What kind of testimonials do clients find most compelling?
Remember that consultants sell competence but clients are buying for confidence. A testimonial is one way to lower the perceived risk that the intangible consulting services a client is about to buy are plausible, realistic and risk free (or at least "low risk"). While you, as a consultant, might like to hear about all the wonderful experience and skills you bring to the table, when you ask for a testimonial, think more about what a risk-averse executive or manager needs to hear.
First, consider the greatest value your clients have received. What have they said was the most important benefit you provided? Then build your testimonial around that. Consider including the following (in a sequence that works for you):
- The project issue or challenge (the preamble for why consultant services were required)
- The intended outcome of the engagement (the value provided)
- The actual outcome (especially longer term, in unit terms of dollars, output, or other measure that might translate to a prospective client)
- The reason the client selected your firm (this is the key element to convincing the next client why they should select you, and should include why any reservations were quickly overcome by your performance)
- The core strength you brought to the project (what aspect of your firm's offering you want to highlight)
- The reason the client selected you above other consultants (here is the second most important aspect of the testimonial to induce your prospect to select you)
There is some value to planning your "testimonial portfolio." Consider the range of compelling reasons you would like to place before a prospect. Since each testimonial can't realistically present all of these reasons, work with your client to create a testimonial that fills the gaps. P.S.
If you are soliciting a testimonial for a firm ratr than yourself, remember, clients are less impressed by a testimonial about a firm when it doesn't necessarily relate at all to the consultants proposed for an engagement. If possible, collect testimonials for the individual consultants on the team rather than the firm in general.© 2009 Institute of Management Consultants USA