Consultoria en Marketing

MARKETING MANAGEMENT CONSULTANCY

THE CONSULTANT-CLIENT RELATIONSHIP

Prof. Estuardo Lu

CONTENT

CLIENTS AND CONSULTANTS.

WHO IS THE CLIENT?

CLIENT CRITERIA TO SELECT A CONSULTANT.

DEFINING EXPECTATIONS AND ROLES.

BEHAVIOURAL ROLES OF THE CONSULTANT.

METHODS OF INFLUENCING THE CLIENT.

COSTS AND FEES.

COUNSELLING AND COACHING AS TOOLS.

CLIENTS AND CONSULTANTS

CLIENT-CONSULTANTThe client has

decided to purchase a professional service under certain terms

The consultant achieve a valid result

in the client organisation

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.



CONSULTANT CAPACITY. Consistency with the training and experience of the

consultant. Consistency with the thematic and regional interest. Existence and accessibility of external staff. Availability and accessibility of material resources and

infrastructure. Responsiveness in time. Responsiveness with an estimated budget. Financial capacity.


CLIENT CAPACITY. Human resources. Managerial, administrative and operational staff. Formal and informal advisors Independence in decision-making Desire or perceived need for changes. Information and Logistics. Existing and available information. Support for the consultancy.


Infrastructure and material resources. Company size. Age, level of operation, physical status.

Financial. Financial History Resources for possible changes.

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


WHO IS THE CLIENT?

Who is the client? Do you belong to the public or private sector? What is your position in the command structure? Rama or sector?

What are their interest? Increase profits, quality, customer. Solve a problem. validate decisions.Improve a process.

What are their backgrounds? Public image. Leadership. Employment history.Dealing with Consultants.

WHO IS THE CLIENT?

Vision of problem or goal. Previous identification. Prior delimitation of liability.Previous approaches of solution.

Background to change. What is the last relevant change?

When was it made? How was it done? What impact did? Evaluation and monitoring is given?

Rapid assessment of the customer profile.

Attitude change. Opening .Dogmatism. Rationality.

WHO IS THE CLIENT?

CLIENT CATEGORIES.

1. Contact clients. Set the initial contact with the consultant.

2. Intermediate clients. Participate of various meetings about discovering facts, evaluation of various possibilities, planification of task, etc.

3. Main clients. Have a problem that need and want help and for which he has used a consultant.

4. Contract clients. Play an essential role in the election process of the consultant, in the negotiation and signing of the contract.

WHO IS THE CLIENT?

5. End clients. Their welfare and interests will looked at the final, affected by the task

6. Sponsors clients. Provide financial resources for the consultancy and may or may not wish to play a role in determining the procedure to follow, choosing the consultant, monitoring execution and approving the proposal to be implemented

WHO DO YOU HAVE TO VISIT?

Analyze the Procurement Committee Members

MONEY

AUTHORITY

NEED

MAN

When you have the MONEY (Approver)Who takes the DECISION(Decision Maker or Influencer)By having the NEED (User, Evaluator)

PLANNING OPPORTUNITIES

CHOOSE THE FORM OF MANAGEMENT

MAPPING AND MANAGEMENT PLAN

DEVELOPING KEY ACCOUNTS

BUSINESS ANALYSIS

ACCOUNTS OR TERRITORY CHART.

BUSINESS ANALYSIS

Purpose:• Evaluate your business based on the existing sales and future

potential. • Segmenting your accounts or business units.

Benefits:• Understanding the factors that impact your business. • Effectively assess and prioritize efforts on accounts.• Identify all opportunities and level of maturity.

