Step four: Push/Pull

Two key factors affect the nature of the opening relationship (Fig. 5.1). The vertical axis measures how close you are to your client, be it through personal acquaintance, previous work or past friendship. This can range from a continuum of "known" to "unknown". The second factor, on the horizontal axis, is the extent to which your marketing is based on a push or pull model. Push is where you target potential clients and then undertake a cold sale. Pull is where the client has identified that you have the particular competency to help resolve a problem.

In the "warm front" or "warm feelings" quadrants, you clearly have a market edge over those in the "cold chill" quadrant. The question is, how can a consultant in the "cold chill" quadrant start to build a relationship with a prospective client or market segment? The first option is the common approach of socialization. Successful consultants often spend a large degree of their time in "getting to know you" situations, through business conferences, trade fairs or other social introductions. This ability to get on a personal level with a potential client makes it much easier to form a working and lucrative relationship.

The second option is to take the specialization route — to build a known brand in the market such that people value the skills or knowledge that you can offer. This is the "guru" path, where the likes of Hammer and Champey, Porter, Peters and Kanter have trod. Their access to market is often based on the fact that people have heard them speak, seen them on television or read their books. As a result, the client becomes convinced that this person will be able to offer a solution to a problem. This process is clearly seen in the big league where the gurus reign supreme and to a lesser degree at the lower end of the market, where consultants offer their wares as presenters at conferences or business fairs.

However, getting into the "hot spot" does not guarantee a contract. Just knowing and liking someone does not mean that a working partnership can be developed. Once in the "hot spot" you must be able to develop a credible, convincing and close relationship with the client — one that helps them feel confident that you will be able to resolve their problem.