{"id":84353,"date":"2021-05-27t12:00:44","date_gmt":"2021-05-27t16:00:44","guid":{"rendered":"\/\/www.g005e.com\/?p=84353"},"modified":"2022-12-22t00:43:03","modified_gmt":"2022-12-22t05:43:03","slug":"would-you-buy-your-own-services","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/05\/27\/would-you-buy-your-own-services\/","title":{"rendered":"would you buy your own services?"},"content":{"rendered":"

\"business<\/a>templates are handy but don\u2019t show understanding of what the client wants.<\/strong><\/p>\n

by steven e. sacks<\/i>
\nthe new fundamentals<\/i><\/a><\/p>\n

do you ever wonder why after spending many hours on drafting, editing, proofing and polishing \u2013 and proofing and polishing just once more \u2013 your engagement proposal efforts did not result in winning the engagement? and if this happens on a semi-regular basis, the frustration is never easier to take.<\/p>\n

more: <\/b>the future of the accounting profession<\/a> | 7 signs your accounting firm agreement falls short<\/a> | five common negotiating mistakes<\/a> | reaching for authenticity in client service<\/a> | deadlines? ha! don\u2019t make me laugh<\/a> | organizational change starts and ends with people<\/a> | busyness isn\u2019t the same as productivity<\/a>
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you may have the requisite knowledge and experience and perhaps even a broad view based on a diverse set of clients. however, you may have become complacent by maintaining a \u201ccookie-cutter\u201d approach to developing your proposals. like the old joke defining a consultant: \u201ca person who takes off your watch, tells you the time and gives the watch back to you,\u201d implies an approach that you believe is best for your potential client, yet reflects no understanding of what the client actually needs.
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\nif you use a template or generic approach with a potential client, then you believe the engagement requirements resemble work you did for other clients. but if it doesn\u2019t, you are falling into the trap of telling the person what he or she needs without really understanding the business problem. you may have used flowery prose combined with consultant-speak, but it got you nowhere.<\/p>\n

when developing a proposal, the intended recipient should be at the center, not the consultant. i have seen the overuse of \u201ci,\u201d \u201cme,\u201d \u201cour\u201d and \u201cmy.\u201d what happened to focus on the \u201cyou\u201d? it is completely dismissed out of hand. the client wants to know what you will do for them. sure, your credentials are necessary to assure the potential client that you know what you are talking about, and what you have done for other clients.<\/p>\n

but that\u2019s not enough.<\/p>\n

building the proposal<\/strong><\/p>\n

in structuring your proposal, the eventual reader should know about you, your experience, what you are capable of and how you plan to address the business challenge(s). this means that not only can you offer solutions, but that you can deliver positive results. in discussions with the potential client, you can enumerate the steps in your action plan after you have understood what results are desired. if this means working backward, so be it. at least there will be a logical connection between the steps you undertake and the expected results.<\/p>\n

say what you mean<\/strong><\/p>\n

your proposal should be clearly articulated; there is no confusion about what you believe are the required steps and why you are taking them. your proposal is like a speech: you begin with an overview or an executive summary that captures the client\u2019s needs and current status; you work on the body of the narrative that includes necessary research, analysis, interviews and any other salient elements; and you finally deliver a conclusion (typically an action plan and timeline). the conclusion is really the \u201ceye-grabber\u201d because you\u2019ll want to convey a call to action, which often means a follow-up and the delivery of a contract.<\/p>\n

you may want to build in some flexibility to allow for possible \u201cscope creep.\u201d this occurs when your research uncovers an issue(s) you did not budget for or highlight as part of your action plan. this will eliminate the chance of the client being hit with an 11th-hour change. it may require a phone call or an in-person discussion to let the client know of this possibility.<\/p>\n

as far as the deliverable or final product, be clear about \u2013 and be committed to \u2013 what you are promising in the proposal. and be sure that it comports with the client\u2019s expectations and needs.<\/p>\n

what\u2019s your value proposition?<\/strong><\/p>\n

as stated earlier, the proposal is not designed to extol the virtues of your practice, or of you personally. instead, it should explain how your skills and background as a business advisor can bring value to the client. why should the potential client select you to handle his or her needs?<\/p>\n

this question is your guiding light. it should explain how you can add benefit, such as where your solution(s) increases the long-term success of the client; your level of familiarity with the business problem; what your process is for solving problems; what will be your solution\u2019s impact on the client; and how you will continue to support the client (in any type of follow-up or post-engagement assessment). this last item is particularly important because as a business advisor, you are a partner for success with your client \u2013 not just to get paid after delivering the product.<\/p>\n

think about do\u2019s and don\u2019ts of what to put in a proposal<\/strong><\/p>\n

\u201c… see if you would accept yourself as the consultant to solve your own business challenges.\u201d<\/p><\/blockquote>\n

while your goal in creating the proposal is to be clear and comprehensive, and to offer the potential client a compelling reason to select you, here are some things to consider (and to reinforce):<\/p>\n