To stand out with prospects, we have a lot of our work products, research and data on our website that anyone can view and download (all nonproprietary and not our most valued information). What we are now looking at is non-web collateral that would be effective as a give-away or leave-behind to represent our brand and value to prospects. What are the most effective types?

Consider your reaction and the process you use when you get something in the mail (e.g., refrigerator magnet, inscribed pen) or are handed it by someone in a public setting (e.g., report, CD, notebook). The odds are very high that you are going to dispose of it, either immediately or by putting it in a place to look at later (i.e., never). The key to a recipient is how quickly they can figure out what it is, how it works, how they can benefit from it, and for how long.

This is why flash drives (containing a vendor's collateral) are so popular. I already know exactly what a flash drive is, how to use it, and how it can benefit me. Sooner or later, because I keep it with me and use it repeatedly, I will review the vendor's material. Furthermore, even if I decide to not use the vendor, I have a constant reminder of the vendor and a positive impression. Consultants are infamous for handing prospects beautiful reports of their work to show just how great they are. If someone hands me a white paper that I now have to figure what it is, find a place to file it temporarily, and then spend time reading, my odds of doing all of these things and connecting positively with the provider are really low (especially if I discover it is all about the consultant and not about my needs).

Tip: Don't burden the recipient. Never leave anything with a prospect unless you can guarantee they know exactly what it is, they know how to use it, and they can get value from it quickly. Ideally, they would want to use it immediately after you walk out of their office, and each time they use it, they can do so quickly and see it as valuable. What you consider high value may be seen as low value because its use is complicated to the uninitiated prospect. If your leave behind is hard to understand or use, or difficult to get value from, what kind of impression do you think your prospect will associate with you?

© 2011 Institute of Management Consultants USA

We all know that first impressions are important and we all do our company research before arriving for a meeting, but what really makes a difference to a prospect for the consultant to stand out?

This is not a simple question to answer. Clients vary widely in technical focus, industry background, personal style and their approach to selecting and retaining consultants. However, all clients are human and, as such, respond favorably to people who are interested in them. Due diligence on your prospective client's company is necessary but how much effort are you making to get to know your prospect personally?

I recall one engagement I won with a biomedical research organization because I read the executive's dissertation, several personal interviews, and past news clippings about their community activities and hobbies. This told me a lot about the type of person they were and how they approached their profession and personal and professional relationships. The prospect, who became a client, cited my effort to understand and use appropriate language, topics of casual conversation and interpersonal style as key factors in my being selected. My interest in them as an individual, on top of my interest in their issues as an executive, indicated to them the way I approached my service to them.

Tip: I recommend being able to answer a prospect who asks: Tell me what you know about me? At a minimum., you should have seen their CV or resume, read whatever articles you can about them, looked at whatever social media presence they have and talked to a few people who know them. The little extra effort can go a long way, especially for somewhat obscure information. For example, they may have a LinkedIn reading list or commented on books on Amazon, both of which give you insights about what makes them unique. This is not just to impress them but to really have a good understanding of how best to work with and serve them.

© 2011 Institute of Management Consultants USA

As part of our desire to contribute more to our communities, we'd like to serve more nonprofit clients. Except for the smallest ones, they seem to be run by sophisticated managers who could use specialized consulting expertise. Is this a good market to get into?

When compared to for profit clients, nonprofits differ only in mission focus and how profits are handled. Other than that, which may have little or nothing to do with how you advise them, nonprofits can be extremely rewarding and consulting services very effective in helping them achieve their mission. Furthermore, as public sector budgets tighten and philanthropic funding sources remain tight, there is a greater need for alignment, transparency, accountability and performance in nonprofits to get as much bang as possible from each buck. For the same budget reasons, demand for traditional nonprofit services, especially in health and human services, is growing. That's the good news.

The cloudy forecast comes from the same factors of tight budgets and new ways nonprofits are beginning to operate. Many smaller ones are merging to share services, cut costs or consolidate clientele. Others are changing the way they raise funds, deliver services and staff their organizations. While this may seem like an opportunity for management consultants, the lack of budget and uncertainty on how best to change how a nonprofit does business will constrain those consulting opportunities.

Tip: The Chronicle of Philanthropy reports that 2011 nonprofit job growth is flat and business giving is unlikely to increase. This means your ability to deliver real value (i.e., what nonprofits need, not necessarily what your firm is most qualified to deliver) is in expanding constituent services without any more funding. At the top of the list is your ability to increase revenues from corporations through mutual investments and service delivery projects, not the traditional development function of increased giving. Use the approach of leveraging business and nonprofit missions to mutual advantage and you will find a lot of nonprofits asking for your help.

© 2011 Institute of Management Consultants USA