某咨詢有效溝通clientskills

1、Author: Jeff MeltinContributors: Susan Lonergan, Peter Fisher bcClient SkillsMarch 1998Copyright 1998 Bain & Company, Inc. 1CU7030298IMBClient SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda2CU79802T8W01-Client

2、SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda3CU79802T8W01-Client SkillsCopyright 1998 Bain & Company, Inc. “The idea that consulting depends solely on analytical expertise and on ability to present convincing

3、 reports is losing ground, partly because there are now more people within organizations with the required analytic techniques than in the boom years of strategy consulting.Increasingly, the best management consultants define their objective as not just recommending solutions but also helping instit

4、utionalize more effective management processes.”Arthur N. TurnerProfessor, HBSObjective4CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. PartnershipCommon objectiveRight issues addressedSignificant value implemented (conceivable vs. achievable)Leadership to sustainBainclientSyst

5、ems integratedClient capability enhancementValue and cost calculatedThe Bain vision of the most productive client relationship and single-minded dedication to achieving it with our client:Bain Vision5CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-sit

6、e at the clientsRelationship buildingKey takeawaysAgenda6CU79802T8W01-Client SkillsCopyright 1998 Bain & Company, Inc. The basic objective of the client process is to structure, schedule, and staff a series of interactions so that:Bain continually builds credibilityThe client moves toward action

7、 or actsPersonal relationships can be builtClient Process Objectives7CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Major/senior client presentationsPre-wiresData gatheringAnalysis updates/check-insThe typical client process on a Bain strategy case will cycle through four type

8、s of meetings/interactions.A Typical Strategy Case8CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. New Bainies often handle data-gathering interactions independently.Obtain the required data in the required timediscover the best datamotivate the client to provide the data quick

9、lyGenerate credibility for BainBuild a positive, productive working relationship with the clientKnow the data that the client has already provided to Bain or is publicly availablePosition Bain, the project, and the request appropriatelyAsk the right questions and follow-upBe prepared to demonstrate

10、empathyObjectivesBasic success requirementsData-Gathering Interactions9CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Know the existing dataSearch caseteam files for useful dataPhonemail caseteam inquiring about useful data previously acquired from clientCheck non-client/publi

11、c sourcesWho is Bain & Company?What is the project and its objectives?Who at the client is sponsoring the project?Why should the client cooperate?How does this project and analysis fit in with other Bain work for the client?How will the data be used?Who will see the data and the resulting analys

12、is?Where does this fit in with the clients other priorities?Why is this so important/ urgent?How is this different from work the client may have already done?Position effectivelyData Gathering Prep List (1 of 2)10CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Have the question

13、sand follow-upPrepare todemonstrate empathyWhat are the potential sources of the data?How accurate is the data?How far back is this data kept?Is there any other data (other systems) which might help?How difficult would it be to create specialized reports?When can I receive the data?Contact other Bai

14、nies who have worked with this particular client/person understand sensitivities she may have to the requestTake a minute to “put yourself in her shoes” mentallyAsk questions about her career history how long in the job? how long in the organization? what other jobs? what other parts of the company?

15、 what other companies?Data Gathering Prep List (2 of 2)11CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Source: Clients Time DiaryOther obligationOther caseClients caseOther responsibilitiesBain consultantClient contact0%20%40%60%80%100%Percent of TimeThe time/attention imbala

16、nce between clients and “Bainies” illustrates the need for empathy.Day-to-day operationsCustomer needs/demandsYearly budgets, quarterly resultsPersonnel issuesOwn career managementPersonal issuesEmpathy: Time/Attention Imbalance12CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc.

