THE INGREDIENTS OF SELLING PERFORMANCE


Let's now consider each of the factors shown in Figure 5.2.

Technical Skills Create Reputation

Ultimately, the capacity to execute assignments well will be the determinant of a consultancy practice's success. Reputation counts for a lot; in my first week as a consultant I was told, 'One bad job costs 100 good ones.' Satisfied clients act as connectors to fresh business; and satisfied individuals who change jobs introduce their favoured consultants to their new employers. Technical skill creates a favourable reputation, which helps the extrinsic selling process mentioned in Chapter 4.

Interpersonal Skills Create a Network

As noted above, all experienced salespeople recognize the need for their activities to be relationship rather than transaction led if they are to achieve more than a single sale. Research supports common sense that we will buy more from the salesperson we like than one to whom we are indifferent, other factors being equal.

But because of the nature of the consultancy product, far more emphasis has to be placed on the relationship. The reason is that despite references and reputation, when a client buys a consultancy assignment, it is on trust. The project may be expensive and of considerable moment; a buyer may have staked his or her reputation on its success. Before doing this, he or she must have the confidence that it will be successful. It is unlikely that this will be the case unless there is a good relationship with the consultant. This relationship has to be underwritten by good work, however. If the consultant (or consultancy) has previously carried out high-quality work, the client will be more inclined to give them more. This is supported by the evidence that the greater part of consultancy work derives from existing or previous clients.

During your work, you will build up a network of relationships with people who are employed by past or prospective clients, professional contacts and so on. 'Networking' is about maintaining these relationships. This can be done quite easily, by attending business or professional meetings, or even over lunch. I remember sitting at lunch with a partner in a firm of consultants (with whom I was networking!) who complained about his consultant team: 'As we sit here, they are all sat at their desks eating sandwiches. Why aren't they out networking?'

Some 80–90 per cent of a consultancy's sales come from its network - some two-thirds from repeat business and the remainder from referrals. Even if the activity is not directly related to a sale, there are benefits in networking:

  • getting market intelligence;

  • obtaining leads and introductions;

  • raising awareness of your firm and its services;

  • maintaining the network.

So consultants have to be active in creating and maintaining their networks. But time spent on networking has to be invested with a purpose; it is easy to be a busy fool, and there are people who are time-wasters, as there are in any other area of activity; beware of them.

Selling Skills are Needed to Create Sales

Shortly after I started my first job as a management consultant there was one of those periodic downturns in the market. All consultants are exhorted to sell, and in a recession we were doubly so. Being young and enthusiastic, I started to try to sell to my (limited) network. My sales patter was simple: 'Consultancy is jolly good, and so is my firm. Why don't you buy an assignment?' I was totally unsuccessful, because I had no selling skills. The unhappy truth is that technical skills and a good relationship will create few sales by themselves. Selling skills are also required and the remainder of this chapter deals with this topic.




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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