July 26, 2018
“How do I move toward high value strategy work with existing clients?” and more...
In today’s group coaching session, we had a bunch of good questions that touched on topics like:
- How to serve the lower end of the market without blurring focus
- How to create entry level products that build trust for your high ticket services
- How to move into doing advisory work with clients who are used to paying you for implementation
- What to consider when writing outreach emails to folks in your target market
- What to do when a retainer client stops contacting you
Plus, we did a deep dive into one student’s sales meeting with a prospective client.
Good stuff!
Here are some of the questions I answered today:
I help prof. service firms w/ customer experience/messaging strategy. Most of my clients don’t have a dedicated marketing function so we’re starting from scratch. I’ve found that clients want access to me to guide their strategy and activities, but quickly ask me to oversee or source a team that is also producing deliverables. Do you have tips on how to delineate and set boundaries between ’advisory retainers’, ’coaching services’ & ’done-for-you’ service lines? (timestamp: 2m 18s)
I am wanting to move away from doing implementation work and more towards strategy consulting. What would be the best way to get started and how can I convert existing clients to do this? (timestamp: 11m 26s)
You suggested that I continue to reach out to Tennis Directors, to get connected. I can do that for some, via LinkedIn. For the ones that aren’t on LinkedIn (but that I have an email address for), what’s a good template to use, to connect with them? What’s the correct approach and CTA to use? (timestamp: 18m 4s)
Would it be too niche to specialize in helping multi-location co-working spaces with their marketing (as a consultant/advisor)? And have an intro tier for co-working spaces aspiring towards multi-location? (timestamp: 25m 25s)
I have a long standing client on a retainer, where the work load has gradually declined. At this point they’re paying me every month but they never call. It’s not a huge amount of money for me. Should I just keep quiet and see if they notice that they’re not using me? Should I suggest they stop paying me? Should I proactively reach out and try to increase the level of engagement? [I have a conflict so am not on the call, sorry] (timestamp: 30m 25s)
I’m interested in offering 3 pricing tiers on a proposal. In the past I’ve always offered a single, flat rate, but I’m wondering about the best approach to differentiate the offerings. I usually think in terms of features or amount of work to be done, but I’ve also heard about removing risk to the client as you move up the tiers. Just curious about some examples you could give on how this could be presented. (timestamp: 36m 37s)
I haven’t done any strictly advice based consulting before, usually I do discovery/implementation, but was asked during a networking event if I would come in to advise a company . We got cut off and he left before we could flesh out details but I plan to follow up. Do you have any advice on pricing this? (timestamp: 47m 38s)
(If you’re curious, you can review the entire list of past questions here)
Do you have questions like these that you’d like to get answered?
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(Note that all recordings have timestamped links from each question to the spot in the video where I answer it, so you can jump right to the answers you care about without sitting through 20+ hours of video.)
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Yours,
—J
P.S. Would you like to see a sample of what group coaching is like? Here’s a link to a raw video recording from last month: