Here’s a thought for consultants who are growing their practice. It’s a given that you must attract new clients, but you can also grow by providing new services and solutions to existing clients.
One service that can expand your service portfolio and attract new clients is hosting web conferencing/webinars. You can use a webinar platform to deliver information for client projects, and you can also offer free webinars as a vehicle to attract new clients.
I think most of you are familiar with webinars by now. These platforms have been around since the late 90’s, and at this point are probably in use by every enterprise business on the planet. Simply put, a webinar is a presentation hosted on the Internet that provides a slide show with audio. They also have the capability to display live applications windows, and control of the webinar tools can be shared among different presenters.
When I started using webinar platforms ten years ago they were called “virtual classrooms” because one of the primary uses at that time was training. I’m guessing that training is still the major driver for webinars.
First of all, there is no single webinar technology that does it all. Each platform has strengths and weaknesses, and each business must select the one that best meets their needs. Here are some of the webinar platforms available for you to use in your business:
Adobe Connect
Adobe Connect Pro: Unlimited meetings with up to 3000 participants. Price quoted on request (a.k.a., you can’t afford it).
Adobe Connect Plus: One host with up to 20 participants. Price is $39/month.
Adobe Connect Premium Basic: One host with up to 5 participants. Price is $14.95/month.
Adobe Connect Free: One host with up to 3 participants. Price is FREE!
GoToMeeting/Webinar
GoToMeeting Corporate: Unlimited meeting with up to 25 participants. Pricing is Price quoted on request (a.k.a., you can’t afford it).
GoToWebinar: One host with up to 1000 participants. Pricing is $99/month.
GoToMeeting: One host with up to 15 participants. Pricing is $49/month.
WebEx
WebEx Event Center: Unlimited meetings and up to 3000 participants. Price quoted on request (a.k.a., you can’t afford it).
WebEx Training Center: One host with up to 1000 participants. Price quoted on request (a.k.a., you can’t afford it).
WebEx Meeting Center: One host with up to 15 participants. Price is $49/month per host. Also available as pay-per-use.
FreeConferenceCall.com is the platform I prefer because it's FREE! And yes, they also have on online webinar service that is also free. The big difference between this service and other free services is that there are NO Ads popping up to distract your attendees. Go check it out!
Friday, February 27, 2015
Friday, December 27, 2013
Please! Don't force me to learn what I don't need to know.
I'm in the learning and development business, and ideally I'm called in to evaluate a situation and recommend an intervention that will provide significant improvements for my client. Unfortunately, most of the time it doesn't work that way.
In practice I find that many times clients have made up their mind about training needs before they seek assistance from training providers (internal or external). The decision on what should and should not be covered in a course, the delivery methodology, and course length is often based on the client’s personal experiences, everyday observations, intuition, rumor, and gut feelings.
My favorite response to why a topic should be included in training is; "because they need to know it." This usually means that the topic is very important to the client's job, not necessarily what the student needs to know to do their job.
How can we as learning and development professionals influence the client to back up and do a more through job of evaluating training needs? It’s my experience that you have to show the client that there are gaps in understanding the target student’s needs by asking targeted questions. Place yourself in the learner’s position, and based on what you know about the project ask questions:
If we are given the chance, there are many tools and techniques we can use research the needs of the target population and management before making recommendations about training needs.
One method is the use of paper-based or online surveys. I recently used Zoomerang to conduct an online survey of senior management opinions regarding the addition of new products to a company’s sales catalog. It was fast and easy to set up and administer, and the comments from the managers was overwhelmingly positive. Since the response data was ready immediately, I was able to very quickly develop a comprehensive report that included recommendations.
In practice I find that many times clients have made up their mind about training needs before they seek assistance from training providers (internal or external). The decision on what should and should not be covered in a course, the delivery methodology, and course length is often based on the client’s personal experiences, everyday observations, intuition, rumor, and gut feelings.
My favorite response to why a topic should be included in training is; "because they need to know it." This usually means that the topic is very important to the client's job, not necessarily what the student needs to know to do their job.
How can we as learning and development professionals influence the client to back up and do a more through job of evaluating training needs? It’s my experience that you have to show the client that there are gaps in understanding the target student’s needs by asking targeted questions. Place yourself in the learner’s position, and based on what you know about the project ask questions:
- How does this product/process/etc. impact my other job responsibilities?
