| an who was often called the world’s most | | | | work wonders. |
| influential business guru of the past 50 years has left | | | | 3. Understanding the psychology of clients also |
| us. But not before leaving some important marketing | | | | provides critical evidence of the validity of the speak |
| lessons for all those who serve clients. | | | | up and get published approach. Professional services |
| Management visionary Peter Drucker, who passed | | | | and consulting are what economists sometimes call |
| away November of 2005 at the age of 95, once said | | | | “credence” goods, in that purchasers |
| “there is only one valid definition of business | | | | must place great faith in those who sell the services. |
| purpose: to create a customer.” To do this, a | | | | How can potential clients trust you if they never hear |
| business person must answer three classic questions | | | | what you have to say? |
| that Drucker posed in his 1954 book, The Practice of | | | | 4. The good news is there exists a body of |
| Management: What is our business? Who is our | | | | knowledge that some have discovered to grow their |
| client? What does our client consider valuable? | | | | professional and consulting practices. As an example, |
| Wouldn’t it be a better business world if all | | | | management consulting firms like McKinsey & |
| professionals and consultants had good answers to | | | | Co. pioneered the approach and have it down to a |
| Drucker’s three questions? If they did, they | | | | science. Speaking and writing is a growing trend. |
| would be on the road to helping more clients. | | | | According to FGI Research, in 1991 a random survey |
| The number one challenge for professionals and | | | | of the top 1,000 U.S. law firms found that 89 percent |
| consultants is creating new clients. However, many | | | | held at least one client seminar per year. In 1999, 94 |
| professionals and consultants feel marketing is too | | | | percent of law firms were regularly holding seminars. |
| time consuming, expensive or undignified. | | | | Lawyers at the top 1,000 firms ranked seminars as |
| Even if they try a marketing or business | | | | the most effective tool for cross-selling and gaining |
| development program, most professionals and | | | | new clients. |
| consultants are frustrated by a lack of results. They | | | | 5. How do you get started as a guru? First, |
| even worry if marketing would ever work for them. | | | | understand that generating new clients is an |
| And no wonder. According to former Harvard | | | | investment and should be measured like any other |
| Business School professor David Maister, the typical | | | | investment. Next, quit wasting money on ineffective |
| sales and marketing hype that works for retailers and | | | | means like brochures, advertising and sponsorships. |
| manufacturers is a waste of time and money for | | | | Rather than creating a brochure, start by writing |
| professionals and consultants. Here are six strategies | | | | how-to articles. Those articles turn into speeches and |
| that do work: | | | | seminars. The best marketing investment you can |
| 1. To attract new clients, the best approach is to do | | | | make is to get help creating informative Web sites, |
| what Drucker did for five decades: demonstrate your | | | | hosting persuasive seminars, booking speaking |
| expertise by giving away valuable information through | | | | engagements, and getting published as a newsletter |
| writing and speaking. Research shows independent | | | | columnist and eventually a book author. |
| professionals, management and technical consultants, | | | | 6. Please know this: the universe rewards activity. |
| corporate trainers, executive or personal coaches, | | | | Start by being curious and asking clients about their |
| marketing and creative firms, and HR and recruiting | | | | pains. Gather information on how to solve those |
| consultants can fill a pipeline with qualified by offering | | | | worries, frustrations and concerns. Be the expert |
| advice to prospects on how to overcome their most | | | | who educates people on how they compare to their |
| pressing problems. | | | | peers and the best ways to overcome their |
| 2. The world needs more business gurus. | | | | obstacles. The more prospects you inform how to |
| Unfortunately, many professionals who learn this | | | | solve their problems in general, the more will hire you |
| truth find the idea of writing and speaking too | | | | for the specifics. |
| daunting and even mysterious. Most feel this is only | | | | Of course, Peter Drucker said it best. In the words |
| for a select few mega-minds like Drucker, but that is | | | | of the man whose work influenced Winston Churchill, |
| a miscalculated view. You don’t need to write | | | | Bill Gates, Jack Welch and the Japanese business |
| more than three dozen books and have them | | | | establishment: “My greatest strength as a |
| translated into 30 languages like the father of | | | | consultant is to be ignorant and ask a few questions. |
| modern management. Just becoming a local guru can | | | | |