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The
Guerrilla Consultant -
a newsletter dedicated to applying the principles
of Guerrilla Marketing to the work and lives of
consultants.
Keeping Your Sale on Track
 Handling a sales opportunity is like juggling five balls at once: You’ve got to forge a strong relationship with the client, work through the client’s issue, conjure up a solution, draft a proposal, and sell the project.
When you are working on so many things simultaneously, it’s easy to lose track of the three reasons why clients won’t buy from you.
That's the subject of this month's newsletter.
Enjoy the article, and
let
me know what you think.
Michael
W. McLaughlin
Author, Winning the Professional Services Sale
Coauthor, Guerrilla Marketing for Consultants
Principal, MindShare Consulting LLC
Stay in Touch:
The Top 3 Reasons Why Clients Don’t Buy
It’s easy to get excited when a prospective client asks for your help. Even though it may seem like a mysterious journey to convert a prospective buyer into a paying client, some things about the process are knowable, including why a client might not buy from you.
With everything you must do to navigate a client’s decision-making process, it’s always helpful to keep in mind the three factors that will derail any sales process.
They Don’t Really Understand Your Offer
In my experience, a common reason clients walk away from a proposal is that they don't thoroughly comprehend the ramifications of what you plan to do.
To develop that understanding , clients need to actively engage with you in the design of the project.
Maybe this “truth” seems self-evident, but I’ve seen too many consultants drop the ball on this seemingly simple point. Most often, consultants befuddle clients’ understanding in one of two ways.
First, consultants fall into the knowledge trap. We see this problem in other fields too. Medical specialists, for example, routinely use incomprehensible language and images to brief patients. They make the flawed assumption that patients can follow along with highly advanced medical terminology that specialists spend years mastering.
Consultants often do the same thing. In meetings, they zip through the basics, dive into the detail, and lose the client’s attention (and the sale).
Second, some attempt to dazzle clients with their brilliance. I’ve been in meetings with consultants who have so much to say about themselves and their experience that the client has trouble getting a word in.
In both cases, clients end up scratching their heads after the meeting, and then go looking for help elsewhere.
In the early part of your sales process, focus on conveying a deep understanding and achieving consensus on three aspects of your proposed work: project outcome, its expected value, and your preliminary approach for completing the work. Preferably, you’ll achieve this consensus before you start writing a proposal.
| Even if there is consensus on project outcome, don’t assume your client has a full picture of the value of that outcome. |
Begin conversations with clients by focusing on desired outcomes. The goal should be to help clients answer the question, “What will things be like for us when this project is finished?” The more precise you are the better. Without such a vision, your client won’t have a basis for evaluating your proposal or selling the project to others in the organization.
Even if there is consensus on project outcome, don’t assume your client has a full picture of the value of that outcome. A client will be aware of the obvious aspects of value, but you’re the expert. Expand your client’s thinking about expected value. Search for the quantitative and qualitative aspects that your client may not consider.
Some consultants struggle to define the value for the outcomes they propose. But few things accelerate a sales effort more than a compelling perspective on the specific worth of potential results.
I’ve written about that topic before, including in these blog posts: 34 Sources of Client Value; Uncovering Hidden Value; and how to Take a Comprehensive View of Value.
| The trouble is that many consultants focus on their approach too early in the sales process--before there’s agreement on outcome and value. |
Once clients understand outcomes and value, then attention shifts to how you’ll deliver on that promise. Some people will tell you that clients only care about what they are going to get, not how you will do the work.
What’s true is that clients don’t care about your approach until they believe you’ve shown them a credible vision for the value they stand to gain. After they can clearly see the potential future, they want to know how you’re planning to reach it.
The trouble is that many consultants focus on their approach too early in the sales process. Don’t be surprised if your client’s eyes glaze over as you outline your 42-step blueprint for success if you haven’t first settled the matter of project outcomes and value.
The consultant’s challenge is to balance the discussion of outcome, value, and approach to ensure that clients grasp the full import of what you’re proposing to do. If clients don’t get that, they’ll say no--every time.
They Don’t Believe You
I’ve seen clients reject well-conceived proposals--even from trustworthy consultants--because they didn’t believe the consultant’s claims. Mostly, these consultants committed errors of omission, not commission. They didn’t overstate their credentials or offer puffed-up references. Instead, they failed to present client-specific evidence that they were equal to the task.
| Resist the temptation to dodge the contentious issues until the project is sold. |
You’ll bolster your client’s belief in you by collaborating on every aspect of the project plan. Be willing to hash out the issues that could prevent the project from delivering anticipated value. Discuss specific roles, responsibilities, and the client’s potential level of participation. Resist the temptation to dodge the contentious issues until the project is sold.
If you’re making an honest effort to collaborate on the project plan, and not just selling, you’re instilling trust, helping your client take ownership of the results, and creating confidence that you will deliver as promised. Case studies, references, and war stories help, but nothing boosts the believability of your offer like a client’s first-hand experience with you during the sales process.
They Think They Can’t Afford It
Lack of “budget” and “too expensive” top the list of reasons for clients to reject a consulting proposal. When a client cites “budget issues,” that’s often code for something else. Assuming there isn’t a real budget crisis, you can usually trace a client’s reluctance to pay your fee to a disconnect over the project’s perceived value, outcome, approach, or your believability.
By the time the client tells you there’s a budget issue, though, you’re facing an uphill battle. At the very least, reopen a conversation to confirm agreement on the value of the project. You may find misunderstandings about expected value or uncover new sources of value you didn’t identify earlier.
| Selling your services begins and ends with your skills as a communicator. |
Also, ask questions to test how well you’ve communicated about project outcomes, your approach, and believability. Look for opportunities to clarify your offer--without being pushy. And don’t offer to reduce your price unless you misunderstood something about the project or you can change something in the project scope, timing, responsibilities, or objectives.
A Failure to Communicate?
In the 1967 movie, Cool Hand Luke, Paul Newman’s character uttered the now-famous words, “What we’ve got here is a failure to communicate.” He could have been talking about the challenges of selling professional services.
Selling your services begins and ends with your skills as a communicator. Too often consultants attempt to sell before their clients have a deep enough understanding about what they’re buying. The result: the sales effort falls flat.
Move at the client's pace, not yours, to reach a shared acceptance of the project specifics, and you won’t lose sales due to any of the three reasons I’ve mentioned.
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