- How will I be measured during and after the training?
- What support resources are available once I complete the training?
- Can I take the training online? I learn better that way.
- Etc., etc.
If we are given the chance, there are many tools and techniques we can use research the needs of the target population and management before making recommendations about training needs.
One method is the use of paper-based or online surveys. I recently used Zoomerang to conduct an online survey of senior management opinions regarding the addition of new products to a company’s sales catalog. It was fast and easy to set up and administer, and the comments from the managers was overwhelmingly positive. Since the response data was ready immediately, I was able to very quickly develop a comprehensive report that included recommendations.
What is Business Acumen, and do your sales professional have it?
Have you ever heard a CEO complain about meeting with sales professionals who waste their time? One of the complaints I’ve heard is that sales professionals spend too much time trying to “get friendly” by asking business background questions, and then launching into a series of questions trying to find a problem they can solve. The bottom line is that “they just don’t know anything about my business.”
On the other hand, I’ve heard sales executives complain that the biggest issue facing their company is that sales professionals can't build relationships with executives at customer organizations. They end up selling to departmental or technical buyers who buy based on price, relegating their products and services to commodity status.
When you consider both the buyer and seller complaints, it’s easy to see that this is really two sides of the same coin. Sales professionals are not meeting the expectation of customer executives, and sales professionals don’t communicate effectively with customer executives.
Why the sales disconnect? One of the key reasons is that sales organizations traditionally train their sales professionals on product, internal systems (CRM, order entry, etc.), and the latest sales process. When sales don’t meet expectations; the solution must be more, or better, product, systems, and sales process training.
Let’s face it. It’s tough enough to get a meeting with customer executives, but when they do most sales professionals don’t know what to say that has meaning for a company executive. When that happens, they fall back on their product training (product description, features and benefits, technology and applications, etc.) and sales process training (business background, revenue, markets, locations, goals and objectives, issues and financial implications, qualifying, objections, etc.).
What customer executives are looking for is how the sales professional’s products or services will help positively impact their businesses goals and objectives. The sales professional should be focusing the discussion on the customer’s key metrics, and how the sales professional’s products and services can provide a positive impact on those metrics. In other words, they should be applying business acumen to connect their products and services to the customer’s business.
So what is business acumen? There is no exact definition for business acumen, but Wikipedia describes it as “a concept pertaining to a person's knowledge and ability to make profitable business decisions.” Combined with sales acumen, business acumen means knowing and understanding the trends, challenges and opportunities in your customer’s market, and connecting them to your company’s products and services.
Unfortunately many sales organizations assume their sales professionals have business acumen, and that they already know, or will learn, the customer’s business without training assistance. The question for you is; 1) do your sales professionals have business acumen, and 2) do they learn the customer’s business/industry on their own? The answer is a usually resounding NO on both counts.
How can you improve the business acumen of your sales professionals? The two areas to focus on are financial knowledge and industry knowledge. Financial knowledge does not mean “finance for non-financial managers.” It’s a general comfort with financial terminology, and focuses on what sales professionals need to know to map their products and services to the customer’s metrics. Industry knowledge is a comfort with the industry terminology, and focuses on the trends, challenges and opportunities in your customer’s industry and market.
On the other hand, I’ve heard sales executives complain that the biggest issue facing their company is that sales professionals can't build relationships with executives at customer organizations. They end up selling to departmental or technical buyers who buy based on price, relegating their products and services to commodity status.
When you consider both the buyer and seller complaints, it’s easy to see that this is really two sides of the same coin. Sales professionals are not meeting the expectation of customer executives, and sales professionals don’t communicate effectively with customer executives.
Why the sales disconnect? One of the key reasons is that sales organizations traditionally train their sales professionals on product, internal systems (CRM, order entry, etc.), and the latest sales process. When sales don’t meet expectations; the solution must be more, or better, product, systems, and sales process training.
Let’s face it. It’s tough enough to get a meeting with customer executives, but when they do most sales professionals don’t know what to say that has meaning for a company executive. When that happens, they fall back on their product training (product description, features and benefits, technology and applications, etc.) and sales process training (business background, revenue, markets, locations, goals and objectives, issues and financial implications, qualifying, objections, etc.).
