MAL48:22 | Page 61

and can attract the necessary funds . This may also be necessary to gain the higherlevel sponsorship in point number 1 above .
Identify opportunities for the client to create efficiencies in their existing budget . This requires investment , but if you gain a deep enough understanding of your client ’ s overall set of expenditures ( e . g ., for consulting , legal services , IT , etc .) you may be able to recommend efficiencies through service provider consolidation , productivity improvements , or other means .
Restructure the work to achieve cost savings . Whereas point number 3 above looks at their broad budget , in this case you recommend changes in the way the client is approaching your particular program or project so that it can be executed for less money .
Create flexible contractual terms . If it is a client you trust , and you can get the agreement in writing , you could offer to invoice and receive payments on a flexible schedule . A client , for example , may have the funds available in three or four months , and if you ’ re willing to accommodate that , you may be in business .
Increase the perceived value of the overall package . “ It ’ s too expensive ” usually means “ We don ’ t perceive sufficient value .” More value could include advice and counselling around your core program or service , personal coaching , knowledge transfer , training , follow-up assessments , or many other things .
Appeal to an important personal “ win ” of the buyer . Most clients have a business agenda and a personal agenda . Showing how your offering can help accomplish both of these will raise the perception of overall value .
Combine budgets to fund your program . To the extent your project impacts multiple functions or business units , you might be able to get budget allocations from multiple sources .
Combine discounts to create a BIG discount . One of my clients was asked to discount their fees by 15 %, and their ability to do this was going to make or break the deal . They responded by creatively finding a total of 15 % from 8 different sources that all reduced their cost of delivery or otherwise saved them money - allowing them to pass on the savings to the client . These included early payment discounts , productivity discounts , a volume discount , and so on .
Restructure the project to meet the budget they DO have ( if they have any left !). This is common sense and it can lead to a very fruitful dialogue about what is most important to the client .
Rename what you ’ re doing and find a different budget category . This could work in particular circumstances . For example , some of a consulting project budget could come from funds for employee training .
Tie your work more closely to quantifiable revenue increases or cost reductions . You should always be doing this , but it ’ s especially important today because of the intense scrutiny on even small amounts of spending at many corporations . You ’ re going to have to spend more time on the benefits case for each piece of work you sell . One tip : Have your client approve / endorse the benefits case . Otherwise it will carry little weight !
Provide ongoing advice to keep the discussion going . If a client has no budget to get a project started , you may - depending on the circumstances - be willing to meet on a regular basis to talk about the issue and give some free consultation to your client , all the while keeping the interest up so that when there is money available , you ’ re the preferred advisor . Invest to stay on the radar screen .
Sell what you do as a product not a service . If you can productize your know-how and approach , then you may have access to a different budget or budget approval process . If your service can be capitalized and then amortized over time , this could make a big difference .
Deliver your services virtually . By eliminating in-person meetings you could dramatically lower the cost of your proposal . Many clients are in fact relying on webinars , teleconferences , video teleconferencing , and other means to cut down travel and meeting expenses .
If you ’ re outside the client ’ s budget cycle , then work with the client to get your proposal into their NEXT planning and budgeting cycle . You could suggest some modest upfront work to learn more about their needs , build some key relationships ahead of your next proposal iteration , and so on .
When you ’ re told there is no budget , first try to understand why . You may actually be able to do something about it - and , help your client with something important in the process .
Dr . Clifford J . Ferguson is the Managing Partner of Rainmakers , and Board Member of Glad ’ s House Kenya . You can commune with him on this or related matters via email at : Drcliffordjferguson @ me . com .