EXHIBIT 7.3 Stages to develop the market strategy and the marketing

EXHIBIT 7.3  Stages to develop the market strategy and the marketing

business development plan

Visio n ,

v a lu e s ,

c u lture 

S e rvice mix

S e rvice promise

F irm-wid e  bra n d  initia tiv e s

M arket  s t rat egy

Markets

B u s in e s s  u n it pl a n s

M a s ter pla n /Time lin e /B u d g e t

Tr a c k in g /Me a s u rem e n t

M a r k e t i n g   a n d

b u s i n e s s

d e v e l o p m e n t

p l a n

professionals, clients, target markets, and communities. We  recommend

that  firms  annually  target  one  or  two  specific  new  activities  to  improve

their  standing  with  one  or  more  of  these  important  groups.  While  activ-ities  can  range  from  low-cost,  easy-to-execute  ideas  to  global  programs,

the  point  is  to  proactively  think  through  and  plan  what  to  do.  Here  are

some examples:

• For professionals,  an award or recognition program for the internal

team;  a  partnering  program  with  a  university  to  improve

recruitment  statistics  (you  read  about  on-campus  recruiting  in

Chapter  3); a  leadership  role  with  an  industry  trade  association to

raise the firm’s   stature in its professional community.

• For clients,  periodic onsite briefings for the client’s   internal teams

on important topics; a  special client-only Web cast or event; a  hol-iday charitable donation on behalf of clients.

• For  target  markets,  a  thought  leadership  piece  or  program  that

contributes  knowledge  to  the  firm’s   market  and  raises  awareness

of  capabilities  (this  book  is a  good  example);  an  expanded  media

outreach  program  to a  relevant  trade  press; a  speech  at  an  annual

industry conference.

• For communities, a pro bono activity; a  local fund drive; participa-tion on a  civic board.

Business Unit Plans

As  soon  as  a  few  firm-wide  brand-building  initiatives  have  been

agreed  to,  the  firm  develops  the  marketing  and  business  development

plans  for  the  operating  units.  The  many  constituencies—geographies,

practices,  industries,  and  account  teams—of  the  typical  PSF  matrix

structure  and  the  natural  tensions  among  them  pose  particular  chal-lenges for planning. Some firms develop separate plans for each practice

area, geography,  and industry,  which are executed in silos throughout the

organization.  The  result  is  often  a series  of  redundant  and  potentially

embarrassing activities where one hand does not know what the other is

doing.  Anyone  in  the  professional  services  business  has  heard  stories of

separate teams from the same firm scheduling a  meeting with a  prospec-tive  CFO  to  pitch  services  on  the  same  day  and  finding  this  out  only

when they run into each other in the lobby of the client’s   office.

To work  effectively,  planning must  be  driven  by  the  market,  not  the

organization’s   internal  structure.  Clients  don’t  care  where  you  sit  in  the

organization; they just want to know what you can do for them. Conduct-ing  one  well-planned  meeting  with  a prospective  CFO  to  discuss  the

array of services the firm can provide and carrying out a  coordinated fol-low-up  plan  is  the  correct  way  to  build  awareness  and  sell  services.  But

achieving  alignment  and  perfect  coordination  around  business  develop-ment  is  tricky  in a  multipractice,  multigeography  PSF.  The  most  effec-tive way to go to market is to develop marketing plans by industry focus.

Study  after  study  that  we  have  conducted  confirms  that  industry  expert-ise  followed  by  functional  skill  are  the  top  selection  criteria  for  hiring

PSFs. But in most PSFs the geographies and practice areas dominate the

matrix  and  control  the  P&Ls  and  are,  in  fact,  the  best  way  to  internally

govern  the  firm.  Industries  are  often  the  third  wheel  in  the  power  chain

(see Chapter 10, “Structure”).

We are  not  suggesting  that  firms  restructure  the  matrix  hierarchy to

focus on industry. We  do suggest that practices and geographies develop

their annual operating plans and budgets as usual, but focus the market-ing and business development piece of their plans by target industry seg-ments. The assigned leaders of each industry take the focused plans from

the  units  and  weave  them  into a  firm-wide  industry  plan  of  attack  with

specific  target  buyers.  Clients  and  prospects  are  identified,  and  the

appropriate array of service offerings from across practices is established.

مراحل لتطوير استراتيجية السوق والتسويق
خطة تطوير الأعمال
برنامج Visio ن،
الخامس وه LU ثانية،
ج ش lture
S ه rvice حد مزيج
S وعد ه rvice حد
F-IRM دور المرأة في التنمية ه ن د الصدرية املبادرات التيف ه ق
M arket ق ر الفئران EGY
الأسواق
B ش ق ق ق ه في ش ن أنه جمع ليالي ن
M أ ثالثا ق ن جيش التحرير الشعبى الصينى / الوقت لين

التصنيف :