INSTITUTE OF MANAGEMENT CONSULTANTS
New England Chapter

News and Views

In this issue:

Member Spotlights

CMC Corner

Welcome New Members

Share Your
Success Story

Member Feature Articles
Clueless, Late and Inattentive: How Buyers Describe Consultants as Sellers
by Mike Schultz

Staying Competitive: Are You Building the Right Advantage?
by Harvy Simkovits

Alan, Alan, Alan
by Jim Simons

Breakfast Brainstorms Calendar

Book and Article Reviews

emerson consulting
group inc.
"We turn consultants into thought leaders!"

~~~~

The Million Dollar Consulting™ College

Personally
Presented by
Alan Weiss  

Boston Harbor Hotel,
Boston, MA:
October 3-7, 2005  

We are back by popular demand. Our April College was sold out, and four seats are already claimed for the October session. I want to extend a personal invitation to my friends in the New England Chapter of the Institute of Management Consultants to participate is this extraordinary experience.

News From Committees

Looking For Articles

The Newsletter Committee is looking for articles. Please contact Mike Kayat at if you have an article you'd like to submit.

From the Editor's Desk

Welcome to this month’s IMCNE newsletter. This is the end of the second quarter of the 2005 consulting year and I hope this has been successful for all IMCNE consultants.

In this month’s issue we have included three feature articles by IMCNE members. The first article by Mike Schultz is concerned with the client’s perspective in looking for consulting services. The second article by Harvy Simkovits focuses on the key competitive factors for winning consulting business. The third article by Jim Simons applauds Alan Weiss for his accomplishments and insights.

We are interested to hear about any instances of where you have received project leads from other IMCNE consultants, or opportunities to provide articles or make presentations. Have you teamed up with other IMCNE consultants on projects?

Good consulting!
Michael Kayat

Member Spotlights

Allan B. Haberman, Ph.D. (Haberman Associates) was interviewed for and quoted in an article written by Catherine Arnst, entitled, “Biotech, Finally”, in the June 2, 2005 issue of Business Week.  

Mike Schultz (RainToday.com) published the article entitled, “ Services Marketing and Moving Online. Are you?”, in the prestigious MarketingProfs.com Today newsletter last month. He is also speaking at the Wellesley Hills Group executive seminar entitled, “ Increasing Revenue for Consulting and Professional Services”, on June 22, 2005 in Newton.

Harvy Simkovits, CMC (Mr. Business Wisdom) had an article published in the June issue of Executive Forums entitled, “Create a Stay in Touch Program to Attract Clients”.

Tom Sowell (Sowell Manufacturing Consulting) recently became a member of the Associated Industries of Massachusetts. A.I.M. addresses a wide variety of public policy issues important to the business community in many venues including the state legislature and regulatory agencies. He is a member of the Manufacturing Technology Roundtable community.

Isn't it your turn to be in the spotlight? Send your name, your business name and 1) recent awards/distinctions/professional certifications you've received; 2) public speaking engagements; and 3) published articles. (Be sure to include key facts, such as when, where and for whom.) You must be an IMC member or affiliate to be featured. Email them to Mike Kayat at , Subject: IMCNE spotlight.

CMC Corner

For all of you who have been contemplating becoming CMCs but haven't known where to start, IMCNE will soon begin a 6-month mentoring program aimed at helping you not only get started but also get finished! With the help of an established CMC as your guide, you will complete all CMC requirements and finally get your goal of CMC status off the back burner. For details on this program, contact Bill von Achen, CMC at 978-440-8022 or .

An invitation to IMCNE CMC members — This section is dedicated to you. If you have commentary you'd like to share, here is a forum for you. Send your commentary to our Editor, Mike Kayat, for consideration. Email Mike at , Subject: CMC Commentary.

Welcome New Members

Scott Robertson
Cambridge Health Alliance

Michael Schultz
RainToday.com

Share Your Success Story

A member recently referred a strategic thinking seminar opportunity to another member with applicable expertise. The seminar is going to be given at a local technology company five times over the coming year.

A member recently found a futures expert through the IMCNE network to participate in a client assignment.

Did you get a speaking or writing engagement, new client or prospect or team up on a project or new business venture based on relationships formed through IMCNE? If so, then we want to hear your success story next month!

Member Feature Articles

Clueless, Late, and Inattentive: How Buyers Describe Consultants as Sellers
By Mike Schultz

Ann, the Prospective Client: Along with the goals for the company that we already talked about, what I really want to do is position the business for sale starting now and then get ready to retire…what I'm thinking is…and then we should…hello…Jim…are you with me?

Jim, the Professional Services Provider: Ummm…oh, yeah. Long-term growth for the company. Right, Ann. Well what you really need is to protect your personal assets while we pursue angel funding. I can help you with both of these.

Ann: Long-term growth? Well, I'm not really sure that's the path we're headed down, but you're the expert. I'd at least like to see what you're thinking. When can you put together a written proposal for me? Jim?

