advisory & consulting

if you can’t explain it, no one will buy it

woman working at desktop computerwhat’s your advisory process?

by gary bolinger
profit in disruption

every firm that is serious about advisory services needs one client-facing advisory process that you can articulate to the market, but that is also consistent with how you deliver advisory services and of course operate internally. there is no need to “customize” the advisory process based on the client.

more bolinger on advisory: you can’t separate the business from the client |tell managers what ownership means | clients: what accountants don’t understand | why accountants fail at consulting | advisory vs. low-value clients | what + who leads firms to better service | how accountants are profiting in disruption | ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting

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the value in advisory services is not just in fees from strategic reviews but from all of these services, and often the fees from consulting can be very significant. for this reason, your advisory services need to be structured and not ad hoc. it is important that you have an articulated, repeatable advisory process, which must be client-facing, not just a list of technical services.