The logic for cross-selling in professional services is compelling. Large clients and accounts that buy one service – say intellectual property advice or transactional support – frequently face challenges in a variety of areas in which the incumbent has real expertise, supported by the fact that they are generally seen as ‘trusted’ and will already have a good working knowledge of the issues the client faces, both internal and in their markets.
Month: June 2011
It is an old saw that it can be ‘lonely at the top’, yet a client – an influential Board member – made just such a remark recently. When asked how a coaching assignment had contributed to his work, among other things he commented how helpful it had been to have someone with whom to ‘kick the tyres’, going on to say that many of the challenges he faced revolved around people issues and how sensitivities made it more difficult to hold those types of discussions with internal colleagues.