Part 4 (1/2)

2 Increase the Number of Overall LeadsIncrease your frequency of touches to targets

Increase the effectiveness of touches to targets through You can choose al or a nize, articulate, e resonance, differentiation, and substantiation in value proposition (see Chapter 9)

Increase referrals

Ieneration tactic choice, eneration tactics

Increase lead qualification and conversion through web site and other lead capture , trade shows)

Increase and i-based offers

Increase culture of business develop leads (see Chapter 7)

3 Increase the Number of Qualified Leads PreparationCreate universal definition of qualified lead (see Chapter 20)Budget/ability to spend

Authority-who?

Need-what?

Time fraeting to generate more qualified versus unqualified leads

Ie resonance, differentiation, and substantiation in your value proposition

Improve sales skil s to uncover a complete need set, establish relationshi+p and fit, and create urgency (see Chapter 21 on RAIN sel ing)

Improve consideration of your firm when a client establishes a short-ter, and relationshi+p development

4 Increase the Nue resonance, differentiation, and substantiation in value proposition

Improve sales skil s to uncover complete need set, establish relationshi+p and fit, create urgency, craft and coain commit with your firm versus other options (brand preference, personal relationshi+ps)

5 Increase Revenue per ClientI

Iher hourly or project fees

Improve coeotiation

Reduce focus on lower-revenue-generating clients (or jettison them completely)

6 Increase Revenue RetentionIthen perception of value of work, teaht people, right structures, and right processes

Increase defense against competitor inroads

7 Improve Growth Rate per Retained Client This lever is a combination of levers 5 and 6

Each one of the objectives listed for the seven levers could be a part of your path to growing your revenue But it's a long list, and you can't do everything al at once Deciding which of the seven levers you need to move and which paths you wil take to move those levers aren't easy decisions And the ”how” questions reainst coet my market?

How do I ins?

How do I engage pretty es? Where should I start?

These questions and more trip up ht of resources that you have or that you can garner, the realities of your budget, how long it wil take for your efforts to bear fruit, and the opportunity cost of doing one thing versus another We'l do our best to help you approach answering theht for you to consider: Not only do you have to row revenue, but you also have to knohich revenue you don't want Sorowth potential You don't want to serve industries or deliver services in which you can't produce the highest-quality outputs or that wil distract you from your core business model Not al revenue is profitable; for thein a dol ar of revenue that wil cost you a dol ar and two cents to deliver

5

How to Think about Fees and Pricing Ti in

-Henry David Thoreau Service providers are faced with two questions when it co structure should we use?

2 Hoeand brand positioning can and wil have a strong influence on how you answer each of these questions

The Basic Landscape of Pricing Structure Before we can begin a discussion aroundand its relationshi+p to your fees, weoptions

Ultimately, there are three ways in which professional services fire clients for their services: 1 Time-based fees, such as hourly, daily, or ent fees, where some or al fees are at risk until certain oals are achieved

Just the enders emotional reactions and debate froe by the hour”

”I'd never leave any of ent on any possible outcome”