How to Create the Perfect Consulting Offering

Last week, a solo-consultant I work with told me he did everything “wrong” in a client meeting but walked away with a $75,000 project. No one walked out of the meeting with a black eye, so obviously his characterization of the meeting was exaggerated, but the fact remains that he won business despite some missteps. How? He had a great offering that his client wanted.

I’ve had a run-in or two with killer products. Just like Billboard announces the top songs every week, the scorekeeper in the consumer products market is Advertising Age magazine. Before I started consulting I was fortunate enough to be featured as one of Advertising Age magazine’s “Top 100 marketers.” Groovy award, but winning it was about 10% skill and 90% fabulous product. Stores are stuffed with goods that sell millions of dollars every year with little or no marketing because they’re great items. Think a cure for cancer would need much marketing or advertising? Exactly.


The same holds true in consulting. If there’s one thing I’ve seen consistently in my work with hundreds of consultants it’s that a killer offering will generate substantial income even if your marketing is nothing to write home about. (Yes, you do need to be decent at the entire client acquisition process.) Without any marketing chops even a great offering will sell about as well as a baby mop** or dogbrella**.

Before I describe the elements of a perfect consulting offering, let’s talk about the two-ton sandbag holding your business down. Because, until you cut yourself free of this anchor you’re likely to see nominal gains, at best. The weight hindering your growth and the biggest obstacle to finding a killer offering is, quite simply: Your current definition of what you do.

As long as you’re afraid to let go of what you are and what you offer now, you’ll never be able to embrace a new, better definition of yourself and your value. I see consultants cling to definitions like, “I’m a strategy consultant” or “I have 20 years of marketing experience” or “I’m an expert in project management.” Internally focused statements like these are the consulting equivalent to Kodak’s commitment to film. How’s that been working lately? It’s useful and necessary to know what you’re good at and your passions, but to find a killer product, you can’t start there.


I often say that revving up your consulting revenue requires the compelling communication of the right solution to the right people about the right problem at the right time. Construct your perfect consulting offering by focusing on the first three. The checklist below breaks out these three components more and will guide you to a product that could increase your revenue by an order of magnitude.

The problem/aspiration:

  • Is urgent, pervasive, and costly to leave unaddressed
  • Is easy to diagnose
  • Is easy to understand

 The people:

  • Have the need and the money and the authority to buy the solution
  • Are aware of the need or can easily be made aware
  • Are reachable by you

The communication/solution:

  • Articulates an obvious, concrete benefit
  • Is easily said by you
  • Is so concise and understandable that it’s easily repeated by others

Finally… You:

  • Are not tied to your past – the offering is about client needs, not your ability
  • Are willing, able and passionate about delivering

Developing your killer offering may take some time and definitely requires feedback from prospects. You can take the first step right now, though: in the comments box below type in an urgent, pervasive, costly problem you solve. If you can’t think of one, type in your target and other readers and I will give you some ideas.


Text and images are © 2015 David A. Fields, all rights reserved.

By | 2017-11-29T19:10:50+00:00 January 7th, 2015|68 Comments


  1. Chevine Anderson January 7, 2015 at 1:55 pm - Reply

    I can solve problems related to production. I can diagnose the problem, provide advice for change, and help oversee those changes as they relate to performance.

    Problem is I need to let more clients and companies know.

    We have a professional site with free publications related to lots of subjects but need to be vetted by another expert who can help stamp us as a source.

    Who can help with that?

    • davidafields January 7, 2015 at 2:19 pm - Reply

      Chevine, thanks for posting! “Problems related to production” is pretty broad. As a result, it may not feel like an urgent, costly problem to your prospects. Do you think there’s a more precise, tightly defined problem you could narrow in on?
      You’ve made a great point about the need to gain visibility (though I doubt another expert’s imprimatur is going to solve that challenge). You might want to consider contacting me offline for an answer to how to get help with visibility building.

      • Chevine Anderson January 7, 2015 at 3:30 pm - Reply

        What mentor programs exist? I’m going to join the Institute of Management Consultants this month and will look into your program also.

        I narrowed it down a bit to the most urgent problem I can solve, and it is needed constantly for improvement; Customer Service.