TERRITORY MANAGEMENT

CUSTOMERSPLATFORM

Regulars and continuous customers

PLATAFORMA DE TRABAJO

Customers with a low purchase

MARKET PLATFORMNever visited customers

LOYALTYHold

PROSPECTinvestigate

DEVELOPGrow

ANALYSIS OF TERRITORY SEGMENTATION STRATEGY

GIVE TO OTHERSFORGET

GIVE TO OTHERSFORGET

LOYALTYLOYALTYKEEP

PAMPER

INCENTIVAR CONSUMOAUMENTAR NIVEL

DE COMPRA

LOYATY Sales LevelHIGH LOW

VOLUME

HIGH

PotentialFuture

LOW

SET A FORM OF ACCOUNT MANAGEMENT

Purpose:• Establish the best strategy for each accounts segment or business.• Identify resources available and / or required to implement the strategies.

Benefits:• Improve the knowledge of the business segments and the various

strategies to be applied in each. • Having the strategy of the business coverage .

MAPPING AND PLANNING OF BUSINESS OPPORTUNITIES

Purpose:• Establish the best strategy for each accounts segment or business.• Identify resources available and / or required to implement the strategies.

Benefits:• Identify solutions improve knowledge of the business segments and the

various strategies to be applied in each. • Understand the objectives for each business • Having the map and segmented Opportunities listing them according to

solutions initiatives

PLANNING OPPORTUNITIES

ESTABLISH THE COMPETITIVE

STRATEGY

IDENTIFICATE KEY PLAYERS

DEFINING THE STRATEGY OF RELATIONS AND ALIGNMENT

OPPORTUNITYANALYSIS

OPPORTUNITIES PLAN

PUT IDEAS IN THEACTION PLANS

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


CLIENT CRITERIA TO SELECT A CONSULTANT

If the client can establish a

relationship with the

consultant

The consultant has

understanding of the problem

Technical competence

Ability to provide service

Certification of qualifications

and / or quality of the

consultant.

CLIENT CRITERIA TO SELECT A CONSULTANT

Ability to mobilize other resources

The service costs are at client fingertips.

Professional image consultant.

Professional integrity.

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


DEFINING EXPECTATIONS AND ROLES

WHOLE PROBLEM DEFINITION.

The problem for which the consultant was brought in needs to be well defined.

A manager who wants to call for a consultant’s help should not merely recognise a need for such help , but also should be able to define the problem he sees, as precisely as he can.

Before accepting the assigment the consultant must be sure that he can suscribe to the client’s definition of the problem.

There are many reasons why the consultant’s definition of the problem might differ from the client’s.


CONSULTANT’S AND CLIENT’S VISIONReal

problem

Client’svision

Consultant’svision

The first step inidentifying a valuable opportunity isidentifying the change or gap thatmakes the opportunity possible

HOW TO IDENTIFY AN OPPORTUNITY?

Observing trends:Economic, Social,Technological,Political forces.

Solving a Problem

Characteristics of yourCustomer organization

Business, Product or Service opportunity

New Business, Product and service

Ideas.

Prior Experience.Cognitive factors.Social Networks

Creativity

Traffic Signs and Signals

http://www.youtube.com/watch?v=vKFJ_AI3PWA

HOW TO IDENTIFY A REAL NEED? SOLVING A PROBLEM

Study current products and customers to “see” needs and wants.

• For a real need to exist, the new product or service cannot just be a little bit better than the existing alternative.

• It is much easier to find a new way to solve a known problem than an unknown one.

Sources of pain or aggravation are prime opportunities for new products.

• Potential customers often provide clues to indicate the presence of an unsolved problem. Best clue is a customer complaint. Another clue is the expression of an unfulfilled wish.

KEY QUESTIONS TO IDENTIFY A REAL NEED?SOLVING A PROBLEM

1. Do customers have an unsolved problem?

2. Is there a significantly better way of solving a customer’s problem than an existing product or service provides?

3. Can you introduce a sustainably better price for the customer?

http://www.youtube.com/watch?v=_5XpeucUz1w

http://www.google.com.pe/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&docid=IilxQJWMFL7TWM&tbnid=wt_9TETTt9rNmM:&ved=0CAUQjRw&url=http://gighive.com/the-buzz/tag/problems/&ei=wLrZUrbGII3qkQf1_oD4CA&psig=AFQjCNHumYXIVa3QljCSZOySQtTPrLV-KA&ust=1390086985545341

NEEDS ASSESSMENT

MICASO

My FASHION

INTERES

COMFORT

AFFECTION

SECURITY

OrPRIDE

Interests are different because people and companies are

different and make decisions on different criteria.

