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Inside knowledge : how women can thrive in professional service firms / / by Alison Temperley
| Inside knowledge : how women can thrive in professional service firms / / by Alison Temperley |
| Autore | Temperley Alison |
| Edizione | [First edition.] |
| Pubbl/distr/stampa | Bingley : , : Emerald Publishing, , 2017 |
| Descrizione fisica | 1 online resource (251 pages) : illustrations (some color) |
| Disciplina | 381 |
| Soggetto topico |
Women - Employment
Professional corporations Sex role in the work environment |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-78714-977-3
1-78714-565-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910467904003321 |
Temperley Alison
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| Bingley : , : Emerald Publishing, , 2017 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Mastering services pricing : designing pricing that works for you and for your clients / / Kevin Doolan
| Mastering services pricing : designing pricing that works for you and for your clients / / Kevin Doolan |
| Autore | Doolan Kevin |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Harlow, England ; ; New York, United States : , : Pearson, , [2015] |
| Descrizione fisica | 1 online resource (292 pages) |
| Disciplina | 658.816 |
| Soggetto topico |
Service industries - Prices
Professional corporations Fees, Professional Customer services |
| Soggetto genere / forma | Electronic books. |
| ISBN | 1-292-06338-6 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- About the author -- Publisher's acknowledgements -- Author's acknowledgements -- Preface -- Introduction -- 1 How clients buy services -- THE DATA -- ROCKET SCIENCE -- RELATIONSHIP ADVICE -- ROUTINE WORK -- THE FIVE CRITERIA -- PRICING ROCKET SCIENCE -- PRICING RELATIONSHIP ADVICE -- PRICING ROUTINE WORK -- 2 Cost-plus pricing and beyond -- COST-PLUS PRICING -- CLIENT-DRIVEN PRICING -- COMPETITION-DRIVEN PRICING (MARKET-DRIVEN) -- HOW SERVICE FIRMS COMPETE -- WHAT NEXT? -- CLIENT MESSAGING -- THE COMPETITIVE LANDSCAPE - WHAT IS YOUR MARKET POSITIONING? -- NEW SERVICE LAUNCHES - SETTING THE MARKET PRICE -- 3 Pitching for work -- PITCHING FOR ROCKET SCIENCE -- PITCHING FOR RELATIONSHIP ADVICE -- THE LINK BETWEEN CHEMISTRY, LIKEABILITY AND PRICE -- PITCHING FOR ROUTINE WORK -- RETENDERS -- POST-PITCH NEGOTIATION ON PRICE -- THE TACTICS OF PITCHING -- 4 Negotiating price -- PRICE AND SCOPE ARE LINKED -- A SMALL REDUCTION -- MAJOR REDUCTIONS -- CLIENTS ON HISTORICALLY LOW RATES -- DEALING WITH PROCUREMENT -- JUST HOW STRONG IS YOUR RELATIONSHIP? -- NEGOTIATING WITH PROCUREMENT -- NEGOTIATIONS AND ROUTINE WORK -- 5 The pricing lever -- STRATEGY 1 - INCREASE YOUR PRICES -- STRATEGY 2 - WORK HARDER -- STRATEGY 3 - WORK SMARTER, NOT HARDER -- STRATEGY 4 - CUT OVERHEADS, REDUCE THE COST BASE -- STRATEGY 5 - CUT PRICES, WIN MORE WORK -- 6 Alternative fees -- OPTION 1 - FIXED FEES -- OPTION 2 - PROJECT-BASED COSTING -- OPTION 3 - BLENDED RATES -- OPTION 4 - CAPPED FEES -- OPTION 5 - ANNUAL RETAINERS -- OPTION 6 - CONTINGENT FEES -- OPTION 7 - SUCCESS-BASED FEES -- OPTION 8 - DISCOUNTED HOURLY RATES -- THE CONFIDENT PARTNER -- 7 Pricing tactics -- FREE, NOT CHEAP -- SHOW THE PRICE OF ADDED VALUE -- GIVE THE CLIENT OPTIONS -- DEALING WITH LOWBALLING -- SUPPORTING A CLIENT IN DISTRESS -- THE ULTIMATUM -- PEDESTAL SELLING.
