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The BIG Question
What is the role of branding in management
consulting?
See more study results at: BIGMgmtConsulting.com
An organization’s brand is
reflected in its distinct values
system, unique personality, and a
clear vision of what it stan...
A shifting landscape, starting from the top.
See more study results at: BIGMgmtConsulting.com
Overarching questions we set out to answer.
 How is brand being used as a business asset?
 How can branding and marketin...
Methodology
Online surveys sent to AMCF membership and database.
See more study results at: BIGMgmtConsulting.com
Who Responded: Functional Roles
Q/ Which of the following best describes the area of specialization of your position? (n=7...
Who Responded: Geography
Q/ Which of the following best describes your firm's geographic focus? (n=76)
13%
12%
29%
45%
1%
...
Who Responded: Organizational Structure
Q/ What is the ownership structure of your firm? (n=76)
37%
43%
20%
Partnership
Pr...
Who Responded: Titles
Q/ Which of the following titles best identifies the level of your position within the firm? (n=76)
...
Who Responded: Size
Q/ Approximately how many full-time employees are there at your firm? (n=76)
BIG & BIGGER
STRADDLERS
G...
Page 12
The 6 BIG Findings
The Six BIG Findings
/How Do You Define Your Brand?
1
You offered a plethora of words to describe your firms.
Collaborative, client-focused, Growing, complex, insightful,
Ambit...
Some themes emerged from the responses.
Collaborative, client-focused, Growing, complex, insightful,
Ambitious, innovative...
You view yourselves as client-focused.
Collaborative, client-focused, Growing, complex, insightful,
Ambitious, innovative,...
You get results.
Collaborative, client-focused, Growing, complex, insightful,
Ambitious, innovative, good listener, hungry...
Values were often mentioned.
Collaborative, client-focused, Growing, complex, insightful,
Ambitious, innovative, good list...
No surprises … until we segmented responses by firm
size.
While large and small firms coalesced around a handful
of attributes …
Collaborative, client-focused, Growing, complex, in...
… the mid-sized firms offered a very different list of
attributes.
Collaborative, client-focused, growing, complex, insigh...
We asked respondents which management consulting
brands they admire and why.
The words used to describe brands you admire suggest
stability, vision and focus.
Strength of resources, global, focus, sp...
Page 25
Large and small firms align with admired brands …
Large and Small Firms
Quality
Intelligent
High-end
Expert
Winnin...
Page 26
…but mid-size firms feel differently.
Mid-size Firms
Evolving
Complex
Hungry
Active
Fast-paced
Growing
Adaptable
C...
Mid-size firms appear to see their
brands – and their firms – in flux.
While conveying a sense of change
and flexibility c...
/What Are the Key Drivers of
the Management Consulting
Brand?2
Thought leadership is seen as a key driver by firms of
all sizes.
BOUTIQUE
Less than 50 (n=24)
GAINING SCALE
50–1,000 (n=2...
Heritage grows in importance with firm size ...
BOUTIQUE
Less than 50 (n=24)
GAINING SCALE
50–1,000 (n=23)
STRADDLERS
1,00...
...as does distinct position in the market.
BOUTIQUE
Less than 50 (n=24)
GAINING SCALE
50–1,000 (n=23)
STRADDLERS
1,001–5,...
But strong leadership, as a brand driver, declines as
firms grow in size.
BOUTIQUE
Less than 50 (n=24)
GAINING SCALE
50–1,...
As firms grow, the importance of
leadership in driving brand
diminishes. The key is identifying
what should take its place.
/In Consulting,
Do “Partners” = “Brand?”3
At smaller firms, founding partners are still actively involved.
Are your founding partners still present and actively inv...
As firms grow, partner reputation evolves from a driver
of new business to a driver of relationships.
How important of a r...
Not surprisingly, small firms fear a partner’s departure the
most.
If the founding partners were to leave your firm, how m...
As firms grow, the importance of the firm’s reputation begins
to trump the reputation of its leadership.
