29.2 A client’s perspective

In client-centred marketing, the consultant does not come to the client with the desire to close another sale of a ready-made product. The approach is reversed: the assessment and understanding of the client’s needs come first. The consultant is asking questions such as: Can I provide a service that will meet this particular client’s needs? And if I am not the only one who can provide such a service (which is usually the case), why should a client select me and not one of my competitors? What criteria will the client use? How can I be more useful to the client than other consultants? How should I market myself to get selected?

Understanding the purchasing process

As pointed out by David Maister, “the single most important talent in selling professional services is the ability to understand the purchasing process (not the sales process) from the client’s perspective. The better a professional can learn to think like a client, the easier it will be to do and say the correct things to get hired.”2 We have already pointed (Chapters 3 and 7) to the role of psychological and relational factors in the selection of consultants. Since usually more than one consultant will be fully suitable from a strictly technical point of view, clients will give preference to consultants:

●with whom they are prepared to work and would like to work;

●who understand their personal worries, concerns and preferences;

●who exhibit a genuine desire to be helpful to their client;

●whom they are able and willing to trust.

Thus, it is important to keep in mind that both technical and behavioural, or psychological, criteria will be applied by clients in selecting consultants. The consultant’s marketing strategy and methods used should therefore be attuned to this. It is impossible to provide a blueprint for every context.

Overemphasizing good relations (e.g. never contradicting the client during first meetings even if the client is obviously wrong) may be interpreted by the prospect as a lack of technical competence, or a tactical trick. The client may even be testing the consultant by asking awkward questions. The best approach is to be honest and sincere. It is difficult to play a role that does not suit you and pretend to be something that you are not. If you do not care about the client and are merely seeking a well-remunerated assignment, you will not be able to hide your attitude for long.

Some clients’ concerns are reviewed below.

Reluctance to admit that a consultant is needed. Some managers do not want to admit to themselves that they need a consultant because this would hurt their self-esteem. Often the potential client is worried that a consultant’s presence will be regarded by others – subordinates, peers, superiors, share-