Autorentext

As chief investment officer of Capital 54, GREG ALEXANDER is helping the next generation by investing in promising firms. Collective 54 is the peer-to-peer membership organization for owners of boutiques. Greg founded the membership so boutique leaders could help each other grow, scale, and exit. Prior to Capital 54 and Collective 54, he spent a decade leading his own boutique, SBI, which he sold for nine figures. Alexander and his beloved wife, the " Fabulous Brooke" reside in Dallas, Texas.

Klappentext

What is a boutique?
A boutique is a professional services firm past the start-up stage but prescale. Examples can be found in consulting, marketing and advertising, IT services, etc. It’s basically anyone who sells their expertise.

There are 1,465,900 boutiques. This book is for them.
It is about what firms at scale do. It is about what boutiques need to do to scale. And this knowledge gap between those at scale, and those not at scale, makes all the difference.

There is about $2 trillion spent per year on professional services. Those at scale capture most of it. If you want a bigger piece of the pie, you must scale.
We are in the golden era of boutiques. The business models of your clients are being disrupted. This makes it virtually impossible for them to have all the required expertise in-house. They are looking for external expertise. They have big budgets to spend. Clients are buying from boutiques in record numbers.
The sun is shining. Time to make hay.

Inhalt

HOW TO READ THIS BOOK FOREWORD PREFACE INTRODUCTION SECTION 1: START THE PROBLEM THE CLIENT THE COMPETITORS THE REVENUE THE SERVICE THE GO-TO-MARKET THE ENGAGEMENT THE MARKET THE TEAM SECTION 2: SCALE SCALE CAPITAL LEVERAGE CASH FLOW LIFE CYCLE YIELD PRICING REPLICATION CULTURE BUSINESS DEVELOPMENT SERVICE OFFERING DEVELOPMENT THE CLIENT EXPERIENCE ORGANIZATIONAL STRUCTURE RECRUITING PARTNER PAY EQUITY POWER STRATEGY SECTION 3: SELL WHY SELL? MISTAKES MARKET POSITION GROWTH CLIENT RELATIONSHIPS FEE QUALITY INTELLECTUAL PROPERTY SALES AND MARKETING PROCESS EMPLOYEE LOYALTY MANAGEMENT QUALITY CULTURE FIT ORGANIZATIONAL DESIGN CONTINUOUS IMPROVEMENT INNOVATION FINANCIAL MARKET TRENDS COMPARABLES UNIVERSE OF BUYERS DE-RISK BUY VERSUS BUILD SHAREHOLDER AND STAKEHOLDER ALIGNMENT SUSTAINABILITY OF PERFORMANCE MANAGING INTEREST CONCLUSION APPENDIX A CHECKLISTS APPENDIX B GLOSSARY ACKNOWLEDGMENTS ABOUT THE AUTHOR