As a founder of a boutique professional services firm, you may be contemplating your exit strategy. Understanding the M&A landscape is crucial to identifying who is most likely interested in acquiring your firm. In my experience, the most suitable buyers are typically firms that are substantially larger than yours, generally by a factor of 5-20 times the size of your firm. Here’s why:
How do you make a big impact on a huge audience? World-class content and intelligent distribution.
Imagine you’re in a game where your character has a treasure of immense value, attained through years of sacrifice, risk taking and toil. The objective of the game is simple – find a buyer for the item and transact at a mutually acceptable price. Easy, right? Well, there’s a twist.
As a founder of a boutique professional service firm, you might find yourself at a crossroads, pondering if competing on price is the right strategy for your business.
A strategy defines who you serve, what you do, how you do it, and how you do it differently. And a strategy begins with a clear set of goals. In this session, learn how a boutique adopted a formal goal setting methodology, called OKRs, to get focused on what matters most.
Ever wondered how to create a bulletproof forecast for your revenue, profit, and staffing needs in your professional service firm?
Greg shares how to accelerate the pace of scale for your professional services firm by focusing on a clear pain statement
Coming up with a price isn’t a pricing strategy. You also need to know what your clients are willing to pay and how to explain why you charge the rate you do.
Making your firm more valuable for clients isn’t as simple as X’s and O’s. Greg Alexander shares the do’s and don’ts of strategy.
In a post-Covid world, does geography still matter? Should you pursue clients, and employees, based on where they reside? It used to signal to clients that you were legit when your name was on a building downtown. Is this still true? On this episode, Ashok Sivanand, CEO at Integral, shares how he thinks geography is still a mission critical element of strategy, but not for the reasons you might think. He moved to Detroit and is building a firm based on mid-western values. And it is these values, concentrated in this geography, which is contributing to his success. Hear from Ashok his remarkable story which started with him driving a forklift in a factory during the graveyard shift.
