Luk’s Bi-Weekly 'Think Piece' For Consultants

Edition #61 - October 19, 2022 

Dear reader, 

Here comes the 61st edition of my newsletter. As mentioned in the previous edition, the past few weeks were packed full of travel and client sessions. I

n this newsletter, I continue to share my learnings and observations from the conversations I've had during those sessions. Many more stories to come.

I hope you can find a moment to disengage from your emails and calls and read my newest experiences and short stories. 

As always, I hope I can create a bubble of calmness with my bi-weekly ‘think piece’, a place of stillness in the face of everyday stress. A chance to reflect on what really matters in your consulting work.

Enjoy reading, 

Luk

Client Discussions

Client questions and case studies from the consulting frontline.

Consultancies must rethink the way their prospects buy

“How does a prospect become a client in your consultancy?”

I posted this question to a group of senior consulting leaders not too long ago during a workshop session.

The answers varied greatly and most involved explaining a complex – and, at times, confusing – a process with continuous back-and-forth until the prospect is sent a contract for services that outlines the work and deliverables, ending in both parties signing it.

Here’s the thing, though. Most consulting firms I’ve spoken to over the years do not have a clearly defined prospect experience.

It’s not like purchasing a piece of software, for example, where you, as a prospect, go to a website, review the features, browse through reviews, sign up for a demo, then purchase the solution – the “self-checkout” process.

Considering the direction in which B2B buyers evolve, consulting firms should seriously rethink their prospects’ journey. While it cannot be reduced to the simplicity of buying products, there is a lot that consultancies can do to make the experience of their prospects more aligned with their expectations.

Read why consultancies must revise their prospects' experience and how they can do it.

Would you like to send a question for one of the following newsletter editions? Please send it to me here. 

The Irresistible Content

I write a lot. Here's the update from the past 2 weeks.

The latest blog article: With a Recession Looming, Consultancies Must Revisit Their Positioning Right Now

A recession is looming. We see it all around us as well – as consumers and businesses. Inflation is rising, contracts are getting put on hold or canceled altogether, gas prices continue to climb, and so on.

However, a recession is not all bad news for businesses – certainly not for consulting businesses. It is a shock to the system, but if prepared accordingly, it can propel the growth of a consulting firm. To achieve business growth during a recession, consultancies must identify opportunities early and revise their current positioning.

My other content from the past 2 weeks

LinkedIn blog: A Summary Of My Content - July-September 2022

LinkedIn post: What is the number one reason why consulting firms fail?

LinkedIn post: Here’s the most important question to ask a new prospect, every time again…

LinkedIn post: I always get shocked by consulting leaders’ answers to this simple question…

LinkedIn post: In consulting, a niche is not a niche.

LinkedIn post: Why a recession can be a source of consulting business opportunities…

LinkedIn post: Consultancies must stop comparing themselves with competition.

The Authority, previous edition: Edition #60

 The Inconvenient Number

Evidence-based learning for consultants.

Here's How I Can Help

Better consultancy firms, better consultants.

🅾️ Assessing the Consulting Firm's Market Positioning

Many consulting firms make the same mistake – rushing to pitch their services without putting enough effort into their positioning.

It always seems so counter-intuitive to me. It makes growing a consulting business so much harder, such a poor positioning. 

Without a strong market positioning, you do not have a proper framework to organize your priorities, client work, and business development. Moreover, your target market has no clear idea of what you do, how you do it, and why what you do is of value. 

I can help you assess the consulting firm's strengths and the areas for improvement. So take a piece of paper and a pen and return to the drawing board. Get the foundation right, and the rest will follow. 

My assessment takes you through a rigorous process of diagnosing, researching, assessing, and comparing the touchpoints that connect your consultancy with your ideal audience for the years to come.

If you don't assess your positioning every 2 to 3 years, you might have missed a few things on the market. 

Interested? Here's a detailed info page. 

🅾️ In-company business development workshops for consultancies

Are you seeking help to build and grow the foundations for a solid business development footprint in consulting?

I can help with short virtual interventions, 2-hour virtual workshops, half-day or full-day classes (virtual or live in West Europe), or 2-day boot camps in a retreat format. 

Everything is possible. 

Interested? Here is further information.

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Previous 'The Authority' edition: Edition #60

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