Would you say tha...
Smaller firms are more dependent on
the reputation of their founding
partners. Given the risks,
establishing a strong poin...
/Do Mid-Size Firms Have an
Identity Problem?4
Firms of all sizes are generally lukewarm about their brands.
In your opinion how strong of a brand do you think your firm...
The mid-tier is particularly unenthusiastic.
How strong a brand do you think your firm has? N=78
38%
22%
53%
14%
46%
57%
3...
The middle’s lack of enthusiasm runs the gamut.
How strongly do you agree with the following statements about your firm’s ...
Mid-sized firms experience greater disagreement around
brand drivers.
How strongly would you agree that the following elem...
Mid-size firms have an identity issue.
Perhaps it’s because they’ve grown
as a collection of practice areas, or
through ac...
/What Is the Perceived
Importance of Marketing in
Management Consulting?5
Brand behavior – rather than formal marketing – is seen as
most effective.
How effectively does your firm express its bran...
Mid-tier feel their brand is expressed the least effectively,
especially through marketing.
How effectively does your firm...
Marketing professionals are less positive about the impact of
brand than others in the firm!
How important of a role do yo...
Marketing respondents focused on attributes that are more
outwardly focused.
Marketing
Collaborative
Client-focused
Result...
Marketing believes in the power of thought leadership;
corporate strategy in the power of leadership.
How strongly would y...
The power of brand is understood
beyond the marketing department.
This is an opportunity to step up and
own the role – and...
/How Are Firms Deploying
Their Brands?6
Most marketing respondents put their budgets at 2-5% of
firm revenues.
How much of its overall budget does your firm alloc...
Tradeshows and PR account for almost half.
What percentage of your marketing budget is allocated to the following areas?
2...
Websites rule, inside and out. But what about mobile media?
How effective are the following channels in deploying your bra...
Tradeshows are the biggest budget item – but they’re not
seen as most effective in deploying the brand.
7.1
6.95
6.29
6.14...
In a digital world, a firm’s websites is
the hub of its digital brand
experience. But tradeshows and
events are still the ...
Mid-sized firms need to define themselves.
 A constant squeeze:
 Mid-size firms have more resources, breadth and capabil...
Your brand walks out the door every day.
 As a group, you feel you communicate your brand more effectively
through behavi...
Find out what drives your brand.
Where are you on the partner-firm spectrum?
 Do the reputations of your partners drive y...
Questions?
See more study results at:
BIGMgmtConsulting.com
What Is the Role of Brand in Management Consulting? Research Highlights from Industry Study
What Is the Role of Brand in Management Consulting? Research Highlights from Industry Study
What Is the Role of Brand in Management Consulting? Research Highlights from Industry Study
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What Is the Role of Brand in Management Consulting? Research Highlights from Industry Study

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In partnership with the Association of Management Consulting Firms (AMCF), the Brand Influence Guide for Management Consulting (BIG:MC) examines how management consulting firms are leveraging brand as a business asset. See more at http://www.desantisbreindel.com/big/management-consulting/

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What Is the Role of Brand in Management Consulting? Research Highlights from Industry Study

  1. 1. The BIG Question What is the role of branding in management consulting? See more study results at: BIGMgmtConsulting.com
  2. 2. An organization’s brand is reflected in its distinct values system, unique personality, and a clear vision of what it stands for. Brand is embedded in the culture, and shapes and guides how the organization presents itself (both internally and externally) and carries out its mission. See more study results at: BIGMgmtConsulting.com
  3. 3. A shifting landscape, starting from the top. See more study results at: BIGMgmtConsulting.com
  4. 4. Overarching questions we set out to answer.  How is brand being used as a business asset?  How can branding and marketing help firms achieve business goals?  How does brand compare with partner reputation as a business builder?  Is the role/importance of brand related to firm size?  What are the most effective channels for connecting with key internal and external audiences? See more study results at: BIGMgmtConsulting.com
