Book Description
"As usual, Tom Stanley hits the nail squarely on the head. No one better illuminates the 'who, where, and how' of the affluent market in America."-J. Arthur Urcioli, Chairman and Chief Executive, Merrill Lynch, Business and Financial Services, Inc. "This book is the best guide to success that I've seen."-Mary B. Lehman, Managing Director, Banker's Trust Company, The Private Bank.
Customer Reviews:
Very Illuminating.......2004-01-16
I never realized how easy it is to network with the high profile people. Like anythingelse, it can be learned.
Networking With The Affluent is a must read for all entrepeneurs, sales and business people. This is the book that your most successful competitors are reading, using and applying.
Especially good for people in financial services.......2004-01-16
I work for one of the big 3 insurance companies and getting to know the affluent and working their nests is critical to my success.
In Networking with the Affluent, Dr. Stanley shows how to get into this market and offer quality financial products and services. To serve the affluent and others in their network.
You won't find any tricky techniques. But you will find some powerful ideas on how to substantially increase your production.
I have recommended this book to dozens of people over the years. And I can tell by their productivity if they have actually read it.
Get this book. It's great.
Excellent book to penetrate the affluent market.......2004-01-16
Dr Stanley goes over and above the call of duty with this great work. Networking With The Affluent will show you how to penetrate the affluent market...network with it's members and key players within their group.
This book will create relationships that many have heretofore, been unable to penetrate.
Great book by Dr. Stanley.
A very under-rated book! Where are the readers?.......2004-01-16
I cannot believe that there is not at least three pages of reviews for this great book.Being able to link up with "Mr/Mrs High Credibility" is so essential to successand this is the only book that shows the why, who, where and how.Severall years ago I joined toastmasters and as a result was invited to join other organizations as well. I have to admit that I was [initially] very uncomfortable sitting with some of the top CEO's, Board Members and social elite of my city. This book was recommended to me then and I have never looked back.As a result, I have been able to increase my client base, penetrate the affluent market and network with their associates.As I said in the heading, I cannot believe that there are not more reviews here. Perhaps readers are hoping to keep this their secret. I know that when I first heard about this book, I was hoping that none of my competitors would find out about it.I also recommend Dr. Stanley's excellent "Selling To The Affluent" and "The Winners Circle" by Robert Shook.
Some good advice on how to be useful to the affluent.......2002-07-19
If you need to rub elbows with the affluent, who better to learn from than the man who made a career of studying the wealthy? Thomas Stanley, bestselling author of "The Millionaire Next Door," teaches us the networking methods of individuals who cater to the rich in "Networking With The Affluent And Their Advisors."
Stanley writes: "...always remember that you will succeed in marketing if you focus on the needs of your targets." What are the needs of the affluent? Stanley focuses upon eight valuable services that individuals can provide to the affluent.
According to Stanley, the "Eight Faces of Networking" are:
* Being A Talent Scout
* Being A Revenue Enhancer
* Being An Advocate (to your clients' industries)
* Being A Mentor
* Being A Publicist
* Being A Family Advisor
* Being A Purchasing Agent
* Being A Loan Broker
Noticeably missing from Stanley's list is walking poodles. What sort of pets do the rich have anyway? Are they largely cat people or dog people? Or do they tend to avoid pets altogether due to the cost of caring for the furry little fellows? Stanley is silent on the issue.
But, I guess offering to walk a potential client's poodle wouldn't enhance the image of a serious business professional anyway. So, we'll let Stanley off the hook on this point of omission. Each of his other networking suggestions would tend to enhance a businessperson's reputation as a savvy businessperson with the client.
Being a talent scout means providing your network with information about reliable suppliers and people who might be able to provide valuable services. For example, Stanley notes that the majority of the wealthy are business owners, so they are constantly looking for sources of supply for their businesses.
Suppose the fat cat you want to do business with owns a bakery chain. If you've focused your attention upon the food industry, you might just know a good supplier of doilies. That information will come in handy when fat cat laments the lack of reliable doily suppliers. By asking fat cat about his most important goals and concerns, you learn how you can be of service to him.
Of course, if the doily supplier delivers deformed doilies, you might lose the goodwill of the fat cat. Stanley tells us to only endorse people who provide quality services and products, otherwise we compromise the value of our personal network.
