PRICING KNOWLEDGE

PRICING KNOWLEDGE

I used to sell shoes. Florsheim shoes. I thought I was pretty good at it. However, my mates used to say anyone could sell shoes when the shop is just outside the foyer of a Hilton Hotel. “What do you expect? If you’re going to sell fancy shoes, you’re in the perfect...
Under-Delegation – How to cripple an advisory firm

Under-Delegation – How to cripple an advisory firm

Know any Texans? If you have to think about it, the answer is probably no. These guys stand out. I’ve been there several times and have never met a timid one. In the early 1980s, I worked in a small Australian software firm founded by Bruce – a tall, lanky...
The Illusion of Control

The Illusion of Control

“I just want a handful of good clients without all the stress and grief.” This was from the principal of a well-established firm with a fast-growing team. It is a common situation facing owners who appear to have built a successful advisory firm but who...
The Toughest No’s of Growth

The Toughest No’s of Growth

With apologies to my first favourite author – Dr Seuss. No is no foe to grow. For grow without no is the toughest of grows. In his book  “The Cat In The Hat Comes Back”,  Cats A through Y unleashed incremental mayhem until the tiniest Cat Z makes...
Is Bigger Better?

Is Bigger Better?

I was consulting with a firm recently. They sought advice concerning their massive growth opportunities. Like most advisory firms today, they were enjoying a solid flow of new clients. Thanks to good networks, they were also attracting talented senior advisers...
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