WHAT IS A SOLUTION?

A solution solves a problem, or at least measurably relieved.

Solutions selling is a way of thinking and acting that focuses on the customer and their problems. Instead of the sales organization and its products.

http://www.youtube.com/watch?v=Jn2InXqPJZ8

SOLUTION SELLING

A solution is equivalent to the client or buyer Vision, is what the customer is looking after and what you have to deliver.

ADVANTAGES OF SOLUTIONS SELLING PROCESS

Focusing on a complete understanding of the critical business issues faced by customers.

• Developing the potential value to be gained by customers.

• Create a strong desire in the customer in order to he buys products and services provided by your company. Hear what we hear.

PRINCIPLES OF SOLUTION SELLING

1. Suffer makes us change.

2. Suffering from a department or a person affects the whole organization.

3. First, the diagnosis is made and then the remedy prescription.

4. There can be or not suffering consciousness. Just when people recognize the disease, seeks a cure.

5. Potential customers may be looking for a remedy or not.

6. Emphasis on reaching potential customers before they decide to seek a remedy.

7. Buyers need to change from time to time.

8. The decision to purchase has at least three phases: recognizing a .need, evaluate options and calculate the risks.


RESULTS TO BE ACHIEVED.

The consultant and the client should clarify what the assigment should achieve and how this achieve will be measured.

It is important an exchangue of views onhow each party regards consulting, how far the consultant should go on working on an agreed task, and what his responsibility to the client is.

If possible, the consultant will try to be involved in implementation, also.


THE CONSULTANTS AND THE CLIENTS ROLES.

1. There are many things that the consultant cannot do at all or cannot do properly, if the client is reluctant to collaborate.

2. Often higher management is unaware of all the competence existing in the organisation, and important strengths may be concealed from it.

3. Collaboration is essential so that the client associates himself full with the definition of the problem and with the results of the assigment.

4. Most importantly, unless the client collaborate in the assigment, he is unlikely to learn from it.

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


BEHAVIOURAL ROLES OF THE CONSULTANT

BASIC ROLES

Resource role. The consultant helps the client by providing technical expertise and doing something for an d on behalf of the client : he or she supplies information, diagnoses the organisation, undertakes a feasibility study, designs a new system, trains staff in a new technique, recommends organizational and other changes, comments on a new project envisaged by management, and the like.

Process role. The consultant as an agent of change attempts to help the organization solve its own problems by making it aware of organizational processes, of their likely consequences, and of intervention techniques for simulating change.



Advocate.

Positional or “contact advocacy tries to influence the client to choose particular goods or solutions or to accept particular values.

Methodological advocacy tries to influence the client to become active as problem-solver.

Technical expert.

The traditional role of a consult is that of an expert whouses special knowledge, skill and professional experience to provide a service to the client.


Trainer and educator.

Innovative consultation frequently requires the consultant to carry out the periodic or continious training and education tithin the client. The consultant can suggest the most appropiate learning process, depending upon the situation and the need.

Collaborator in problem-solving.

The helping role assumed by the consultant uses synergistic approach to complementand collaborate with the client in the percptual,cognitive and action-taking processes needed to solve the problem.


Indetifier of alternatives.

There are direct costs associated with decision-making. While the value of a decision is dependent upon the attaitment of a given set of objectives, in selecting an appropiate solution the consultant can normally identify several alternatives, along with their attendant risks.

Fact-finder.

Fact-finding is an integral part of any consulting assigment, both for developing a database and for resolving intricate client problems.


Process specialist.

The consultant focusses chiefly on the interpersonal and intergroup dynamics affecting the process of problem-solving and change.

Reflector.

The consultant stimulates the client to prepare and make decisions by asking reflective questions which may help to clarify, modify or change a given situation.

