Thursday, 24 May 2012

Professional Services



6 Ways to Overcome Objections and Get Closer to the Close

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Industry Specific - Professional Services
Written by M. Schultz and J. Doerr   

1-17-11_article_4Your price is too high.

It’s not the right time.

I don’t need your service.

Those five simple words in each sentence can leave you feeling like you just got back from a high school dance: undervalued, rejected, and ignored. (Really, it’s not you. It’s me.) Any of these might cause you to back away when you hear them. With this attitude, it’s no wonder so many consultants wilt upon the first sign of an objection. They shouldn’t.

In fact, objections are often a hidden indicator of interest. They’re always an opportunity to understand your prospect better, and more often than you might think you’ll move him closer to the sale while you address them.

Objections can be overcome. Here’s some insight into how.

Definition: An objection is an explicit expression from a buyer that a barrier exists between the current situation and what he needs to engage your services. In other words, it is a clear signal that you have more work to do in the selling process.

Your objective: Overcome the objection and make advances towards gaining commitment from the prospect with the following caveats firmly in mind:

•    The close begins the relationship: In product selling, overcoming objections at all costs is the typical message sellers are taught. This does not work for selling consulting services. If you just plow through the objection without addressing it fully, the underlying reason for the objection will usually come back to haunt you. Remember, you have to work with these people once you are done selling.
•    Objections often have merit: Most sales training teaches us to “rebut” objections—counter them with logic, arguments, and sheer will power. In selling services, your purpose is to understand the objection fully, isolate it, and respond to it appropriately.
•   Many objections take a process, not a quick answer, to overcome: Services selling is complex with many buyers and buying criteria. You may need to build a case for overcoming an objection instead of answering quickly on the fly. Some objections, on the other hand, may simply be questions that have to be answered.

6 Steps to Get Closer to the Sale

Objections are not such horrible things. When the prospect indicates that he is not quite ready to engage your services (he voices an objection), you should not be deterred. As a matter of fact, you now have the opportunity to understand your prospect better and move him closer to the sale by following these six steps:

1. Listen fully to the objection (don’t interrupt or anticipate). Fight the common urge to respond immediately to an objection. By doing so, you will hear what is actually on the prospect’s mind rather than what you think he objects to. You will be surprised how much you can learn about what is actually at the heart of the objection.

2. Ask permission to completely understand the issue. The simple act of asking permission to understand lets the prospect know that you respect his concerns. This further establishes you as a confident consultant.

3. Ask questions, restate or clarify the objection. Make sure you get it right and/or uncover the real objection. Many objections are hiding underlying issues that the prospect either can’t or is not ready to articulate.

4. Choose your response carefully and keep it short. Answer honestly and to the point. Long-winded responses very quickly begin to sound artificial and insincere.

5. Propose your resolution to overcome the objection. Simply enough, describe exactly how you are going to remove the barrier for the prospect.

6. Ask whether your answer or proposed solution will satisfy the objection. Don’t always take “yes” for an answer immediately. Many a prospect will accept the solution in the moment, but once you are out of sight, the objection still remains. Be certain you have moved the sale forward.

It’s important that you don’t disregard client objections. They are a crucial part of the sales process that accomplished rainmakers handle with finesse to move the prospect closer to the close.



For more tips on how you can make the transition from service provider to rainmaker, we highly recommend you check out the new free report, The New Rules of Selling Consulting Services in 2011.

It’s absolutely the best way to get ahead of your competition in 2011.

Download the new free report here: http://www.sellingconsultingservices.com/newrules.html.

 

The 10 Lead Generation Mistakes You Shouldn’t Make

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Industry Specific - Professional Services
Written by M. Schultz and J. Doerr   

Lead generationLeads, leads, leads. Once the referrals and the circle of family and friends aren’t enough to keep your firm growing, it’s all about the leads. Yet, when it comes to generating leads, consulting firms get it all wrong in 10 very common ways.

Top 10 Lead Generation Mistakes

Avoid these common lead generation mistakes and you’ll start to see your pipeline fill.

