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How Clients Buy
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How Clients Buy
by Doug Fletcher, Tom McMakin
How Clients Buy
Cover
Title Page
Copyright
Dedication
The Problem
Chapter 1: A Curious Problem
Rainmaking
The Promise of How Clients Buy
The Breakthrough
Our Method
Onward
Chapter 2: Finders, Minders, and Grinders
Consulting
I'm Not Even in That Universe
The Ladder
Up or Out
The Three-Legged Stool
The Commercial Imperative
The Rest of Us
Okay, I Need to Sell; How Do I Do That?
Obstacles
Chapter 3: Beyond Pixels
Selling Consulting and Professional Services Is Hard Because Our Clients Have to Trust Us Before They Buy from Us
The Three R's
How Services Are Different
Systemic Hurdles
Chapter 4: Obstacle #1: What They Didn't Teach You in B-School
Universities
Why Business Schools Do Not Teach How to Sell Professional Services
Chapter 5: Obstacle #2: But I Don't Want to Sell
Why We Can Never Imagine Being Salespeople
The Birth of Management Consulting
We Are the Product
Chapter 6: Obstacle #3: Things Aren't What They Once Were
A Changing Landscape
The End of the Ban on Advertising
The World is Flat
Firefly Ideas
More Players
Chapter 7: Obstacle #4: A Blizzard of Bad Advice
Traditional Sales Training
The Science of Yield
The Myth of the Perfect Pitch
Better Personality
Why This Model Doesn't Work for Consulting and Professional Services
How Clients Buy
Chapter 8: The Secret to Selling
Never Say Sell
Design Thinking Meets Business Development
Chapter 9: Element 1: I Am Aware of You
To a Land Where You Are Not Known
Introducing Yourself
The Awareness Trap
200 People You Need to Know
Tactics—What Works
Chapter 10: Element 2: I Understand What You Do
Lessons from 55 BC
How Clients Remember You
Clients Have to Understand Who You Are
Shrink the Pond
The Bottom Line
Hone Your Elevator Pitch
Tactics—What Works
Chapter 11: Element 3: I Am Interested
Driving in the Right Direction
Making a Meaningful Difference
Tactics—What Works
Chapter 12: Element 4: I Respect Your Work
Track Record
Are You Legit?
Establishing Credibility
Can a Client Rely on You to Get the Job Done?
Tactics—What Works
Chapter 13: Element 5: I Trust You
Trust
Trust Is the Whole Ball of Wax
Tactics—What Works
Chapter 14: Element 6: I Am Able
Ability
A Miscalculation
The Magic Formula
Return on Investment
The Right Level
Tactics—What Works
Chapter 15: Element 7: I Am Ready
Frustration
Bumps in the Road
Tactics—What Works
Putting the Seven Elements to Work
Chapter 16: A Chain Is as Strong as Its Weakest Link
The Right Measure: Three Types of Service Firms
Using the Seven Elements as a Diagnostic Tool
Focus on Where You Need to Improve
Chapter 17: Getting to Work
Do Great Work
Become Your Own Chief Revenue Officer
Build Your Network
Develop Your Own Style
Dedicate Time for Business Development
Stay Persistent and Positive in the Face of So Many “No's”
Whatever You Do, Don't Call It “Selling”
Chapter 18: All Business Is Local
Making Sense of the Global-Local Paradox
The Future of Decision Making
Chapter 19: Our Vision of the Future
A Life Worth Living
Important Work
Three Imperatives for a Better Future
Imperative 1: You
Imperative 2: The Organization
Imperative 3: The University
How Clients Buy
Notes and References
Acknowledgments
About the Authors
Index
End User License Agreement
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Prev
Previous Chapter
Cover
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Next Chapter
Title Page
CONTENTS
Cover
Title Page
Copyright
Dedication
The Problem
Chapter 1: A Curious Problem
Rainmaking
The Promise of How Clients Buy
The Breakthrough
Our Method
Onward
Chapter 2: Finders, Minders, and Grinders
Consulting
I'm Not Even in That Universe
The Ladder
Up or Out
The Three-Legged Stool
The Commercial Imperative
The Rest of Us
Okay, I Need to Sell; How Do I Do That?
Obstacles
Chapter 3: Beyond Pixels
Selling Consulting and Professional Services Is Hard Because Our Clients Have to Trust Us Before They Buy from Us
The Three R's
How Services Are Different
Systemic Hurdles
Chapter 4: Obstacle #1: What They Didn't Teach You in B-School
Universities
Why Business Schools Do Not Teach How to Sell Professional Services
Chapter 5: Obstacle #2: But I Don't Want to Sell
Why We Can Never Imagine Being Salespeople
The Birth of Management Consulting
We Are the Product
Chapter 6: Obstacle #3: Things Aren't What They Once Were
A Changing Landscape
The End of the Ban on Advertising
The World is Flat
Firefly Ideas
More Players
Chapter 7: Obstacle #4: A Blizzard of Bad Advice
Traditional Sales Training
The Science of Yield
The Myth of the Perfect Pitch
Better Personality
Why This Model Doesn't Work for Consulting and Professional Services
How Clients Buy
Chapter 8: The Secret to Selling
Never Say Sell
Design Thinking Meets Business Development
Chapter 9: Element 1: I Am Aware of You
To a Land Where You Are Not Known
Introducing Yourself
The Awareness Trap
200 People You Need to Know
Tactics—What Works
Chapter 10: Element 2: I Understand What You Do
Lessons from 55 BC
How Clients Remember You
Clients Have to Understand Who You Are
Shrink the Pond
The Bottom Line
Hone Your Elevator Pitch
Tactics—What Works
Chapter 11: Element 3: I Am Interested
Driving in the Right Direction
Making a Meaningful Difference
Tactics—What Works
Chapter 12: Element 4: I Respect Your Work
Track Record
Are You Legit?
Establishing Credibility
Can a Client Rely on You to Get the Job Done?
Tactics—What Works
Chapter 13: Element 5: I Trust You
Trust
Trust Is the Whole Ball of Wax
Tactics—What Works
Chapter 14: Element 6: I Am Able
Ability
A Miscalculation
The Magic Formula
Return on Investment
The Right Level
Tactics—What Works
Chapter 15: Element 7: I Am Ready
Frustration
Bumps in the Road
Tactics—What Works
Putting the Seven Elements to Work
Chapter 16: A Chain Is as Strong as Its Weakest Link
The Right Measure: Three Types of Service Firms
Using the Seven Elements as a Diagnostic Tool
Focus on Where You Need to Improve
Chapter 17: Getting to Work
Do Great Work
Become Your Own Chief Revenue Officer
Build Your Network
Develop Your Own Style
Dedicate Time for Business Development
Stay Persistent and Positive in the Face of So Many “No's”
Whatever You Do, Don't Call It “Selling”
Chapter 18: All Business Is Local
Making Sense of the Global-Local Paradox
The Future of Decision Making
Chapter 19: Our Vision of the Future
A Life Worth Living
Important Work
Three Imperatives for a Better Future
Imperative 1: You
Imperative 2: The Organization
Imperative 3: The University
How Clients Buy
Notes and References
Acknowledgments
About the Authors
Index
End User License Agreement
List of Tables
List of Illustrations
Figure 8.1
Guide
Cover
Table of Contents
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Chapter 1
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