  5. 5. Methodology Online surveys sent to AMCF membership and database. See more study results at: BIGMgmtConsulting.com
  6. 6. Who Responded: Functional Roles Q/ Which of the following best describes the area of specialization of your position? (n=76) 18% 25% 5% 8% 3% 26% 7% 8% Service line Corporate strategy/head of practice HR Industry vertical IT Marketing Operations/Finance Other See more study results at: BIGMgmtConsulting.com
  7. 7. Who Responded: Geography Q/ Which of the following best describes your firm's geographic focus? (n=76) 13% 12% 29% 45% 1% Regional National (US) with little to no global reach Primarily national (US) with some global reach Global Non-US with US office(s) See more study results at: BIGMgmtConsulting.com
  8. 8. Who Responded: Organizational Structure Q/ What is the ownership structure of your firm? (n=76) 37% 43% 20% Partnership Privately held Public See more study results at: BIGMgmtConsulting.com
  9. 9. Who Responded: Titles Q/ Which of the following titles best identifies the level of your position within the firm? (n=76) 20% 36% 9% 15% 12% 9% Executive Management Partner/Owner Vice President Director Manager Other, please specify See more study results at: BIGMgmtConsulting.com
  10. 10. Who Responded: Size Q/ Approximately how many full-time employees are there at your firm? (n=76) BIG & BIGGER STRADDLERS GAINING SCALE BOUTIQUE See more study results at: BIGMgmtConsulting.com 30% 31% 20% 19% Less than 50 50-1000 1001-5000 Over 5000
  11. 11. Page 12 The 6 BIG Findings The Six BIG Findings
  12. 12. /How Do You Define Your Brand? 1
  13. 13. You offered a plethora of words to describe your firms. Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, winning, collaborative, honest, data driven, fast paced, forward thinking, integrity, dedicated, collaborative, evolving, striving, integrity, passion, flexible, customer-centric, premium, expert
  14. 14. Some themes emerged from the responses. Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high- end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, winning, collaborative, honest, data driven, fast paced, forward thinking, integrity, dedicated, collaborative, evolving, striving, integrity, passion, flexible, customer-centric, premium, expert
  15. 15. You view yourselves as client-focused. Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, winning, collaborative, honest, data driven, fast paced, forward thinking, integrity, dedicated, collaborative, evolving, striving, integrity, passion, flexible, customer-centric, premium, expert
  16. 16. You get results. Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, winning, collaborative, honest, data driven, fast paced, forward thinking, integrity, dedicated, collaborative, evolving, striving, integrity, passion, flexible, customer-centric, premium, expert
  17. 17. Values were often mentioned. Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, winning, collaborative, honest, data driven, fast paced, forward thinking, integrity, dedicated, collaborative, evolving, striving, integrity, passion, flexible, customer-centric, premium, expert
  18. 18. No surprises … until we segmented responses by firm size.
  19. 19. While large and small firms coalesced around a handful of attributes … Collaborative, client-focused, Growing, complex, insightful, Ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, collaborative, honest, data driven, fast paced, forward thinking, integrity, winning, dedicated, collaborative, evolving, striving, integrity, passion, flexible, premium, customer- centric, expert
  20. 20. … the mid-sized firms offered a very different list of attributes. Collaborative, client-focused, growing, complex, insightful, ambitious, innovative, good listener, hungry, integrity, high-end, decision-oriented, collaborative, active, ethical, dynamic, intelligent, progressive, nimble, collaborative, intelligent, results-oriented, innovative, adaptable, silo’d, high quality, continual learning, quality, service-oriented, collaborative, honest, data driven, fast paced, forward thinking, integrity, winning, dedicated, collaborative, evolving, striving, integrity, passion, flexible, premium, customer- centric, expert
  21. 21. We asked respondents which management consulting brands they admire and why.