Jim: One sec…<Gets off his cell phone.> I hear ya barkin' there, Ann. I'll get in that proposal and get things moving. I can have that over-nighted to you <checks calendar…flips pages> in 43 days or so. I can't commit 100%, though. It's been busy…

Somebody Else's Problem?

I know what you're thinking. “This is an over-dramatization of the mistakes of a particularly bad consultant. Sure, it's always good for me to reread, but I'm past the stage of needing to hear this. I listen. I understand my clients' needs. I get back to them quickly. I act professionally at all times.”

You may very well be a satisfaction machine, pleasing prospective clients with your charm, wisdom, skills, and promptness. But, odds are you're wrong—at least according to your typical prospects.

In “How Clients Buy: The Benchmark Report on Professional Services Marketing and Selling from the Client Perspective”, we asked the following question to 200 business-to-business buyers of consulting and professional services: Think about the last few times you purchased consulting and professional services. Which, if any, of the following 15 problems did you encounter?

We found the following statistics:

• Inattentive: 41% encountered service providers that did not listen to them (Hello…Jim…are you with me?).

• Clueless: 40% encountered service providers that did not understand their needs (Long-term growth…Well, I'm not really sure that's the path we're headed down).

• Late: 38% encountered service providers that did not respond to their requests in a timely manner (in 43 days or so).

The other 12 problems (e.g. consultant lacked professionalism <gets off cell phone>, consultant did not craft a solution to my needs <pursue angel funding>, etc.) occur regularly, too. Or, you could say, too regularly. In fact, only 15% of buyers reported that they experience no such problems in the process of purchasing services.

What it comes down to: 85% of business-to-business buyers report they recently experienced one or more major problem with the person selling in the process of purchasing services.

These problems may be somebody else's, not yours. 85 out of 100 buyers could be dead wrong. Keep thinking that…and keep fumbling opportunities to win new clients.

Fix It…You Can't Go Wrong

Let's assume you discover you have several areas where you can, indeed, improve. Picking which one to work on first is a whole new challenge. But in this case, just pick one to fix. You can't go wrong.

Each of the 15 problems clients reported had subtle differences in impact on their decision making process. This should not overshadow the fact that, for every problem they experienced, 85% or more of these decision makers report that an improvement would make them “somewhat” or “much more likely” to consider purchasing the provider's services. And what’s that worth, $20k…$50k…$250k? With this in mind, any one improvement can make a world of difference in your selling process.

So, pick something to improve! And, tell your friends so that the next time we survey 200 decision makers we won't find clueless, late, and inattentive, but instead hear intelligent, punctual, and focused.

In order to determine and build your best competitive strengths, assess these factors below in terms of what you see as your company's competitive advantage, i.e., why buyers are buying from you and not your competition.

How much do customers buy from you due to the following "C1" factors?

• The quality and price of your products and services?
• The talent/expertise of your people?
• The knowledge/technology that you provide?
• The location/proximity that you offer?
• The trade experience you have?

How much do customers buy from you due to the following "C2" Factors?

• The trust you build in your buyer/customer relationships?
• The business ethics/standards you hold?
• The industry reputation you have?
• The stability/reliability you can offer?
• The consistency you provide?

How much do customers buy from you due to the following "C3" Factors?

• The effortless/effective/seamless delivery process you provide?
• The integration of competencies you offer?
• The collective intelligence you can apply?
• The organizational alignment/coordination you can provide them?
• The invisible force of desire that you magically create?

Which set of the factors above (C1, C2 or C3) do you most want to be known for by your customers? And, if you're not sure how your customers see you now, then use the above questionnaire to ask their opinion of you.

Based on the above factors,

• If you are mostly competing on: "C1" Factors,
  then you are competing on: Competency/Capacity
• If you are mostly competing on: "C2" Factors,
  then you are competing on: Credibility
• If you are mostly competing on: "C3" Factors,
  then you are competing on: Capability

If your company is just competing on building and improving your Competency/Capacity, then you may be viewed by your customers as just as a Commodity Vendor who can be easily replaced. Competencies/Capacities can always be, in time, matched by your competitors. Your company may have important talent, experience or expertise, yet those can always be duplicated or bought over time. Thus, you can become easily "commoditized" by buyers who choose vendors based on price alone.

If your company is competing on Credibility (in addition to Competency) then you are building strong human bonds between yourself and your customers, and will be viewed as a Trusted Supplier. However, your customers may not remain fully tied to you, replacing your company if a competitor offering greater value comes along.

