Consulting Guidelines

Dr. Robert Lahm(With Thanks to Dr. Louis Buck for his Valuable Contributions)

This is not your business! You can only make recommendations based

on the consulting agreements objectives You may recommend more than one option

and even which option would be best to pursue, but the final decision is the owners

Building a solid relationship with management is mandatory for a successful consulting engagement.

Technical skills◦ Experience in the area of interest to the owner or

management team◦ Educational background

Interpersonal Skills◦ Listen carefully◦ Ask relevant and well thought out questions◦ Know how to disagree, respectfully◦ Encourage the proper implementation

Excellent communication skills◦ In writing, preparing presentations and verbally

Knowing how to create a positive impact on the company

Knowing how change can be implemented Stay focused on the client’s needs and not

your needs

The Initial Interview◦ What does the client expect as a final deliverable?◦ What do you, the consultant, expect can

reasonably be accomplished after you understand the situation? If the expectations differ after the consultant has had

time to carefully consider the situation then there is work to be done before your proceed

Remember , there are multiple stakeholders in this engagement◦ Client, faculty, SBTDC, WCU, team members

Managing expectations is the most important factor in whether the engagement succeeds or fails

The Values of Success◦ Expected value – meeting expectations◦ Perceived value – how does the client value your

work product?◦ Delivered value – your perception of your work

product If there are no gaps between these you

have been successful

First, get a clear understanding of the client’s initial expectations◦ Discuss them and make sure after the initial

meeting that you are in agreement – try to make them specific and measurable

◦ (But, remember, people often make decisions at an emotional level.)

Continually track the clients expectations◦ Circumstances may change during the

engagement◦ Keep listening during the process◦ Watch for non-verbal indicators

Influencing expectations◦ Build trust◦ Educate the client – tactfully

Explain the problem as you get a better understanding

Explain possible solutions or outcomes Maintain confidentiality, especially if talking to

employees talk with the client in private

Spells out the legal relationship and which responsibilities belong to each party

Phased contracts are often used◦ The client has off ramps at more than one place –

but so do you◦ Contracts can be amended as facts become

known or circumstances change

The initial interview◦ What information / data can or should be

collected History of the business Products or services Owners background Customers Suppliers Competitors Financial Information Physical facilities & equipment Employees – enough, too many, abilities… Problems and missing information

The Research Report◦ Industry Analysis

Competitors Suppliers Competing products and/or services State of the industry

◦ Market analysis◦ E-Commerce◦ Assessment of the industry – viability,

forthcoming technology or process changes, market changes

The Intake report combines the consultants understanding of the problem and the market analysis

Meet with the client – essential to gain trust and convergence of expectations

Any amendment to the consulting agreement may take place here

Marketing Audit (Document on WebCat and samples in class)

Strategic Audit (Chapter 3 of Kollat’s Strategy text)

“Guerilla Research” (Lahm – in class) Sample marketing plans/final projects SBTDC Guest Speaker - TBA

October 20, 2009 Lahm: Introduction to Applied Projects:

◦ Consulting and client relations◦ Confidentiality agreements (entire class)

Discussion of goals for coming sessions:◦ By the 27th, teams should have:◦ 1) Met with clients◦ 2) Conduct a marketing audit (but, you are not

required to create a formal document – samples are shown FYI)

◦ 3) Established a plan to create the project based on client-specific objectives

October 27, 2009 Lahm: Team Presentations of Applied

Project Progress (Oral Reports – Informal):◦ 1) Presentation of “your plan”◦ 2) Describe your project and client-specific

objectives◦ 3) Discuss your research findings from your

marketing audit and “fact-finding” efforts◦ Troubleshooting (suggestions from class and/or

Dr. Lahm as needed)

November 3, 2009 Lahm: Groups 8-11* Team Presentations of

Applied Project Progress (“Dry Run” of Formal Client Presentations):◦ Troubleshooting (suggestions from class and/or

Dr. Lahm as needed)◦ * We anticipate the first night may take longer;

next week groups 7-11 will present – FASTER! November 10, 2009 Lahm: Groups 1-7 (Continued From

November 3)

November 17, 2009 Lahm: Groups 1-6* (Team Presentations of

Applied Marketing Analysis - Formal Presentations):◦ Applied Marketing Analysis – Assessments of Client

Situation November 24, 2009 Lahm: Groups 7-11 (Continued From November

17) NOTE: If possible, clients would come for

FORMAL PRESENTATIONS (pertaining to their own respective organizations only) on the 17th, 24th, December 1st and 8th

December 1, 2009 Lahm: Groups 1-6* (Team Presentations of

Applied Marketing Problem - Formal Presentations):◦ Applied Marketing Problem – Your “Program” or

“Solution” for Client Situation December 8, 2009 Lahm: Groups 7-11 (Continued From December

1) NOTE: If possible, clients would come for

FORMAL PRESENTATIONS (pertaining to their own respective organizations only) on the 17th, 24th, December 1st and 8th