Customer-centric Selling in Professional Services
When consulting firms look to grow their revenues, they often place responsibility on their consultants for driving that growth. While that responsibility is expected at the highest levels in the firm, it must be shared further down the client service team in order to meet ambitious growth targets.
To achieve this, it is necessary to develop sales capabilities earlier in a consultant’s tenure than the natural process of ‘apprenticeship’ will allow. While there is plenty of evidence that this can be done, and that it will lead to increased business performance, management consultants have unique strengths and weaknesses when it comes to business development. At Imparta we have developed seven insights into the specific challenges involved in training consultants to sell.