How to sell professional services - avoid the 'self-centred' sell.

(Time to read this article: 3 mins)

The biggest hurdle professionals have in selling their services is their beliefs, their understanding of what the customer wants to buy. A false belief that what they do, is what the customer wants to buy.

For example, I have a number of accountants as clients. As a group they complete tax returns, submit BAS statements, establish and report on business entities, some engage in financial planning, most advise on tax minimisation strategies. They each have their range of services that is what they do well. Usually they believe that doing it well is what attracts new clients. And this belief is reinforced when word of mouth referral does attract some clients. However, for a professional service business to grow 'word of mouth' is often not enough, a better approach is needed, one that's far more effective and far more efficient.

Many of my new clients who sell professional services, like accountants, IT service providers, consultants, health professionals, and architects think in terms of what they do and how they apply their professional expertise. They pride themselves on a beautiful tax structure, a clever software configuration, or an insightful building solution. The problem when selling their services, is that just doing your thing well is not what motivates a new client to buy from you, they've already assumed you do your thing well.

One of the first questions I ask a new client is 'Why do your clients buy from you?' The answers I get usually include motherhood statements like 'We're a trusted firm with an excellent reputation' or 'Our fees are reasonable and we provide a good service' . I usually persist with 'What do your clients think your service to do for them?" It is apparent that many professionals assume they know what is motivating their client to buy their service. Those assumptions often boil down to lower tax, more profit, or lower cost. Few take the time to engage the client and find out what is really motivating them. Rarely do their answers illuminate something unique that they offer their clients, nor is there an insight as to what their clients really want to get from your service.

To the client, doing your 'thing' well is just a means to an end. 90% of the time clients will buy from the first person they trust will deliver the 'end' that they want. For example, 'lower cost' or 'less tax' may mean that your client can profit on a lower volume of sales, which may make a product or loaction viable where it would otherwise be doomed! It may give her a competitave advantage by which she can dominate his market. Or it may mean he can revalue his business and sell the business for a highter price ... and retire in luxury! Without knowing what your client wants to achieve you can't really become a 'Trusted Advisor' and maximise your business with him.

So the key to successful selling of professional services is to sell the end result that the client experiences, not the means you use to achieve it.

The first professional that understands why a tax structure, IT solution, or a building plan is important to an individual client is in the box seat to win the new client over. Knowing why a solution is important to a client (and whether your client has an even bigger need that you can help with) will allow a professional to present his or her services in the context that is compelling and engaging to the client. The focus shifts from a self-centred discussion on the professionals ability to do the 'what and the how', to a client-centred discussion on needs being met and the journey that the client will experience in getting the result he or she really wants.

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