        Cheers! For your great work.

        • davidafields January 8, 2015 at 8:18 am - Reply

          Chevine, good job narrowing your focus down to customer service. Now, can you add more definition to the customer service problem that you’re solving? While the constant need for improvement will generate some interest, the companies eager to shell out cash to a consultant are having customer service pains. For instance, maybe the problem is closer to “Customer service departments who are failing to mollify and retain disgruntled customers.”

  2. Bob Millerb January 7, 2015 at 2:17 pm - Reply

    Thanks David. This was the right communication (Tips for positioning my offers and growing my business), sent to the right person (me), at the right time (I am locking down my 2015 sales growth plan).

    • davidafields January 8, 2015 at 8:25 am - Reply

      You’re welcome, Bob. Great job building a growth plan for 2015. If you need any templates or guides for your plan, let me know and I’ll shoot you a couple of excellent documents.

  3. Tony Lacertosa January 7, 2015 at 4:52 pm - Reply

    I coach team leaders and business owners who have little to no leadership experience around the interpersonal skills they need to succeed.

    • davidafields January 8, 2015 at 8:40 am - Reply

      Tony, that’s a great start on a Fishing Line. Good target definition then focus on a problem! There may be room to make it even more powerful. Sometimes describing a circumstance (e.g., newly promoted managers, or companies going through a merger) is an effective way to define the target. “Team leaders with weak interpersonal skills” specifies who you can help. What is the problem they’re facing; i.e., what is going wrong as a result of their behavior? Maybe it’s something like, “Team leaders who frequently face dissention or flagging morale on their teams.” What are your thoughts?

      • Tony Lacertosa January 8, 2015 at 3:07 pm - Reply

        Thanks, David, for the feedback. Revised version: “I work with business owners and newly promoted leaders whose teams are failing. What I do is coach them through the process of turning those failing teams into highly performing ones.”

        • davidafields January 9, 2015 at 2:30 pm - Reply

          Great work, Tony. That sounds a lot more powerful, don’t you think? As you try variations of this out with a few dozen people, play with the word “failing.” We always want to avoid a prospect feel like they are being shamed in any way.

          • Tony Lacertosa January 9, 2015 at 8:08 pm

            Thanks again, David.. I already changed :failing” to :”Underperforming.” I appreciate all your feedback. Be well.

  4. Michael Rampolla January 7, 2015 at 6:43 pm - Reply

    You know how you can have a plan and a goal, but still somehow struggle to achieve success?

    Well, what I do is ask a lot of questions, which will enable you to accurately define where you are and more clearly envision where you want to be. In this way, we can establish not only the best path forward, but also identify and remove the roadblocks that have kept you from achieving success in the past.

    As a result, you will have a roadmap that is in line with your values and strengths, the right talent and resources to move you forward, and the confidence that you will achieve your most important priorities.

    • davidafields January 8, 2015 at 8:50 am - Reply

      Very nice, Michael. The keys here are the problem phrased as a question (which I’ve found to be an effective, conversational approach) and the result, which might even be shortened down to, “the roadmap, resources and confidence to achieve your priorities.”
      Have you tried delivering this without the middle piece? It would sounds like this: “You know how you can have a plan and a goal, but still struggle to achieve success? Well, I break those bottlenecks so my clients have the roadmap, the resources and confidence to achieve their goals.” Something along those lines may be easier to deliver and quickly gets the focus of the conversation back to the prospect, which is where you want it.

      • Michael Rampolla January 8, 2015 at 10:59 am - Reply

        Thanks, David!
        I really like your shortened approach — including removing the middle piece. I’m definitely going to try that next time. As you said, the shorter, the better — especially as it turns the conversation back to the prospect more quickly. The “what I do / how I do it” bridge in the middle can be used later, after the prospect is hooked on the idea that I’m going to deliver real value where they need it.

        • davidafields January 9, 2015 at 2:42 pm - Reply

          Totally agree. Let me know how the shorter version works for you.

