<?xml version="1.0" encoding="UTF-8"?><!-- generator="wordpress/2.0.2" -->
<rss version="2.0" 
	xmlns:content="http://purl.org/rss/1.0/modules/content/">
<channel>
	<title>Comments on: How &#8216;Helping&#8217; Clients Can Hurt Your Business</title>
	<link>http://www.3000k.com/blog/archives/46</link>
	<description>Just another WordPress weblog</description>
	<pubDate>Sat, 26 Jul 2008 03:03:23 +0000</pubDate>
	<generator>http://wordpress.org/?v=2.0.2</generator>

	<item>
		<title>by: Loring</title>
		<link>http://www.3000k.com/blog/archives/46#comment-841</link>
		<pubDate>Fri, 12 Jan 2007 17:45:34 +0000</pubDate>
		<guid>http://www.3000k.com/blog/archives/46#comment-841</guid>
					<description>Anyone in the consulting services sector has faced the dilemma and your essay accurately forecasts the fall out. The other no-win pitfall is giving away ideas through the proposal process in an effort to win the business. We no longer give away spec ideas; the plan and its development to include primary and secondary research is part of the paid engagement. And guess what, it hasn't hurt us one bit (although I have a long memory for the company that ripped us off and turned over our detailed PR and marketing plan to a returning VP who they hired for guess what-- the exact cost of our detailed program). The lesson is to stand up for the value of your work and your firm's hard won reputation, and sound clients who are committed to a respectful collaboration will find you.</description>
		<content:encoded><![CDATA[<p>Anyone in the consulting services sector has faced the dilemma and your essay accurately forecasts the fall out. The other no-win pitfall is giving away ideas through the proposal process in an effort to win the business. We no longer give away spec ideas; the plan and its development to include primary and secondary research is part of the paid engagement. And guess what, it hasn&#8217;t hurt us one bit (although I have a long memory for the company that ripped us off and turned over our detailed PR and marketing plan to a returning VP who they hired for guess what&#8211; the exact cost of our detailed program). The lesson is to stand up for the value of your work and your firm&#8217;s hard won reputation, and sound clients who are committed to a respectful collaboration will find you.
</p>
]]></content:encoded>
				</item>
	<item>
		<title>by: peter caputa</title>
		<link>http://www.3000k.com/blog/archives/46#comment-566</link>
		<pubDate>Sat, 09 Sep 2006 14:37:27 +0000</pubDate>
		<guid>http://www.3000k.com/blog/archives/46#comment-566</guid>
					<description>I learned this lesson in the last year too. Rick taught me to determine (in my first meeting with a prospect) whether the client values the &quot;value&quot; I'll be providing to them and whether they are willing and able to invest the right amount of $ to solve that problem the right way. Doing jobs for less $ than I need was hurting my business, because I couldn't invest the right amount of time to do the job the way it should be done. Now that I only take on jobs that compensate us appropriately for our time, I am able to grow my business and serve more clients. So, in the end, it's the right thing to do for everyone. 

If prospects don't value my time and aren't willing to invest, I am out the door. Before, I  was wasting a lot more time on prospects than I should. I was writing proposals that went know where. Taking meetings with people that had no intention of engaging our services. Wasting a lot of time taking on projects that paid less than fast food wages.  Of course, Rick is the expert at knowing what to do and when to do it - in the sales process. As Eric knows, he's been training me. I wouldn't know when to do it, and wouldn't always have the ability to do it, if I didn't have Rick at the other end of the line coaching me through these things. Before, I thought I could figure out these things on my own. But, looking back, I know I would have continued spinning my wheels.</description>
		<content:encoded><![CDATA[<p>I learned this lesson in the last year too. Rick taught me to determine (in my first meeting with a prospect) whether the client values the &#8220;value&#8221; I&#8217;ll be providing to them and whether they are willing and able to invest the right amount of $ to solve that problem the right way. Doing jobs for less $ than I need was hurting my business, because I couldn&#8217;t invest the right amount of time to do the job the way it should be done. Now that I only take on jobs that compensate us appropriately for our time, I am able to grow my business and serve more clients. So, in the end, it&#8217;s the right thing to do for everyone. </p>
<p>If prospects don&#8217;t value my time and aren&#8217;t willing to invest, I am out the door. Before, I  was wasting a lot more time on prospects than I should. I was writing proposals that went know where. Taking meetings with people that had no intention of engaging our services. Wasting a lot of time taking on projects that paid less than fast food wages.  Of course, Rick is the expert at knowing what to do and when to do it - in the sales process. As Eric knows, he&#8217;s been training me. I wouldn&#8217;t know when to do it, and wouldn&#8217;t always have the ability to do it, if I didn&#8217;t have Rick at the other end of the line coaching me through these things. Before, I thought I could figure out these things on my own. But, looking back, I know I would have continued spinning my wheels.
</p>
]]></content:encoded>
				</item>
	<item>
		<title>by: Jill</title>
		<link>http://www.3000k.com/blog/archives/46#comment-553</link>
		<pubDate>Tue, 29 Aug 2006 23:10:02 +0000</pubDate>
		<guid>http://www.3000k.com/blog/archives/46#comment-553</guid>
					<description>Sam,

I was having the exact same pricing structure discussion with a retired MBA Professor from Univ of Michigan this morning.  He was warning me as I launch my new business that initial discount pricing and special arrangments are one of the most common and more difficult to remedy mistakes new service businesses make.

With your clear sincerity, I cannot imaging that you will not get that client back eventually.  Good luck,</description>
		<content:encoded><![CDATA[<p>Sam,</p>
<p>I was having the exact same pricing structure discussion with a retired MBA Professor from Univ of Michigan this morning.  He was warning me as I launch my new business that initial discount pricing and special arrangments are one of the most common and more difficult to remedy mistakes new service businesses make.</p>
<p>With your clear sincerity, I cannot imaging that you will not get that client back eventually.  Good luck,
</p>
]]></content:encoded>
				</item>
	<item>
		<title>by: Sam Costello</title>
		<link>http://www.3000k.com/blog/archives/46#comment-531</link>
		<pubDate>Mon, 14 Aug 2006 12:55:40 +0000</pubDate>
		<guid>http://www.3000k.com/blog/archives/46#comment-531</guid>
					<description>Hi Rick - Agreed. The point of this post was to look at the first of those three and how it can hurt a business. But just because the focus here was only on step one doesn't mean we haven't thought about and worked on steps two and three.</description>
		<content:encoded><![CDATA[<p>Hi Rick - Agreed. The point of this post was to look at the first of those three and how it can hurt a business. But just because the focus here was only on step one doesn&#8217;t mean we haven&#8217;t thought about and worked on steps two and three.
</p>
]]></content:encoded>
				</item>
	<item>
		<title>by: Rick</title>
		<link>http://www.3000k.com/blog/archives/46#comment-530</link>
		<pubDate>Mon, 14 Aug 2006 12:48:47 +0000</pubDate>
		<guid>http://www.3000k.com/blog/archives/46#comment-530</guid>
					<description>Recognizing a symptom, knowing the cause of the problem, and fixing it are three different things.</description>
		<content:encoded><![CDATA[<p>Recognizing a symptom, knowing the cause of the problem, and fixing it are three different things.
</p>
]]></content:encoded>
				</item>
</channel>
</rss>