  22. 22. The words used to describe brands you admire suggest stability, vision and focus. Strength of resources, global, focus, specialization, thought leader, corporate IQ, hardworking, the best, legacy, gold standard, pedigree, trend-setter, innovative, treat its people well, great place to work, ability to attract talent, a clear employer brand, well defined, tell their story well, brand consistency, ability to articulate who they are, well defined offering, pervasive, visibility
  23. 23. Page 25 Large and small firms align with admired brands … Large and Small Firms Quality Intelligent High-end Expert Winning Premium Admired Brands High quality Corporate IQ Gold standard Thought leader Pedigree See more study results at: BIGMgmtConsulting.com
  24. 24. Page 26 …but mid-size firms feel differently. Mid-size Firms Evolving Complex Hungry Active Fast-paced Growing Adaptable Continual Learning Striving Ambitious Flexible Admired Brands Well defined Ability to articulate who they are Tell their story well Brand consistency Well defined offering See more study results at: BIGMgmtConsulting.com
  25. 25. Mid-size firms appear to see their brands – and their firms – in flux. While conveying a sense of change and flexibility can be positive, results suggest a lack of clarity and confidence.
  26. 26. /What Are the Key Drivers of the Management Consulting Brand?2
  27. 27. Thought leadership is seen as a key driver by firms of all sizes. BOUTIQUE Less than 50 (n=24) GAINING SCALE 50–1,000 (n=23) STRADDLERS 1,001–5,000 (n=15) BIG & BIGGER More than 5,000 (n=14) Strong leadership Distinct heritage Thought leadership Distinct heritage Thought leadership Client portfolio Distinct heritage Client portfolio Unique culture Thought leadership Unique culture Distinct position in the market Client portfolio Strong leadership Distinct position in the market Thought leadership Distinct position in the market Unique culture Proprietary methodology Strong leadership ‘Star' consultants Distinct position in the market Client portfolio Unique culture Proprietary methodology Proprietary methodology ‘Star' consultants Proprietary methodology Distinct heritage Corporate website Strong leadership ‘Star' consultants Corporate website ‘Star' consultants Corporate website Corporate website How strongly would you agree that the following elements shape your firm’s brand? See more study results at: BIGMgmtConsulting.com
  28. 28. Heritage grows in importance with firm size ... BOUTIQUE Less than 50 (n=24) GAINING SCALE 50–1,000 (n=23) STRADDLERS 1,001–5,000 (n=15) BIG & BIGGER More than 5,000 (n=14) Strong leadership Distinct heritage Thought leadership Distinct heritage Thought leadership Client portfolio Distinct heritage Client portfolio Unique culture Thought leadership Unique culture Distinct position in the market Client portfolio Strong leadership Distinct position in the market Thought leadership Distinct position in the market Unique culture Proprietary methodology Strong leadership ‘Star' consultants Distinct position in the market Client portfolio Unique culture Proprietary methodology Proprietary methodology ‘Star' consultants Proprietary methodology Distinct heritage Corporate website Strong leadership ‘Star' consultants Corporate website ‘Star' consultants Corporate website Corporate website How strongly would you agree that the following elements shape your firm’s brand? See more study results at: BIGMgmtConsulting.com
  29. 29. ...as does distinct position in the market. BOUTIQUE Less than 50 (n=24) GAINING SCALE 50–1,000 (n=23) STRADDLERS 1,001–5,000 (n=15) BIG & BIGGER More than 5,000 (n=14) Strong leadership Distinct heritage Thought leadership Distinct heritage Thought leadership Client portfolio Distinct heritage Client portfolio Unique culture Thought leadership Unique culture Distinct position in the market Client portfolio Strong leadership Distinct position in the market Thought leadership Distinct position in the market Unique culture Proprietary methodology Strong leadership ‘Star' consultants Distinct position in the market Client portfolio Unique culture Proprietary methodology Proprietary methodology ‘Star' consultants Proprietary methodology Distinct heritage Corporate website Strong leadership ‘Star' consultants Corporate website ‘Star' consultants Corporate website Corporate website How strongly would you agree that the following elements shape your firm's brand? See more study results at: BIGMgmtConsulting.com
