Category Archives: Business Development and Selling

All Advisers Should Have a Personal Marketing Plan

And it’s easy to write one…here’s how! Firstly, why is a personal plan important? There are several reasons, but a key one is that it makes your career less open to random chance and makes you more focused on doing … Continue reading

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How to Deal with Objections when Selling

When selling your services, you are bound to receive objections and need to deal with what feel like tricky conversations. Here are some tips for dealing with push back from clients. Firstly, what type of conversations am I talking about? … Continue reading

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Pricing for Profit for Professional Firms

Margins for professional firms are under pressure. It’s a tougher, more commercial world and clients are becoming more demanding when negotiating on fees. Here’s the 3-step process we used in my consulting firm to improve margins: Establishing and building the … Continue reading

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How to Walk in Your Client’s Shoes

We all know we should try to put ourselves in our client’s shoes. But it can be hard to do that when there’s so much going on in our own shoes. So here are some thoughts about what clients might … Continue reading

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Selling is About Asking the Right Questions – Try BICS

The average professional adviser talks too much in selling situations. The art to winning work is to build credibility, rapport and trust in client relationships. And the best way to do that is primarily through asking questions and demonstrating that … Continue reading

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Business Development in Professional Firms is Still Lacking – Part 2: The Remedies

Part 1 of this article outlines the case that senior income generators in professional service firms are still not fully committed to carrying out effective BD. And that this lack of commitment isn’t their fault. I point out that there’s … Continue reading

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Business Development in Professional Firms is Still Lacking – Part 1: The Problem

Let’s admit it – senior income generators in professional service firms are still not fully committed to carrying out effective BD. But is it their fault? I don’t think so. Senior management, heads of BD functions and heads of practice … Continue reading

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