"A practice’s ability to deliver value to clients rests on the skills of its professionals, and the skill set of those professionals affects the choice of clients. In turn, the clients being served affect the development of the professionals’ skills. The strategy of a practice therefore is tightly linked to its clients and the professionals serving them. Whom a practice hires affects the clients it can serve, the clients it serves affect how the skills of its professionals evolve, how the skill set evolves affects the clients the practice can acquire in the future, and the cycle keeps repeating."
"To achieve superior performance, a practice has to manage both its capabilities and its client portfolio systematically.A useful way to examine portfolios is to determine where clients fall in the four quadrants formed by comparing the cost to serve clients (CTS) with clients’ willingness to pay (WTP)."
"Most practices discover that their clients are spread across all four quadrants. That indicates that they have no clear strategy and are trying to be everything to everyone. This happens mainly because they can’t say no to clients. Irrational confidence about being able to turn any situation around makes it hard to pass up opportunities. And a lot of practices will undertake any task a client puts forward rather than allow a competitor to develop a relationship with it. The tendency to obsess over revenues rather than profits, moreover, fosters an “any business is good business” mentality."
Trechos retirados de "What Professional Service Firms Must Do to Thrive"