  5. David Natalizia January 7, 2015 at 8:41 pm - Reply

    Here are two of those problems I solve, any discussion on how to tailor offerings from there would be most welcome:

    1. I help companies (particularly in the restaurant, hotel, and hospitality space) control workplace and guest injuries and claims

    2. I get service businesses on track in the areas or cleanliness, helpfulness of their staff, and risk control

    • davidafields January 8, 2015 at 8:58 am - Reply

      David, on the surface it looks like you have well-constructed Fishing Lines. The first offers a narrow target definition (restaurants and hotels) and a clear problem (workplace and guest injuries and claims). If that’s not generating a flurry of business then either 1) the right people aren’t hearing your message, or 2) the problem you’re describing isn’t a burning priority for the people who could pay to solve it. In your research with your prospect, has controlling injuries and claims come up as an urgent issue?

      Your second line reads less like a problem and more like an aspiration. Aspirations often lead to larger, more strategic projects. Unfortunately, they also tend to be more difficult to sell against and have longer sales cycles. Also, cleanliness, helpfulness and risk control sound to an industry outsider such as me like very disparate issues. What’s the problem your prospects are experiencing? Customer complaints due to cleanliness? Customer complaints about the staff?

  6. Alison Heller-Ono January 7, 2015 at 11:56 pm - Reply

    “We all know how to do our jobs, but no one has every taught us how to work safely! Daily employers spend millions on work injuries resulting in lost productivity and lost time.”

    That’s the problem we solve.

    • davidafields January 8, 2015 at 9:02 am - Reply

      Alison, my staff told me they edited your post. Thanks for being flexible with that! You’ve done a terrific job articulating the problem (lost productivity and time due to work injuries) and the target (daily employers). Nicely done.

  7. Wm. David Levesque January 8, 2015 at 7:46 am - Reply

    As an owner of a successful small or medium sized business, do you lie awake at night worrying you might lose a key customer due to a quality spill or late deliveries?

    Are you frustrated by the risk that your costs or lead-times might not be competitive enough to win new business or keep current customers?

    I solve this!

    • davidafields January 8, 2015 at 9:19 am - Reply

      David, these are excellent. I’m not sure what a “quality spill” is but maybe that is specific to the industry you’re targeting. The second statement has hedges (“the risk that” and “might not be competitive”). Do you need those? Can the problem statement be shortened to, “Are you a [target description] who is losing customers or new business due to your costs and lead times?”
      Thanks for posting!

  8. Anatoli Naoumov January 8, 2015 at 2:36 pm - Reply

    My target manages mid-size manufacturing facility. Their energy bill is substantial, but not big enough to afford an energy manager in-house.

    Me: I think you are wasting 10.5% of energy while we speak.
    Prospect: How do you know that?
    Me: You are right, I do not. I have made it up. But neither you know how much you are wasting. Do you want to find out?
    Prospect: Tell me more
    Me: We can help you eliminate energy waste, deal with utilities, incentives, vendors, all this while you concentrate on your core business. It’s like as if you had a whole energy management department, but “on demand”.

    • davidafields January 9, 2015 at 2:39 pm - Reply

      Anatoli, I like your case study. It sounds like the problem is something akin to, “have significant potential to save money on energy but don’t have the internal resources to capitalize on that potential.” Nice, tight problem.

  9. Bob Keteyian January 8, 2015 at 7:53 pm - Reply

    Fully identifying the impact we have on other people is a big problem. The diagnostic tools I created illuminate that impact and offer leaders a concrete pathway to interpersonal problem-solving. Coaching leaders and teams to use these tools proficiently results in higher performance, morale, and productivity in the workplace.

    • davidafields January 9, 2015 at 2:37 pm - Reply

      Bob, that’s terrific. The questions I have are: why is “identifying the impact we have on other people” a problem, and do your prospects recognize that problem as urgent, and expensive to leave unsolved? Is the problem something along the lines of, “Senior leaders often have unintended, negative impact on their teams. Since leaders, like all of us, have blind spots, they’re usually unaware of why they’re undermining their teams’ morale and effectiveness.” What do you think?

  10. Darnley Howard January 9, 2015 at 4:33 pm - Reply

    I help companies and entrepreneurs raise capital for ventures in Africa, Latin America, and the Caribbean. I also assist investors in evaluating risks and opportunities in these markets.