Lead Generation Mistake #1: Spending on marketing activities that don’t produce ROI or are “vanity exercises” (e.g. excessive graphic design and image advertising).

Open up your local business journal, and without a doubt you will see an advertisement for a consulting firm trying to “generate awareness.” This organization is “generating awareness” among the 25,000 readers who may (or may not) be targets for its services.

Meanwhile, the funds to create the ad (and to run the ad week after week) can surely be much better spent by reaching out to the smaller, more targeted pool of, say, 1,600 key prospects your firm wants as clients. For the most part, spending on general awareness ads produces a very low ROI if any.

Focus your lead generation efforts and dollars on tactics that are going to produce strong ROI.

Lead Generation Mistake #2: Expecting marketing tactics to produce results without a clear call to action.

I recently saw an ad in Harvard Business Review for a major consulting firm touting the nature of the firm as offering “solutions” versus just “services.” Many people saw that ad—and did nothing because they were asked to do nothing.

If, however, the ad had focused on new research in intellectual property protection for technology companies that could be downloaded as a white paper, the ad could have been used to generate leads for the firm.

People will accept an offer—white paper, case study, article, book, research, sales call—from an ad. They will rarely, if ever, pick up the phone and go from ad to becoming a new client.

Have a goal and clear call to action and offer for each of your marketing tactics.

Lead Generation Mistake #3: Not implementing any lead generation tactics because of inefficient decision making.

I can’t tell you how many times I have met with a consulting firm to talk about lead generation, and these companies are hot to trot with their lead generation efforts—they want more leads and they want them now. Then, six months go by, a year goes by, three years go by, and they still have done nothing.

All too often in consulting firms there are too many decision makers who can’t get on the same page and decide what to do when it comes to marketing and lead generation. So, they end up doing nothing or even worse running another awareness ad in the business journal.

If you find yourself complaining about a lack of leads, yet unwilling to move forward with any lead generation campaigns, either stop complaining or do something about it.

Lead Generation Mistake #4: Not being able to sustain implementation over the long-term.

As much as you might like to shorten the sales cycle, buying complex, trust-based services takes time. Leads need to be nurtured over the long term so you are top of mind when the elusive time of need arises.

All companies want more leads and want them now. As a result, they plan and implement a lead generation campaign, but they impatiently dig up the roots after two weeks to see if it’s growing yet. (This is not a good way to grow a tree or to generate new leads.)

Lead generation efforts must be sustained over months to make them 1) work and 2) improve over time.

Lead Generation Mistake #5: Relying on one tactic only.

In Managing the Professional Services Firm, David Maister lists “first string” marketing tactics, which include small scale seminars, speeches at client industry meetings, and proprietary research. Maister calls direct mail and cold calls “clutching at straws tactics.” By themselves, they are. Very few prospects will go from receiving direct mail, an email, a cold call, or even a first conversation straight to being a client.

But the best way to get people to take advantage of those “first string” offers is a combination of “grasping at straws” tactics.

Lead Generation Mistake #6: Poor implementation (e.g. poorly written marketing copy and poorly designed or poorly targeted campaigns).

Let’s say you decide to run a small-scale seminar (a “first string” marketing tactic). You spend months preparing the content, practicing your delivery, putting together the invitations, and booking the facility. Then, the day comes and two people show up. So, what happens? You give up on seminars and declare, “We tried that, it didn’t work.”

On the contrary, seminars can and do work, you just implemented the marketing of the seminar poorly.

A number of tactics can be successful to generate new leads for your consulting services. Know what it takes to successfully implement each tactic. And if you don’t know what it takes, get help from someone who does.

Lead Generation Mistake #7: Dropping leads and failing to nurture leads.

According to a research report by BPM Forum, over 80% of generated leads are never followed up on, are dropped, or are mishandled. Professional services businesses are particularly adept at neglecting the leads that they already have in-house, just waiting to be called.

It’s also been our experience that with proactively generated leads, 25% are short-term leads while 75% are long-term leads. If you’re focused on the short-term, you might be missing out on three-fourths of your opportunities.