DISCOUNTS FOR VOLUME -- ANNUAL PRICE RISES -- HAVING LOWER COST OPTIONS -- TEAM STRUCTURE -- BE IN THE PACK -- MARKET INTELLIGENCE -- TROPHY CLIENTS -- NEGOTIATE WITH THE TOUGHEST CLIENTS AT THE RIGHT TIME -- DIFFERENTIAL PARTNER RATES -- DELIVER WHAT WAS ACTUALLY PAID FOR -- SHOW THE DISCOUNT -- LOWER RATE DOES NOT EQUAL LESS SPEND -- ACT FOR CLIENTS THAT YOU LIKE (NOT THE BULLIES) -- FROM TACTICS TO STRATEGY -- 8 Drivers of value -- TYPICAL STARTING POINT -- CREATING DIFFERENT SERVICES - PART 1: BEST EVER SERVICE -- CREATING DIFFERENT SERVICES - PART 2: LOWEST COST -- CREATING DIFFERENT VERSIONS -- PRICE DISCRIMINATION -- CREATING DIFFERENT SERVICES - STATISTICS AND DATA -- USING EXISTING CLIENTS AS YOUR DIFFERENTIATOR -- MOVING FROM COSTS INCURRED TO VALUE DELIVERED -- THE PERFECT SOLUTION - START WITH VALUE -- VALUE PRICING BY WORK TYPE -- THE BIG QUESTION: DOES VALUE PRICING MEAN THE END OF CHARGING BY TIME? -- 9 Learning from industry -- PRICING ACROSS THE LIFETIME OF A PRODUCT -- PENETRATION PRICING -- LEARNING FROM AIRLINES -- ADD-ONS AND AFTERCARE - DOUBLE THE PROFIT -- UNEXPECTED EXTRA COSTS AND PENALTIES -- INSURERS AND THE POOL -- PRICE MATCHING PROMISES TO (ACCIDENTALLY) STOP COMPETITION -- POWER BY THE HOUR - CHANGING THE SUPPLY DYNAMIC -- 10 Saving clients money -- THE PRICING DILEMMA -- KEY PERFORMANCE INDICATORS EXERCISE -- SPEND REDUCTION PROJECTS -- TARGETED REDUCTIONS -- CONSOLIDATION AND ITS DANGERS -- CREATING AND SHARING SAVINGS -- HIDDEN RESOURCES AND HOW TO USE THEM -- ROCKET SCIENCE -- ROUTINE WORK -- WHEN TO SAY NO -- CLIENTS WHO ALWAYS WANT TO SAVE MONEY -- FINALLY - WHEN DID YOU LAST SAVE A CLIENT MONEY? -- 11 Pricing controls and capabilities -- BUILDING PRICING CONTROLS -- UTILISATION -- THE RATE CARD -- WRITE-OFFS -- ANALYSIS OF CURRENT CLIENTS -- BUILDING PRICING CAPABILITIES BY ROBERT BROWNE. THE ROLE OF PRICING IN THE ORGANISATION -- DEFINING PRICING CAPABILITY -- PRICING NEEDS A HOME -- SUMMARY -- Index. |
| Record Nr. | UNINA-9910153251103321 |
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Doolan Kevin
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| Harlow, England ; ; New York, United States : , : Pearson, , [2015] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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The new professional service firm : how consultants, accountants, and lawyers need to reinvent themselves / / L. Martin van der Mandele, Henk W. Volberda, Rob B. Wagenaar
| The new professional service firm : how consultants, accountants, and lawyers need to reinvent themselves / / L. Martin van der Mandele, Henk W. Volberda, Rob B. Wagenaar |
| Autore | van der Mandele L. Martin |
| Pubbl/distr/stampa | Cham, Switzerland : , : Springer, , [2022] |
| Descrizione fisica | 1 online resource (181 pages) |
| Disciplina | 658.421 |
| Collana | Business guides on the go |
| Soggetto topico |
Entrepreneurship
Professional corporations Service industries |
| ISBN | 3-031-06134-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Contents -- Welcome to the New Professional Service Firm -- About the Authors -- List of Figures -- 1: Disruption Is On the Way -- 1.1 We Cannot Go On Like This -- 1.1.1 Accountants Diversify as Auditing Declines -- 1.1.2 Lawyers Automate as They Specialize -- 1.1.3 Consultants Threaten to Lose Focus -- 1.2 The Four Major Disruptions of Our Professional Existence -- 1.2.1 Technology Disrupts -- 1.2.2 New Generations: A Different Breed of Professional -- 1.2.3 What Do the New Generations Want? -- 1.2.4 Critical Clients Find New Solutions -- 1.2.5 Surviving Complexity -- 1.3 Current Strategies Will Not Help -- References -- 2: Understanding How Professionals Work: Building Blocks for the Future -- 2.1 Understanding Our Business Model -- 2.2 Services: What We Deliver -- 2.2.1 External Perspective -- 2.2.2 Creativity -- 2.2.3 Leadership: Ad Interim -- 2.2.4 Connections and Network -- 2.2.5 Coach and Trusted Advice -- 2.3 Three Ways to Deliver Professional Work -- 2.4 Compensation: How Professionals Are Paid -- 2.5 What Is Our Business Model? -- 2.6 How We Work Today: Our Archetypes and Their Limitations -- 2.6.1 Our Gentlemen's Club -- 2.6.2 The Professional Corporation -- 2.6.3 The Flexfirm -- 2.7 Today's Archetypes Are Not Sustainable -- 2.7.1 Which Model Is the Most Forward-Looking? -- References -- 3: Profiting from Disruption -- 3.1 Introducing Case Studies on Business Communities -- 3.2 Two Expert Communities: Cambridge Technology and Merlin -- 3.3 Flexible Consulting and Law: Eden McCallum and the Montage Legal Group -- 3.3.1 Flexible Job: With Quality Results! -- 3.4 Computer-Based Professional Services: Rocket Lawyer -- 3.5 A Community of Software Firms: BSO/Bureau for Software Development -- 3.6 The Berkeley Research Group: A Professional Community with a Wide Range of Services.
