Summary of Tom McMakin & Doug Fletcher's How Clients Buy , livre ebook

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29 pages

English

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Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 This book is for consultants and professional services providers who want to understand how clients buy consulting and professional services. We see lots of thorny problems that need solving, and we see lots of smart people ready to help.
#2 The most important thing in private practice is how to get clients, and yet we are taught nothing about selling. It’s hard to sell consulting and professional services, because they are sold on relationships, referrals, and reputation.
#3 The consulting and professional services industry is a $1. 7 trillion global industry, with 6. 1 million of us in the United States working as consultants or in professional services. As the U. S. economy has shifted from manufacturing to a more knowledge-intensive economy, the consulting and professional services sector has expanded at a faster rate than the overall economy.
#4 The 10 qualities you do not need to benefit from this book are a certain size, a particular kind of expertise, a sales personality, a big budget, a growing industry, a hot product set, level of experience, and a willingness to live on the road.

Sujets

Communication persuasive

Marketing de contenu

Informations

Publié par	Everest Media LLC
Date de parution	27 avril 2022
Nombre de lectures	0
EAN13	9781669394112
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0150€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on Tom McMakin & Doug Fletcher's How Clients Buy
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4
Insights from Chapter 1

#1

This book is for consultants and professional services providers who want to understand how clients buy consulting and professional services. We see lots of thorny problems that need solving, and we see lots of smart people ready to help.

#2

The most important thing in private practice is how to get clients, and yet we are taught nothing about selling. It’s hard to sell consulting and professional services, because they are sold on relationships, referrals, and reputation.

#3

The consulting and professional services industry is a $1. 7 trillion global industry, with 6. 1 million of us in the United States working as consultants or in professional services. As the U. S. economy has shifted from manufacturing to a more knowledge-intensive economy, the consulting and professional services sector has expanded at a faster rate than the overall economy.

#4

The 10 qualities you do not need to benefit from this book are a certain size, a particular kind of expertise, a sales personality, a big budget, a growing industry, a hot product set, level of experience, and a willingness to live on the road.

#5

There are seven elements to consider when buying a professional service: they become aware of you and your services, they develop an interest in you and your firm, they respect your work and are filled with confidence that you can help, they trust you, and they have the ability to pull the trigger.

#6

The advice in this book comes from three primary sources: interviews with over two dozen senior professionals working in a wide range of consulting and professional services, a review of the existing literature on the subject of business development for consulting and professional services, and our collective experience working in management consulting and business services for fifty years.

#7

Russell, the president of the University of Virginia’s class of 2007, showed leadership in how he chose to be with those he had decided to serve. He was not like Mel Gibson on a stallion, rallying of the Scottish tribes in Braveheart, but a quieter call to duty.

#8

The consulting industry draws the best business school students because consultants are called in to do challenging and essential work. The average starting salary for a post-MBA graduate at BCG is $147,000 with another $50,000 to $70,000 in bonuses and 401(k) contributions.

#9

The world of high-end consultants is similar to the world of sole proprietors, small CPA firms, and attorneys. They hear about hundreds of thousands of dollars in pay, and they think to themselves, hundreds of thousands of dollars of revenue would be good.

#10

At BCG, Russell learned that the higher you climb the ladder, the more you are valued and the more you are paid. The firm makes it worth your time if you are a good consultant.

#11

The Cravath System is a Darwinian meritocracy in which only the best survive. Everyone else is counseled out. It's all very polite, but large consulting firms are built to be unforgiving pyramids in which not everyone can succeed.

#12

The third leg of the stool is the ability to generate new business. It's one thing to do the work well and lead successful engagements, but someone in the firm must be the one who spoke with the client in the first place.

#13

In consulting and professional services, there are finders, minders, and grinders. Grinders do the work. Minders supervise the grinders. Finders bring in the work on which everyone else delivers.

#14

The same can be said for consultants and professional service providers. If you're weak at any one of these three disciplines, the stool won't support your weight. If you're a sole proprietor, your enterprise will fail.

#15

Consulting and professional services are different from other goods, and selling them is a challenge. The goal is not to sell what we do but to be invited into clients’ projects as trusted partners.
Insights from Chapter 2

#1

Selling high-end expert services is completely different from selling ice cream or iPads. The client has to trust the consultant implicitly, just like they would a lawyer.

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