David A. Fields offers timely advice on how to reconnect with decision makers after a long period of no contact.
Every decision maker who’s regularly in conversation with your consulting firm is a high-potential source of projects and revenue. But if you’ve been out of touch with a prospect, restarting the relationship can feel awkward. The script below will help.
An “A1” in your contact list is a decision-maker who has a strong relationship with someone in your consulting firm.
Three hundred A1s can power a consulting firm as high as $50 million in annual revenue.
You could build your consulting firm into 9-figures (over $100 million) with a handful of service areas, each of which has three hundred A1 relationships.
A quick rule of thumb no matter what size your consulting firm is, even if you’re below $1 million:
Maintain at least a hundred A1 relationships to keep your practice healthy and thriving.
Groovybeans. But what if you need more A1s in your consulting firm’s network?
Remember Joyce Jamnuckles? She’s the Big Cheese at Solidoleo Corp whom you met at a conference a few years back. You struck up a great conversation over a handful of post-conference conversations, but no business materialized and you stopped following up.
Joyce is a B1—a decision maker who definitely knows you, but not well and doesn’t think of you as a go-to resource. You’ve let the relationship wither, with minimal (or no) contact for years.
Every B1 is an A1 in waiting. All you need to do is rekindle and nurture the relationship.
Key points covered include:
- Staying right-side-up
- Stepping up to the plate
Read the full article, How To Rekindle Relationships With Your Consulting Firm’s Buyers, on David’s website.
If you are looking for ways and means to improve client attraction, spend, and retention, read on. David A. Fields provides practical steps and innovative approaches to improving your firm’s offerings.
If your consulting firm’s offerings aren’t generating gleaming stacks of revenue, it’s time to develop a Level 3 Offering.
You’re not alone if the projects that sustained your consulting business in the past have recently become difficult to close.
Prospective clients are confused about how to please their own customers, or are caught in the grip of uncertainty. As a result, they no longer view your consulting firm and your solution as an obvious, easily-justified choice.
New times, new conditions, new market reality.
Or, perhaps you’ve realized that you need to change up your offerings in order to elevate your consulting firm to the next level of success.
Either way, your consulting firm needs to revamp, or craft from scratch, your offering to achieve your ambitions.
Areas covered in this article include:
- The basics of building offerings
- Offering-development questions
- The three levels of consulting firm offerings
Read the full article, If Your Consulting Firm’s Offering Isn’t Attracting Enough Clients, Try This…, on David’s consulting website.
David A. Fields provides expert advice on how to manage customers during a crisis.
What do you do when your well-intended outreach call crashes into a brick wall of negativity?
Like many consulting firm leaders, you may have been burning up the phone lines the past week or two, reaching out to your clients and other contacts. Your motives are pure—admirable even. You’re checking in, showing support during a difficult time and offering help.
By and large, your efforts engender successful conversations. More executives are picking up the phone these days.
Advice offered includes:
- Staying right side up
- Responding with empathy
- Offering help
Read the full article, How To Gracefully Manage Your Consulting Firm’s Shell-shocked Clients, on David’s website.
In this timely post, David A. Fields provides ten strategies consulting firms can implement to help navigate through difficult times.
You’re swimming in a vast sea of stressful news and, given today’s reality, you’re well within your rights to feel anxious, nervous and uncertain about how your consulting firm should proceed.
Clients are shutting down their operations; workshops and meetings are being called off; in fact, the entire economy appears to be headed for an abrupt, if temporary, halt. What does that mean for your consulting firm and how should you respond?
I pulled together a couple dozen “to dos” for my consulting firm clients. Nine of them are presented below, leaving a space for you to fill in your recommendation for your own consulting firm and for other readers.
Areas covered in this article include:
- Client relations
- Budget management
- Partnership opportunities
- Remote work and delivery
Read the full article, 10 Tough-times Strategies For Consulting Firms, on David’s website.