We’ll dig into this question, recognizing that it is not merely academic. If you can’t justify high rates using exclusive access to knowledge, you’ll need to come up with an alternative explanation.
As crucial as that habit is for knowledge-driven firms like yours, it ignores the other core competency that any expert must develop: the creation of new knowledge.
As we close this exploration, I hope it starts you on a journey. You have an incredible opportunity to build a firm on knowledge assets rather than the churn of daily practice.