posted on December 6, 2012 by

Finding the Real Decision Makers

We all know that clients buy perceived value when they hire an outside service provider.

Your efforts during the sales process contribute to your client’s perception of value, of course, but other sources of influence can be equally critical to your client’s buying decision. Before most people make a big purchase, they seek advice from those they trust–colleagues, mentors, a boss, or even a family member.

I’m not talking about people who have an “official” role in approving the sale, but those in your client’s network who are likely to get your client’s ear. It’s possible that you’re not aware of these people and how they could shape the sales process.

Not long ago, for instance, I worked with a prospective client on a project that never got off the ground. Why? I found out later that one of the client’s influential colleagues questioned the project’s value and that was the end of it.

It’s not always possible to know which individuals could sway a client, but you can ask questions to help identify them and their potential concerns.

For example, to understand the perspective of your client’s colleagues, ask how your proposed project fits with other ongoing or planned initiatives. Is your project complementary to others or competing? You can also ask directly how your client’s colleagues view the value of your proposed project.

To get a better understanding of how the client’s staff might influence the buying decision, you can ask what the most influential staff people think of the project–and the potential organizational change it would bring. Will they view the project as essential, somewhat important, or just another initiative?

You can come up with similar questions to figure out how your project may be viewed by others in your client’s network.

Use the answers to these questions to shape a value proposition that includes the impact of the project on the people who aren’t directly involved in the decision process but who are important to the sale.

Filed Under: Client Relationships, Marketing Your Business Tagged With: ,
posted on November 27, 2012 by

Let Them Take Credit

michael w mclaughlinEver gone to a meeting and listened with dismay as a client took credit for your best ideas? Or maybe you’ve had to sit through a project wrap-up session in which your team’s effort was marginalzed and someone on the client side snagged the kudos for a job well done.

It’s hard not to fume when your hard work is pilfered. What do you do? Confront the idea thief? Ask the credit grabber to give your team a plug?

Your best option is to bite your tongue and say nothing. Why? I call it the Rule of Client Credit: By giving up the credit, you actually earn credit (and more business).

In any client meeting, you can be certain that the key people in the room know where the ideas they’re hearing came from. Sure, not everyone will get it, but those who matter most will. The same holds true for letting others have the glory for a project’s outcome. The right people are aware that they couldn’t have done it without you.

Instead of demanding equal tribute, allow your clients time in the spotlight. That selfless behavior will earn you something more valuable than short-term gratification: Respect and trust. Besides, you reap other rewards. The most obvious is that you get paid. Plus, you’re doing work you want to do (or you should be).

Of course, you can’t always follow the Rule of Client Credit. It’s not a good idea, for example, to stand by while someone mangles or misrepresents your ideas. In that case, you have to speak up and clarify–for the client’s sake.

For the most part, though, you’ll find that you benefit from letting clients take the credit. That’s not always easy on the ego, but it’s likely to lead to a stronger client relationships and more work. Isn’t that more important?

Filed Under: Client Relationships Tagged With:
posted on November 24, 2012 by

Facing an “Arms-Crossed” Client

More than once, I’ve had to face “arms-crossed” guy. You may know him (or her) too—the client whose body language flashes, “I don’t have time for this. I’m not interested. Do we have to do this?” Since reluctant clients often play an important part in piecing together a project, it’s essential to break through the negativity.

Sometimes, no matter what you do, “arms-crossed” guy won’t budge. But if you need that person’s help, you’ve got to try. Here are a few tips for coaxing information from an unwilling client.

Start Easy

If there’s no apparent threat or risk, “arms-crossed” guy may warm up. So start your conversation with the basics. Normally, though, this guy could care less what you think about the plaque on the wall honoring his community contribution seven years ago. Don’t go there.

Instead, begin by stating exactly what you want to learn, who sent you, and how you plan to use the information. Also, confirm how long the meeting will last. You’d probably do this introduction with anyone, but it’s critical with semi-hostiles.

Resist the urge to respond to snide comments about the project, your role, or anything else that gets lobbed at you. Once you take that bait, you’ve lost the possibility of turning a bad meeting into something useful.

Then launch into easy, factual questions, for example, “How many people do you manage?” “How has your business (or function) grown, and who are your best customers?” The point: Start without controversy, show that you listen, care, and have credibility.

Plus, resist the urge to respond to snide comments about the project, your role, or anything else that gets lobbed at you. Once you take that bait, you’ve lost the possibility of turning a bad interview into something useful.

You might be able to pierce the wall of resistance by letting a reluctant client talk. Simple, fact-based questions offer the client an opportunity to thaw. Allow time for your client to expand on answers by pausing for several seconds after each response before you dive into the next question.

Define Your Must-Haves

If your meeting isn’t going well and there’s little hope of turning it around, check your notes. Identify the essential information you must have from this individual. Usually, you’ll have options for finding what you need elsewhere. Still, zero in on what only this person can give you and ask away.

Keep a brisk pace as you move through your questions, but don’t leave the impression that you’re writing off the meeting. Treat the reluctant client as an important part of your process, no matter how hard that is.

Get Closer to the Issue

Once you’ve finished the meeting, you’ll need to confirm whatever you learned. Find others who can flesh out your information, interpret what you know, and point you to others who can help. When you’re rebuffed by a client, get closer to the problem. Find people who are directly affected by the issue and seek out their opinions.

No matter how much “arms-crossed” guy resists, you’ve got to stay above the fray. Don’t complain about him to others in the client’s organization—chances are they already know about the attitude. And don’t avoid him in the future. Who knows—“arms-crossed” guy might turn out to be your best ally; treat him well and keep chipping away.

Filed Under: Client Relationships, Consulting Skills Tagged With: ,
posted on July 26, 2012 by

How Not to Market Your Business

Last week, I got a cringe-worthy marketing email from a stranger, who wrote:

Hi
I hope you are having a great week.
First of all, I was just checking in to see if you have any upcoming projects that I can quote for you? Please call, or email me, with the specs of your project and I will get the quote back to you.

I’m not sure how this email dodged my spam folder, but my immediate thoughts were–Who is this person? And what projects is he talking about?

I was tempted to request a quote to retool the docking bay at the international space station, but resisted the urge. This marketer was probably doing what he thought was right, even though he’s wasting his time (and mine) and his employer’s money.

Of course, it’s not a secret that you’re selling something. And prospective clients expect to eventually hear some sort of sales pitch from you. They’ll put up with sales letters–and maybe buy from you–if you’ve got a track record of keeping the pander-to-value ratio of your emails low.

You won’t find a formula for how much value you need to deliver to those on your email list before you can make an offer. Besides, everyone’s business and tolerance level are a bit different, so rules of thumb don’t apply.

You know your clients and target markets as well as anyone, so imagine that you’re a prospective client. What do you want to learn about? What information would you value? How long would it take for someone to establish enough credibility that you’d be receptive to an offer?

I don’t know any consultants who’d send an email as lame as the example above. Still, it is instructive: Be patient, target your audience, offer value before selling, and don’t waste your resources blasting out emails to people who don’t know you and haven’t asked to hear from you.

Filed Under: Client Relationships, Marketing Your Business