Marketing Professional Services

1969 ◽  
Vol 33 (4) ◽  
pp. 56-61 ◽  
Author(s):  
Everett B. Turner

Management consulting firms have been sensitive to management needs and quick to utilize whatever staff capabilities are necessary to satisfy that demand. However, these same firms have often been slow to recognize the marketing opportunities which have accompanied the changes in their field. This article discusses these changes, the reasons for a lack of organized marketing effort, the consequences of this marketing lag, and methods for effectively and ethically marketing professional services.

The objective of this chapter is to review some of the complex systems and institutional factors that can influence the evolution of professional services companies (accounting/auditing firms, CRAs, and management consulting firms), compliance (as a physical phenomenon), enforcement, allocation of resources, risk perceptions, and sustainable growth (within the context of investors' decisions, sustainable growth, and geopolitical factors).


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