  30. 30. But strong leadership, as a brand driver, declines as firms grow in size. BOUTIQUE Less than 50 (n=24) GAINING SCALE 50–1,000 (n=23) STRADDLERS 1,001–5,000 (n=15) BIG & BIGGER More than 5,000 (n=14) Strong leadership Distinct heritage Thought leadership Distinct heritage Thought leadership Client portfolio Distinct heritage Client portfolio Unique culture Thought leadership Unique culture Distinct position in the market Client portfolio Strong leadership Distinct position in the market Thought leadership Distinct position in the market Unique culture Proprietary methodology Strong leadership ‘Star' consultants Distinct position in the market Client portfolio Unique culture Proprietary methodology Proprietary methodology ‘Star' consultants Proprietary methodology Distinct heritage Corporate website Strong leadership ‘Star' consultants Corporate website ‘Star' consultants Corporate website Corporate website How strongly would you agree that the following elements shape your firm's brand? See more study results at: BIGMgmtConsulting.com
  31. 31. As firms grow, the importance of leadership in driving brand diminishes. The key is identifying what should take its place.
  32. 32. /In Consulting, Do “Partners” = “Brand?”3
  33. 33. At smaller firms, founding partners are still actively involved. Are your founding partners still present and actively involved in your company? N=43 YES / 80% NO / 20% YES / 88% NO / 12% BOUTIQUE Less than 50 GAINING SCALE 50–1,000 See more study results at: BIGMgmtConsulting.com
  34. 34. As firms grow, partner reputation evolves from a driver of new business to a driver of relationships. How important of a role do you think the reputation of a firm’s partners play in the following areas: (n=78) See more study results at: BIGMgmtConsulting.com
  35. 35. Not surprisingly, small firms fear a partner’s departure the most. If the founding partners were to leave your firm, how much business do you estimate your firm would lose? 45% 88% 55% 12% Less than 50 50-1000 N=43 See more study results at: BIGMgmtConsulting.com Less than 50% More than 50%
  36. 36. As firms grow, the importance of the firm’s reputation begins to trump the reputation of its leadership. Would you say that the public perception of your firm is driven more by the reputation of the leadership or the reputation of the company itself? 0 10 20 30 40 50 60 70 80 Driven more by reputation company Driven more by reputation of leadership BOUTIQUE Less than 50 GAINING SCALE 50–1,000 STRADDLERS 1,001–5,000 BIG & BIGGER More than 5,000 See more study results at: BIGMgmtConsulting.com
  37. 37. Smaller firms are more dependent on the reputation of their founding partners. Given the risks, establishing a strong point of difference more broadly is a vital step toward sustainable growth.
  38. 38. /Do Mid-Size Firms Have an Identity Problem?4
  39. 39. Firms of all sizes are generally lukewarm about their brands. In your opinion how strong of a brand do you think your firm has? 0% 0% 3% 1% 4% 8% 16% 24% 21% 11% 13% Extremely Weak 1 2 3 4 5 6 7 8 9 Extremely Strong Weak Moderate Strong See more study results at: BIGMgmtConsulting.com
  40. 40. The mid-tier is particularly unenthusiastic. How strong a brand do you think your firm has? N=78 38% 22% 53% 14% 46% 57% 33% 36% 17% 22% 13% 50% Less than 50 50 to 1000 1001 to 5000 Over 5000 Strong Brand Moderate Weak Brand See more study results at: BIGMgmtConsulting.com
  41. 41. The middle’s lack of enthusiasm runs the gamut. How strongly do you agree with the following statements about your firm’s brand? 5 5.5 6 6.5 7 7.5 8 8.5 Represents a unique ID and point of differentiation Embodies a distinct value system Defines a clear vision of what we stand for Is strongly embedded within our culture Is clearly communicated through our marketing Is consistently carried out through the products / services we offer Is easily understood by those outside of our organizaiton BOUTIQUE Less than 50 GAINING SCALE 50–1,000 STRADDLERS 1,001–5,000 BIG & BIGGER More than 5,000 See more study results at: BIGMgmtConsulting.com