CONSULANTS AS SALES REPS

Considering the direction towards the sale and the customer:

CONSULTANTS AS SALES REPS

Consultant as Sales Reps

High customer orientation and sales.

He shows determination to achieve their sales targets and also in strengthening the relationship with the customer.

Once he close a sale, watch the customer bonding.

He cares about the level of customer satisfaction and provides a sublime service.

Act as consultant, offering advice to solve customer problems and increase their profits.

BUSINESS RELATIONSHIPS LEVELS

PROBLEM SOLVER

CREDIBLE SOURCE

VENDOR

TRUSTED ADVISOR

TACTICALProduct superiority test.

STRATEGICCreates personal value and business value in the influencers.Identifying and providing solutions to future needs.

Information Value Loyalty

CONSULTANTTests solutions offering benefits to existing needs.

ROLES IN THE DECISION MAKING PROCESS

Evaluate Problems Opotunity

Define the Objectives

Start the projectEvaluate the

ProjectProve the Concept

Negociate Sign the Contract

ImplementationMeasure the

Results

Prospect Qualify Develop Solve Close

VENDORCREDIBLE SOURCE

PROBLEM SOLVERTRUSTED ADVISOR

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


METHODS OF INFLUENCING THE CLIENT

Demostrating technical expertise.

Exhibiting professional integrity and sharing knowledge.

Demonstrating emphaty with the client.

Using assertive persuasion.

Developing a common vision.

Using participation and trust.

Using rewards and punishments.

Using tensions and anxieties.Persuasion Science http://www.youtube.com/watch?v=cFdCzN7RYbw

BUSINESS DRIVERS

Internal or external business trends that create problems or

opportunities that push managers to take action and

respond.

Business Unit

Financial Pressure

Customers

Competition

Operating Pressure

Business Partners

Supplietrs

BUSINESS INITIATIVES & CRITICAL SUCCESS FACTORS

Drive Business

Business Initiatives

Business Unit

CSF

Business Initiatives

Projects, programs or plans that the Company implement to address business drivers.

Critical Success Factors

Things that have to happen or resources to be taken to ensure the success of the Business Initiative.

LEVELS OF NEEDS

• Latent Pain

Not supported or if it was, their solution is considered impractical.

• Pain Dissatisfaction with a current situation that motivates the purchase of

a feasible solution.

• VisiOn Image solution in which our product may be included.

PAIN IS A DOMINANT DRIVE

• Prospects are 10 times more likely to take action to avoid the pain than getting the pleasure of an improvement.

• PAIN = ACTION.• Focus on the PAIN.

Pain to Action Scale

0

20

40

60

80

100

120

Low Moderate High Unbearable

Amount of Pain

Urgency Factor

WHAT IS THE RIGHT SOLUTION?

Effectiveness of Sales Methods

0

20

40

60

80

100

120

Amount pain uncovered

% Convinced right solution

% Prospects Sold

• A prospectus may be only 5% convinced that your solution is the right one but buy it to avoid pains.

• A prospectus can be 95% sure you have the correct solution to your business but still would not buy.

• You must become part of your list of priorities.

DRIVERS - PAINS

Search negative consequences for not acting

Examples of Pains:

– Loss of sales and revenues.– Loss of market share. – Loss of opportunity. – Inability to stay competitive.– Policy implications between business units or between

executives to excel or show results.

DISCOVER AND STRESS THE PAIN

1. Ask questions to made your clients recognize their areas of pain in Business.

2. Ask question to help you identify your customer pains.

QUESTIONING TECHNIQUE TYPES OF QUESTION

CLASSIFICATION 1

Open* Give information* Start with: What, How, Why, When,

Where and Who.Close

* Obtain the commitment* Answers: Yes or No

Neutral• Provide Response Freedom.

