Every professional services firm collects huge amounts of data about their clients and the industry sectors they operate in each and every day. Few, however, take the time to apply the resources to interpret this raw data and apply the findings to its own business in order to improve the value of the service they’re providing.
At GSJ we believe that by not segmenting your client list to the relevant readership, you’re missing out on a ton of business development opportunities. If you want to rectify this error, you should start by classifying your current client and target client lists.
Dynamic pricing adjusts pricing to real-time circumstances around the demand for a service or product. Options include surge pricing and special occasion pricing. Understanding the how, when, what and who, where certain events will create demand, actually gives you a competitive advantage.
Given the intense nature of professional services firms, the concept of “the R.U.L.E.S” seems a fair and equitable profitability measure. But: Are the RULES the most appropriate measurement of a professional services firm’s profit or loss?
When I first started working in private practice back in the mid-1990s, there were what was then commonly known as the Three Noble Horsemen of private practice: ‘The Finders, The Minders and The Grinders’. And then we introduced the ‘balance scorecard’.