{"id":38029,"date":"2022-09-07T09:00:31","date_gmt":"2022-09-07T13:00:31","guid":{"rendered":"https:\/\/hingemarketing.com\/?p=38029"},"modified":"2026-03-11T12:37:35","modified_gmt":"2026-03-11T16:37:35","slug":"the-12-worst-differentiators-for-professional-services-firms","status":"publish","type":"post","link":"https:\/\/hingemarketing.com\/blog\/story\/the-12-worst-differentiators-for-professional-services-firms","title":{"rendered":"The 12 Worst Differentiators for Professional Services Firms"},"content":{"rendered":"

At Hinge, we write and talk a lot about <\/span>differentiation<\/span><\/a>. That\u2019s because setting your firm apart in the minds of your buyers is such an important piece of a successful brand strategy.\u00a0<\/span><\/p>\n

Yet most firms get it all wrong.<\/span><\/p>\n

They don\u2019t understand that being different means being exposed and a little vulnerable. After all, to stand out means you no longer fit in. Instead, most firms look to others in their industry for inspiration and adopt words and ideas and images that feel comfortable. Meet the not-so-differentiated firms.<\/span><\/p>\n

They are everywhere, so why not learn from their mistakes? In this post, we\u2019re going to focus on the worst offenders: a dozen so-called differentiators that haunt professional services firms like bats\u2014and suck the life out of otherwise promising brands.\u00a0<\/span><\/p>\n

You\u2019ll find the \u201cdifferentiators\u201d below promoted on the websites and marketing collateral of firms of every stripe. And if you spot some of these in your own messaging, take heart\u2014you\u2019re in good company. At least you will be aware of the problems\u2014and can take steps to address them.<\/span><\/p>\n

Okay, pinch your nose. We\u2019re jumping in.<\/span><\/p>\n

\n

Download The Differentiation Guide for Professional Services – Second Edition<\/a><\/p>\n<\/div>\n

12 Not-So-Fresh \u201cDifferentiators\u201d<\/b><\/h2>\n
    \n
  1. \n

    Best People<\/b><\/h4>\n<\/li>\n<\/ol>\n

    Sure, professional services firms are only as good as their people. But unless you can point to a <\/span>tangible<\/span><\/i> way your people are better than everyone else\u2019s (for instance, \u201cwe hire only PhDs\u201d), you will slip into the featureless sea of firms that make the same, difficult-to-substantiate claim.\u00a0<\/span><\/p>\n

      \n
    1. \n

      Great Client Service<\/b><\/h4>\n<\/li>\n<\/ol>\n

      The problem with client service is you can\u2019t evaluate it until you experience it. It\u2019s just too easy for a firm to claim great service (as many do) without putting in the work to deliver it on a consistent basis. And because so many buyers have been burned by poor service in the past, they sure aren\u2019t going to take your word for it. Unless you can <\/span>prove<\/span><\/i> up front that your service is superior, find a stronger differentiator to promote.<\/span><\/p>\n

        \n
      1. \n

        Full Service<\/b><\/h4>\n<\/li>\n<\/ol>\n

        Offering a broad range of services may <\/span>seem<\/span><\/i> like a good way to generate more revenue, but it\u2019s a marketing cul-de-sac. In a crowded marketplace, specialists have the advantage\u2014firms that are willing to sacrifice breadth of services for depth of knowledge. Many clients will pay a premium for a firm they believe can solve their problems more quickly and reliably.<\/span><\/p>\n

          \n
        1. \n

          Best Value<\/b><\/h4>\n<\/li>\n<\/ol>\n

          If you are touting your firm as the \u201cbest value,\u201d you are in a low-margin commodity business\u2014a tough way to make a living unless you are great at cutting costs and extracting every efficiency. If you want to improve your margins and grow faster, however, there are <\/span>better ways to position your firm<\/span><\/a>.\u00a0<\/span><\/p>\n

          \n

          Download The Differentiation Guide for Professional Services – Second Edition<\/a><\/p>\n<\/div>\n

            \n
          1. \n

            Proprietary Process<\/b><\/h4>\n<\/li>\n<\/ol>\n

            In my experience, every other firm on the planet claims it has a proprietary process. But when you dig deeper you\u2019ll find that most of these processes are variations on a theme, if not outright identical to processes at other firms. Today\u2019s buyers are not fooled. They no longer swoon at a provider\u2019s \u201cunique methodology.\u201d Describe your process however you like, but don\u2019t call it a differentiator unless it truly breaks new ground.<\/span><\/p>\n

