1 / 51

Outsourced Information Services: Client Relations Success Factors

Outsourced Information Services: Client Relations Success Factors. Annie Joan Olesen A9 Consulting, Denmark Ulla de Stricker de Stricker Associates, Canada. When outsourcing information services is a success … what are the factors?.

talli
Download Presentation

Outsourced Information Services: Client Relations Success Factors

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Outsourced Information Services: Client Relations Success Factors

  2. Annie Joan OlesenA9 Consulting, DenmarkUlla de Strickerde Stricker Associates, Canada

  3. When outsourcing information services is a success … what are the factors? • Seasoned consultants asked themselves: It can’t just be coincidence, can it? • Annie (the consummate entrepreneur) obtained funding for a pilot study • Recruited fellow consultants willing to be interviewed (2004) • Clients were interviewed in 2005

  4. Information Consultants Interviewed • We approached those in an advisory role, offering CI, BI, research, and other strategic services • As opposed to e.g. outsourced tech services

  5. Two “modes” of consulting: • Independent consulting practice • Consulting done as part of a team in larger firm (e.g. Accenture) • Similar themes emerged

  6. Overriding Themes • The Degree is only the beginning • Formal education does not equip for managing the client relationship • Our profession is a mystery to our clients • Oh, surprise!

  7. THE INDEPENDENT • Interviewees focused strongly on the client relationship (as opposed to professional skills we take for granted) • “Know and understand the customer” • Client must perceive true value for money • That was not a course in school

  8. Key Points • Clarity about the Business Arrangement • Rapport and Consideration • Trust and Reliability • Marketing

  9. Clarity about the Business Arrangement … • Can feel awkward to spell out in great detail what will be delivered, but it is a must • Range from coverage/scope of a report to time frame for return calls (etc) • Forestalls snags later on • Different consulting roles bring up different details (“temporary staff” vs. “miracle worker”)

  10. Specifically … • Elasticity of consultant’s availability • Contingency plans • Subcontractors • Milestone / time lines • Amount of conferring and “checking in” • Room for departing from original plan if new information or opportunity comes to light

  11. Rapport and Consideration • “A successful relationship calls for a higher standard of professional virtues ... we are in effect psychologists” • Breaking a challenge into manageable parts • Listening skills: The client is worried • Awareness of team dynamics • Interpersonal appropriateness • Gauging client’s work style • Bringing “humanity” to bear

  12. Trust and Reliability • Imperative client has total trust in our ability to deliver – and then some • “You know you have built a good relationship when the client instinctively turns to you no matter what the subject” • “Build a reputation as someone who can be counted on … no matter what”

  13. Marketing • “It’s not as if we are selling something everyone is clamoring for” • No text books on marketing information consulting • Trial and error (just as with price setting, contract negotiation, budgeting)

  14. CONSULTANT IN A LARGER ENTITY • Common constraint: • Business needs of the firm may limit the scope and depth of what can be offered to client • A huge challenge for librarians who traditionally “over-service”

  15. “Large House” Culture is Demanding • A challenge to be lone info specialist among cadre of Mgmt/IT consultants focusing on selling large contracts • Mgmt/IT consultants often accustomed to working somewhat superficially (we aren’t) • Conversely: Support of colleagues, no need to sell to end client • BUT: A need to market to the house consultants to get them to include us in their bids

  16. Cost of Good Info Work Not Well Understood • House consultants may pressure for lower price • Info consultant must be a good negotiator and explain ROI clearly

  17. THE CLIENTS SPEAK • A variety of clients were asked to comment on their experience with consultants overall • Not a rating exercise!

  18. Clients’ Focus • Most clients interviewed focused on the consulting assignment PROCESS • Some key comments were made concerning the SALES process

  19. What we asked • What was the motivation for requesting external help? How did you go about finding the right consultant? • What was your experience with the process from start to finish? • What are some key consultant qualities that make for success? • Looking back, what would you do differently or the same way, and why?