Stanley says that it's often wisest to focus upon networking within a few industries because positive word-of-mouth flows more rapidly through inter-industry communication than through intra-industry communication. We learn that one of the best places to learn about an industry are the industry's trade publications and associations.
So, while you're browsing through "Gingersnap Today," in addition to learning about the industry, you'll learn about the movers and shakers of the baking industry. More people to add to your potential food network.
What do most bakers really care about? In fact, what do most wealthy people care about? Dough, of course! Business owners, especially, are always looking to grow their revenue. So, if you enhance a business owner's revenue, you will become a valuable member of his or her network.
Would doily supplier dare drop doing business with you in favor of your competition if you are providing many referrals and enhancing his doily revenue? Especially, if other people providing the same core service don't enhance his revenue at all?
Stanley gives us the example of a financial advisor who was talking with the wealthy owner of a welding company. Rather than focusing upon the financial advisor's "me, me, me" interest of getting as much money under his grubby management paw as possible, the advisor focused upon his potential client's real concerns and priorities.
Upon meeting the wealthy welder, the financial advisor immediately said that he had several clients who owned oil rigs which needed welding services. He put the welder in contact with the oil riggers. The welder received much business and opened a multimillion dollar account with the financial advisor.
Of course, savvy networking is sometimes derogatorily referred to as "The Old Boy's Network," where members only tend to do business with other members. But, everyone has the opportunity to create their own network. Building networks is an equal opportunity endeavor. Unfortunately, sometimes, people have network envy.
Also, notice that financial advisors and others offering core services to the wealthy tend to benefit most from such networking. This is especially true if the basic service provided is largely undifferentiated, as it typically is with accounting services or financial advising, for example.
Stanley argues that the core service provided clients must be worthwhile to secure and retain business. But, core services being equal, the provider who excels at revenue enhancement will probably win.
While revenue enhancement is crucial, maybe, top dog's greatest concern is building his new home. He's a successful doctor who hates negotiating and doesn't have the time for it. But, it so happens that you know the building contracting business and are a strong negotiator. By acting as a purchasing agent for members of your network, you can save members money. And, as they say, a penny saved is a penny earned.
Stanley relates the story of a successful CPA who saved his wealthy client about [money] on the purchase of a new home. When the successful doctor told Mr. CPA about his new home plans along with its 15% builder's fee and extra fees and commissions here and there, Mr. CPA offered to negotiate the final purchase on behalf of his client. Knowing construction, Mr. CPA knew that a 10% builder's fee was fair. But, the commission, paid to the builder, on the sale of the lot, owned by the builder, had to go.
Saving members of your network money on expensive purchases is one more way to benefit them.
Overall, if you provide a service to wealthy individuals and you wish to increase the value of your networking skills, you might find this book useful.
Peter Hupalo, Author of "Thinking Like An Entrepreneur" and "Becoming An Investor."
Book Description
Become a successful information technology consultant!
This is the only book on the market that will teach you the crucial "soft skills" of communication, facilitation, and presentation, plus a methodology for applying IT analysis skills to meet your client's business needs. Using an organized, common sense approach based on his 15 years experience as an IT consultant, Rick Freedman presents this landmark method for partnering with clients, collecting and analyzing data, creating recommendations, and delivering business benefits to clients.
You'll learn how to:
Develop rewarding and mutually beneficial client relationships
Help clients visualize the end product of IT systems consulting projects
Negotiate projects that have clear goals, specifications, budgets, and schedules
Market proposals to executives, managers, and users
Plus, the accompanying CD-ROM provides you with customizable job aids for use in your own work.
Never again will you be simply a "technician-for-hire." Whether you're a newcomer to consulting or a seasoned professional, The IT Consultant provides you with a blueprint for developing your advisory skills, providing quality services, and building successful client relationships.
Customer Reviews:
its like getting $2000 training in the form of a book........2006-09-25
This book is a bit dry in places, BUT the content more than makes up for it.
I recommend this to any consultant. It will improve your level of thinking about what you do a whole higher level. Yes, it does have many effective "tips".
Discouraging.......2006-01-24
I was disappointed in the contents of the book. Although some of the information was helpful, each chapter ended with how difficult it was to be an independent IT Consultant. Also, the book is written from a UK perspective and does not focus on many aspects that are specific to the US, including new legislation (SOX) or sub-contracting.
