Heads or Hands: Hired for What You Know, or What You do?

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Heads or Hands: Hired for What You Know, or What You do?

In today’s unbundled marketplace, it’s essential to recognize the difference between “Upstream” and “Downstream” work not only because these two different classes of work require different talent, but also different pricing. While professional buyers will attempt to turn your service offerings into apples-to-apples comparisons, remember that the job of the seller (that’s you) is to consciously and continually identify and separate different classes of value and sell, price, and deliver them accordingly.  

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Start Leveraging Strengths Instead of Fixing Weaknesses

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Start Leveraging Strengths Instead of Fixing Weaknesses

Do you perform an annual assessment of your firm’s strengths and weaknesses?  Most of the firms in this habit have a similar way of interpreting the results: breeze right past the strengths and instead focus laser-like on the weaknesses. In extreme cases, managers ignore the findings about strengths altogether and quite literally obsess about the weaknesses.  This is precisely the wrong reaction.

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Creating an Uncontested Market for Your Firm

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Creating an Uncontested Market for Your Firm

If it feels like you’re in an unrelenting race for new business, competing against agencies offering similar services in a similar way, there’s an easy way out: stop offering similar services.  If you shake off the self-imposed shackles of “high utilization,” you give permission to your team to develop their ideas for services and products that can fill the unmet needs of clients. You can fly in the blue skies where no one else is flying.

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Go Beyond Scope of Work to Scope of Value

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Go Beyond Scope of Work to Scope of Value

Agencies are routinely given various “Scopes of Work,” then dutifully proceed to fulfill their client’s requests. But what’s missing from this sequence of events? What should come before the SOW? Our answer: the SOV — Scope of Value.

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Your Firm is Defined By the Services You Don't Offer

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Your Firm is Defined By the Services You Don't Offer

Most executives take great pride in showing off a long list of services and clients. Somehow they feel it is an indicator of their experience and competence. But most prospective clients have the opposite reaction. Just like the restaurant that insists on putting everything on their menu, the professional services firm that stands for everything ends up looking like they stand for nothing.

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How to Prosper in the Era of Hyper-Competition

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How to Prosper in the Era of Hyper-Competition

To thrive in a world where seemingly everyone is competition, trade the energy you put into matching competitive offerings for a more single-minded business strategy focused on differentiated, inimitable solution sets. A black box will smash a white box every time.

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