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![Page 1: Managing Professional Services Communications: Reputation, Brand and Leadership December 6, 2007 AMCF Global Consulting Leaders Symposium Peter Verrengia,](https://reader030.fdocuments.in/reader030/viewer/2022032604/56649e5f5503460f94b58f83/html5/thumbnails/1.jpg)
Managing Professional Services Communications:
Reputation, Brand and Leadership
December 6, 2007AMCF Global Consulting Leaders
SymposiumPeter Verrengia, President and Senior Partner
Communications Consulting Worldwide
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Challenge: Grow Value Everywhere . . .
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Against a background of global complexity. . .
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Priorities?
• Visibility for the firm– Global– National– Regional– Local
• Credibility for the practices and partners• Lead generation• Recruitment and retention
– Lateral, direct entry– Summer associates, associates
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Questions and Complexity• How should we be known, what should we say?
• Why do our competitors get more attention—does it matter?
• Should we focus on practices, geographies or at the firm level?
• How do we convert our experience into demand?
• Does criticism or a link to negative issues hurt our revenue now? Will it hurt in the future?
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More questions…• Can we increase productivity and quality if
employees understand our strategy better?
• Are we trusted, seen as innovative, expected to succeed? Is that view the same in every country and every service segment.
• Should our leaders be visible, should they be thought leaders? Is the time and personal exposure worthwhile?
• Shouldn’t our results speak for themselves?
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Challenges of Business Development Communications in Professional Services Firms
• Shared– Disintermediation of editorial function, decline
of endorsed expertise– Speed, fragmentation of information sources—
shift away from control– Desire for linearity in a non-linear decision-
making environment– Scope and scale of global business– Lack of confidence in large organizations,
personal credibility as a substitute
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Challenges of Business Development Communications in Professional Services Firms
• Unique– Partner time – Partner expectations
• (Unlike clients, partners are never wrong)
– Can’t easily use clients as examples in public communications
– Expertise versus personalities– Lead generation in a relationship context– Business strategy vs. marketing strategy vs.
partner priorities, reactions
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Variety Of Effective Tools
• Most programs involve the same tactics• Segmentation by practice, vertical industry, and
geography
Controlled
Uncontrolled
Advertising
Direct
Custom Publishin
gBooks, by-
lined Articles
Speeches, events, seminars
Media relations
Interactive engagement
VISIBILITY CREDIBILITY
Integrated Communications Program
Content Dependent
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Objective? Conflict?
Personality dependent
Super Fully
Integrated Strategic
Communications
Super Tactical, High
VolumeSplashy Buzz
Communications
If I could just get into the room…
Chaos?
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Organizations Must Tackle Communications Alignment and Integration Issues
• Organization: How does it connect inside?• Effectiveness, Efficiency: How well are reputation and
brand projected and protected? • Alignment: How well does the organization support its
own professionals and their objectives?• Benchmarks: Scope and spending on communications
activities and how does this compare to best in class?
CoordinationFunctional, Independent, Parallel
CollaborationTogether, Better, Faster
IntegrationNew, Innovative, Strategic
1
2
3
Near-Term Initiative
Long-Term Opportunit
y
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Reputation and brand
• Brand: what we say about ourselves or our products – in the context of a buyer/seller relationship– Most often through controlled communications
• Reputation: What others say about the company– In the context of its own actions and statements– Statements of competitors, and the issues and concerns that create the
economic, public policy, and social trends environment – Wherever the company operates or plans to operate in the future. – Most often through uncontrolled communications
Brand Visibility Reputation Credibility
Credibility = Experience + Expectation
In professional services, brand and reputation are
very closely aligned
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Managing Reputation & Brand Value
OpportunityPlatform
SafetyNet
Value
Controlled
Communications
Uncontrolled
Communications
Performance
Reputation
and
Brand
Partners
Firm
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Brand, Reputation and Thought Leadership• The firm’s reputation
is a composite and reflection of its partners’ reputations—and potentially more– Institutional qualities,
attributes• Communications from
the firm requires the personal participation of the partners– Especially at the level of
thought leadership– “Live the brand”???
LEADERSHIPPositioning
DIFFERENTIATION
CREDIBILITY
VISIBILITY
same at any scale:
partner, practice geography, or firm
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Reputation and Branding Priorities
LEADERSHIPPositioning
DIFFERENTIATION
CREDIBILITY
VISIBILITY
For the Firm
For the Partner
PERSONAL CREDIBILITY
TIME FOR VISIBILITY
TIME FORTHOUGHT LEADERSHI
P
High Effort, High return
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Two rules
Thought Leadership:
Need a thought
Need to lead
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Essential Ingredients
New solutions, expanding opportunities, call to actionNot Just about the firm
Comment on current issues and events
Developments about the firm, office or practice
NEWS EXPERTISE
THOUGHTLEADERSHIP
Content is king in professional services communications
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How do we know what matters?• In an increasingly complex world, attributes
of our reputation, and what issues, are important?
• Do we have, in our reputation, a sustainable competitive advantage?– What attributes to emphasize?– What attributes to protect?
• How do we create and maintain visibility and credibility– Program messages, tactics, duration– Spending levels
• What are the metrics we should use?
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Practical Considerations
• Motivate partner participation• Respond to partner priorities and desires
(demands?)• Justify budgets
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Practical Considerations• Motivate partner
participation• Respond to partner
priorities and desires (demands?)
• Justify budgetsACCURATE
COMMUNICATIONS ECOLOGYANALYSIS
TRANSPARENT PRIORITIES, BUDGET& RESPONSIBILITY
CONSISTENTMESSAGE
PLATFORM
MEASUREMENTTIED TO BUSINESS
OUTCOMES
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MESSAGE & POSITIONING DEVELOPMENT
Program strategy & tactics
LEADERSHIP REPUTATION GROWTH AND DEFENSE
REPUTATION VALUEMEASUREMENT
ORGANIZATIONAL DESIGN & PERFORMANCE
BD Comms.Management
This is the easy part
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Create Reputation Value Model
• What outcomes matter most to you as a business?
• What is the value of reputation overall? What metric should be used over time to measure progress or threats?
• Which reputation attributes or messages contribute most to your reputation, sales volume, other outcomes?
• Which should be emphasized more?
• Which reputation attributes or messages about the company should your protect?
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Management Strength
Corp. Culture and CEO
Messaging
Employee Relations
Brand Data
Stakeholder Survey Inputs
(Customer, Employee,
Other)
CSR Data
Media Relations
Data
Innovation
Possible Data Points:Inputs Intermediaries Outputs
Sales Volume/ Growth
Potential Business Outcomes:
Customer Retention
Market Share
Revenue
Components
Strategy Execution
Product/Service Quality
Awards, Patents, Ratings
Publicly Available
Financial Data
Marketing Data
Reputation
Financial Position
Possible Message Themes: Possible Elements:
CCW’s Approach to Measurement• An approach using multivariate statistics and econometric
modeling
• A model using causal equations to link intangible drivers to an overall score that links to corporate performance
Reputation
Index –Communicatio
ns, Brand, Image,Other
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Leadership Defense• Understand the environment and risks
– Cross-border political and economic issues– Relevance– Competitor initiatives– Timing—24 hours a day– Appropriate response
• Sometimes no response is correct• Create just enough leeway for initiative• Focus and repeat (consultants get bored
easily)• Measure• Involve knowledge owners• Always seek communications annuity
programs and develop franchises