Influence* By formulating try to influence the response

CLASSIFICATION 2

COMPELLING EVENT

1. Why does the customer have to act?

2. What is the deadline of the client to make the decision?

3. What are the implications if the project is delayed?

4. What is the return for the client if the project is completed on time?

5. What will be the measurable impact on the client's business?

Describe the sense of urgency at the executive, managerial and operational level of the Business Initiative Implementation.

COMPELLING DRIVER

Examples:

– Increase the level of customer satisfaction. – Respond to new customer requirements and competition. – Improve the "time to market" launch improvements. – Seize new opportunities new products. – Better staff productivity. – Reduce wait times and / or tail. – Reduce process costs.

POLICY DECISION PROCESS

Advantages of the Analysis

• His understanding allow shortens the sales cycle, having the right people in the discussion.

• Avoids surprises. • Lets have a better presence and expand the influence area or the

coverage of an account.

It is important to know the formal and informal Flowchart of the organization


Formal Roles in Purchase Decision• User.• Appraiser.• Decisor.• Approver.

Change Adaptability• Innovative - The last.• Visionaries – Revolution.• Pragmatic - Evolution Solve.• Conservatives - Do not want to stay. • Laggards - Status quo.


Roles Coverage in the Purchase Decision• Contactless. • Brief contact.• Multiple contacts.• Deep.

Roles against the proposal• Enemy – neutralizing. • Not Withstand – motivate. • Neutral – motivate. • Mentor – leverage. • Sponsor – leverage.

AUTHORITY vs INFLUENCE

CHANGE ADAPTABILITY

Adaptability to change

What do they want? What do they buy? You must sell

Innovators State of the art Tests, Demos Solution excellence Latest

Visionaries Revolution Customized solutions FutureAcknowlegdment Competitive advantage

Pragmatics Evolving Total solution Proven expertiseProblem solving

Conservative Not be left behind Industry standards Guaranteed ROI Low price, low risk

Lagged Status quo Protect investmentLeverage existing systems

SIX PRINCIPLES OF PERSUASION TO HELP YOU INCREASE YOUR INFLUENCE TO SELL

http://www.youtube.com/watch?v=cFdCzN7RYbw

http://acksolutions.com/wp-content/uploads/2014/04/invloedmechanismen.png

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


COSTS AND FEES

INCOME-GENERATING ACTIVITIES.

A precise definition of services for which clients can be charged is essential to the costing and pricing of consulting services.

If only chargeable services generate income, every other service and activity of the consulting firm will have to be financed out of this income.

Chargeable services. Generally speaking, a chargeable service is one performed directly for a particular client on a contract basis.

COSTS AND FEES

Services that are not directly chargeable. General management and administration of a consulting firm, and marketing and promotional activities, as well as research, product development and staff training.

Those are activities that are not directly related to a particular client assignment.

Free client services. Strictly speaking, in a self-supporting professional practice there is no place for “free” client services.

Fee-earning days. Services to clients are costed and, in many cases, charged on the basis of consultant-days (or hours or weeks).

COSTS AND FEES

“The consultant can work for free only if, for some reason, he has decided to do the work in his leisure time, if he accepts a

reduction in income, or if the service is subsidized”.

COSTS AND FEES

• Fee per unit of time.• Fee plus royalty.• Fees contingent on results.• Equity participation.• Percentage fee.• Retainer (ongoing) fee.

Principal fee-setting methods

CONTENT


WHO IS THE CLIENT?





COSTS AND FEES.


COUNSELLING AND COACHING AS TOOLS

COUNSELLING.

Counsellig is a method whereby individuals are helped to discover, understand, face and resolve their own personal problems, wich may be related to education, health, employment, competence, career, relation with colleagues, family relations and so on.

A cosunsellor is consistently concerned in a very personal way with the problem and opportunities facing a particular individual.

COUNSELLING AND COACHING AS TOOLS

COACHING.

Some professional groups refer to “coaching”, by which they mean individualized and non-directive assitance to people to discover and realice their full potential, set and reach better goals, become more self-confident, and overcome various personal problems and barriers to performance and achievement.

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Consultoria en Marketing