Over-rated.......2002-10-23
This is a good book - but by no means a classic. It is perfect for its target market - geeks who don't know about business and business value and just want to read a summary of information available from more authoritive sources.
Better books include "Managing the Professional Service Firm" or "Secrets of Consulting" by Weinberg.
A great Read.......2001-11-13
I thoroughly enjoyed reading this book from cover to cover. It's a sure must for anyone wanting to understand and learn about being an IT consultant. I wish I had this book around when I was a consultant. It describes exactly what an IT consultant is, the roles & responsibilities and attributes needed for this exciting career. Face it, most jobs today are very much IT focused, and we're all into IT in one way or the other. This gets my thumbs-up!
Insightful!.......2001-08-04
Author Rick Freedman spent many years as a consultant and his textbook and accompanying CD offer a lot of orderly advice aimed at both the novice consultant and the veteran consultant who wants to improve. Freedman covers such topics as the business of advice, the IT (information technology) consulting framework and developing superior consulting skills. Freedman's main argument is that consultants should train so that they can be of more help to their clients. Successful consultants, he maintains, rely more on their people skills than on their technical gifts. Freedman also gives aspiring consultants advice on how to remain competitive in securing and keeping clients. He instructs consultants to read a steady stream of periodicals and books to keep up with the vast daily changes in technology. We [...] suggest that you can use his book and CD set to find out everything you ever wanted to know about consulting - including how hard it is - but never knew who to ask.
Book Description
Project Sponsorship—which includes case studies, checklists, and action plans—shows how project sponsors and project managers can develop the skills they need to manage successful projects. Randall L. Englund and Alfonso Bucero—experts in the field of project management—have written the definitive guide for educating all stakeholders in the nature of project sponsorship. They describe in detail the responsibilities of the project sponsor, from communications and liaison, selection and training, problem solving, mentoring, and feedback, to the review of project execution. The project sponsor and manager learn how to negotiate effectively with each other and the project team to achieve their commitments.
Customer Reviews:
Excellent on Project Sponsorship.......2007-04-29
This book explains well what project sponsorship is all about. It covers general project sponsorship concepts based on PMBoK, and also introduces sponsorship concepts for client-based projects.
I really like about the book that it is written for both the experienced project manager and the curious novice project manager. It is easy to comprehend without sounding trivial. Examples and illustrations help to understand the material. It is one of the rare project management books that you can pick up and read for fun after a long work day. Enjoy Reading!
Testimonials about Project Sponsorship.......2006-08-01
Colleagues Englund and Bucero have opened the door to the hidden room of PM success, that of Sponsorship! Without a Sponsor, you don't have a project, and your keys to success are lost.
- Bob L. Storeygard, PMP
Project Manager for Traffic & Vehicle Systems Projects
3M Traffic Safety Systems Division
Project Sponsorship- Achieving Management Commitment for Project Success - is a timely and relevant book that offers project managers a look at case studies that show how successful projects are linked to executive support. A must read for all project managers and their respective Executives!
- Louis J. Mercken
Chairman of the Board of Threon Europe & former Chair of the Project Management Institute
Average customer rating:
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Book Description
This book reveals how to truly excel at meeting client needs—and lock in future business, client testimonials, increased referrals and client loyalty. Insightful and full of common sense, Client Relationship Management sheds new light on managing the six elements of successful client relationship management: The client relationship, relationship/project initiation, planning, implementation, closeout, and application/service plan.
The book delivers a wealth of advice from the "real world" — how to define solutions based on the client's history, design a plan that secures ownership from stakeholders, promote strong communication, and orchestrate project closeout to acknowledge individual and team performance.
Practical tools for critical stages of the relationship designed to move the effort forward smoothly, without mishap
Decision Matrix. Establish relationships with key stakeholders at the right time. Ensure they have the information to make a favorable decision.
Stakeholder Analysis. Get the right people involved at the right time. Develop relationships that foster their support and buy-in for the project.
Presentation Guide. Gather information on buying habits and communication preferences of the target group.
Communication Matrix. Document what information stakeholders desire, when they want it and how they want to receive it.
Relationship Extension Plan. Identify additional opportunities to serve your satisfied client.
Book Description
Developing Knowledge-Based Client Relationships, Second Edition, shows organizations how to lead their key clients into lasting, profitable, high-value relationships. Building on the powerful, tested principles of knowledge-based client relationships, Ross Dawson provides clear and extremely practical approaches for all professional and knowledge-based firms on how to create unique value for both clients and themselves.