  20. Clients echo consultants but raise important ‘environmental’ aspects • Clients are often in situations that are not straightforward (internal change, competing organizational priorities, etc) • The assignment may therefore have elements that are not clear cut • Or the presenting symptoms may be associated with a deeper set of challenges (icebergs)

  21. Clients’ Background Challenges • The direct client may face challenges associated with the overall organizational IM/KM (etc) approach • There can be artifical limitations to the budget for the project (etc etc)

  22. Distinction bw “Purchase” and “Help” • Clients may want a clear cut delivery of X ”product” without further complexity • But may want extensive assistance in defining issues, approach, etc

  23. Clients’ Point of Departure • Lack of time or expertise are frequent motivators, but … • The client may know or suspect a need for change/repair/planning/opportunity taking • Project may encompass a discovery phase before firm project parameters can be established • In other words, the consultant consults about the project before the project (can be an advantage for the consultant – IF the money corresponds!)

  24. Clients’ Selection Process • Word of mouth remains a powerful mechanism – how do we support it and make sure the clients hear about us? • Where RFPs are mandated, the process of writing it can be a challenge in itself if project parameters are fluid or open to consultant input (so that consultants have difficulty responding!)

  25. The Project Process: Challenges • #1: Ensuring the consultant is thoroughly oriented about all the details with a bearing (lack of time was an issue to begin with!) • #2: Ensuring the c. understands the CULTURE in the organization • #3: Risk of misunderstanding if consultant lacks detailed knowledge of the industry or activity domain – effort can be expended but `that was not quite what was needed’

  26. Process Challenges • Managing ongoing communication with consultant and keeping project on track • Managing staff perceptions and attitudes (e.g. anxiety) – using trusted staff representative as liaison can be helpful • Ensuring everyone maintains an open mind toward possible solutions • Dealing appropriately with ”related” findings appearing in association with the project

  27. Management of the Deliverable (`the Report’) • 3-page summary vs. 60-page report • ”Don’t leave me to dig through a long report – help me decide” • 24 bullets: Tell me what to do • 8 – background • 8 – what was done/discarded • 8 – what to do now • Appendices are handy

  28. Clients’ Perception of Our Value • Ongoing relationship & support: Distinguish between relationship and transactions • Objectivity and fearlessness in telling it like it is – ”point out the true issues” • Previous experience & fresh approach • Flexibility (meetings, date changes, etc – it can be a challenge for consultants to limit their willingness to ”jump”) • Effectiveness in presenting to and dealing with senior management (who may be surprised at the project outcome)

  29. Clients comment on the Sales Process: A Key Lesson • Key takeaway: Some clients are not worth the effort and aggravation! • Consultants can be tempted to allow the back-and-forth sales process to continue far beyond what is appropriate • Consultants may lack strong skills in determining • who is a buyer (or at least receptive to the pitch) • whether the decision makers are ready for change • Whether there is budget and commitment

  30. The Sales Process • Concept of ”earning the right to sell” by: • Documenting how the offered services have helped the competition (or analogous organizations) • Documenting an understanding of the client organization’s issues … BEFORE making the pitch! • ”Being a lodestar vs a bearer of water: Don’t spill the water on the way to the customer” (AJO)

  31. IMPLICATIONS FOR PROFESSIONAL DEVELOPMENMT • Business Savvy is of course needed • But “soft skills” are crucial

  32. Soft Skills: How To … • Gain trust and respect of executives • Inspire confidence in others • Create rapport and comfort to support clear communication • Deliver value at all levels of the business interaction • Leverage “whole person” thinking

  33. Call for a Curriculum • Launch and Management of an Info Consulting Practice • Marketing and Sales Management & Business Development • Client Prospecting • Client Relations Management

  34. A Thank You to our Colleagues • Mary Ellen Bates • Trine Sand Bjerrum • Richard Hulser • Kirsten Eva Jensen • Cynthia Lesky • Rikke McKenzie • Annette Ostenfeld • … more

  35. … continued • Sylvia Piggott • Suzanne Sabroski • Deborah Schwarz • Deborah Seys • Xenia Stanford • Louise Temkin • Grace Villamora

More Related