Desperately seeking differentiation in professional services branding By DragonRouge
From our perspective, the world of professional services presents an interesting conundrum. So much intellectual capital, so little visible brand differentiation.
As firms merge, ally and consolidate, everyone wants to talk about their global reach, breadth and depth of capabilities and client-centric service. Partnerships seek the safety of the middle ground in branding exercises and end up shouting the same messages as their peers. Genuine innovation is rare and linking firm strategy to meaningful brand positioning is even rarer. It’s little surprise that everyone ends up looking, sounding and feeling the same and offering near-identical services.
So how might things move forward? We’ve taken a look at three firms that have taken bold stances to see what scope there might be for real differentiation in professional services.
Linklaters was arguably the first London law firm to seriously invest in branding. Since 2002 it has focused on an ambitious purpose of ‘achieving the unachievable’ – both for the partnership and its clients. This boldness is reflected in its arresting and highly distinctive visual style (they ‘own’ pink in the muted colour palette of international law). But these aren't just striking words and pictures. ‘Achieve the unachievable’ is part of a total change strategy, aligned to Linklaters’ driving goal of creating ‘Clear Blue Water’ from the competition. Within a few years, it ruthlessly transformed itself from a mid-sized City outfit to what Legal Week calls ‘one of the world's top law firms’. This scale of change demands real commitment. For Linklaters it has meant shifting to a single-minded PLC-style culture and being unafraid to sacrifice category conventions along the way.
Another challenger in its category – on a totally different scale – is the management consultancy Bluewolf. Founded on the belief that clients’ needs could be met more flexibly and nimbly than the institutionalised methods of the big consultancies allow, it’s a great example of how to really sell the key asset of any professional services firm: its people. With a remarkably unique tone of voice they capture the essence of what sets them apart. “You can spot a Bluewolf. They’re innovative, entrepreneurial, and most of all, unafraid. Bluewolf team members are not afraid to step outside existing methodologies to find things that work better…. not scared of speaking simply to make complex solutions comprehensible to clients at all levels… They're happy to have nowhere to hide.” And this is just their careers page. Such a clear articulation of culture speaks volumes about the potential difference of experience and outcomes in working for them – and with them.
Finally we come to Axiom Law. Often derided by established law firms for commoditising a venerable profession, Axiom has achieved something truly differentiated in professional services – business model innovation. By recognising the pressures clients are under, and being realistic that not all lawyering requires the same level of intellectual application, they’ve given a more pragmatic answer to the questions circling about the sustainability of the big law model. Other firms have introduced alternative resourcing initiatives, but few have approached the level of category-changing impact. What really sets Axiom apart is the mutual value they offer to lawyers and in-house counsel. It speaks to experienced lawyers disillusioned with the unrelenting demands of firm life and the grinding struggle to make partner. Joining Axiom gives them control over which clients they choose to work with, on which assignments. As Daniel Pink outlines, ‘autonomy, mastery and purpose’ are the ultimate motivators to improve productivity and satisfaction of individuals at work.
So what can we learn about differentiation from these bold professional services brands?
- Seek out underserved insights into the individual, emotional needs of clients and industry talent
- Set out a purpose that goes beyond profit and aligns with corporate strategy – then use it as an organising principle to drive change across your firm
- Steer away from the superficial and ‘safe’ in messaging – when everyone is big, global, competent and client centric, how do you do this differently?
- Shape a distinctive style and tone that reflects the personality of your people
- Stick with it – have the commitment and focus to invest over the long term
Differentiation isn’t easy. But in sectors where firms are rapidly reaching parity on what they can offer, a brand that is bold in articulating how and why you stand apart will always be invaluable.
---
Join Dragon Rouge's Global Corporate Branding Director, Tony Allen and Senior Consultant, Rosa Wilkinson on 17th July for an evening discussion on 'How bold businesses are using differentiation to drive commercial success – and how you can too.
Fonte: http://www.dragonrouge.com/blog/desperately-seeking-differentiation-professional-services-branding