17、Major/senior client presentationsPre-wiresData gatheringAnalysis updates/check-insAfter data gathering, later-stage meetings will generally be led by more experienced Bain personnel.Later-Stage Meetings (1 of 2)13CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. The roleLogistics

18、Clarify your role before the meetingknow how much you should talkknow the issues you should talk aboutPrepare silent communication to gain “entry” into meeting discussion if necessary Have all of the possibly-needed back-up organized and at-hand Bring more than enough copies of the presentation (inc

19、luding acetates) avoid using the clients copier Bring all supplies that might be useful in the meeting blank acetates paper acetate pens pens calculator Arrive early! Know the meeting location, directions, and all contact numbers of the participantsThe new “Bainie” typically has two assignments/resp

20、onsibilities in after-stage meetings: fulfilling a particular role and ensuringthat all logistical needs are met.Later-Stage Meetings (2 of 2)14CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda

21、15CU79802T8W01-Client SkillsCopyright 1998 Bain & Company, Inc. The difficulty of executing basic dos and donts can be much greater, because.You are “on-stage” 100% of the time, and as a resultYou must “be Bain” every minute, andYou must demonstrate exemplary managerial/leadership behaviorThe ba

22、sic dos and donts of working full-time at the client site are no different from any other situation. However.On-Site at the ClientCU30038bClient SkillsCopyright 1998 Bain & Company, Inc. lDevelop personal relationships with client individualstake them outget to know them personallylBuild one tru

23、ly integrated client/Bain teamlBalance all of the demands/factors necessary to create joint outputBain-standard analysiscoachingpersuasion and conflict managementlSet an examplework harddemonstrate leadershiplFind creative ways to get the privacy and little personal freedoms that you might needDo:Wh

24、ile the basic dos and donts are no different, it is useful to keep the in mind.On-site at the Client: DosCU30038bClient SkillsCopyright 1998 Bain & Company, Inc. Dont:lForget that you are still “serving” the clientlLower standards of discretion, security, or confidentialitylifestyle issuesphone

25、callspersonal opinionslExpect client individuals to fit into Bain culture, norms, expectationslRelent on your time management and workplanning practiceslNeglect the need to pull together Bainies for Bain-only social timeWhile the basic dos and donts are no different, it is useful to keep in mind.On-

26、site at the Client: DontsCU30038bClient SkillsCopyright 1998 Bain & Company, Inc. ObjectivesClient processOn-site at the clientsRelationship buildingKey takeawaysAgenda19CU79802T8W01-Client SkillsCopyright 1998 Bain & Company, Inc. Source: Manger/VP SurveyWhat was the best advice you receive

27、d at Bain on client relationships?“Stay close to your clients. Dont monopolize their time, but be there so you can learn about their world.”“Read Dale Carnegies book, How to Win Friends and Influence People.”“Put yourself in the clients shoes.”“To be successful requires engaging a client individual

28、on three levels. You must be (1) emotional, (2) logical, (3) credible.”“Challenge yourself to understand what clients really want and fear about Bain.”“Pick someone with good client skills and learn to model his or her behavior.”Relationship Building: Manager/VP Survey20CU79802T8W01-.pptClient Skill

29、sCopyright 1998 Bain & Company, Inc. Source: Manager/VP Survey“Built client ownership in the work.”“Put herself in the clients shoes and understood his/her operating environment and how Bain fit in.”“Paid close attention to what the client really wanted and needed.”“Developed and implemented a c

30、ustomized strategy for each client individual based on the clients style, strengths and weaknesses, fears and aspirations, and the context of the work.”“Prepared thorough and clear objectives for every client interaction.”“Listened well to client concerns.”“Listened.”The most effective consultant at

31、 client relationships that Ive worked with at Bain always.Most Effective Consultants21CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Source: Manager/VP Survey“Ignored the importance of process issues.”“Mishandled clients by failing to pre-wire, going over their heads, or over-

32、promising what we could do.”“Overvalued the strength and power of his analysis with clients. Thought the work was complete when the analysis was complete and that being good at analysis meant being good with clients.”“Felt that clients were necessary evils that otherwise inhibit decisive action and

33、quick implementation by more talented Bainies.”“Thought we were more important than anything else on the clients mind.”The least effective consultant at client relationships that Ive worked with at Bain alwaysLeast Effective Consultants22CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Compan

34、y, Inc. The following are general guidelines. Always check with your officer and manager to learn case-specific guidelines for client interaction.Do:Be well-prepared for client interactions (purpose, process, politics, and personalities)Be professional at all timesdress, speech, body language, behav