Detailed case studies across a wide variety of professional services industries offer valuable insights into world leading practice in the field.
He examines key client programs, and how to create deeper knowledge-based relationships through these. He discusses in detail the collaborative technologies available today and how they can be used in client relationships, along with managing portfolios of communications channels. He also discusses firm-wide relationship management, leading relationship teams, and value-based pricing for knowledge-based client relationships. This is done by presenting underlying theoretical framework, a variety of tools for structuring relationships and presenting knowledge to clients, and numerous case studies and examples of firms which have implemented these concepts successfully.
*Completely updated and revised to focus on the latest thinking in client relationships and professional services
* Discusses how to make effective use of the new collaborative technologies
* Includes numerous case studies and examples of real professional services firms
Download Description
Developing Knowledge-Based Client Relationships, Second Edition, focuses on high-value client relationships and key drivers of these today, in particular knowledge-based client relationships. Author Ross Dawson presents clearly and in an extremely practical fashion what knowledge organizations can do to enhance the value of the knowledge they deliver to clients in order to strengthen the client relationship, provide client leaderships, and develop mutually profitable relationships. Dawson then presents a framework for enhancing the client relationship capabilities of the firm, which examines strategy, structures, processes, skills and culture as key enablers of relationship capabilities. He examines key client programs, and how to create deeper knowledge-based relationships through these. He discusses in detail the collaborative technologies available today and how they can be used in client relationships, along with managing portfolios of com
Customer Reviews:
Hitting the Suite Spot.......2005-09-13
The only thing wrong with this book is that more CEOs don't read it. Ross Dawson captures and communicates the strategic and tactical imperatives to help any organization (or person) build lasting and successful client relationships. It is akin to something you always knew but didn't know how to say. Ross does all the work and makes it seem easy. From placing value on your services (do you want to be a commodity or a partner) to implementing collaborative technologies, Ross tells it like it is, in a way that even the most static organization can understand and embrace. A must read for anyone who wants to survive in today's marketplace. Great for marketing communications professionals in particular (at advertisers or at agencies).
Tony Keevan
Great Upgrade in the second edition.......2005-08-13
Ross Dawson has recently produced the second edition to his successful Developing Knowledge-Based Client Relationships. Opening sentences set the tone: "Knowledge and relationships are where all value resides in today's economy...Moreover, knowledge itself is all about relationships." This resonates well with my experience. In this book, Ross looks at this issue in the context of professional service firms, a market in which I spent over 20 years of service. In this case, a client is not simply purchasing the services of the smart individual assigned to them, but the collective knowledge of the entire firm. That is where the unique value lies. Otherwise a simple placement service at much lower rates would be sufficient.
This is the second edition of a book which first appeared in 2000. One of the major upgrades came from an understanding that if you clients do not recognize the value you create for them through more knowledge-based relationships and services, it does not help you or your clients. This new edition addresses this issue by proving material on how to lead your clients through knowledge based relations and understand the value they bring. Ross provides a useful model for obtaining a deep partnership with your client. The four stages are engaging, aligning, deepening, and partnering. While there are many such models, I have found them useful focal points for activities. For example, we used a somewhat similar model to design our internal marketing efforts at Ryder. It helps to ensure that you are laying the right foundation for a deep relationship and not getting ahead of the process. You do not what to conduct aligning activities until you are engaged, etc. Sounds simple, but this point is often overlooked in practice without a model to check against.
There is a good section on the current and future status of professional service firms and a multi-chapter section on how these firms can add value by promoting knowledge-based relationships with their clients. Being very practical I was especially interested in the final section on implementation. How can you practically do this stuff? As Ross wrote, the real value is making these things happen. I was not disappointed here. He gives a robust framework of the five key domains: strategies, structures, process, skills, and culture. But, more importantly, fills this framework in with specific suggestions.
Next, follows a review of the growing communication channels available to connect with clients and their strengths and limitations. There is a tradeoff between efficiency and relationship strength. But the high payoff activities come from the high relationship initiatives. Ross extends this approach to offer ways to expand client contact beyond the initial relationships that brought you into the firm. This expanded contact requires greater guidance and leadership to ensure consistency and alignment with your objectives for the client and this leadership is the subject of the next chapter. Here he makes use of the four stage model introduced earlier, engaging, aligning, deepening, and partnering, and applies it to a variety of communication channels. I have found that a key to success in most consulting relationships is active involvement by the client. The best initiatives, the ground breaking ones, came from a partnering with some smart client people. The worst were ones were we were forced to do it for them. Ross develops this theme in the next chapter on co-creation with some excellent examples such as the successful London ad agency, Mother.
