Seems to me there are two extremes when clients buy consultancy.
At one end of the spectrum there are complex projects, driven by top-executives, which are seen as mission critical. With these you’ll work with executives to clarify their vision and help them make strategic decisions. Usually scoping conversations are vague and the budget is elastic. Top executives select partners based on trusted relationships, or recommendations from their trusted network.
At the other end there are the more tactical projects, driven by managers with an approved budget. These projects are always ‘jobs to be done’. These might be to provide expert guidance for implementation (your methodology to get a result, expertise and process management), or to provide pairs-of-hands to do the work (managed-services, or outsourced professionals). Scoping conversations are primarily focused on functionality (statement of work) and deliverables. Managers select vendors based on existing relationships, reputation, competence, and price.
It’s a big mistake to market and sell complex and tactical projects in the same way. Each require a different approach – prospecting, value messaging, and sales know-how.
You might want to reflect on these differences and complete these statements:
1. To win complex projects we must …
2. To win tactical projects we must …
Have you thought about this before now?