Chapter 9: Managing Client Relationships

OVERVIEW

The Managing Director of a small family company was recounting his experiences with consultants over the previous 10 years. 'My father started the business and, like many entrepreneurs, was very resistant to advice. It was only when we were approaching bankruptcy that we got in our first consultant - who saved us.

'Since then, our experience has been mixed. One consultant produced a report on meeting BS 5750, which was four times as thick as necessary. He simply duplicated what he'd done for his last client; it was a disaster. The next - an energy consultant - didn't tell us anything we didn't know already and failed to tell us some things we already knew.

'We had some craft training done by an outsider; that went well. We also got a consultant in to help us introduce payment by cheque for all staff. Not only did he do this, but he also gave us a valuable report on our industrial relations.

'Later, we had a consultant from a highly reputable firm to advise us on our marketing. We had some specific questions to which we particularly wanted answers. The consultant didn't bother answering our questions. The only impact he had on our business was one of creating annoyance.'

It takes so much effort to win a client, but very little to lose them. Selling has often been likened to courtship; but after the client has been won, the eagerly courted girlfriend can become a neglected wife, who complains, 'You never bring me flowers any more.' In one instance, a consultant promised a proposal to a new director of a long-standing client. Owing to pressure of other work, the consultant forgot his promise and failed to submit the proposal (a situation unique in my experience!). The director was so incensed that he persuaded his colleagues not to use the consultancy on any further projects whatsoever. The relationship was ruined, and the client completely lost.

It is likely that none of these consultants was technically incompetent and certain that those who upset their client did not intend to do so. Technical competence is not sufficient by itself; the client relationship has to be actively managed, and this is the topic of this chapter.