If your company is competing on Capability (as well as Credibility and Competency) then you provide a business-to-business "experience" and value that cannot be matched. You will then be viewed as a Business Partner, with a dynamic interdependency (business ties that bind) between you and your customers which link you closely together.

Thus, we have the following conclusions:

• Those seen as a: Commodity Vendor
  compete on their: Competency
  are vulnerable to: Commoditization

• Those seen as a: Trusted Supplier
  compete on their: Credibility & Competency
  are vulnerable to: Higher Value & More Interdependent Offerings

• Those seen as a: Business Partner
  compete on their: Capability, Credibility & Competency
  are vulnerable to: Nothing!

So, going back to the list of factors on the previous page, which ones do you want most to compete on and build into your organization?

Harvy Simkovits, CMC runs Business Wisdom. He works with business leaders who want to be their best and win more at business.

Alan, Alan, Alan!
By Jim Simons

Dr. Alan Weiss, consultant’s consultant, swaggered and swayed to a full house at the final IMCNE program of the season. Weiss oozed wisdom like oxygen and the full house inhaled deeply for the better part of 2 ½ hours.

Ken Lizotte hushed the room with arms raised as he brayed, “Hellooo fellow consultants! …Hellooo Mister President!”, one last time. Carol Bergeron gamely assisted.

Carol, not incidentally is the new chapter president, made public at this very point by outgoing president Ken (who wishes to be called X-Prez from here on). If you blinked you missed the changeover: a box of papers was hauled out, Ken bellowed ‘Madame President!’ and it was pretty well over. Huzzahs followed.

Finally to Dr. Weiss who proceeded with a bottoms up, extended question and answer session. Like moths to a flame, attendees probed Weiss for any and every insight: lessons learned, mistakes made, books read and such on the path to million dollar consulting. With little prodding, Weiss warmed to the subject - all things Alan – with anecdotes and role playing as he challenged our conventional thinking. ‘Convention is holding us back’ said Weiss, who is a card carrying contrarian.

Know this of Alan: he is a generalist whose brand is himself, charges for value and doesn’t like to work much. He knows a good tailor and is likely to show up to the client in a red Ferrari. These are reasonable business costs.

Know thyself: you hate to market, fear rejection, price by the hour and are probably are chewing on a 19 cent pen as you read this.

Mistakes? He’s made a few. Picked himself up though, dusted himself off and started over again. Alan channeled lessons learned and a veneer of humility into a discourse of tough love. An important lesson is the worst thing that could happen is usually not fatal and is likely to make you stronger if not wiser. Just do it.

The program was more than half over when someone stood to ask ‘just what is it Alan you do’? The stock answer was organizational development. The truth is he is master of his brand.

Breakfast Brainstorms Calendar
Free to IMCNE members and affiliates, $10 for nonmembers

Tuesday, July 5, 2005
7:45 a.m. - 9:15 a.m.
Radisson Hotel, Manchester, NH
*Note date change due to holiday!

No July Burlington Breakfast Brainstorm - join us again in August

Want to host a Breakfast Brainstorm in your area? Contact for details.

Strategic Partner Events — Check out our Calendar of Strategic Partner and Other Events on our web site for more information on events of interest. Click www.imcne.org/spcalendar.html, then click on the appropriate link for detailed information that could save you money.

Book and Article Reviews

Shackleton’s Way:
Leadership Lessons from the Great Antarctic Explorer
By Margot Morrell
Viking (2001)

This book is about self-management and leadership of a team of diverse characters during extreme conditions. Ernest Skackelton assembled a team with the objective of being the first to the South Pole. During the Endurance expedition (1914-1916), the team survived the extremely difficult and dangerous situations after losing their ship in the Antarctic. Shackleton had to bring a team of very different personalities together to work toward an overall common goal, keep everyone going, determined that they would survive and be the better for it. He built an extremely loyal team who achieved incredible objectives.

Through the diaries and other documents of Shackleton and his team, Morrell has extracted the core elements of leadership success and discusses these in the context of the following:

• Selecting and organizing a team
• Developing leadership skills
• Developing a united and loyal team
• Developing and recognizing individual talent
• Leading the team through a crisis
• Forming groups for difficult tasks
• Never giving up, developing and nurturing the collective determination to keep going.

Shackleton had to quickly adapt to changing conditions, establish a sustainable democracy, encourage contributions from everyone, he used many qualities including humor, to bond with is team without losing his status as leader. He made personal sacrifices for his team and sometimes led by not leading at all – not quite the conventional management approach!

With only very limited resources, the whole team survived and during their lives, they all praised Shackleton for his outstanding leadership.

Please send book reviews to Mike Kayat at
If you come across any interesting articles, please send those in.