Ross concludes with an appendix on the nature of mental models drawing on cognitive science. This was my academic field so I read this piece with great interest. He covers the two main types of mental representations, analogical or sensory based like images, and propositional which are abstract in nature and best represented by language and math. These two forms can complement each other but their qualities need to recognized and taken advantage of in communication. The goal of this review of the basic concepts of cognitive science is to provide a grounding in ways to more effectively transfer knowledge. To transfer knowledge we must understand how people acquire this knowledge.
I certainly recommend this book to anyone who wants to develop deeper client relations, create more impactful initiatives and enable their clients to appreciate the significance of this work.
Book Description
The consulting industry has been on a roller-coaster ride since the heady days of the 1990s. After a recession triggered by the dotcom crash, it's now growing rapidly again--but in a market that has changed beyond all recognition. Fees are down, buying is centralized and many clients are ex-consultants who know all the tricks of the trade. It's a hostile environment in which great personal qualities are no longer enough--consultants need trusted firms behind them, helping them deliver results. This unique journey through the new consulting terrain looks at how leading consulting firms worldwide create a platform for success: what values they need; who they recruit and what recruitment processes work best; how they keep their finger on the pulse of the market; how they match the right people to particular jobs.
"This book is essential for both client and consultant to understand the pitfalls to avoid and the conditions neccessary for successin todays' complex, multi faceted project environment."
-- Peter Hill, Chief Executive, Management Consultancies Association
"The Trusted Firm presents a compelling blueprint for the consulting firm of the future. From concepts to tactics, this book shows firm leaders why and how to rethink their businesses to earn client trustthe ultimate market differentiator."
--Michael W. McLaughlin, Editor, Management Consulting News and author of Guerrilla Marketing for Consultants
"Fiona, astute observer, commentator of the management field, provides insight and clarity to the chaos of rapid changes in our clients' evolving demands and how our firms can most effectively respond to them.
A must-read for understanding data on contemporary client demands; a valuable contribution to our field. Czerniawska explicates the dynamics of the three-pronged relationship between the client, the consultant and the firm. She explains why each aspect of this tri-partite relationship is equally significant in the successful engagement."
--Elizabeth Ann Kovacs, President & CEO, Association of Management Consulting Firms
Book Description
* Market-specific to financial services * CD Rom providing KAM analysis software, and access to further support. * Practical tools, both in the text and the CD-ROM Building on the success of Peter Cheverton's generic book, Key Account Management, (now in its third edition), Key Account Management in Financial Services follows a broadly similar structure but is aimed at sales and marketing people in the financial services (FS) sector. Designed for practitioners and managers responsible for implementation, the focus is on "making it happen," using real examples to illustrate tools and models, and to highlight success and failure. The book takes the readers through a developing process of understanding, analysis, planning, implementation, and performance monitoring, matching the development over time of their own plans. It is intended to be used as a "before, during, and after" guide to practical implementation. Targeted narrowly on financial services, the book addresses the changing environment and the new imperatives for KAM -- the rising cost of sales, regulatory bodies, globalization of customers, new customer organizations; the buying process in Financial Services; "Competitor Replacement Strategies," a particular feature of the FS market. Also included are a much expanded section on E-commerce and the Internet, and one on the management of non Key Accounts, vital to the success of any KAM strategy in these markets
Customer Reviews:
A Solid Effort!.......2005-05-25
Editor Peter Cheverton is a guru of KAM, and this book somewhat modifies and tailors his basic KAM approach to fit the needs of the financial services industry. The tailoring is slight, mainly a matter of streamlining the style, although that is welcome. One brief but very useful section discusses the importance of dealing with and through intermediaries. In fact, many financial services vendors work through intermediaries, distributing their products or services through banks, insurance companies, mutual fund companies or others. Cheverton and his co-editors, Tim Hughes, Bryan Foss and Merlin Stone, usefully point out that it is important not to consider the intermediary as the customer. Instead, the vendor should look through the intermediary to the final user and assist the intermediary in developing an offering that suits the needs and preferences of that end user. People who have read Cheverton's "Key Account Management" will learn little new here, but we believe that those who have not - particularly those in the financial services sector - will benefit from this shorter, easier book.