35、ior, etc.Discuss vs. tell, then check understandingBe perceptive, put yourself in the clients shoes and thoroughly understand his/her outlookCultivate a sense of mutual respect. Take interest in the client as an individual and make him/her feel importantReadily acknowledge respect for clients experi

36、ence and expertiseRespect every clients right to confidentialityBe friendly and courteous to all members of the client organizationShow appreciation for any client assistanceBe sensitive to undercurrents in meetings and be alert for “cues” from other Bain peopleDos and Donts” (1 of 3)23CU79802T8W01-

37、.pptClient SkillsCopyright 1998 Bain & Company, Inc. Do:When you have something to say be thoughtful, clear, and focused. When you have nothing to add, be silent, listen, and observe carefullySpeak to the client in language he/she understands and feels comfortable with. Avoid “Bainese” or inappr

38、opriate languageUse “we” to emphasize commitment and team spirit to clientsRefer issues you are not an authority on to senior Bain personnelManage casual conversation and anticipate/steer clear of sensitive issueskeep discussion focused on work being doneLook for opportunities to help client and oth

39、er Bain people (“notes, notes, notes”)Develop an area of expertise and become indispensable. Let your work prove your competenceBe yourselfdevelop your own styleSeek out/be sensitive to feedback on client skillsUse common sense and your own good judgmentDos and Donts” (2 of 3)24CU79802T8W01-.pptClie

40、nt SkillsCopyright 1998 Bain & Company, Inc. Discuss personal life topics which might increase distance between you and the clientCriticize the client organization or client individualsBe afraid to be silent or to say “I dont know”LieDiscuss Bain client (including confirming clients mentioned in

41、 published articles)Cite the CEO as our clientDont:“Dos and Donts” (3 of 3)25CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Answers are situational Bain history with client clients personality/position specific circumstances when question is asked who else is with you your exp

42、erienceThere is no one right response find answers you feel comfortable withClients reasons for asking these kinds of questions will differ dont automatically become defensiveAvoid talking your way into a difficult situationDont lieThink in advance what your answer to each tentative question will be

43、Some observations about for handling sensitive questions.Handling Sensitive Questions26CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Where did you go to business school?“I went to X college, where I majored in Y. I was hired by Bain out of college as an associate consultant o

44、n the caseteam. Initially, Ill be helping gather the data well need for our analysis.”“I dont have a business degree, but I worked in the X industry.”How long have you been with Bain?“Im in my first year.”Who are you working for besides my company?“Each Bain consultant works on two client caseteams

45、at a time. However, Bain maintains the confidentiality of its clients, so I cant tell you who else Im working for. I can tell you that my other client is in a very different industry and presents no conflict of interest.”How old are you?factual answerSensitive Questions and Possible Answers (1 of 4)

46、27CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. Note: If you have any experience,say soHow is Bain & Company different from other consulting firms?“Bain is different in that our final product is not a written report. We work as a team with our clients at each stage of the

47、 analysis and right through implementation.”Whats your experience in my industry?“At Bain, we work with clients in a variety of industries, and the experience we bring is in analyzing business issues, which we can work with you to apply.”“You bring the industry experience to the team. There is no wa

48、y we can match your 10 years. We bring the strategic perspective and the analytical fire power. As a team, we can help improve your companys performance.”Sensitive Questions and Possible Answers (2 of 4)28CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. What do consultants do ex

49、actly?“The goal of Bain work is to improve financial performance. We may work at the division or the corporate level to improve competitive positioning, forecast market growth, target market segments, reduce costs or plan financial strategy. Bain is different from other consulting firms in that Cons

50、ultants manage data-driven analysis focused on beating your competitors. The result is permanent improvement to your companys financial position.”Where did you go to school?factual answerWhats your background?factual answer, but consider how threatening this may be to your audience. Try to position

51、facts in a way that will be most sensitive to why you were asked the questionSensitive Questions and Possible Answers (3 of 4)29CU79802T8W01-.pptClient SkillsCopyright 1998 Bain & Company, Inc. What can you do for us that we cant do for ourselves?“On some business issues, which company is likely to deal with only occasionally, we