By Patrick Forsyth
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Extra info for Marketing & Selling Professional Services: Practical Approaches to Practice Development
This objective will focus on selling the fullest range of services to existing clients and market. To develop new services for existing markets. This can involve simply the revision of existing services or the introduction of radical new services, as some of the larger firms have done with computer systems. To develop new markets for existing services. This is attractive, and lower risk than some options, but is finite, especially so in some service areas (eg the accountants’ market for statutory audit, since there are only so many to be done).
4) 31 Planning marketing activities Do we have agreed plans for the marketing and selling activity? Do the plans state activities as well as objectives and budgets? Do we have individual as well as corporate plans? Organising for marketing How is the firm’s marketing activity organised and co-ordinated? Are authority and responsibility for each person clearly defined? Are our people committed to marketing the firm and its services? Control and measurement of marketing Have we defined ‘success’ for ourselves and our staff?
We will return to specific instances where such influence is important, but you can usefully bear them in mind as you read on. Next, before moving on to review matters in a way which, necessarily, dissects the marketing process, there is some merit in us having a clear overview. Because successful marketing is dependent, to a major degree, on the interdependence of the elements and the continuity involved, we have to consider the whole and the parts together. 2 shows the process graphically. It is simplified to some extent, and the elements will be explained in more detail in subsequent chapters.