Large consulting firms have developed an institutional brand and formal "approaches" to differentiate themselves. However, as the consulting field for independents becomes more crowded with retired business executives and retired/departed large firm consultants, differentiation is getting a lot harder. If everyone is selling the same strategic planning, process improvement, training, etc. services, what is the best way to make a compelling case to a prospect that your services are truly different and valuable?

It is unclear whether competition is any easier for large firms than it is for independents. Large blocks of consultants are selling the same services that can be described in general terms focusing on process, knowledge management, strategy, marketing, etc. Every large firm sells more or less the same "technology consulting, strategy, leadership, etc. services. Independents sell many of the same services, just at a smaller scale. Management consulting, like most free agent knowledge work, is highly competitive. In differentiating yourself, what is important is not the "title" of your pitch, but the "subtitle."

Look at new business books. Many have a title interesting enough to get you to look closer, but it is the subtitle that creates the emotional hook. To make up an example, consider "Twenty-Second Century Management: Be First in Your Market to Tap Emerging Tools, Technologies and Cultures." The title raises an eyebrow, but the subtitle would probably make you open the book for a closer look.

So it could be for your services. Don't start by describing "what" you do (e.g., planning, training, finance). Go right to the value with a "title" that is an attention grabber. But, and this is important, once you stimulate an interest with your provocative lead (e.g., like the title of this Tip), be prepared to back it up with a compelling reason why your service really is different. Your prospect will remember the hook and be satisfied that you know what you are doing if you tie it all together.

OK, to validate the point and follow up the Tip title, there are a number of one liners that, if you are honest and mature, provide the basis for thoughtful discussion about the management consulting profession, and your particular services. For example, It's all about chemistry (between consultant and client). Nobody wants to admit that they don’t really know what they’re doing (particularly new consultants and new managers). Everyone thinks they are good at it (there is no objective evaluation standard for consultants' work). All remember it as being better than it actually was (witness consultants' claims in their marketing materials). It is not the size of the consulting team but the effectiveness of the consulting process (large vs. boutique vs. independent consulting firms). There are many more but this is a good place to claim victory and move on!

Tip: You won't soon forget the subject of this Tip and are already thinking of your own one-liners to supplement those above. This is just one approach, but with this type of engagement you get a prospect to enthusiastically engage with you. With a bit of wry humor, you have made it possible for your prospect (hopefully now a client) to look forward to a great consulting experience.

© 2011 Institute of Management Consultants USA

I do my share of speaking at trade events, have a blog with a fair amount of traffic and am active in my professional association. What are some other ways to get in front of people in my industry?

There are certainly many ways to do this but one that is often overlooked is writing letters to the editor of your local newspaper, business journal or trade publication. While this does not replace other activities to get your name in front of prospective clients and your professional colleagues, it does it in a way that is often more powerful.

When you write a letter to the editor, your response is usually short, pointed, relevant to today's news, and in a place where people are actively seeking information. Think about it. A brochure has information about your services but is rarely in a prospect's hands when they are looking for those services. Conversely, people reading the editorial pages of a business journal are highly interested in information, trends or opinions about their industry. These are likely the most motivated, qualified buyers of professional services because they are active information seekers.

Tip: Take a stab at selecting a few relevant publications, find out the contact information and letter submission protocol (this is usually where people abandon their motivation to write because they have to take time get this information), and commit to write three letters to the editor this week. It is not always easy to get your letters published because so many people write in. However, if your response is well crafted, is the right length, and addresses (or contradicts - always good copy) the topic of the day, your chances go way up. The side benefit of this activity is that you will become more focused on the news and industry trends.

© 2011 Institute of Management Consultants USA

I want to extend my practice to an industry in which I have no experience, but for which I think I could provide good service. I have no contacts but would like to know if cold calling is an effective way to make myself known.

Cold calling, as traditionally defined, is generally a bad strategy for consultants. The idea of getting a name off a mailing list or the lobby directory and calling unannounced is likely to result in two things. First, you annoy the person, most likely a senior manager, you are trying to dazzle with your capabilities. Second, you leave an impression that you are somewhat desperate to get work, so much so that you are trying to shortcut the effort required to build a relationship. In essence, you are trying to make withdrawals from a business relationship "bank account" before you have made any deposits.

Recognizing that you are new to the industry and do not have a ready referral network, why not try a "modified cold call," that minimizes the downside of traditional cold calling. This does require some research and, although it is a "cold" route to get to prospects, you do arrive at a prospect's door armed with something valuable to offer.

You probably know enough about the industry that it is an attractive consulting target for you. So, you probably know enough to draft a white paper on key trends in the industry and, given your understanding of the companies, you will recognize several of those companies that are leading positive trends or are in serious trouble. These may well be your prospects, if you can prepare a cogent argument of how your services can bring value to their rise or reverse their decline.

Tip: Prepare a company specific plan of action or white paper targeted at the company or subsector in which the company works. Contact (this is a "cool" call) the appropriate executive with an offer to discuss a specific action they could take to improve their lot. You may have to send the piece ahead to get the appointment, but this should be sufficiently intriguing to land you a face to face conversation about a specific action for which you could provide value. Make sure you have a testimonial/referral or two to back up your claim you can deliver this service.

© 2011 Institute of Management Consultants USA