Sent by Jonathan Stark on July 26th, 2018
In today’s group coaching session, we had a bunch of good questions that touched on topics like:
Plus, we did a deep dive into one student’s sales meeting with a prospective client.
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)
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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:
Group Coaching - Jun 28, 2018