It may be the last stage of the strategic process, but it’s the most important. You’ve spent significant time and effort developing market intelligence and building a plan, but a poorly written plan that’s well executed is still more successful than a good plan that is poorly executed. In the third of our 3 part series on planning we cover the execution stage.
Business and vacations are alike in one way: once you’ve established where you’re going, a plan and a map to get there are very helpful. While even the best-laid plans require adjustments you are better off forging ahead with one than without one. In the second of our 3 part series on planning, we cover creating the map for your strategy.
When it’s time for that much needed vacation, most of us don’t just jump in our car or head to the airport, without an idea of where we are going. The same holds true in business. For most of us moving our company into the future requires a strategic plan. In the first of our 3 part series on planning we cover how to kick off your strategic planning process.
So, where do you start?
Turning around, launching or restarting a business takes time and careful planning. It’s a venture fraught with challenges, often leaving leaders facing these characteristic challenges:
Achieving effective pricing strategies for professional services (PS) firms is a balancing act between ensuring profitability and nurturing client satisfaction. This journey not only requires a deep dive into the firm’s own operational costs but also demands a keen understanding of the market’s dynamics and the value delivered to clients. Our experience working with different firms helped us make this practical guide, aiming to demystify the complexities surrounding pricing models. There are numerous insights into various strategies, from the foundational cost-plus model to the more nuanced value-based pricing; we aim to enlighten and guide firms towards sustainable growth and deeper client relationships.