Don’t let leads fall through the cracks. Develop a long-term nurturing plan to win your fair share of the 75% of prospects who are not ready to buy right now.

Lead Generation Mistake #8: Not communicating your value in marketing.

We often hear from our clients that they want their prospects to perceive that they are credible and distinct, so they end up writing marketing messages that say, “I’m credible and distinct.” Or, “I’m trustworthy.” Or, “I’m innovative, yet solid.”

If you want your clients and prospects to believe you are credible and distinct, you must demonstrate that you are credible and distinct. You can do this by providing value directly in your marketing and selling efforts. When you interact with a prospective client, or send any message to them, that prospect is evaluating what it might be like to work with you. Help them understand that working with you after they become your client is much the same as what it’s like working with you before they become your client.

Lead Generation Mistake #9: Not integrating various marketing tactics well.

Lead generation is a multi-step process. It takes multiple touches to draw prospects into the seduction of your services. These touches need to be well-planned with a consistent message, at the right frequency, and with the right mix of offers. Not all prospects will be interested in attending a seminar or reading a white paper. While others will want to do both before engaging a conversation with you.

Consider this: do you think a prospect will accept a meeting with you from a cold email? Probably not. But will that same prospect provide you with their contact information in exchange for a new white paper that is relevant to their business? Probably. And will they accept a follow-up call to discuss the content of the white paper or an in-person meeting to discuss how the topic applies to their business and situation? More often than not, the answer is yes.

Integrate your lead generation efforts for the greatest success.

Lead Generation Mistake #10: Planning poorly for lead generation.

Value in marketing. Consistent messaging. Integration. Targeting. Lead nurturing. All of that is for naught if it is not well-planned, measured, and tested.

Planning for lead generation is not the kind of thing that happens one time and is forever etched in stone for the year ahead. When it comes to marketing and lead generation, some tactics work better for some companies than others—and you never know which ones work best for you until you test them.

Avoid these top 10 lead generation mistakes and you won’t end up waiting for the new leads. You will already have them.

 


For more tips on how to increase your sales success in 2011, download the new free report: The New Rules for Selling Consulting Services in 2011.

It’s absolutely the best  way to get ahead of your competition in the New Year.

Download the new free report here: http://www.sellingconsultingservices.com/newrules.html.

 

 

Not a Natural Born Seller? Here’s What You Can Do About It

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Industry Specific - Professional Services
Written by M. Schultz and J. Doerr   

If you’re like many professional services providers, the thought of having to sell makes you anxious, distressed, and uneasy. After all you entered your career as a consultant, accountant, lawyer, or engineer because you are good at your craft. You didn’t enter your career so you could one day become a salesperson.

However at some point in every professional’s career they realize that if they want to advance in and make partner or break off and start their own practice, they need to bring in their own book of business. But you were never taught how to sell.

Natural born sellerWell, we’re going to let you in on a little secret: As a service provider, you already have many of the skills you need to be great at selling.

Think about it. When you deliver services to your clients, you:

•    Ask questions
•    Provide expert opinions
•    Work hard
•    Are accessible
•    Build creative solutions
•    Deliver what you say you are going to deliver
•    Develop relationships
•    Act with your clients’ best interest in mind
•    Solve problems
•    Introduce clients to new ideas, helping them see a better way

This is exactly what you need to do to become successful in sales. It is not about persuading someone to buy something they don’t need. It is about helping clients and prospects find solutions to their needs while providing value.

As a Service Provider You Already Have Many Skills You Need to Be Great at Sales

Here are just a few ways you can apply the consulting skills you already have to your selling efforts:

1. Sell as You Serve

Many consultants who have never sold think the purpose of selling is to part someone from their money at any cost. They believe that to be successful at selling, consultants must leave their values and everyday personalities at the door and adopt a sleazy persona and voice—a voice that would normally say something like, “What’s it gonna take to get you into this shiny, red, pre-owned sports car today, ma’am?”

Nothing is further from the truth. The best rainmakers bring in new clients because they are no different when they sell their services than when they deliver their services.

