Guerrilla Marketing for Consultants

Stop Closing and Start Selling

The traditional advice for salespeople to focus on the “close” doesn’t translate well to selling consulting services.

Many sales experts imply that unless we’re always working toward the close, we’re just one step away from professional meltdown. With most clients, though, you’ll have far more success if you let them buy from you, instead of trying to sell them something.

Traditional selling, which includes “reeling in” the buyer, falls flat if the client doesn't “own” the proposed results. If you ask for the sale before a client has taken ownership for the outcome and approach of the project, you risk losing the sale.

Instead, try less closing and more active listening. At some point, the client will transition from simply understanding the proposed solution to actually owning it.

Successful selling means working alongside clients, at their pace, to create a shared vision and ownership for results. Selling is not about you creating an artificial milestone called the close, but rather it’s a natural process that results in mutual agreement about what’s best for the client.

Have a look at the complete article, called Stop Closing and Start Selling, in the February 2006 issue of The Guerrilla Consultant.
 

Tip #15 of 25 – Resisting the RFP

It’s always tempting to respond to any Request for Proposal (RFP) you receive. After all, the project is neatly described, desired outcomes are clear, and the consultant process is objective.

Not.

Responding to an RFP that comes in over the transom can be a costly proposition that results in a nice proposal but no project. Before investing your precious resources in responding to the RFP, ask yourself a few questions:

Why Me?

Did you receive the RFP because you have an existing relationship with the client? If not, why would the client seek you out?

If the RFP is from an unknown client, your chances of winning the project are very low, although many consultants could probably point to an exception to that rule.

Some consultants are simply added to a list of “contenders” with little hope of winning the project. Don’t squander your valuable time competing in a beauty contest you have little hope of winning.

What Will It Cost?

Over the last several years, more consulting selection processes are being run by procurement managers, not the actual client buyer. Having an intermediary between you and the buyer raises the cost of RFP compliance, reduces the quality of your response, and slows the selection process—sometimes to a crawl.

There’s also no evidence suggesting that the process results in a better decision for the client.

Create an estimate of your out-of-pocket expenses, time, and the lost-opportunity costs of responding to the RFP. When you use these costs to calculate a project ROI, the results can be eye-opening. Some RFP responses result in a win, but an unprofitable project. 

If You Respond

Some RFPs are tailor-made for the recipient. If so, work with the client to make it a success by supporting the buying process as it’s been established. Comply with all of the terms of the RFP, and don’t use boilerplate for any part of it. Craft a customized response every time.

Some industries, like the public sector, rely on RFPs as a standard method of buying professional services. Others use RFPs less frequently. You may find that responding to an RFP is like fishing without bait.

Navigating the Healthcare Maze

Paul Zane Pilzer, author of The New Health Insurance Solution, describes America's healthcare system as being " at a breaking point where nobody is served."

In the February 2006 issue of Management Consulting News, Pilzer goes on to suggest that consultants working at firms should consider opting out of their company healthcare plans, or at least removing their spouses and children from them.

Pilzer tells those employed at firms that “… your employer is the last person you should want to provide for your healthcare, from a privacy, financial, and value standpoint. Employees with families should get the family, meaning spouses and children, off the company plan. In most cases, that will save them money.”

Have a look at the interview with Pilzer.

The February 2006 issue of Management Consulting News also includes:

• An article by Charles H. Green, author of Trust-Based Selling, titled Should Clients Trust Your Sales Pitch?

• The latest findings on customer rage--yes, rage
  

• A note to Ethics consultants

• And more

Read the latest issue of Management Consulting News.

Tom Peters' 111 Ridiculously Obvious Thoughts on SELLING

Tom Peters has published 111 Ridiculously Obvious Thoughts on Selling, which has some real gems of wisdom. It's available for download in PDF format.

Here are five of my favorites:

• Non-obvious targets have great potential.

• Are you a great interviewer? It's a make or break skill.

• Don't waste your time on jerks--it'll rarely work out in the mid- to long-term.

• This is not a war, damn it.

• Lend a helping hand, especially when you don't have time.

You'll find 106 other ideas in Peters' latest rant that are right on target if you're selling professional services.