The end of the nineties marked a watershed for Docklands-based accountancy practice Littlejohn Frazer. In the wake of the loss of its key client base of Lloyds ‘names’ we were asked to realign their entire business model.
We worked with the firm’s managing partners and marketing manager to carry out a full business development audit, involving partners, practice groups and clients. This was presented at a specially-arranged partner weekend. We followed it up with a series of working party meetings and a final report.
What started as a business development report ended with radical suggestions: we advised Littlejohn Frazer to reorganise the board, appoint a full-time marketing director and focus on three core client groups. Despite initial reservations, all our recommendations were adopted. The firm has flourished under its new structure and client-centric approach.