Kim Tasso of RedStarKim and Kevin Doolan of Eversheds led a workshop in September 2013 at the PM Conference on how marketing can help drive the new client agenda. Here are the excerpts

1. How does the marketing team
drive the “new” client agenda?
PM Forum Conference
© Copyright Kim Tasso 2013
www.kimtasso.com
Excerpts from a work shop
Facilitated by Kim Tasso of RedStarKim
And Kevin Doolan of Eversheds
On Thursday 26th September 2013

2. © Copyright Kim Tasso 2013
www.kimtasso.com
An outline agenda
Introduction/scene setting
– What is “good management”?
– What is marketing’s role?
Marketing’s role:
– Position
– Proposition
– Partnerships/Client Relationships
– Promise/Delivery
Discussion/Conclusions
© Copyright Kim Tasso 2013
www.kimtasso.com

3. © Copyright Kim Tasso 2013
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Role of marketing in “well managed”
© Copyright Kim Tasso 2013
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4. © Copyright Kim Tasso 2013
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Partners + Marketing
© Copyright Kim Tasso 2013
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5. © Copyright Kim Tasso 2013
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FT/MPF report highlights . . .

6. © Copyright Kim Tasso 2013
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Priorities for management - disconnect
Managing clients/ senior partners
Client

7. © Copyright Kim Tasso 2013
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What is the role of marketing?
And how is it changed by “the new client agenda?”

8. © Copyright Kim Tasso 2013
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But what does this mean for
the marketing team?
Top three things we are doing Top three things we should be doing
What are the reasons for the disconnect?

9. © Copyright Kim Tasso 2013
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Market
clients
BOARD
FRONT LINE
STAFF
SUPPORT
STAFF
Finance Marketing IT HR
Know
how
Quality
Market Position
Service
Proposition
Strategic
(What?)
Delivery of
promise
Sustainable
client
partnerships
Operational
(How?)

10. © Copyright Kim Tasso 2013
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How good is our
firm?
Priority for our
firm?
What does
marketing need to
do?
Clarity of
position
Develop the
proposition
Deliver the
promise
Maintain/measure
relationships and
partnerships
Rate your role

11. © Copyright Kim Tasso 2013
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Market position
What’s yours?

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Porters generic strategies

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Who are you?
Starwood Group

14. © Copyright Kim Tasso 2013
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Partner says: Marketing response:
Why didn’t I get that top end piece
of work – I could do it?
I just lost on price to a much
smaller competitor…
Your role / positioning

15. © Copyright Kim Tasso 2013
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Proposition

16. © Copyright Kim Tasso 2013
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Clients seek different value propositions
High
Low
QUALITY
Low High
PRICE
Value curves to be
developed for each
client segment
Use “value curves”
to compare
competitor offers
(Professor Kumar)

17. © Copyright Kim Tasso 2013
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Developing a value proposition©
Emotional elements
Augmented
Core
product
Brand proposition
(Strategy/positioning)
Market proposition
(Marketing)
Market 1
Market 2
Market 3
CLIENT
Benefits
to
buyer
Specific
Proposition
Client (and buyer) proposition
(Selling/relationships)
R E S E A R C H

18. © Copyright Kim Tasso 2013
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Element Package 1 Package 2 Package 3
Meetings
- Partner
- Senior Associate
- Solicitor
X
X
X
Location
- Home
- Local office
- National office
X
X
X
Availability
- 24 hours/7 days
- 8am-8pm/Mon-Fri
- 9am-5pm/Mon-Fri
X
X
X
Progress updates
- Daily telephone call
- Weekly Skype
- Weekly email
X
X
X
Documentation support
- Full financial analysis
- Online document vault
- Weekly summary
X
X
X X
Develop different product/service propositions?

19. © Copyright Kim Tasso 2013
www.kimtasso.com
Or take the client experience in a whole
new direction?
The strategy canvas of Cirque du Soleil
Blue Ocean Strategy (Chan Kim/Mauborgne)

20. © Copyright Kim Tasso 2013
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1. What is the role of management and marketing in developing:
– Firm wide (brand) proposition?
– Market proposition?
– Client proposition?
2. To what extent is/should marketing drive the product/service development
process?
3. What research and other programmes should marketing drive to support
proposition development?
Discussion

21. © Copyright Kim Tasso 2013
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Relationships or
Partnerships

22. © Copyright Kim Tasso 2013
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Loyalty

23. © Copyright Kim Tasso 2013
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Entering the loyalty zone
Exercise: What is “special” in terms of service?
Think of some fantastic service you received – hotel,
restaurant, airline, shop, online…

24. © Copyright Kim Tasso 2013
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Entering the loyalty zone
Exercise: how could YOU give clients excellent
service?

25. © Copyright Kim Tasso 2013
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Marketing as an integrator?
Marketing
Finance
IT
HR
Facilities
Quality
Know
How
Board
Strategy
ClientsProfessional
staff
Support
Management
Brand

26. © Copyright Kim Tasso 2013
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Delivery vs
Client experience
??

27. © Copyright Kim Tasso 2013
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Availability
Communication
Empathy
Trust
Anticipation
Traditional “sharp end” touch points

28. © Copyright Kim Tasso 2013
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New skills? –
Listening
(Market, Social
Media, Face
time)

29. © Copyright Kim Tasso 2013
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New skills? –
Curiosity
(Commercial,
Client business)

30. © Copyright Kim Tasso 2013
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New skills? –
Proactive service
(Now) and
Planned service
(Long term)

31. © Copyright Kim Tasso 2013
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Exercise - Linking (brand) values to
behaviours/client benefit
Value Example activity Value/ benefit to client
How does marketing support good management in delivery?
How does marketing “live” the brand values as good role models?

32. © Copyright Kim Tasso 2013
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Great service delivery needs…
© Copyright Kim Tasso 2013
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Great culture
and systems
Great people

33. © Copyright Kim Tasso 2013
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Back where we
belong –
Marketing driving
on the front line
at client meetings?

34. © Copyright Kim Tasso 2013
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Questions and
discussion

35. © Copyright Kim Tasso 2013
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Kim Tasso BA(Hons) DipM FCIM MCIJ MBA MBPsS
RedStarKim Ltd
199 Argyle Avenue , Whitton, Twickenham , TW3 2LR
Telephone/Fax: 020 8898 0631
Mobile: 07831 687882
Email: kim@kimtasso.com www.kimtasso.com
Twitter: RedStarKim
Kevin Doolan
Eversheds
Email: Kevin.Doolan@MollerPSFGCambridge .com
Twitter: DoolanKevin