Top tier consulting firms have major clients in their “logo soup.” On their website and on a slide in their first presentation to a potential client, they are proud to mention the fact that they have provided services to large, prestigious companies in their area or vertical. It shows that they’re in the top tier of their category. It shows that people with significant budgets and significant pressures on their performance trust their judgement.
Clients typically come away from a strategic planning session or a goal setting session all fired up and focused. It’s one of the best parts of any consulting engagement. As I mentioned earlier in this series, it’s the best time to ask for a referral and to get a testimonial.
It can be hard to sell an intangible service like consulting. It’s even harder to justify your price. You might have a solid business background and rate your abilities as an educator and facilitator very highly. But so do many of your competitors. How do you show prospective clients that what you have to offer is meaningfully different and superior?
RESULTS.com started out in New Zealand, where I am originally from, more than 20 years ago. For most of our history, we were a management consulting firm, helping small to medium size businesses to create their strategic plans and implement our business execution methodology into their business to help them execute their plans.
Most management consultants deliver guidance in two broad categories: First, there’s the business side. Then there’s the human side. The two have become evermore intertwined.