WHAT HAS TO BE DONE > Check every deontological and regulatory issues (when it comes to regulated businesses) > Define firm’s positioning > Create and patent firm’s name > Structure workspace (IT infrastructure, furniture…) > Secure legal issues (potential litigation) and financial issues (compensation) >...

WHAT HAS TO BE DONE > Define a clear presentation of the firm > Define target’s profile (offers, location, teams, size, positioning…) > Search for targets (acquiring or selling firm) > Compare bids > Initiate contact with targets > Conduct a commercial due diligence > Define merger communication strategy...

WHAT HAS TO BE DONE > Understand firm’s strategy > Define objectives, values, organization, culture > Align firm’s resources/competences with strategic objectives > Analyze age pyramid, recruiting vs. training > Analyze clients’ portfolio (Pareto law…) > Audit of positioning > Analyze firm’s resources and...

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,...

KEY POINTS > Perceived Image internally vs. externally > Operational implementation > Aligning brand strategy with firm’s strategy WHAT HAS TO BE DONE > Conduct publication and press analysis > Publications (brochures, Internet websites; product sheets, books…) > Press (press releases, press articles,...

KEY POINTS > Aligning marketing plan with firms’ business plan > Professionalizing and structuring the marketing function > Planning: chargeable hour vs. non chargeable hour (business development, training, management) WHAT HAS TO BE DONE > Understand firm’s strategy > Objectives, values, organization,...

KEY POINTS > Image perceived internally vs. externally > Environment changes > Aligning competences, services and market > Change management > Measuring and rewarding systems WHAT HAS TO BE DONE > Understand current image > Interview firm’s people > Interview « external » people (clients, business...

WHAT HAS TO BE DONE > Set up taskforces > Understand roles and responsibilities within the new organization > Define new positioning > Define new messages > Create a marketing action plan aligned with firm’s positioning > Plan merger communication (internal communication and external communication – clients,...

WHAT HAS TO BE DONE > Understand firm’s development strategy > Understand internal and external environment and identify required resources > Define function’s objectives > Determine profiles, processes and budgets > Map the roles and responsibilities of each one in the organization > Audit actions, teams and...

WHAT HAS TO BE DONE > Identify the organization’s values > Determine the profile of interviewed people > Implement a questionnaire on an online and secured website (CAWI Method) DELIVRABLES > Survey report > Actual and futures values analysis > Verbatims of the interviews > Organization’s DNA...

WHAT HAS TO BE DONE > Align “front office” and “back office” analysis > Analyze the different functions (Management, Knowledge, Human Resource, Finance, Marketing, Business Development...) > Analyze of the governance policy > Analyze of the partnership and compensation policies > Define the « Best Practices »...

WHAT HAS TO BE DONE > Understand the firm’s strategy > Analyze the organization’s resources > Analyze the process > Analysis of compensation policy and governance > Mapping of the risks with partners and support functions directors > Evaluation of the risks by partners and support functions directors...

DOMINOS (Day One Market Intelligence NOtices) are sector-focused studies specifically created for professional services firms. These sector-focused studies comprise every indispensable information to comprehend a market, map key actors, identify trends and development opportunities and analyze the competitive...

WHAT HAS TO BE DONE > Frame survey’s objectives > Conduct quantitative and/or qualitative Survey > Use survey’s results to improve or define firm’s positioning DELIVERABLES > Survey reports > Compared results between open-end or closed-ended > Image (attributes, strengths, weaknesses) > Competitive...

WHAT HAS TO BE DONE > Understand firm’s strategy and positioning > Define offering features (issues, scope) > Define value proposition (client needs) > Define targets (market, business sectors, functions, decision enhancers, buyers…) > Define offer positioning (vs. competition, expertise, experience,...

WHAT HAS TO BE DONE > Understand partner’s development objectives > Understand partner’s competences and market > Conduct SWOT analysis > Analyze of the network (purchasing advisors, targets…) > Analyze of the client portfolio > Conduct TIMES analysis (Trends, Ideas/Innovations, Media, Events, Stakeholders)...

WHAT HAS TO BE DONE > Conduct a client portfolio analysis (Pareto law, type of assignments, turnover, type of clients…) > Map clients > Identify key targets > Interview strategic clients > Design and optimize a client dedicated organization > Improve requests for proposals process > Create an action plan...

KEY POINTS > Confidentiality > Satisfaction criteria (level of importance, level of performance) > Overall satisfaction > Perception of the firm (differentiating factors, weaknesses, competitive positioning, quality of service…) > Using results to actually improve quality of services and client relationship...

WHAT HAS TO BE DONE > Analyze of revenue stream and growth > Analyze profitability > Analyze of the organization > Analyze of key performance indicators > Review of the “Business plan" > Analyze of time reports and billable ratios DELIVRABLES > Definition of key performance indicators >...

WHAT HAS TO BE DONE > Identify human resource pyramid > Identify information sources with Finance Department (CFO) > Analyze the strategy > Analysis of time reports and billable ratios > Analyze of the costs DELIVERABLES > Business model implementation