This post is my third in a series on the topic of marketing and selling process improvement in the professional services arena. I've made points about how critical it is for PSFs and B2Bs, especially in challenging economic times, to become more effective in marketing and business development. In my research, writing and consulting, I see a multitude of ways professional service firms could improve the efficiency and effectiveness of their go-to-market processes, and how they could eliminate their organizational barriers to better collaborating and sharing accountabilities on marketing and selling.
I guess I'm not the only one thinking about this issue! I just read some news that the United States' president-elect Obama has created a new position in his administration, a "chief performance officer." His pick, a McKinsey consultant, will be tasked with eliminating wasteful processes and improving the efficiency of governmental programs. The "chief performance officer" will be a first-time position in U.S. government.
Is the idea of a "chief performance officer" (even one who is only focused on marketing and selling) too far-fetched for PSF and B2Bs?
Please write me, or comment here, about how your PSF or B2B service firm is working to improve its go-to-market processes. (Or if it's not working on this issue, tell me why you think this has yet to happen.) What are your lessons learned?
You hit the nail on the head with your focus on the importance of marketing and business development at the best of times and at the worst of times.
Posted by: Sharon Wilson | January 19, 2009 at 09:49 PM
You wrote: "the whole client service cycle." So right Paul! Most PSFs agree that excellence in client service is critical (certainly American law firms have got on this, with the formation of the Legal Sales and Service Organization a few years ago, and its process improvement certification and classes).
I wonder, though, how many PSFs actually have their client service delivery processes mapped out, communicated to all, and evaluated?
Posted by: Suzanne Lowe | January 19, 2009 at 03:01 PM
Susan - I think you're spot on in highlighting the need for process improvement in PSF sales and marketing and with the need for a Chief Performance Officer.
It is also I think important to ensure that sales and marketing process and performance improvement is done in consideration of the whole client service cycle.
The end result of a high performance sales and marketing process should be oodles of profitable client work. But firms need excellent client service delivery processes (and measures) to ensure the work is indeed profitable, delivers satisfied clients and generates new leads. Failures in service delivery will quickly torpedo even the best sales and marketing processes.
The marketing, sales and service delivery cycle in PSFs warrants end to end (or should that be loop to loop?) process improvement and measurement.
Posted by: Paul Gladen | January 12, 2009 at 08:56 PM