Great consultants create better futures for their clients that the clients didn’t know were possible.

The best rainmakers meet mutually set expectations over and over again, building trust, relationships, and confidence. The best rainmakers are ethical at all times.

2. Sell to Need

Great consultants are masters at uncovering clients’ goals and challenges and helping them make the changes necessary for success.

Great rainmakers are no different. However, many consultants feel uncomfortable making connections, uncovering needs, and working closely with people they don’t know well. Too often, the first conversations go awry when they don’t need to.

The same skills you use to get to the root of your clients’ problems and develop solutions to help them meet their goals are the ones you can use to uncover prospects’ needs and propose winning solutions. You just need to recognize what you need to do and bring these skills out at the right time and in the right way.

3. Communicate the Value

Great consultants understand the value they provide to clients.

They craft compelling solutions based on their clients’ unique needs, and they communicate that value to clients clearly and articulately.

Selling is no different. You must learn to lead discussions that influence direction and outcomes, and you must advocate your services and communicate your value. Just like when you advocate new ideas to your clients when you work with them, you must be persuasive, inspire confidence, and be empathetic all at the same time when you sell to them.

4. Plan for Success

It’s been said that if you don’t know where you’re going, then any road will get you there. Selling consulting services requires planning on multiple levels:

•    Generating discussions for the first time with prospective clients
•    Leading individual conversations and interactions
•    Planning outcomes for specific accounts
•    Orchestrating the entire business development process—how many clients you need to gain, how often, and for how much revenue and profit

Great consultants have a clear process that they follow. Each project has a specific objective, timeframe, budget, and resource allocation.

Rainmaking is no different.

Like consulting, selling is a process, and it’s waiting for you to master it.

No matter how you look at it, consulting is a sales business. Every day you are selling your clients on your ideas and your recommendations. So stop letting fear get in your way of selling to new clients and start to embrace the idea that selling is actually a good thing. Prospects are looking for solutions to their problems, and you are the one who is well-equipped to help.

 


For more tips on how you can make the transition from service provider to rainmaker, we highly recommend you check out the new free report, The New Rules of Selling Consulting Services in 2011.

It’s absolutely the best way to get ahead of your competition in 2011.

Download the new free report here: http://www.sellingconsultingservices.com/newrules.html.

 

 

3 Ways to Improve Your Value Proposition…Right Now

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Industry Specific - Professional Services
Written by M. Schultz and J. Doerr   

Every business pundit has said at one time or another, “There’s no more misunderstood, argued about topic in business than <insert topic here>, but it’s really not that complicated. Here’s the secret to understanding it.” The concept of value proposition falls into this same category.

On the one hand, it’s a pretty simple concept to grasp. But like all simple, important concepts, it takes some thinking to understand it deeply and use it to your advantage. Let’s first look at a definition of a value proposition, then we’ll look at the three major components that comprise it so you can put it to work for you.

A value proposition is the collection of reasons why a person or company benefits from buying something.

This, at least, is our definition, and we put it in Professional Services Marketing (Wiley, 2009). Not everyone agrees.

Value propositionFrom Investopedia:

What Does Value Proposition Mean?

A business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings.

Investopedia explains Value Proposition

Companies use this statement to target customers who will benefit most from using the company’s products, and this helps maintain an economic moat. The ideal value proposition is concise and appeals to the customer’s strongest decision-making drivers. Companies pay a high price when customers lose sight of the company’s value proposition.

You’ll note that the Investopedia definition and explanation reference a value proposition as a statement. Thinking of a value proposition as a statement does more harm than good for consulting firms. With these definitions in mind, firms head down marketing messaging and communication paths that just aren’t helpful, leading to Quixotic and circuitous journeys by marketing and firm leaders to find a sentence or two that encapsulates value of the firm while at the same time is different from all competitors. They invariably end up with some pap about how they’re an experienced, client-focused, results-focused, trusted partner, yadda yadda yadda (example – nickelharpa).

