KEY POINTS
> Practice’s image vs. firm’s image
> Targeting (market and functions)
> Practice maturity
> Credentials
> Cross-selling

WHAT HAS TO BE DONE
> Determine who should be interviewed
> Within the firm (partners, COO, CFO, associates, managers, marketing people…)
> Outside the firm (clients, purchasing advisors…)
> Understand practice’s positioning within the firm
> Understand development objectives : retain existing clients vs. gain new clients
> Understand practice’s specific business environment: TIMES analysis
> Analyze firm’s strengths and weaknesses
> Define an action plan

RISKS
> Firm’s image is cannibalized by practice’s image
> Lack of credentials for the firm’s practice
> Practice development model is different from firm’s development model ( Human resources, hourly rate, fees system…)

DELIVERABLES
> Report
> Verbatim of « external » and « in-house » interviews
> Environment analysis and STEM Analysis (Stakeholders, Trends, Events, Media)
> Ansoff matrix
> Marketing action plan