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The
Guerrilla Consultant -
a newsletter dedicated to applying the principles
of Guerrilla Marketing to the work and lives of
consultants.
Experience Required
Remember the last time you had a really good experience with someone you did business with? Chances are, you told others about it and that you would do business with that person or company again.
Many businesses have figured out that enriching their customers' experiences brings them back for more. And consultants, who are always searching for new ways to differentiate themselves, should wake up to another way to do that: the client experience.
And that's the subject of this month's newsletter.
Enjoy the article, and
let
me know what you think.
Mike
McLaughlin
Coauthor, Guerrilla Marketing for Consultants Principal, MindShare Consulting LLC
Stay in Touch:
The Client Experience Edge
Last week, I flagged a cab for a ride to the airport. I climbed into the back seat and immediately noticed the immaculate condition of the cab's interior, the latest edition of the Wall Street Journal on the seat beside me, and the driver's friendly smile.
Pulling out into traffic, the driver asked me if I had a preference for music, offered me a selection of breath mints and gum, and provided estimates of the cab fare and when we'd arrive at the airport.
How could I resist asking for his business card so I could call him whenever I needed a ride?
There's little doubt that we're in an era of the "customer experience." Grocers, department stores, and even cab drivers know that consumers value a positive buying experience. It's time for consultants to get on board.
Competence--Now Table Stakes
In the past, consultants competed primarily on their competence. Relationships have always been important to a consulting sale, but it was usually possible to unseat even an entrenched incumbent on the strength of superior ability.
Today, competence is rapidly becoming a commodity, that is, table stakes to get in the game. Every serious contender for a consulting project can claim, and substantiate, a high degree of competency. Predictably, when faced with numerous, equally skilled consultants, clients look for something extra to help them choose.
Increasingly, they are looking at the experience they can expect while working with you as a way to sort out the competition.
The trend toward designing buyer experiences isn't new. It's been a part of the retail world for years. If you've been in an Apple Store or a Whole Foods market, for example, you know what I mean. The basic idea is that customers are willing to buy more, pay a premium for what they buy, stay loyal, and refer others if they believe in the product and have a great buying experience.
| "Today, competence is rapidly becoming a commodity, that is, table stakes to get in the game." |
You should expect the buyer's experience to grow in importance for the consulting business too. To get some traction on this trend, think about the ways you create value for clients. First in importance, of course, is the value you contribute with the successful delivery of the promised outcome. But you also have opportunities to create value in all your ongoing interactions with clients.
I'm referring to non-project sources of value, such as what your clients learn, how they change as a result of your work, the new capabilities they develop, and how they feel about the experience of working with you. Focus on boosting that aspect of value, and you will set yourself apart from others, who typically consider the client's experience only as an afterthought.
"But We Already Do That"
It's common to hear consultants say that they know how vital it is to provide a positive client experience through non-project value. Many would claim that's already an integral part of what they offer. Mostly, though, consultants seem to be in the dark about providing a compelling client experience.
In a survey of more than 350 companies, for example, Bain & Company researchers found that 80 percent of executives believe that their companies provide a superior customer or client experience, while only 8 percent of their buyers agree. That's a perception gap you would do well to close quickly.
| "Mostly, though, consultants seem to be in the dark about providing a compelling client experience." |
You can build experiential elements into any client process, from marketing and sales to service delivery and post-project review. I'm not talking about creating a Cirque du Soleil atmosphere for your clients. What you can do is be explicit about the role and importance of the client's experience when you convey the value you bring to the table.
Back to the Future
Obviously, you produce the most powerful client experiences during project delivery. Do it right, and the client's experience can build trust, solidify relationships, and lead to long-term clients.
At the outset of a project, it's customary to reconfirm the basics with your client, including objectives, scope, approach, team, schedule, fees, and outcomes. Taking the time to get everyone in agreement on the fundamentals helps prevent predictable problems from cropping up.
What's often neglected is how the client's experience will unfold during the project. To address that experiential aspect, you first need to understand all the possible sources of value for your client. That will include the specific benefits of your services plus other, indirect sources of value.
You can get a more complete view of what your clients value by asking them this question: If we had already completed this project and you were looking back on it, how would you describe the project if your experience was an ideal one?
In response, you'll probably hear a lot about schedules, delivery on your promises, and budget. That's to be expected. But follow up on the non-tangible sources of value, especially how the clients might have changed and what they gained, personally and professionally.
| "Do it right, and the client's experience can build trust, solidify relationships, and lead to long-term clients." |
Once you do that, you'll get a glimpse of how they want to work with you, and a truer picture of what's most important to them. From that discussion, you should have a good idea how you can deliver on all the sources of value for them.
In an ideal world, you would have asked these questions during the sales process and offered your take on the client's experience in your proposal. If you didn't, make this a priority before you begin the work.
The New Differentiator
Granted, designing a client experience isn't going to work for everyone. We've all been with clients who just want the job done. In spite of that, it's undeniable that buyers will continue to gravitate to sellers who offer them the experiences they want. It's just a matter of time before consultants get wise to this and market the experience they offer alongside their competence.
Over time, the client experience will emerge as one of the essential market differentiators for consultants. You can buck the trend, continue to compete just on competence, and you will probably win some of the time. But don't expect to get paid a premium, and don't be surprised if your most interesting project opportunities are highly competitive.
If you want to separate your practice from others, think about how you can add the client's experience to your marketing, sales, and service delivery efforts.
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