Sublime
An inspiration engine for ideas
no substitute for a mailed questionnaire to each and every client at the end of every single client project.
David H. Maister • Managing The Professional Service Firm
Once you’re consistently meeting the expectations of the majority of your customers, you’ve already done the most economically valuable thing you can do.
Matthew Dixon, Nick Toman, Rick DeLisi • The Effortless Experience
The ability to place ex-staff in prestigious positions is thus one of the prerequisites of a successful churning strategy.
David H. Maister • Managing The Professional Service Firm
The single most important talent in selling professional services is the ability to understand the purchasing process (not the sales process) from the clients’ perspective.
David H. Maister • Managing The Professional Service Firm
Trust is the key to any healthy relationship—whether at home or in a business or organization.
Joel Manby • Love Works: Seven Timeless Principles for Effective Leaders
A partner who accepts responsibility for a client assignment also accepts an accountability to perform in three measurable areas.
David H. Maister • Managing The Professional Service Firm
No one, as a short-run issue, wants to drop unprofitable clients or services, but if low profitability cannot be fixed through more efficient staffing (i.e., leverage) then working to replace low-profitability work with high-profitability work is critical to long-run success.
David H. Maister • Managing The Professional Service Firm
“The First Law of Service,” expressed as a formula: SATISFACTION equals PERCEPTION minus EXPECTATION
David H. Maister • Managing The Professional Service Firm
high leverage is not always good.