3.6.1 A Unique Business Model -- 3.6.2 A Quick Start -- 3.6.3 Challenges -- 3.7 What We Have Learned from These Cases: Conclusions -- References -- 4: The Professional Service Community: The Way Forward -- 4.1 What the Professional Service Community Looks like and how it Works -- 4.1.1 From Firm to Community -- 4.2 The Community Has a Future, unlike the Old Archetypes -- 4.3 Vision, Leadership, and the Pop-Up Team -- 4.3.1 What Should the Leadership of our Community Look like? -- 4.3.2 Coordination of Accounts and the Pop-up Project -- 4.4 Sources of Professional Value: Brainpower, Skills, and Knowledge -- 4.4.1 Finding and Retaining Brainpower in our Community -- 4.4.2 Skills and Capabilities -- 4.4.3 How Do we Acquire New Skills? -- 4.4.4 Knowledge in our Community -- 4.5 Creating Professional Value through Organization, Good Economics, and the Right Culture -- 4.5.1 Organizing our Community -- 4.5.2 How Should we Govern our Community? -- 4.6 Creating the "Superculture" in the Community -- 4.6.1 How Do we Build our "Superculture"? -- 4.7 How to Make Money with our Community -- 4.7.1 Work Steps to Arrive at the Appropriate Economic Model -- 4.8 Reputation as the Sustainable Foundation of our Community -- 4.8.1 Reputation Is the Name of the Game -- 4.8.2 Reputation: A Special Challenge for our Community -- 4.9 Delivering Value with our Community -- 4.9.1 Which Services we Want to Deliver with our Community -- 4.10 A Promising List of Clients -- References -- 5: Foundations of the Successful Professional Community -- 5.1 Our Professional Community Needs Strong Foundations -- 5.2 What Does Success Mean in a Community? -- 5.3 Connectivity, Compatibility, and Commonality -- 5.3.1 Connectivity -- 5.3.2 Compatibility -- 5.3.3 Commonality -- 5.3.4 Conclusion -- 5.4 The Successful Community Professional. 5.4.1 What Characteristics Should we Expect Them to Have? -- 5.4.1.1 Curious, Creative, Entrepreneurial -- 5.4.1.2 Positive, Optimistic, Can-Do Mentality, Persistent -- 5.4.1.3 Communicative Leaders of People and Ideas -- 5.5 Trust, Tolerance, and Transparency: Cornerstones of Culture -- 5.5.1 Trust -- 5.5.2 Tolerance -- 5.5.3 Transparency -- 5.6 Growth: The Great Imperative -- 5.7 Synergy: Translating Strong Foundations into Measurable Success -- 5.8 Innovation and Renewal -- 5.8.1 Why Innovate? -- 5.8.2 Alienation and Spin-Offs Threaten -- 5.8.3 How Do we Strengthen Innovation and Keep Innovative Teams on Board? -- 5.8.4 How Do we Start and Manage Innovation? -- References -- 6: Fieldwork: Monday Morning Actions -- 6.1 Off to Work! -- 6.2 Understand Our Current Strategic Position and Disruptions -- 6.2.1 Step 1: Follows Chapter 1 of This Book -- 6.3 Evaluate Our Business Model -- 6.3.1 Step 2: Follows Chapters 2 and 3 of This Book -- 6.4 Assemble Our Community Model -- 6.4.1 Step 3: Follows Chapter 4 of This Book -- 6.4.2 Agree on a Vision for the Community and Its Core Consequences: Reputation, Brand, Standards -- 6.4.3 Decide on the Leadership of Our Community and Its Pop-Up Projects -- 6.4.4 Define Our Sources of Professional Value: Brainpower, Competences, Knowledge -- 6.4.5 Determine Our Organization, Economics, Culture, Strategy -- 6.5 Invite Partners to Our Professional Community -- 6.5.1 Make Sure the Foundations of Our Professional Service Community Are in Place: Step 4: Following Chapter 5 of This Book -- 6.5.2 Get Our Colleagues On board -- 6.6 Make Sure We Remain on Track -- Closing Remarks -- After All -- Afterthoughts -- Index. |
| Record Nr. | UNINA-9910624376703321 |
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van der Mandele L. Martin
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| Cham, Switzerland : , : Springer, , [2022] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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