I've been working lately on completing the draft of my upcoming book, The Integration Imperative. Alongside, I've been consulting with some clients who are working on re-prioritizing their marketing programs to accommodate their firms' economic challenges.
It's impossible not to notice the intersection of their reprioritization efforts and some of the content I'll feature in my book about how professional service firms could better grow their market share, build the "right" revenues, and bring added value to their clients.
Specifically, how do professional firms, even in challenging economic times, calibrate the importance of their intellectual capital and its manifestation through thought leadership vehicles? Isn't keeping ahead of clients' emerging needs for value-added intellectual capital even more of a priority when clients trim their pursestrings?
I think the answer is a resounding yes. As an element of a firm's marketing strategy, thought leadership and its foundation -- intellectual capital -- should be astutely managed. But cutting back on this area of a marketing strategy would be folly. PSFs already know they must anticipate clients' needs for solutions as they face the vagaries of their own business environments. For both professional service firms and their clients, thought leadership indeed could be the light at the end of a very dark tunnel.
Although my firm doesn't directly focus on thought-leadership-development consulting per se, I have long admired the work of The Bloom Group, for its prominent focus and strong track record of working with professional service firms on thought leadership programs.
They’ve published some fantastic research (some of which I will cite in my upcoming book) on the relationship of potent thought leadership and marketplace success. Also, they’ve just published a compendium of their popular articles on the topic, “Thoughts on Thought Leadership: Insights on Creating Demand for Professional Services.”
Check it out.
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