Book Description
The publication of this book heralds a new field of management, thought and practice. The advocates of the 'knowledge economy' have to date focused almost exclusively on how managers can increase the internal productivity of their knowledge assets and intellectual capital. The important next step is understanding that a large and rapidly increasing proportion of the value of business transactions is in knowledge itself. Once this is recognized, managers must devote their attention to how to maximize the value of that knowledge to customers, and tie that directly to developing enduring and profitable relationships.
Developing Knowledge-Based Client Relationships guides the reader to understanding the increasing importance of information and knowledge in business transactions and client relationships. It then goes on to present in an extremely practical fashion what knowledge organizations can do to enhance the value of the knowledge they deliver to clients and use that to develop profitable relationships. This is done by presenting underlying theoretical framework, a variety of tools for structuring relationships and presenting knowledge to clients, and numerous case studies and examples of firms which have implemented these concepts successfully.
Fills a gap in present knowledge literature in the customer knowledge area
Practical tools and effective case studies with world-recognized companies
Shows how knowledge organizations of all kinds can increase their competitive edge by adding value to their clients
Customer Reviews:
Valuable Asset.......2002-07-29
Whether you're a professional freelance writer, like me, or a consultant for a firm- you need to read this book.
In a world so consumed with the 'gimmes' and the 'gottas' this book offers a very different view of the business world.
We all have specialized knowledge and how we can benefit from sharing this with those we work with or for, is in essence the nutshell of the business.
How many people have sparked a creative thought or showed you a side or solution you hadn't thought of? We gleen this knowledge from them, but what do we do with it? Do we take it and keep it to ourselves, never exposing the great idea to those who could greatly benefit?
It is far more productive to spread the word, joy, idea or whatever with the people who have hired us as a consultant or employee. I have often had extremely productive conversations with large, important business owners, and yes- even millionaires who listened closely and enjoyed my creative insight. What's more is I didn't charge them for my time, I was simply sharing.
Did this knowledge sharing Ross Dawson discusses cause me any loss or to be cheated out of profit? Not at all, they'll remember me when they need a new idea, and will likely hire me because of it.
Dawson brings to light words we all needed to hear- what goes around comes around. I plan on sharing, how about you?
Buy this and give a copy to a co-worker or boss as a gift!
Dry as a bone.......2002-03-31
This book reads like a dull sociology treatise. It is hard to argue with most of the points, but much of what is stated is obvious. Dawson is heavy on theory, but light on example and ways to apply the theory. A book this hard to read (i.e., dull) should at least deliver a great deal of wisdom. It doesn't. Contrasted with a lively and example-filled book like Thomas Stewart's "Intellectual Capital", Dawson's work doesn't make the grade.
Dry as a bone.......2002-03-31
This book reads like a dull sociology treatise. It is hard to argue with most of the points, but much of what is stated is the obvious. It is heavy on theory, but light on example and ways to apply the theory. A book this hard to read (i.e., dull) should at least deliver a great deal of wisdom. It doesn't. Contrasted with a lively and example-filled book like Thomas Stewart's "Intellectual Capital", Dawson's work doesn't make the grade.
Essential reading for consultants.......2001-09-11
As a consultant who lives from one engagement to the next one of the buzzwords as projects are wrapped up is "knowledge transfer". It is almost like an afterthought and triggers some frantic activity to throw together a last minute plan, get the client's staff to absorb an array of information in a compressed timeframe, and sign off. This book changes that approach for me, and does so in a big way.
After reading the proactive approach to planned knowledge transfer, which needs to be a part of the initial project plan, I would consider the approach I cited above to not only be unprofessional, but borders on malpractice.
This book treats knowledge as a valuable commodity (something the business development types certainly preach, but the engagement team misses), and provides a methodical approach to using knowledge as a the product. Given the fact that we consultants are selling that very thing (knowledge) in a perfect world there should be no need for this book. Unfortunately, this book is sorely needed, and should be required reading for every consultant, regardless of whether he or she is a independent or member of one of the "Big 5".
