to the client e . g ., a leading academic or expert in a subject of interest ; and Tailored learning events for the client ( seminars , workshops , training , etc .)
Saying “ No ”
Saying “ No ” can often become the catalyst for moving from a Steady Supplier to a Trusted Advisor relationship . This could take the form of challenging a client ’ s priorities , for example , or declining inappropriate work . One of my clients , when asked to do some work in an area it was not particularly strong in , referred their client to a competitor . This reinforced their trustworthiness , and it strengthened , rather than weakened , the relationship .
Finding A New Buyer
Sometimes , a strong relationship with a c-level buyer can propel a relationship to new heights . Sometimes , however , it ’ s a question of finding a new and perhaps non-traditional buyer who can become your champion ( e . g ., someone at a relatively low level but who has budget authority , or someone in an entirely different part of the organization ).
Creating A New Relationship Environment
Most client interactions occur in a formal office setting . By changing that environment , you can augment the freshness and degree of intimacy in the relationship . This idea is supported by research involving married couples : Psychologists discovered that when the couples varied their “ date night ” ritual and went to new places and new events - rather than the same restaurant or movie theatre each week - their feelings of intimacy and closeness increased . Changing the relationship environment could mean simply taking the client out to lunch , or , at the extreme , going offsite for a couple of days to strategize and set priorities .
Bringing New Players Into The Relationship
If the same relationship manager and team has been working with the client for a long time , their perspectives can become limited and their energy and enthusiasm diminished . A client of mine worked
If you were a competitor trying to make inroads into your relationship with the client , what would your strategy be ? Where would you attack ? Which issues would you try to focus on ? Which executives would you target for your own relationship-building efforts ? Taking time to think this through will most likely suggest some opportunities to expand your relationship , or at a minimum , protect it from competitive incursions .
with a large Fortune 500 corporation , and for years the revenues had been steadily shrinking - despite annual assurances by the lead partner that “ we have a great relationship with this client - they love us !” In fact the client had changed significantly , and a new , more diverse set of executives were now in place . In what was viewed as a somewhat wrenching and disruptive move , the firm ’ s leadership put in a new , younger partner to revitalize the relationship . In three years the revenues - and my client ’ s impact on this company - grew dramatically .
Taking The Perspective Of A Competitor
If you were a competitor trying to make inroads into your relationship with the client , what would your strategy be ? Where would you attack ? Which issues would you try to focus on ? Which executives would you target for your own relationship-building efforts ? Taking just an hour or two to think this through will most likely suggest some opportunities to expand your relationship , or at a minimum , protect it from competitive incursions .
Proposing Long-Term Partnership Arrangements
A trusted client partnership is a step beyond trusted advisor . It implies mutual trust , long-term collaboration , and manyto-many relationships . It can also entail structural connections that go beyond the average professional-client relationship . These could include : Long-term contracts which reduce risk and increase value for both sides ( e . g ., discounts or rebates for assured volumes of business ); Joint intellectual capital development . This could range from co-authoring articles to jointly owning trademarks or patents for collaboratively-developed intellectual property ; Methodology showcases . For example , companies that have implemented the “ Balanced Scorecard ” approach can win “ Hall of Fame ” status which results in positive mutual PR and brand enhancement ; and Employee exchanges . Some law firms , for example , will lend associates to work in a client ’ s in-house legal department for several months .
Doing Joint Account Planning
Many companies conduct account planning exercises behind closed doors , where they brainstorm which services they can sell to the client during the coming year . Best practice is to conduct this jointly with the client . It sends a powerful message to the client if you say , “ We are thinking about how we can best meet your needs during the coming year and add more than our share of value . We ’ d like to sit down with you to better understand your goals and plans , and then discuss the areas where we jointly believe we can add the most value .”
Dr . Clifford J . Ferguson is the Managing Partner of Rainmakers , and Chairman of Glad ’ s House . You can commune with him on this or related matters via email at : Cliff . Ferguson @ rainmakers . uk . com , or visit their website : Rainmakers . uk . com .