              \n
            1. \n

              Putting Clients First<\/b><\/h4>\n<\/li>\n<\/ol>\n

              Clients expect exceptional treatment and see this as a given. Make a big deal about it and your credibility is likely to suffer rather than grow.\u00a0<\/span><\/p>\n

                \n
              1. \n

                Committed to Excellence<\/b><\/h4>\n<\/li>\n<\/ol>\n

                Is any word less alive than \u201cexcellence\u201d? By all means, read <\/span>Tom Peters\u2019 book<\/span><\/a> and build an excellent firm, but don\u2019t bother talking about it. Not even the crickets will listen.<\/span><\/p>\n

                  \n
                1. \n

                  Innovation<\/b><\/h4>\n<\/li>\n<\/ol>\n

                  Innovation is one of the most overused words in business today\u2014and buyers aren\u2019t buying it. If, unlike most firms that use the word, you do truly innovative work, then find different, fresher language to describe it.\u00a0<\/span><\/p>\n

                    \n
                  1. \n

                    Passion<\/b><\/h4>\n<\/li>\n<\/ol>\n

                    So you\u2019re passionate about your work, your mission or your clients? So what? Prospective clients aren\u2019t impressed by abstract notions like passion. Instead, they swoon at tangible, proveable things like past performance, relevant experience, numerical results and specialized expertise.\u00a0<\/span><\/p>\n

                      \n
                    1. \n

                      Trusted Advisors<\/b><\/h4>\n<\/li>\n<\/ol>\n

                      Since David Maister, Charles Green and Robert Galford popularized the term \u201ctrusted advisor\u201d in their <\/span>2001 book<\/span><\/a>, thousands of management consultancies, CPA firms and other trust-based organizations have embraced these words. As a result of this overexposure, these words have lost their luster among prospective buyers and are shoe-ins to the Hall of Clich\u00e9s.<\/span><\/p>\n

                        \n
                      1. \n

                        Quality<\/b><\/h4>\n<\/li>\n<\/ol>\n

                        Every buyer assumes you do quality work, so you don\u2019t need to harp on it. <\/span>Quality is no longer job one<\/span><\/a>; it\u2019s the price of admission. If you are talking to prospects about quality, you must not have much of interest to say. Time to revisit your positioning.<\/span><\/p>\n

                          \n
                        1. \n

                          Your Partner<\/b><\/h4>\n<\/li>\n<\/ol>\n

                          While some buyers are in fact looking for a long-term business partnership, that\u2019s a level of trust that can only be earned over time. Get past the first date and build a relationship before you propose marriage. Saying that you partner with your clients is as presumptuous as it is premature.<\/span><\/p>\n

                          \n

                          Download The Differentiation Guide for Professional Services – Second Edition<\/a><\/p>\n<\/div>\n

                          Once upon a time, these messages may have been fresh, but now\u2014like a dried-up well\u2014they have nothing to offer us. Yet these words (and their variants) are everywhere. They\u2019ve become clich\u00e9s. But there are many principals who\u2019d rather their firms fit in than stand apart. The familiarity of these false differentiators is comforting, and their positive attributes feel safe and affirmative.\u00a0<\/span><\/p>\n

                          Here\u2019s the problem: there is nothing more risky in business than playing it safe. There is no such thing as safety in numbers\u2014by following the herd you invite a fatal trampling. Your best play is to step away from the crowd and play up your differences (Below are some resources to help you in this regard). You see, when you are different, you become easier to find, notice and remember. And many buyers will be willing to pay more for the specialized expertise you bring to the table.\u00a0<\/span><\/p>\n

                          Here are a few simple questions to ask yourself when thinking about your differentiators.<\/p>\n\"Three\n","protected":false},"excerpt":{"rendered":"

                          At Hinge, we write and talk a lot about differentiation. That\u2019s because setting your firm apart in the minds of your buyers is such an important piece of a successful brand strategy.\u00a0 Yet most firms get it all wrong. They don\u2019t understand that being different means being exposed and a little vulnerable. After all, to…<\/p>\n","protected":false},"author":78,"featured_media":38030,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"om_disable_all_campaigns":false,"footnotes":""},"categories":[1],"tags":[440,399],"class_list":["post-38029","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-differentiation","tag-strategy"],"acf":[],"yoast_head":"\nThe 12 Worst Differentiators for Professional Services Firms - Hinge Marketing<\/title>\n<meta name=\"description\" content=\"Most professional services firms have no idea how to differentiate themselves. 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