Consulting Guidelines Dr. Robert Lahm (With Thanks to Dr. Louis Buck for his Valuable Contributions)

 This is not your business!  You can only make recommendations based on the consulting agreements objectives  You may recommend more than one option and even which option would be best to pursue, but the final decision is the owners  Building a solid relationship with management is mandatory for a successful consulting engagement.

 Technical skills ◦ Experience in the area of interest to the owner or management team ◦ Educational background  Interpersonal Skills ◦ Listen carefully ◦ Ask relevant and well thought out questions ◦ Know how to disagree, respectfully ◦ Encourage the proper implementation  Excellent communication skills ◦ In writing, preparing presentations and verbally

 Knowing how to create a positive impact on the company  Knowing how change can be implemented  Stay focused on the client’s needs and not your needs

 The Initial Interview ◦ What does the client expect as a final deliverable? ◦ What do you, the consultant, expect can reasonably be accomplished after you understand the situation?  If the expectations differ after the consultant has had time to carefully consider the situation then there is work to be done before your proceed  Remember, there are multiple stakeholders in this engagement ◦ Client, faculty, SBTDC, WCU, team members

 Managing expectations is the most important factor in whether the engagement succeeds or fails  The Values of Success ◦ Expected value – meeting expectations ◦ Perceived value – how does the client value your work product? ◦ Delivered value – your perception of your work product  If there are no gaps between these you have been successful

 First, get a clear understanding of the client’s initial expectations ◦ Discuss them and make sure after the initial meeting that you are in agreement – try to make them specific and measurable ◦ (But, remember, people often make decisions at an emotional level.)  Continually track the clients expectations ◦ Circumstances may change during the engagement ◦ Keep listening during the process ◦ Watch for non-verbal indicators

 Influencing expectations ◦ Build trust ◦ Educate the client – tactfully  Explain the problem as you get a better understanding  Explain possible solutions or outcomes  Maintain confidentiality, especially if talking to employees talk with the client in private

 Spells out the legal relationship and which responsibilities belong to each party  Phased contracts are often used ◦ The client has off ramps at more than one place – but so do you ◦ Contracts can be amended as facts become known or circumstances change

 The initial interview ◦ What information / data can or should be collected  History of the business  Products or services  Owners background  Customers  Suppliers  Competitors  Financial Information  Physical facilities & equipment  Employees – enough, too many, abilities…  Problems and missing information

 The Research Report ◦ Industry Analysis  Competitors  Suppliers  Competing products and/or services  State of the industry ◦ Market analysis ◦ E-Commerce ◦ Assessment of the industry – viability, forthcoming technology or process changes, market changes

 The Intake report combines the consultants understanding of the problem and the market analysis  Meet with the client – essential to gain trust and convergence of expectations  Any amendment to the consulting agreement may take place here

 Marketing Audit (Document on WebCat and samples in class)  Strategic Audit (Chapter 3 of Kollat’s Strategy text)  “Guerilla Research” (Lahm – in class)  Sample marketing plans/final projects  SBTDC Guest Speaker - TBA

 October 20, 2009  Lahm: Introduction to Applied Projects: ◦ Consulting and client relations ◦ Confidentiality agreements (entire class)  Discussion of goals for coming sessions: ◦ By the 27 th, teams should have: ◦ 1) Met with clients ◦ 2) Conduct a marketing audit (but, you are not required to create a formal document – samples are shown FYI) ◦ 3) Established a plan to create the project based on client-specific objectives

 October 27, 2009  Lahm: Team Presentations of Applied Project Progress (Oral Reports – Informal): ◦ 1) Presentation of “your plan” ◦ 2) Describe your project and client-specific objectives ◦ 3) Discuss your research findings from your marketing audit and “fact-finding” efforts ◦ Troubleshooting (suggestions from class and/or Dr. Lahm as needed)

 November 3, 2009  Lahm: Groups 8-11* Team Presentations of Applied Project Progress (“Dry Run” of Formal Client Presentations): ◦ Troubleshooting (suggestions from class and/or Dr. Lahm as needed) ◦ * We anticipate the first night may take longer; next week groups 7-11 will present – FASTER!  November 10, 2009  Lahm: Groups 1-7 (Continued From November 3)

 November 17, 2009  Lahm: Groups 1-6* (Team Presentations of Applied Marketing Analysis - Formal Presentations): ◦ Applied Marketing Analysis – Assessments of Client Situation  November 24, 2009  Lahm: Groups 7-11 (Continued From November 17)  NOTE: If possible, clients would come for FORMAL PRESENTATIONS (pertaining to their own respective organizations only) on the 17 th, 24 th, December 1 st and 8 th

 December 1, 2009  Lahm: Groups 1-6* (Team Presentations of Applied Marketing Problem - Formal Presentations): ◦ Applied Marketing Problem – Your “Program” or “Solution” for Client Situation  December 8, 2009  Lahm: Groups 7-11 (Continued From December 1)  NOTE: If possible, clients would come for FORMAL PRESENTATIONS (pertaining to their own respective organizations only) on the 17 th, 24 th, December 1 st and 8 th