What customer executives are looking for is how the sales professional’s products or services will help positively impact their businesses goals and objectives. The sales professional should be focusing the discussion on the customer’s key metrics, and how the sales professional’s products and services can provide a positive impact on those metrics. In other words, they should be applying business acumen to connect their products and services to the customer’s business.
So what is business acumen? There is no exact definition for business acumen, but Wikipedia describes it as “a concept pertaining to a person's knowledge and ability to make profitable business decisions.” Combined with sales acumen, business acumen means knowing and understanding the trends, challenges and opportunities in your customer’s market, and connecting them to your company’s products and services.
Unfortunately many sales organizations assume their sales professionals have business acumen, and that they already know, or will learn, the customer’s business without training assistance. The question for you is; 1) do your sales professionals have business acumen, and 2) do they learn the customer’s business/industry on their own? The answer is a usually resounding NO on both counts.
How can you improve the business acumen of your sales professionals? The two areas to focus on are financial knowledge and industry knowledge. Financial knowledge does not mean “finance for non-financial managers.” It’s a general comfort with financial terminology, and focuses on what sales professionals need to know to map their products and services to the customer’s metrics. Industry knowledge is a comfort with the industry terminology, and focuses on the trends, challenges and opportunities in your customer’s industry and market.
Consultants vs. Contractors - Do you know the difference?
What’s the difference between a consultant and a contractor?
Do you think consultants and contractors are the same thing? If you answered yes, you are not alone. Unfortunately the distinction between consultants and contractors has become blurred in the recent past. I’ve heard the terms consultant, contractors, independent contractors (ICs), freelancers, and free agents all used interchangeably, when in fact, there are important differences.
Contractor Defined
“A ‘contractor’ or ‘independent contractor’ is a person, business, or corporation which provides goods or services to another entity under terms specified in a contract or within a verbal agreement. Contractors can work directly for a client, or through an umbrella company that provides contracting services to a broad range of clients.” (Wikipedia)
Many times contractors are used as substitutes for employees (temporary or supplemental staffing):
Consultant Defined
“A consultant is a professional who provides advice in a particular area of expertise such as management, technology, human resources, performance support, marketing, finance, etc. A consultant is usually an expert or a professional in a specific field and has a wide knowledge of the subject matter. A consultant usually engages with multiple and changing clients providing deeper levels of expertise than would be feasible for clients to retain in-house. Clients purchase only the service they require from an outside consultant.” (Wikipedia)
Consultants are usually viewed as external “service providers”:
Do you think consultants and contractors are the same thing? If you answered yes, you are not alone. Unfortunately the distinction between consultants and contractors has become blurred in the recent past. I’ve heard the terms consultant, contractors, independent contractors (ICs), freelancers, and free agents all used interchangeably, when in fact, there are important differences.
Contractor Defined
“A ‘contractor’ or ‘independent contractor’ is a person, business, or corporation which provides goods or services to another entity under terms specified in a contract or within a verbal agreement. Contractors can work directly for a client, or through an umbrella company that provides contracting services to a broad range of clients.” (Wikipedia)
Many times contractors are used as substitutes for employees (temporary or supplemental staffing):
- Engaged to work on a specific project until its completion
- Programmer developing software
- Writer creating user guide
- Trainer delivering a client developed/owned course
- A resource brought in to supplement internal resources (specific expertise)
- Their role is very directed and limited
- Typically they are placed by another firm (staffing)
- Generally treated as IRS 1099 non-employee labor
Consultant Defined
“A consultant is a professional who provides advice in a particular area of expertise such as management, technology, human resources, performance support, marketing, finance, etc. A consultant is usually an expert or a professional in a specific field and has a wide knowledge of the subject matter. A consultant usually engages with multiple and changing clients providing deeper levels of expertise than would be feasible for clients to retain in-house. Clients purchase only the service they require from an outside consultant.” (Wikipedia)
Consultants are usually viewed as external “service providers”:
- A highly knowledgeable resource brought in to define and address a specific business need
- Experienced as an external adviser to many clients
- Brings business models or proven methodologies to address client needs
- May perform a range of duties, but are entirely responsible for all aspects of the project
- Contracts and invoices directly with clients
- Generally required by clients to be incorporated and have general and professional liability insurance
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