March 6, 2002

Clients' top 10 wishes may surprise you

What do clients want most? Recently I analyzed the results compiled from interviews I’ve done over the years while conducting client perception studies for my own clients.

Before reading further, be advised—some of the answers will significantly change the way you market. They will influence not only your messages, but the way you deliver them as well. The accompanying list summarizes, in descending order, the responses from more than 1,500 clients to the question: “What do you want most from a professional services provider?”

While unpacking the implications, I uncovered three key factors that will make a major impact on the direction and success of your future marketing efforts.

1. Technical competence issues are assumed qualities and therefore, by themselves, are not significant enough to establish a superior firm position.

The top 10 list splits comfortably into two main themes—technical performance and interpersonal relations. Interestingly, technical performance is dead last, followed closely by schedule and budget performance.

This should not be interpreted to imply that technical competence issues are unimportant. Follow-up questions revealed that clients placed a lower priority on these factors because they were assumed as givens—minimum standards to be expected from any professional. For most respondents their criticality was too apparent to focus on as a most-wanted item. Obviously, you would have an awfully difficult time trying to earn someone’s trust without technical competence.

Hear me! Technical competence issues alone are not powerful enough to give your firm an aura of distinction. Almost all of your competitors can convey an image of technical competence with at least some degree of respectable credibility. This is why the second and third implications that follow are so important.

2. A firm culture that emphasizes the importance of strong interpersonal relationship skills coupled with technical competence provides a distinctive image that separates you from the competition.

Clever PR campaigns, fancy brochures, scintillating Web sites and flashy graphics, although impressive, are not as effective in creating brand distinction in professional services as they might otherwise be in marketing products. In professional services your “brand” is your people.

If you are really serious about separating yourself from the pack, start by creating a firm culture that attracts and retains the best people. Then give them the tools they need to both provide excellent service and to build trust-based relationships. I strongly recommend that you invest heavily in interpersonal relationship training until every person who has direct client contact is so thoroughly immersed in these skills that they become second nature. Here’s the bottom line: the firm with the most “A” players wins!

3. Successful marketing messages emphasize the human factor.

Take a look at your marketing messages, starting with the cover letter for your last proposal, and ask the following questions: How much of the letter was centered on technical qualifications, the number of similar projects completed and your schedule and budget performance? Now pose a second question: How much of the letter provided a word picture that describes what it’s actually like to work with the people assigned to the job? Does the letter say anything about how well they listen? Does it say anything about how you kick-off a project by finding out the client’s preferences for reports, project updates and communication? How much of it speaks to a philosophy of proactive problem solving with actual examples and payoffs in money, time reductions and a more pleasurable working experience? When you consider what clients want most, your marketing messages will take on a completely different tone and emphasis.

Successful marketing in professional services is done in the trenches—where technical competency and common courtesy meet. Find out what your clients want. Align your services and capabilities accordingly.

Train your people. Treat them right and they’ll do the same for your clients. Clients will become more loyal. The marketing circle is complete.

Previous columns:

• Ask clients: what will make you happy?, 02-20-2002
• How well are you really listening?, 02-06-2002
• Making exceptional service the norm, 01-23-2002
• Are you a partner or just a vendor?, 01-09-2002
• 3 marketing resolutions for 2002, 12-19-2001
• Time for a change in change orders, 12-05-2001
• Recessions do have a positive side, 11-07-2001
• In a recession, focus on clients, 10-24-2001