If you think of a value proposition not as a statement, but as a concept about why people buy something, then you’ve got a lot more to work with. It’s from that concept—the collection of reasons why people would want to buy from you—that you can put your marketing and sales to work much more effectively than if you try to boil it down so far that there’s little substance left.

The reasons why people buy typically fall into three major buckets that, in sum, form the three rules of winning value propositions:

1.    Potential buyers have to need what you’re buying. It has to resonate with them.

2.    Potential buyers have to see why you stand out from the other available options. You have to differentiate.

3.    Potential buyers have to believe that you can deliver on your promises. You have to substantiate.

The 3 Legs of the Value Proposition Stool

What happens if you don’t follow all three of the value proposition rules?

value_proposition_components

As you can see from the graphic above, take any of the rules away and it makes it much more difficult to sell.

•    Remove resonance, and people just won’t buy what you’re selling.

•    Remove differentiation, and they’ll pressure your price or attempt to get your service someplace else.

•    Remove your ability to substantiate your claims, and while clients may want what you sell (you resonate), and may perceive you to be the only people on the planet that do what you do (you differentiate), they don’t believe you and won’t risk working with you.

Now, don’t get me wrong, I’m not against statements that encapsulate the mission and value of a firm. “We at RAIN Group help companies that sell complex products and services to improve their sales performance. If you want your professionals, business developers, and sales people to sell more, we can help.” This is the umbrella under which we operate. The purpose is to help our clients and the market wrap their heads around the general area where we help, and to know when they might want to work with us.

Ultimately, this is why our clients buy from us; because we’ll help them increase sales success. But there is always a set of underlying factors that swayed them to choose us versus a) doing something themselves, b) choosing someone else to help them, and c) choosing to do nothing at all.

Too many firms don’t investigate the various underlying components of why clients buy from them. They stop at “we’re trusted partners” or “we help you reduce your overhead costs” and it doesn’t serve them well.

If you want to resonate, differentiate, and substantiate, you need to do much more than write a short sentence…or a long sentence, or a paragraph, or a page. While you can sum it up, the summary itself doesn’t carry much weight. It just stands to do a little positioning for you. Your actual value proposition—the collection of reasons people buy from you—is woven into the fabric of the firm and your relationships with clients. Then it’s communicated through the collection of messages you bring to the market.

Instead of trying to come up with a brilliant, simplified value proposition statement, focus on understanding all of the components that make up the three legs of your value proposition stool. Then you can really get your value across in your sales conversations. You can sum it all up in a short statement, too, but you’ll be way ahead of your competitors that stop there and think they’re done.

 

 

Clueless, Late and Inattentive

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Industry Specific - Professional Services
Written by Mike Schultz   

How Buyers Describe you as a Seller

Ann, the Prospective Client: Along with the goals for the company that we already talked about, what I really want to do is position the business for sale starting now and then get ready to retire…what I'm thinking is…and then we should…hello…Jim…are you with me?

Jim, the Professional Services Provider: Ummm…oh, yeah. Long-term growth for the company. Right, Ann. Well what you really need is to protect your personal assets while we pursue angel funding. I can help you with both of these.

Ann: Long-term growth? Well, I'm not really sure that's the path we're headed down, but you're the expert. I'd at least like to see what you're thinking. When can you put together a written proposal for me? Jim?

Jim: One sec… I hear ya barkin' there, Ann. I'll get in that proposal and get things moving. I can have that overnighted to you in 43 days or so. I can't commit 100%, though. It's been busy…

Somebody Else's Problem?

I know what you're thinking. “This is an over dramatization of the mistakes of a particularly bad consultant. Sure, it's always good for me to reread, but I'm past the stage of needing to hear this. I listen. I understand my clients' needs. I get back to them quickly. I act professionally at all times.”

You may very well be a client satisfaction machine, pleasing clients with your charm, wisdom, skills, and promptness. But, odds are you're wrong—at least according to your typical clients.

In How Clients Buy: The Benchmark Report on Professional Services Marketing and Selling from the Client Perspective* we asked the following question to 200 business-to-business buyers of consulting and professional services:

Think about the last few times you purchased professional services. Which, if any, of the following 17 problems did you encounter?