Rarely do I read a book than makes a dramatic impact on my thinking, or fills me with resolve to immediately assimilate and use the content - this one does. I think it is an important work that is well written and gives a strong foundation for ethical practices and professionalism.
Deceptively Simply, Seriously Valuable.......2001-03-19
A great deal of work went into conceptualizing and crafting this book, and I give very high marks to the author, who does a really superb job of integrating insights from knowledge management, information technology, cognitive modeling, and client relationship or account management. This book makes the jump from airplane reading, to "hold and read several times more."
At the heart of the book, and many appear to miss this on the first reading, is the author's distinction between commoditized information services and differentiated information services. The first, aided by automation, is on a downward spiral in terms of both value and pricing, and competition is fierce. The second, partially aided by automation but ultimately being unique for rising to a higher level of knowledge service delivery that can only be done by expert humans, is where value pricing and differentiation can be found, and where professional services need to go if they are to remain profitable.
The second urgent and valuable insight the author shares with us is the co-evolutionary nature of a service that evolves through constant knowledge transfer to the client and constant co-creation of new knowledge as the competitive advantage; and a very deep and broad relationship with the client at all levels of both organizations. One leads to the other, the other leads to finding new business with the same client, and the cycle repeats itself. This insight is especially relevant to all those who are using information technology to force single human account managers to handle more and more accounts remotely, all the while "losing touch" with their clients for lack of time to make the personal visit or personal telephone call. This is also explicitly contrary to the prevailing "black box" model where knowledge is withheld as proprietary--the author makes it clear that in this new era, withheld knowledge is much less valuable and much less survivable--this is a dying model.
Among the sections of the book that I found especially worthwhile, partly for their elegance of expression and partly because they represent a considerable professionalism in distilling vast arrays of writing by others, were those that itemized the seven processes for adding value to the client relationship by adding converting information into knowledge (filtering, validation, analysis, synthesis, presentation, ease of access and use, customization); the rare simplicity of the distinction between implicit and explicit knowledge and how to communicate both kinds of knowledge; the brief but sufficient discussion of four key humans in the loop: the senior representative, the relationship coordinator, the knowledge specialist, and the knowledge customer; and the more general discussion of the various means for communicating knowledge value to the client, both in terms of channels and in terms of events including scenarios and wargaming.
Contrary to the publicity, this is not a case study book, although the several "gray block" inserts are both helpful and credible. This book is an executive primer for managing value in the 21st Century, and it merits several readings, not one.
Where the book falls short, and it may be that this is deliberate and better left for another book, is in the section on pricing knowledge services. Despite a fine summary of the kinds of pricing that are used, from time and materials (both the predominant means and the least profitable) to retainer to contingency to commissions and tenders, one is left feeling that neither the author nor his otherwise excellent sources have really come to grips with the fact that clients are still mired in an industrial-age financial mindset that values fixed goods and is not yet ready to pay for intangible knowledge goods. My own research suggests that fully half of the competition for knowledge professionals comes from client middle managers and senior sales or production experts who believe that they know everything they need to know to make good decisions--the other half comes from niche providers of very fragmented services, from the aggregators of online information (Factiva, Lexis-Nexis, DIALOG) to the market research firms (FIND/SVP, Fuld, SIS) to private investigative groups (Arkin, Kroll, IGI) to academic consultants (Harvard, UT) to localized information brokers listed in the Burwell Directory...and many many other sources including commercial imagery and Russian military maps of third world regions that most knowledge specialists--as well as their clients--overlook completely. Somewhere in all this mix, the big accounting and legal firms are trying to leverage their access to clients by becoming portals to global knowledge, and they are *not* delivering the integrated value they should--a value that can only come when the author's wisdom becomes conventional, and every professional services person knows how to define the question, discover and validate the sources, discriminate and distill the many sources into a value-added compelling presentation, and do so in timely easy to use fashion.
Some will be deceived by the very easy to read and well-organized sections into thinking this book is slightly superficial. That is not the case. This is a very well researched book that represents enormous value-added because the author has creatively distilled and organized at least four separate literatures, and done so in a fashion that will repay multiple readings of the book by the new standard: at least twice the value of your time taken for each reading.
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Marketing and Selling Design Services: The Designer Client Relationship
Mary V. Knackstedt , and
Laura J. Haney
Manufacturer: Van Nostrand Reinhold
ProductGroup: Book
Binding: Hardcover
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ASIN: 0442010737 |
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