Marketing

That is the question.

Since the 1930s, when Marvin Bower refused to rename McKinsey and Co Bower and Co because he wanted clients to buy the firm, not him, it has been accepted thinking in consulting firms that the individual is subservient to the firm. From the partnership structure which promoted collective stewardship to corporate advertising campaigns, it has been the firm that matters.

Let me propose what might at first seem like a slightly odd analogy. I'd like you to imagine that your marketing agenda is a little rowing boat, floating (with you in it) on a gently-flowing river. You have a decent set of oars and sufficient strength to row either with or against the flow. You can furnish the river-banks with wild-flowers and whispering willows if you like, but they're not going to play a part in our story. Nor are ducks.

Forget trying to sell. You will be more successful if you can help your customers buy from you instead.

Traditional sales logic says you must first identify a customer need, secondly assess your capability to deliver against that need and thirdly offer a compelling commercial proposition. Now there is nothing inherently wrong with this logic, but a customer often has other questions on their mind before they will finally decide to ‘buy’.

For example;