And the verdict is:

•    Inattentive: 38% encountered service providers that did not listen to them (Hello…Jim…are you with me?).


•    Clueless:
30% encountered service providers that did not understand their needs (Long-term growth…Well, I'm not really sure that's the path we're headed down).


•    Late: 30% encountered service providers that did not respond to their requests in a timely manner (in 43 days or so).

The other 14 problems (e.g. service provider lacked professionalism , service provider did not craft a solution to my needs , etc.) occur regularly, too. Or, you could say, too regularly. In fact, only 20% of buyers reported that they experience no such problems in the process of purchasing services.

What it comes down to:

80% of business-to-business buyers report they recently experienced one or more major problem with the person selling in the process of purchasing services.

These problems may be somebody else's, not yours. 80 out of 100 buyers could be dead wrong. Keep thinking that…and keep fumbling opportunities to win new clients.

What Difference Does it Make?

“If a spaceship is traveling at the speed of light, and you turn the headlights on, does anything happen?”

- Steven Wright

Many service providers wonder, “If I stop doing what I'm doing (i.e. business development and delivering services), to work on selling effectiveness, will it make a difference?”

According to decision makers who buy services, the answer is unequivocally, Yes.

In How Clients Buy: The Benchmark Study of Professional Services Marketing and Selling from the Client Perspective, we asked decision makers not only what problems they encountered, but what difference it would make if the service providers fixed these problems. Here is what they had to say:

•    If service providers listened during the business development process, 55% of buyers would be “much more likely” to consider purchasing services.


•    If service providers understood the needs of the prospect better, 63% of buyers would be “much more likely” to consider purchasing their services.


•    If service providers responded to prospect requests in a timely manner, 57% of buyers would be “much more likely” to consider purchasing services (and 37% would be “somewhat more likely” for a whopping total of 94%).

As you can see, according to the decision makers who have experienced these problems—and a host of other problems—when buying consulting and professional services, solving them would make a huge difference in their purchasing decision.

Where Do Your Challenges Lie?

Let's assume you have made the decision to address mistakes you may be making when you are selling. What do you do now?

First, get a sense of what specific problems crop up when you are selling. Which errors do you typically make? Uncovering which problems follow you around isn't necessarily as easy as it sounds, but it can be done. To uncover your problems:

•    Be honest with yourself. If you can't admit that you have any issues, no strategies for improving will work for you.


•    Make a list. If you know what you are looking for, you are more likely to find it.


•    Pay attention. Once you have your list, simply paying attention to whether the problems are cropping up can help you to uncover them.


•    Bring someone else along. Sometimes you simply can't recognize problems in your selling process by yourself. If you bring someone else along to observe and then coach you, you are likely to not only uncover problems in your process, but to start solving them immediately.


•    Ask your clients and prospects. We have found that clients want to help you be a better service provider. Merely by asking, “When we were in the process of figuring out whether we were going to work together, how did I do? Where could I improve? What feedback do you have?” can actually strengthen your relationship.

Make sure you also contact (or have a third party contact) buyers who chose not to engage your services. What you learn from them may not only be eye-opening, it could immediately save you from continuing to make costly errors.

Fix It…You Can't Go Wrong

Let's assume you now know you have several areas where you can improve. Picking which one to work on first is a whole new challenge. But in this case, just pick one to fix. You can't go wrong.

Each of the 17 problems clients reported had subtle differences in impact on their decision making process. This should not overshadow the fact that, for every problem they experienced, 80% or more of these decision makers report that an improvement would make them at least “somewhat more likely” to consider purchasing the provider's services. With this in mind, any one improvement can make a world of difference in your selling process.

So, pick something to improve! And, tell your friends so that the next time we survey 200 decision makers we won't find clueless, late, and inattentive, but instead hear intelligent, punctual, and focused.


* Source data: How Clients Buy: The Benchmark Study of Professional Services Marketing and Selling from the Client Perspective, authors Mike Schultz and John Doerr. Published by RainToday Research and available for purchase at www.raintoday.com.

 
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