Sitting at my local watering hole the other night, I struck up a conversation with a person in town on business. Our conversation took a turn when they asked me what I do. When I told them I work remote with a DC-based strategic branding and marketing agency, they went off on a tangent about how successful their employees are that work remote and the benefits of such an arrangement.
GUEST BLOGGER: Kimberly Alford Rice, President - KLA Marketing Associates
Why Firms Should Develop a Strategic Plan
When I work with law firms, which profess to have strategic plans, I find it bewildering that they often are stored in the management teams’ drawers somewhere and rarely are implemented. I scratch my head and ask why bother expending the energy and time to develop a course for the firm if there is no system created to implement the plan. What a colossal waste of everyone’s time and resources.
I enjoy writing blogs like this, and sending out tweets when I run across a great article that I think will be of value to colleagues. However, I must admit that I have stopped tuning in on my TweetDeck on a daily basis. Why? Because I see more and more tweets that simply prattle on about subjects that I don’t have the time or interest in reading. Perhaps I need to go in and clean out my followers and create more robust lists. But this is not my point.
There are articles after articles that speak to the importance of forming partnerships, rather than treating vendors like, well, vendors. Sure, a vendor is a common name for a company that provides a service to you (agencies, printers, technology providers, etc.) but try to think beyond the term and more broadly about what the business should be: a partnership! Most accounting and law firms refer to the professional service firms they use as vendors (we know your services appear on many budgets as line items under the vendor category).