Читать книгу Never Say Sell - Tom McMakin - Страница 26

Most experts have a story that goes something like this: We were in Bentonville and shared with the team how we had strong capabilities designing customer experience at the point of transaction. We felt we had established rapport with the Walmart team, and they began to talk about how our work might help, particularly in their Mexico stores. But they were slow to follow up. Months turned into quarters and quarters into a year and half. Then we read in the trades that our biggest competitor out of Houston had won a transaction transformation project with them. It wasn't that we were bad. It was just that we weren't the last blue suits in the door.

Being proximate to opportunity matters, and nothing is more proximate than being on the job site. You hear of client challenges first, and you are still there four months later when they are looking to engage.

Reports Charlie,

Deloitte recognized that projects led to new work. I was often involved in M&A [mergers and acquisitions] projects before there was a deal, researching an industry, evaluating a potential acquisition, or running analysis on what a client thought they could do with a company once they acquired it. If they ended up doing the deal, there becomes a host of follow-on work to integrate the two companies. Integration is very complex, and a company can lose a lot of value if anything goes wrong. As a project manager, we would go through a process of asking ourselves what we thought the biggest challenges would be for the client. Would their current technology work or would they need something different? If they were choosing between technologies, would they need help in evaluating which one to use? If there were departments that needed to be cut to drive synergies, which ones should be cut? We'd actively talk about what were the biggest opportunities for Deloitte to help the client with their next phase, and that's what we would talk about when the partner came to the project site, especially toward the end of a project.