Consultant thinking: How to win business and deliver results that matter in the current economic climate

There is very little to encourage consulting firms that the tight grasp that has been placed upon discretionary spend is going to be loosened anytime soon. In an economic climate where financial institutions and government departments alike continue to make redundancies, it can be difficult to find a 'shoe in' to new business opportunities.

However, most of the consultants I know, who know their clients well, would collectively stress that now more than ever is the time when companies need specialised, experienced and calm heads to see them successfully through the choppy waters and out into calmer seas as the recession becomes just a painful memory. So how should consulting firms persuade their clients to invest in their services during these financially constrained times? Read our top tips on how to start...

Place less emphasis on long term blue sky thinking, more on practical 'quick fixes'

Success is unlikely to emerge from pushing hard on blue-sky thinking; investment potential for all clients is focused on the here and now. So whatever the capability that's being promoted, its value proposition must lay in the short-term, and quick, tangible returns. To stand a chance amongst the potential portfolio of projects, of which 70% won't make it to the starting line, whatever is being proposed must appear to be risk free and guaranteed to deliver its return on investment (ROI) in double quick time. So, look for projects that will improve the productivity of existing assets (such as people) or reduce the costs of current contracts (for example, outsourcing, maintenance, etc).

Focus on short term engagements that deliver low risk benefits

Nothing that has a material hint of risk, or in terms of delivery could possibly extend beyond the tenure of the sponsor, will ever make onto the 'signed off' list. Provide a detailed risk register as part of your proposal and demonstrate how you've catered for every eventuality. Construct your solution so that is provides 'quick wins' on the way to delivering the ultimate objectives, in bite sized chunks. Make sure that your delivery process includes regular updates, not on activity completion, but on cost benefits accrued.

Help the client build a robust business case for change and proactively demonstrate your ROI

It is broadly recognised that you could shoot holes through the majority of business cases. Most are there simply to make the sponsor feel comfortable spending the money they've already emotionally accepted they'll spend. But when funds are limited those who invest the time and energy in building a business case than exits unscathed even the most detailed scrutiny will maximise their chances of getting sign-off. At times of uncertainty sponsors are even more interested in their personal values (i.e. protecting their jobs and positions). Proving that your engagement offers the least personal risk will go a long way to securing investment.

Understand the broader portfolio of client change and position your offering within this broader context

At times like these every client has more projects on the go than it can afford to pay for. A line emerges; above the line you get the funding, below the line there's nothing. It doesn't matter than your proposal has a sound return on investment, supports the long term vision and under normal circumstances would be a 'no brainer'. Look for projects that already have sign-off and position your solution as being an integral component of the larger or active project.

Wrap innovation in a package of operational change

Make sure your proposal stands out from other providers by being based on innovation. As long as your proposal clearly meets the required operational objectives don't be afraid to mix in some innovation as being a 'value-add' by-product of the base offering. 'C' tier execs still aspire to deliver innovation in preparation for post recession growth, they just know that they cannot justify projects that focus predominantly on anything that extends into the mid to long term. Maintain the focus on quick wins, but tempt the client with the innovative benefits of your solution as a tasty treat!

Simon Scarrott , Consultant for Elevation Learning

Simon Scarrott has over 25 years of consulting experience, working on engagements for global enterprise clients including Shell, HSBC, Allianz, AXA, American Express, British Airways, which cover strategy, organisational design, operational efficiency, outsourcing and Benchmarking. With Elevation Learning, Simon specialises in delivering courses that focus on winning larger, more strategic engagements, and enhancing consulting skills and professionalism. Visit www.elevationlearning.co.uk for more information.