Archive for the 'Leads' Category

It Feels so Good to be a Loser

Sunday, May 13th, 2007

These are good times for professionals, many having more work than they can handle.  This glut of client opportunities gives firms a rare chance to upgrade the size and quality of their clientele.  To do so they will need to raise rates and turn away small clients and low margin work.  Many find that hard to do.  Why?
 

A client and friend who is a PhD, economist and a rainmaker at a litigation support firm argues that if you aren’t losing two out of three competitive pitches, your fees are too low.  You may not agree with his ratio, but his logic is impeccable.  It’s both good and essential to lose to competitorson price—sometimes. 
 

Operationally, that is a hard message to grasp, because it goes against all of our prior training.  What sport did you ever play where you sought to lose two thirds of the time?  When were you encouraged to go for D’s or F’s in school?  Was being passed over for promotion ever a good thing?  Whenever someone says, I’m glad I lost, it sounds like sour grapes.  Maybe a PhD economist can feel good about losing, but the rest of us don’t.
 

So, we go on competing intensely to win work only to find that we have set ourselves up to lose an opportunity to win a bigger, more strategically important client, because we can’t start soon enough or because we sent the B team to the sales presentation, or because taking the work from the small client created an insurmountable conflict.
 

Firms that overcome this problem usually do so by setting minimums in the size of assignment they take on.  One firm I know of doubled its average project size after enforcing a controversial minimum-sized-project policy.  Revenues ballooned the following year.

I know of another firm that raised its rates 20 percent in one year and didn’t reduce its conversion rate on proposals by even one percent.  But it took guts to hold to such a big price increase.


I think I’ll try a different approach.  The next time someone in the firm loses a pitch on price, I’m going to throw a wine and cheese party for the office in celebration.

 

 

The Lead Glut and Its Consequences

Monday, May 7th, 2007

It happened again! For the third time in so many weeks someone has told me that she is so loaded with work that she is reluctant to call former clients to keep the relationship warm. She fears that they will ask her to take on an assignment that she will have to decline for want of time. This fear is a sure sign of a peak economy.

It wasn’t long ago we were all hoping that someone would ask us for help. Short of work, we swore we would stay in touch with former clients, not letting the relationship go cold again. How quickly the world changes! How quickly we forget!

A glut of anything reduces its value, as any economist will tell you. Leads simply aren’t as precious as they once were, causing us to lose interest in the call and meeting routines and other lead generation efforts.. How quickly we forget that the calls and meetings we have today aren’t so likely to surface immediate requests for our services. Rather, they maintain relationships with those who may seek our services six months or a year from now, or perhaps in the more distant future. And who knows what the economy will be like then?

A downturn will come as surely as the sun sets in the evening. When it does, the clients who still have work to give out will give most of it to the professionals with whom they have a warm relationship. And it’s hard to have a relationship with someone you never talk to.

Rainmakers know this and make their calls and have their meetings in good times and in bad. One rainmaker I know had all the cases his twenty-person practice was working on cancel over the two weeks that followed September 11, 2001. By the first of November, he had his entire staff redeployed on new assignments for these same clients. There aren’t many professionals who could do that. Because he did it, he didn’t have to lay off any staff in the recession that followed. His team sailed through the downturn which put some firms out of business and resulted in layoffs and reduced bonuses at most. With a full team, he could grow faster than competitors during the following recovery and has reaped huge rewards. Without deep client relationships, he couldn’t have pulled this off.

More calls, anyone?