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Other Added - Three Professional Services Resolutions for 2005
You’ve got a great product in fact better than most. In fact people really like what you have to sell. You’ve got excellent prices competitive and reasonable. Your web site is up and running and says the things people need to know about your product. You have a good marketing campaign that reaches the niche market you are targeting. You have learned about factoring and you are getting your money in a timely manner.Yet something is wrong. Your business is not growing, not profitabl
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his b
Everyone has difficult clients, the ones that make you wince when they call, you dread meeting with, and you lose sleep thinking about sending your bill to and having to deal with their adverse reaction. However, there are simple steps you can take to improve your business relationships with these loose cannons. The following are six ways to handle difficult clients:1. Watch for warning signals. It's easier to not start a relationship than it is to sever an ongoing relationship. When y
Based on a recent interview with Brad Smith, VP of Research at Kennedy Information Inc., industry growth data prove that this is a great time to “niche thyself” and capitalize on targeted industry opportunities.
Consulting industry growth has been declining for three years, and more consolidation is ahead. According to Smith, “Systems integration and consulting industry growth is expected to grow only 1% in 2004, 3% in 2005, and 4% in 2006.”
For now, the double-digit growth of the late 1990’s is a distant memory. Thankfully, three industry sectors are looking quite attractive for IT leaders and consultants to pursue.
Healthcare is projected to grow between 8%-9% between 2005-2006. Public Sector is estimated to grow between 4%-5%, and Financial Services between 3%-4%.
Another strategic trend to seriously consider is that the services behemoths are getting bigger--and are willing to take on more risk.
The new CEO of Accenture, William Green, is boldly going where few have gone before-value-based pricing. According to a recent interview with Green in BusinessWeek, “Accenture will build services so exceptional that they will be required to compete in any industry, from financial services to manufacturing. ”Green expects their new “high performance business” model and business expertise will help clients become top performers in their industries.
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his bo
Flipping real estate has become the rage all over the United States and real estate investors software can give you the edge you need. It makes no difference where you live, chances are that there are people in your town who are flipping real estate. But with so many people in this niche of the real estate industry, how do they make money time and time again? Even though there is a lot of money to be had by flipping real estate, you are not guaranteed to make any money by doing so. Just like
Consulting industry growth has been declining for three years, and more consolidation is ahead. According to Smith, “Systems integration and consulting industry growth is expected to grow only 1% in 2004, 3% in 2005, and 4% in 2006.”
For now, the double-digit growth of the late 1990’s is a distant memory. Thankfully, three industry sectors are looking quite attractive for IT leaders and consultants to pursue.
Healthcare is projected to grow between 8%-9% between 2005-2006. Public Sector is estimated to grow between 4%-5%, and Financial Services between 3%-4%.
Another strategic trend to seriously consider is that the services behemoths are getting bigger--and are willing to take on more risk.
The new CEO of Accenture, William Green, is boldly going where few have gone before-value-based pricing. According to a recent interview with Green in BusinessWeek, “Accenture will build services so exceptional that they will be required to compete in any industry, from financial services to manufacturing. ”Green expects their new “high performance business” model and business expertise will help clients become top performers in their industries.
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his b
A company logo can be an invaluable marketing tool if created and used correctly. The logo is a memorable and meaningful representation of your company. It is important that you do not just blow off the design of your company logo. Hiring a professional design firm is well worth the money. Read these benefits of having a logo with superior design and you’ll see why.First ImpressionsFirst impressions are key in several areas of life. Think about how you wanted t
Healthcare is projected to grow between 8%-9% between 2005-2006. Public Sector is estimated to grow between 4%-5%, and Financial Services between 3%-4%.
Another strategic trend to seriously consider is that the services behemoths are getting bigger--and are willing to take on more risk.
The new CEO of Accenture, William Green, is boldly going where few have gone before-value-based pricing. According to a recent interview with Green in BusinessWeek, “Accenture will build services so exceptional that they will be required to compete in any industry, from financial services to manufacturing. ”Green expects their new “high performance business” model and business expertise will help clients become top performers in their industries.
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his b
Most of us have heard of the word entrepreneur and the meaning that single word conveys. Yes, an entrepreneur is the one who is willing to own and operate and take the risk of operating any business. He is the one who manages all the factors of production to carry on with production. But with time, the purview of the word entrepreneur changed dramatically and it became a comprehensive word signifying a lot of different aspects of business.Two major extensions of entrepreneurship that has r
The new CEO of Accenture, William Green, is boldly going where few have gone before-value-based pricing. According to a recent interview with Green in BusinessWeek, “Accenture will build services so exceptional that they will be required to compete in any industry, from financial services to manufacturing. ”Green expects their new “high performance business” model and business expertise will help clients become top performers in their industries.
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his b
All great minds think alike, and so do great managers when it comes to managing their teams and employees. So what is the secret sauce that allows for world class team performance? It has nothing to do with numbers, tools, software, or latest business fads. It all boils down to the soft skills. Here are 5 ingredients to kick start your managerial skills along with team performance:1. Motivation: find out what makes your employees tick, and then once that’s done, use it to boost their motiv
For any firm that chooses to deliver on value-based pricing, the pressure to deliver measurable value will be stronger than ever. Alan Weiss, the godfather of value-based pricing, provides several guidelines in his book, “Million Dollar Consulting: The Professionals Guide to Growing a Practice. ” Client environments and priorities are changing, and this will also affect the level of consulting relationships clients expect. During my ten months of research of IT services CEOs, I often heard respondents mention offshore outsourcing and cost containment as a method for creating a stronger profit picture. Now, those strategies have reached a plateau; they have done all of the cost cutting they possibly can.
Consultants who are committed to capitalizing on these trends should seriously consider these strategies:
1. Be highly selective of your clients by following a vigilant client qualification process. How aligned is their leadership team with the idea? What is their track record of maintaining high-integrity relationships with outside consultants? How willing are they to track and monitor their progress-and thank you when you have contributed to those results? As my coach says: “Say ‘no’ to the good, and ‘yes’ to the great. ”
2. Identify your target market, and focus most of your efforts in that market. Who is your perfect client? How do they behave? How much do you enjoy their industry/culture? What are their most common frustrations? Do they truly recognize they have a problem? Are they willing to spend money now to fix it?
If your target market is IT services, software, internet or security related services, or har
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