By Michael W. McLaughlin
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.”
Until you’ve proven 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 clients will ask you 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.
The Consultant’s Conundrum
So how do you successfully complete the project you’re working on and market other services to the client—without appearing to be just another salesperson?
Seek genuine 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 a client doesn’t ask you to do more work when your current project wraps up. There could be any number of reasons. 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 responsive to 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 how they buy.
Always 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.
 |
 |
 |
 |
 |
 |
 |
 |