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    ting professional services is split among marketing, sales, professional and management staff inste
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    Marketing professional services is a real and difficult challenge. The challenges of marketing professional services are different from those of marketing products. Two major reasons for the differences are that clients cannot see or touch professional services before they buy them and the professional services are often produced and consumed simultaneously. And another reason is that marketing professional services is split among marketing, sales, professional and management staff instea
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    fessional services are different from those of marketing products. Two major reasons for the differences are that clients cannot see or touch professional services before they buy them and the professional services are often produced and consumed simultaneously. And another reason is that marketing professional services is split among marketing, sales, professional and management staff inste
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    rences are that clients cannot see or touch professional services before they buy them and the professional services are often produced and consumed simultaneously. And another reason is that marketing professional services is split among marketing, sales, professional and management staff inste
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    essional services are often produced and consumed simultaneously. And another reason is that marketing professional services is split among marketing, sales, professional and management staff inste
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    ting professional services is split among marketing, sales, professional and management staff instead of a dedicated marketing and sales force.

    How do you meet these challenges? What tactics really work in marketing professional services? To answer those questions, I researched what successful professional service firms do and also drew upon my personal experiences of more than two decades of marketing professional services for others and myself. Based upon my research and my own p

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