|
The results of a
recent national survey of marketing directors conducted by Shiffrin-Cherry
Communications reveals the changing role of accounting marketers
today. The survey was sent to a random sampling of marketing directors
throughout the country and to all the marketing directors whose firms
are members of CPAmerica, a 75-firm association of accounting firms
headquartered in Gainesville, Florida. We are grateful to all the
respondents and to CPAmerica for their assistance.
Just a few years
ago, most accounting marketing professionals were typically involved
in assisting their firms from a strictly tactical perspective—adding
value through the implementation of the firm’s marketing plan. The
primary focus was on the “deliverables,” including collateral
materials, Web site content, or direct mail campaigns. The Shiffrin-Cherry
survey responses, however, show a definite trend toward a new, more
influential role for today’s marketers.
|
The marketing directors were asked the following:
-
Do you coach or mentor partners or managers in
preparation of their personal marketing plans?
-
Do you help them determine how their unique
abilities can be best used to serve the business development
objectives of the firm?
-
Do you help partners or managers to become more
effective in selling firm services?
|
While addressed separately, these three questions
really represent multiple facets of one key issue: identifying the
connection between accounting marketers and the partners’ and
managers’ business development activities. Those firms that embrace
strong interaction between the marketers and the CPAs are taking
fullest advantage of the marketers’ skills and competencies, and they
are building a foundation for a proactive sales and marketing culture.
Instead of compartmentalizing, or isolating, the activities performed
by their marketing professional, they have chosen instead to integrate
the initiatives in order to sustain a proactive marketing
approach.
It is interesting to note that every participant
responded “yes”
to at least one of the questions above, while 70% answered “yes”
to all three questions. This remarkable statistic clearly reflects
changing responsibilities for today’s marketers. Those who assist
their firm’s partners and managers with personal marketing plans and
coach them in leveraging their talents toward more effective selling
of the firm’s services are able to have a far greater impact on their
firm’s business development.
Marketers understand the importance of a
structured process. They can help the partners identify personal
strengths while keeping them focused on business development
activities that are relevant and practical.
The fact that they are frequently engaged in the
role of mentor and/or coach indicates that marketers are gaining the
respect of the firm’s partners and managers. This is, in part, the
result of their ability to help their firms deliver consistently high
quality client service and do a better job of attracting and retaining
new clients. As one marketer commented regarding her role in helping
the partners with their marketing and business development activities,
“The
success of the programs is evident in the growth of the books of those
participating.” As the firms
become more comfortable and confident of the marketers’ capabilities
when measured by the firm’s success, they are more likely to rely on
them for guidance and support. The marketers’ objective feedback and
insights enhance the partners’ actions, adding a new dimension to the
firm’s growth strategy.
As Joel Shiffrin and I reviewed the responses he
received to this survey, we discussed the significance of the shift in
expectations that firms now have regarding their marketing directors.
We noticed that, for the most part, the participants represent firms
that have more than 50 professionals, many with multiple offices as
well. It is reasonable to expect that these firms would be among the
first to embrace a more powerful role for their marketing professional
based on their size and complexity and driven by the need to thrive in
highly competitive situations.
I am delighted to see this shift occurring and I
am confident that my fellow marketers are equally pleased. The change
reflects greater changes taking place in the accounting profession as
it evolves into a corporate environment, relying on a variety of
skills and disciplines to support growth and profitability.
We suspect, however, that the initial responses
may be indicative of a select group of seasoned, experienced marketers
whose firms clearly appreciate their competencies and are eager to
leverage their leadership skills and capabilities. This might not be
as common in smaller firms where marketers are expected to spend more
time coordinating, facilitating, and implementing practice development
plans, experiencing less partner and manager interaction than is
occurring in larger firms.
We believe that over time there will be a
gratifying “trickle
down” effect, so that firms of all
sizes will understand the valuable impact that a professional service
marketer can provide.
| 