PITCHING FOR THE SALE


Your approach in pitching your proposition should be tailored to the buying process used by the client. You need to know how the buying decision is to be taken and the factors on which it is to be made. People who haven't met you will judge you only by your proposal; a presentation to an audience of decision-makers or influencers can help in building their confidence and reducing their sense of uncertainty.

Preparing a Proposal

Whatever the selling or buying process being conducted, it is good practice to submit a written proposal, so that both you and the client have shared expectations of what is to be done. The function of the proposal may vary from being simply a record of what has already been orally agreed, to being the document on which the client is to make the buying decision. Some proposals may need to set out the rationale for carrying out the project in the first place (that is, the need for it and the benefits of proceeding). This is required when, for example, the client or the client's colleagues need to be reassured of the value of the project. If this is not required, then you need only to describe how you will meet the needs defined by the client and the reasons why your consultancy practice is particularly well suited so to do.

In taking the decision on what to include in your proposal, you need to consider the probable audience. What can they be safely assumed to know already? If in doubt, it is probably better to include explanatory material rather than leave it out. Ideally, the proposal should serve to confirm that which has already been discussed, but it should also bring some added value to the client.

Some years ago some associates and I were commissioning a piece of consultancy, and our experience is instructive. We interviewed four firms. With one, the meeting was curtailed; the consultant made some disparaging remarks about a couple of our competitors. My associate asked for us to be excused for a moment. Outside the meeting he said, 'We can't possibly use him. What if he were to make similar remarks about us?' So, we found an excuse to end the meeting.

A second consultant came from a large firm. Being ourselves a small firm, we had an uncomfortable (and possibly unfounded) feeling that we would not be treated with great importance because of our size. We were left with two contenders, both of whom we invited to put in proposals. One firm (Firm A), although we were not very taken with them at the outset, conducted a very good sales meeting; by the end, they were front-runners. Then we received their proposals.

Firm A sent in a proposal that simply confirmed the assignment. It seemed very much like a boilerplate job - that is, a standard proposal that had received some limited tailoring to meet our requirements. By contrast the other firm in the running - Firm B - produced a thoughtful proposal that really added value. It showed an appreciation of our circumstances, and contributed helpfully to our thinking, which gave us greater confidence in their ability to do the job. Had Firm A produced something half as good, it would have got the job; as it was, Firm B won the contract.

The message therefore is that you should seek opportunities to add value in a proposal. This can be by an insightful appraisal of a client's situation: helping the client to gain a clearer understanding of the circumstances in which you are going to deliver your consultancy services.

Sometimes it may be possible (and helpful) to prepare a proposal in draft and send this for comment to a close contact in the client organization involved in the buying process. It can then be refined to meet the client's needs more closely. (This can be part of a sophisticated selling technique: by getting the client's involvement in producing the proposal, it is seen as a joint problem solving process rather than selling.)

Presenting the Proposal

A proposal is at least a written record of what has already been orally agreed with the client. A presentation, however, allows the client to assess the individual consultants. It is a form of sales meeting, albeit structured in a format somewhat different from other meetings. The risk at this point is that you become 'proposal orientated': you regard the presentation as only an oral proposal.

The practical aspects of presenting a proposition will be dealt with in the next chapter. Suffice it to say at this point that it is important to understand why the client is interested in a presentation, and what they hope to get out of it. You can then tailor your presentation against these criteria.




The Top Consultant. Developing Your Skills for Greater Effectiveness
The Top Consultant: Developing your Skills for Greater Effectiveness
ISBN: 0749442530
EAN: 2147483647
Year: 2003
Pages: 89

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