The
Guerrilla Consultant – a newsletter
dedicated to applying the principles of Guerrilla
Marketing to the work and lives of consultants.
Happy New Year
Whether you’re an individual practitioner
or part of any size firm, you’ve faced the
consultant’s conundrum: how to successfully
complete the project you’re working on and
market other services to the client—without
appearing to be just another salesperson.
The slogan “Show Me,” which appears
on every Missouri license plate, sums up the answer
to the conundrum. Read on to find out why.
I hope 2005 gets off to a productive start for
you.
Mike
McLaughlin
Co-Author, Guerrilla Marketing for Consultants
The Consultant’s
Conundrum: How to Sell While Serving
The consulting team had landed
a project for a new client after a grueling proposal
process. Knowing that the client often used outside
help, the lead consultant and his team adopted
a two-part client management strategy: first,
make the existing project a great success and,
second, take the initiative to identify opportunities
to help the client in other areas.
For the next few weeks, the lead consultant “walked
the halls”—meeting with client executives
and learning about all aspects of the organization.
He solidified his understanding of the client’s
business and unearthed several high-value opportunities
to improve operations in two of the company’s
major divisions. Before the first phase of the
existing project was completed, his team had submitted
two unsolicited proposals to the client.
In response, the client kicked the lead consultant
out the door.
Where did he go wrong?
He didn’t earn the right
to sell. In his 1966 Harvard Business
Review article, “How to Buy/Sell Professional
Services,” Warren J. Wittreich points out,
“Any selling involved in a professional
service has just begun when the contract is signed.
All that has been sold up to that time is a promise.
The major ‘sale’ comes in delivering
on that promise.”
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Until you’ve shown that you can deliver what
you’ve promised, especially to a new client, it’s
best to stay focused on what’s on your plate.
The best consultants use their current projects to earn
the right to propose additional work.
You have to show clients that you have their best interests
in mind at all times, that you can deliver what you
promise, and that your advice and opinions are relevant
and valuable. The early days of a client relationship
are about establishing trust, confidence, and respect.
Earn those three, and you’ll be asked to propose
on new work.
He got branded as a salesperson. The
client believed the consultant was using the current
project for only one purpose: to sell more work. Consultants
are highly visible in any client environment. After
several internal meetings, the client’s executive
team concluded that the consultant wasn’t behaving
as an objective business advisor, but was just interested
in selling more work for his firm. That perception led
to the client’s decision to ask the consultant
to leave.
How to Sell While Serving
Seek relationships first, and opportunities
will follow. The key to managing a profitable
client relationship is to gradually come to know key
executives, understand their issues and the company’s
priorities. As you build trusting, client-focused business
relationships, opportunities will come to you.
Take the long view. Don’t be
surprised if you’re not asked to do more work
when your current project wraps up. But, don’t
give up. Stay in contact regularly. Invite your clients
to conferences, help them with issues as needed, and
keep your firm’s presence alive. If your work
was well-received, chances are good that they’ll
bring you back. It just may not be when you expect it.
Have a plan. Effective marketing to
existing clients demands that you develop a proactive,
client-specific marketing plan. Without a plan, you’ll
drift from project to project, relying on luck.
Keep your plan simple, flexible and based on client
needs, not what your firm has to sell. Set aside time
every day to work the plan, regardless of what other
fires are raging. Set a goal, such as completing three
marketing activities each week. Through consistent action,
you will slowly, but surely, fill your pipeline—without
alienating the client.
Timing is everything. Clients expect,
and usually accept, that consultants will pitch additional
services. Bring new ideas to your clients, but only
when you’re confident that you understand the
client’s culture and know how they buy.
And present ideas that solve front-burner issues, not
nice-to-haves. If you’ve done your homework on
the client’s business, you’ll know the difference.
Your rate of success will improve when you focus on
the dilemmas at the top of your client’s list,
not those on the bottom.
Don’t waste time figuring out how to sell to
clients; instead, show how your ideas solve pressing
problems. If clients want to buy, they’ll take
your ideas, and your practice, to the next stage.
What are your observations of consultants
trying to sell additional services while they're already
serving a client? Join
the discussion.
Your feedback is important to us. Please
contact
us with your comments and questions.
The Guerrilla Consultant
is published on the first Monday of the month.
The Guerrilla Consultant
ISSN 1554-2343, Washington, DC, USA
© 2005 Guerrilla Consulting
All Rights Reserved |
