When should you make your move? When you have been trying to develop, or ‘court’, a new client for some time (building the relationship, getting to know the client, perhaps meeting a number of people, but not yet winning any work), how do you know when to start ‘selling’? If you move too quickly the client could see you as pushy with only one thing on your mind, which could destroy all of the positive feelings you have built up so far. If you move too slowly (or not at all) you may miss real opportunities, both for you and the client, and you could still be courting this client many years from now – to everyone’s frustration.
Download your copy of When should you make your move? here When should you make your move?
When should you make your move? When you have been trying to develop, or ‘court’, a new client for some time (building the relationship, getting to know the client, perhaps meeting a number of people, but not yet winning any work), how do you know when to start ‘selling’? If you move too quickly the client could see you as pushy with only one thing on your mind, which could destroy all of the positive feelings you have built up so far. If you move too slowly (or not at all) you may miss real opportunities, both for you and the client, and you could still be courting this client many years from now – to everyone’s frustration.
Download your copy of When should you make your move? here 
Clients want solutions that deliver as many benefits or as much value as possible, typically for the lowest cost (as many of us might often incorrectly believe, although this is a separate issue). Our ability to develop ideal solutions that offer benefits/value over and above those which are currently available elsewhere, may hold the key to winning more work.
Meetings seem to have become an embedded part of our business culture. The comments I frequently hear most certainly point to them being a huge drain on resources and often a significant barrier to people getting on with their day jobs. If meetings are necessary and we are to spend a significant proportion of our working lives attending them then perhaps considerably more emphasis should be placed upon making them more efficient, productive, satisfying and enjoyable.
If you decide to improve your meetings we very much hope this article will provide you with some understanding of where your efforts may be best placed.
We hear about the lack of collaboration in professional services firms a lot. Pretty much every day of the week we hear stories of a ‘silo mentality’ or a ‘protective’ approach to client relationships, which keeps colleagues as far away from clients as possible and a lid on (potential) growth.
Firms talk a lot about the need to focus on broadening services to clients of a firm, and it’s all well-intentioned. But in the end, the old phrase “actions speak louder than words” holds true.
There are exceptions. And the benefits those firms reap from well planned, action-based collaboration are eye-watering, both in absolute terms, but especially in relative terms when compared to firms who lack the will and/or skills to foster collaboration.
Clients more than ever demand value from their professional advisers. They know there are no shortages of firms out there who are keen to win their business and will continue to apply challenging procurement processes to help them find the best providers. More than ever this means that firms have to work harder to make both their written submissions and pitches stand out from the competition.
Why not take a few moments to complete our healthcheck designed to help identify the strengths in your approach and perhaps highlight areas for improvement that will help to further increase your win rate!
