How Clients Buy (Tom McMakin et al.)
Problem
Many firms misunderstand how clients choose expert services.
Action
Study the client's buying process before planning your business development.
Outcome
Your approach matches how clients make decisions.
Chapter: The Problem - A Curious Problem
Problem
A firm grows slowly when only a few people bring in new work.
Action
Give every professional a role in building client relationships.
Outcome
The firm creates a stronger flow of new opportunities.
Chapter: The Problem - Finders, Minders, and Grinders: The Business Development Imperative
Problem
Clients cannot evaluate expert services before they buy.
Action
Show clear evidence of the value and results you provide.
Outcome
Clients feel more confident choosing your firm.
Chapter: Obstacles - Beyond Pixels: Selling a Service Is Different from Selling Things (and Harder)
Problem
Technical expertise alone does not prepare professionals to win clients.
Action
Practice asking thoughtful questions and holding client conversations regularly.
Outcome
You become more confident in business development.
Chapter: Obstacles - Obstacle #1 - What They Didn't Teach You in B-School: If I Am Supposed to Be the Expert, Why Do I Feel So Stupid about Sales?
Problem
Negative views of selling prevent productive client conversations.
Action
Focus each discussion on helping the client solve a real problem.
Outcome
Clients engage with you more openly.
Chapter: Obstacles - Obstacle #2 - But I Don't Want to Sell: Moving Past Willy Loman
Problem
Traditional business development methods become less effective as buying habits change.
Action
Update your approach to align with how modern clients evaluate service providers.
Outcome
Your business development stays relevant.
Chapter: Obstacles - Obstacle #3 - Things Aren't What They Once Were: It Is Harder Than Ever to Sell Expert Services
Problem
Outdated sales advice leads to ineffective behavior.
Action
Use business development methods that support the client's buying process.
Outcome
Your efforts produce better results.
Chapter: Obstacles - Obstacle #4 - A Blizzard of Bad Advice: Everything You Know about Sales Is Wrong
Problem
Clients resist feeling pressured into a purchase.
Action
Help clients evaluate their options rather than trying to close a sale.
Outcome
Clients make decisions with greater confidence.
Chapter: How Clients Buy - The Secret to Selling: Never Say Sell
Problem
Clients cannot hire a firm they do not remember.
Action
Maintain consistent visibility with your target audience.
Outcome
More clients think of your firm when a need arises.
Chapter: How Clients Buy - Element 1 - I Am Aware of You: What Was the Name of Your Firm Again?
Problem
Clients cannot value services they do not understand.
Action
Describe your work in clear terms that connect to client needs.
Outcome
Clients understand how you can help.
Chapter: How Clients Buy - Element 2 - I Understand What You Do: You Do What?
Problem
Clients lose interest when the conversation focuses on the provider.
Action
Discuss the client's goals before presenting your services.
Outcome
Clients become more interested in working with you.
Chapter: How Clients Buy - Element 3 - I Am Interested: These Are My Goals
Problem
Clients need proof that you can solve their problem.
Action
Share examples of work that closely match the client's situation.
Outcome
Clients respect your ability to help.
Chapter: How Clients Buy - Element 4 - I Respect Your Work: You Have the Right Stuff to Help Me
Problem
Clients hesitate when they question your intentions.
Action
Give honest advice that serves the client's best interests.
Outcome
Clients develop lasting trust.
Chapter: How Clients Buy - Element 5 - I Trust You: You Have My Best Interests at Heart
Problem
Interest alone does not lead to a purchase.
Action
Verify that the client has budget and decision support.
Outcome
You focus on opportunities that can succeed.
Chapter: How Clients Buy - Element 6 - I Am Able: I've Got Budget and Buy-In
Problem
Clients often delay decisions until the right moment.
Action
Maintain the relationship until the client is ready to act.
Outcome
You engage clients when they are prepared to buy.
Chapter: How Clients Buy - Element 7 - I Am Ready: The Timing Is Right
Problem
One missing buying condition can stop an opportunity.
Action
Evaluate every opportunity against all seven buying elements.
Outcome
You know which obstacle to address next.
Chapter: Putting the Seven Elements to Work - A Chain Is as Strong as Its Weakest Link: Using the Seven Elements as a Diagnostic Tool
Problem
Business development produces weak results without regular effort.
Action
Set aside time each week to strengthen client relationships.
Outcome
Your pipeline grows more consistently.
Chapter: Putting the Seven Elements to Work - Getting to Work: Learning to Think and Act Like a Rainmaker
Problem
Strong client relationships do not develop by chance.
Action
Build lasting relationships within your local professional network.
Outcome
More trusted referrals create new opportunities.
Chapter: Putting the Seven Elements to Work - All Business Is Local: From the Silk Road to the Information Superhighway
Problem
A fixed business development process becomes less effective over time.
Action
Review your results regularly and improve weak parts of your approach.
Outcome
Your firm becomes more successful at winning new clients.
Chapter: Putting the Seven Elements to Work - Our Vision of the Future: A Roadmap for Change