It’s easy to forget that the toughest competitor in a consulting sales process may not be another consulting firm, but the client. In every opportunity, you have two invisible competitors. The first is the client who chooses a “do nothing” strategy and abandons the project; the second is the client who decides to do the project without a consultant.
Competing against an undeclared rival is the most complicated selling situation you face because it involves so much uncertainty. You rarely know what will kill the project or what will keep it alive. You also don’t know what will motivate the client’s team to take the project on without you.
Your best approach is to explicitly ask the client. You may get a clue about what you’re up against. After discussion, you may conclude the project isn’t a good idea, or that the client should go it alone. If so, talk straight, stay objective, and don’t try to force the sale. Suggest innovative ideas on how the client can solve the problem that led to calling a consultant in the first place, and stress your firm’s specific ability to help.
If the client decides to go it alone, position yourself for the future. Offer to provide advice, guidance, or assistance during the project if needed. Clients often reverse themselves or change direction in midstream, especially if they encounter roadblocks. When and if they do, you want to be the first one they remember and turn to for help.
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