Chances are, your firm, like most others, is under pressure to differentiate, deepen client relationships, and pursue sustainable growth. You gain measurable advantages when you use industry as the organizing lens for your go-to-market (GTM) strategy. The macro trend is clear: regardless of size, high-performing firms are shifting from a generalist approach to one centered on industry depth. This shift unlocks greater clarity, stronger positioning and more predictable growth.
Industry specialization isn’t a new concept, but more firms are realizing its importance today. Consider the following statistics from a recent account profession survey:
- Businesses bringing in over $1 million in annual revenue are twice as likely to hire a niche accountant
- Of the businesses that leave a specialist, 98% hire another specialist; only 2% return to a
Industry focus is now almost a requirement for maintaining relevance, credibility and competitive advantage.
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Generalist approach limits growth
Firms that attempt to serve every type of client inevitably stretch their talent, capacity and expertise across too broad a spectrum. This leads to limited opportunities to build deep subject-matter expertise, difficulty articulating a distinctive value proposition, reduced ability to standardize processes and service offerings, and fragmented marketing and business development efforts.
When professionals are spread thin across unrelated industries, they lose the concentration needed to develop insights, workflows and solutions that drive premium pricing and long-term client loyalty. The result is a cycle of reactive service rather than strategic advisory.
Benefits of an industry-specific GTM strategy
A deliberate industry GTM strategy creates discipline, clarity and alignment across the firm. Benefits include:
Clearer definition of the ideal client
Industry focus allows firms to identify the clients they are best suited to serve. With deeper knowledge of sector-specific needs, regulations and pain points, firms can build detailed client personas that guide marketing, sales and service design.
Stronger competitive positioning
An industry-based GTM strategy helps leaders map the competitive landscape. When the firm has clarity about primary and secondary competitors, it can better articulate how its expertise stands apart. This strengthens the firm’s value proposition and supports more strategic pricing.
Better evaluation of firm strengths and gaps
Applying a structured SWOT analysis at the industry level creates a clearer picture of readiness to compete. This exercise helps leaders understand where they excel, where they need additional investment and how their positioning compares to other firms.
Distinct and credible value proposition
Buyers in sectors like construction, healthcare, real estate and manufacturing expect their accounting advisors to understand operational realities, industry benchmarks and compliance pressures unique to their world. Specialization enables firms to articulate a value proposition grounded in relevance rather than general expertise.
A service mix aligned with industry needs
Industry knowledge allows firms to design bundled services tailored to sector-specific economics and workflows. This creates opportunities to scale recurring advisory services, integrate technology solutions, and develop standardized processes that improve both margin and client outcomes.
A clearer action plan for growth
A focused GTM lens helps firms establish defined goals, metrics, and initiatives that support the industry strategy. Firms can translate strategic clarity into operational execution through achievable milestones and defined responsibilities.
Ideal clients doesn’t mean only clients
Adopting an industry-specific GTM strategy doesn’t mean refusing work from other clients. It means prioritizing where you will invest, differentiate and grow. Many firms maintain a baseline of generalist work while concentrating their strategic efforts around defined niche markets.
How to create your industry GTM strategy
Firm leaders can begin with the following steps:
- Assess current client concentration and identify natural clusters
- Conduct a market-level SWOT analysis
- Map out sector-specific competitors and evaluate their positioning
- Define the ideal client profile within target industries
- Clarify the firm’s value proposition for each niche
- Build a service mix and pricing model tailored to the industry
- Develop a three-year GTM roadmap with defined goals and success metrics
This level of discipline gives firms a strong foundation to invest in talent, technology and processes that support meaningful differentiation and long-term growth.
Firms that commit to clear industry focus set themselves up for more predictable growth, stronger client loyalty and improved advisory capability. As the profession becomes more competitive and client expectations increase, industry-specific GTM strategies will continue to separate firms that thrive from those that stagnate.
Invest the time to clarify your target industries, strengthen your messaging and align your services to client needs. This will position your firm for resilience and long-term relevance. The opportunity is growth with purpose and strategic focus.
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Jon Hubbard is director of business development at Boomer Consulting, and is a nationally recognized consultant, keynote speaker, and thought leader in the accounting profession.
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Tags: firm growth, Firm Management, go-to-market, Industry
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