firms across the globe are successfully cultivating new revenue streams, diversifying their sources of income, and yes, even making money while they sleep.   How do they do it? Here are seven ways you can accomplish this in your own business.

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Aim for 100% Different

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Aim for 100% Different

While most firms are busy trying to be better than last year, truly outstanding firms are also investing in being different.  Doing good work, by itself, is usually not enough to make your firm stand out.  Uniqueness is discretionary.

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Strategy Is Deciding What Not to Do

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Strategy Is Deciding What Not to Do

Even if you have a “strategic plan,” you may not have a strategy. Creating a comprehensive 30-slide “plan” is comparably when contrasted with the critical thinking needed to craft a bona fide strategy. A plan can be (and usually is) fairly long, whereas a good strategy is short.  The counterintuitive truth about business strategy is that it’s mostly about deciding what not to do.

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