  42. 42. Mid-sized firms experience greater disagreement around brand drivers. How strongly would you agree that the following elements shape your firm's brand? (ranked) BOUTIQUE Less than 50 (n=24) GAINING SCALE 50–1,000 (n=23) STRADDLERS 1,001–5,000 (n=15) BIG & BIGGER More than 5,000 (n=14) Strong leadership 1.53 Distinct heritage 1.62 Thought leadership 2.13 Distinct heritage 1.88 Thought leadership 1.82 Client portfolio 2.13 Distinct heritage 2.57 Client portfolio 1.31 Unique culture 2.08 Thought leadership 2.25 Unique culture 2.61 Distinct position in the market 1.63 Client portfolio 1.53 Strong leadership 2.20 Distinct position in the market 2.67 Thought leadership 2.51 Distinct position in the market 2.25 Unique culture 2.44 Proprietary methodology 2.70 Strong leadership 2.17 ‘Star' consultants 2.19 Distinct position in the market 2.05 Client portfolio 2.69 Unique culture 1.98 Proprietary methodology 2.86 Proprietary methodology 2.62 ‘Star' consultants 2.69 Proprietary methodology 2.05 Distinct heritage 2.52 Corporate website 2.01 Strong leadership 2.83 ‘Star' consultants 2.79 Corporate website 2.37 ‘Star' consultants 2.47 Corporate website 2.69 Corporate website 2.37 Strong agreement (low standard deviation) Weak agreement (high standard deviation) See more study results at: BIGMgmtConsulting.com
  43. 43. Mid-size firms have an identity issue. Perhaps it’s because they’ve grown as a collection of practice areas, or through acquisitions. They aren’t small enough to be boutiques or large enough to be global, full- service leaders.
  44. 44. /What Is the Perceived Importance of Marketing in Management Consulting?5
  45. 45. Brand behavior – rather than formal marketing – is seen as most effective. How effectively does your firm express its brand: (Top 2 box) 23.00% 20.50% 40.00% Internally Externally - through marketing Externally - through product/service delivery See more study results at: BIGMgmtConsulting.com
  46. 46. Mid-tier feel their brand is expressed the least effectively, especially through marketing. How effectively does your firm express its brand? 7.28 6.76 8.04 6.66 7.08 7.7 6.2 5.73 6.6 7.78 6.14 7.9 Internal External - through marketing External - through product / service delivery BOUTIQUE Less than 50 GAINING SCALE 50–1,000 STRADDLERS 1,001–5,000 BIG & BIGGER More than 5,000 See more study results at: BIGMgmtConsulting.com
  47. 47. Marketing professionals are less positive about the impact of brand than others in the firm! How important of a role do you think the brand of your company plays in the following areas: 6 6.5 7 7.5 8 8.5 9 Attracting new business Engaging clients Building long-term relationships Attracting talent Non-marketing executives Marketing executives See more study results at: BIGMgmtConsulting.com
  48. 48. Marketing respondents focused on attributes that are more outwardly focused. Marketing Collaborative Client-focused Results-oriented Corporate Strategy Trustworthy Thoughtful Professional What three adjectives would you use to describe your firm? See more study results at: BIGMgmtConsulting.com
  49. 49. Marketing believes in the power of thought leadership; corporate strategy in the power of leadership. How strongly would you agree that the following elements shape your firm’s brand? Marketing (n=21) Corporate Strategy (n=20) Thought leadership Strong leadership Distinct heritage Distinct position in the market Client portfolio Client portfolio Unique culture Unique culture Distinct position in the market Distinct heritage Strong leadership Thought leadership Corporate website Proprietary methodology Proprietary methodology “Star” consultants “Star” consultants Corporate website See more study results at: BIGMgmtConsulting.com
  50. 50. The power of brand is understood beyond the marketing department. This is an opportunity to step up and own the role – and importance – of you firm’s brand.
  51. 51. /How Are Firms Deploying Their Brands?6
  52. 52. Most marketing respondents put their budgets at 2-5% of firm revenues. How much of its overall budget does your firm allocate to marketing? 23.08% 57.69% 15.38% 4.00% Less than 2% 2% - 5% 5% - 10% 10% - 15% N=26 (marketers) See more study results at: BIGMgmtConsulting.com
  53. 53. Tradeshows and PR account for almost half. What percentage of your marketing budget is allocated to the following areas? 27.04 17.04 16.54 8.65 7.19 6.31 2.35 24.88 Tradeshows and corp events PR Sponsorships SEM Social media Online advertising Offline advertising Other See more study results at: BIGMgmtConsulting.com
  54. 54. Websites rule, inside and out. But what about mobile media? How effective are the following channels in deploying your brand? 6.81 6.62 6.52 6.19 5.62 5.14 5.1 4.81 3.38 Your firm's website Internal events Email Intranet/employee portal social media Virtual events environmental branding Print collateral Mobile media Internal 7.1 6.95 6.29 6.14 6.1 5.9 5.86 5.71 5.62 5.43 4.05 3.48 3.43 1.95 Your firm's website Email Digital publications Branded events Social media Print collateral SEO Tradeshows/events Print publications Virtual events Direct mail PPC Mobile media Radio External See more study results at: BIGMgmtConsulting.com
  55. 55. Tradeshows are the biggest budget item – but they’re not seen as most effective in deploying the brand. 7.1 6.95 6.29 6.14 6.1 5.9 5.86 5.71 5.62 5.43 4.05 3.48 3.43 1.95 Your firm's website Email Digital publications Branded events Social media Print collateral SEO Tradeshows/events Print publications Virtual events Direct mail PPC Mobile media Radio External 27.04 17.04 16.54 8.65 7.19 6.31 2.35 Tradeshows and corp events PR Sponsorships SEM Social media Online advertising Offline advertising Marketing budget allocation See more study results at: BIGMgmtConsulting.com
  56. 56. In a digital world, a firm’s websites is the hub of its digital brand experience. But tradeshows and events are still the #1 budget item. Does in-person engagement still deliver the highest return?
  57. 57. Mid-sized firms need to define themselves.  A constant squeeze:  Mid-size firms have more resources, breadth and capabilities than small firms, yet less focus and specialization …  but they lack the presence and scale the large firms.  Caught between small firms – typically built around a focused strength – and large firms – guided by heritage, mid-size firms see themselves – and their brands – in a constant state of evolution. Implication: Branding around a strong, unified culture may be the mid-size firm’s best opportunity to create differentiation from larger firms. See more study results at: BIGMgmtConsulting.com
  58. 58. Your brand walks out the door every day.  As a group, you feel you communicate your brand more effectively through behavior than through formal marketing efforts or internal engagement.  This represents an opportunity to capture and codify the essence of your brand as it is expressed by your people and the services they deliver. Implications:  Rethink proposals, pitch books and thought leadership – do they reflect the brand that your people are living?  Demonstrate “behavior” in marketing by focusing on how your brand is embodied in your people and services: let the market “hear” your people, see them at work, engage with their perspectives. See more study results at: BIGMgmtConsulting.com
  59. 59. Find out what drives your brand. Where are you on the partner-firm spectrum?  Do the reputations of your partners drive your brand? Or is it the reputation of the firm itself?  Where do you want to be on the spectrum? Will a partner-driven brand scale with your firm’s growth?  How can you build thought capital into a brand without tying the brand too closely to any individual or group? Implication: Look to internal and external research to determine the core drivers or your brand. See more study results at: BIGMgmtConsulting.com
  60. 60. Questions?
  61. 61. See more study results at: BIGMgmtConsulting.com

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