    • davidafields January 13, 2015 at 1:14 pm - Reply

      Darnley, that sounds like an interesting market. Is the problem you solve, “lack of capital to fund ventures in emerging markets”?

  11. Welbeck January 12, 2015 at 12:30 am - Reply

    I am a new-entry mid professional level Nutrition consultant based in Southern Africa and looking forward to setting my foot in consultancy projects for UN agencies, international NGO’s etc. Any ideas about my target and my consultancy offering

    • davidafields January 13, 2015 at 1:15 pm - Reply

      Welbeck, a few questions might help you along: what problem do the UN agencies and NGOs have that you would be solving? Is that problem urgent and costly to leave unsolved? Can you reach the decision makers who would approve those projects?

  12. Wm. David Levesque January 24, 2015 at 10:58 am - Reply

    Revised (a bit more focused)

    “As an owner of a successful small or medium sized business, do you lie awake at night worrying you might lose a key customer to competitors due to quality, lead-times or cost?” We solve this.

    • davidafields January 28, 2015 at 4:01 pm - Reply

      Much better, don’t you think? I wonder whether you can tighten it even more by eliminating “do you lie awake at night worrying you might lose”. Perhaps you can go straight to, “As an owner of a successful small or mid-size business, are you losing key customers to competitors due to quality, lead-times or cost?” Play with it and let me know how it goes when you try it out with prospects.

  13. Dr. Sarah Layton February 25, 2015 at 9:49 am - Reply

    Two attempts, I don’t like either one, really, what do you think?

    1. The road to the future is paved with uncertainty. With a rapidly changing environment, organizations seeking new markets and growth use our resources to create and deploy strategies that continually improve their revenues and profits.

    2. We can help you minimize costs and raise profits while seeking new markets that provide highly profitable growth opportunities. Let us help you find your path to success with our tailored approach to creating new strategies for your organization.

    • davidafields February 25, 2015 at 8:38 pm - Reply

      Sarah, these are good starts. To make them even better, change your emphasis from what you do to the problem you solve, and force yourself to focus. For instance, the second example talks about minimizing costs, raising profits, growth opportunities and new strategies. That’s four different promises and no issues. As a prospect, I would struggle to know what you really do or when I should call you.
      Here’s my challenge for you: go back and identify the one pervasive, urgent, expensive problem you solve. Don’t worry about your promise or solution yet. Just nail the problem. Post your answer and let’s see where that takes you.

  14. Luda Fedoruk March 30, 2015 at 11:28 am - Reply

    This is a great forum. Just checking if it’s still open.

    • David A. Fields March 30, 2015 at 12:15 pm - Reply

      Luda, we’re always open for business (so to speak)! Feel free to post your Fishing Line and I’ll take a look at it.

  15. Luda Fedoruk March 31, 2015 at 12:05 pm - Reply

    I appreciate your feedback.

    Organization leaders (project sponsors) invest in projects to achieve strategic growth. Due to a variety of factors, majority of initiatives struggle to achieve success. I help leaders (decision makers) recognize pain points and utilization of their investments.

    • David A. Fields March 31, 2015 at 2:29 pm - Reply

      Luda, that’s a good start. Can be clearer about your target (leaders/decision makers is too broad to elicit a “That’s me!” response)? Can you be more concise about the problem you solve and narrow it?

      • Luda Fedoruk March 31, 2015 at 11:06 pm - Reply

        I hope this is clearer:
        Project sponsors invest in projects in order to achieve one primary goal: sustainable strategic growth. Due to a variety of factors, many initiatives fail to reach optimum outcomes, fail to abide by timelines and budgets. My council consistently brings clients to recognize costly pain points and optimize investments.

        • David A. Fields April 5, 2015 at 9:13 am - Reply

          Luda, try focusing on only two things: the target and the problem they have that you solve. It’s not clear to me yet that your target would recognize themselves in your description, and the problem is also not apparent yet. First ask yourself: how could I concisely articulate my target in a way that they would instantly say, “That’s me!” Then ask yourself how they would express the problem they have.

  16. D. Scott Brown August 5, 2015 at 9:46 am - Reply

    Hi David,

    I just found your blog this morning. I like what I am seeing. May I please ask if this thread is still open? I am known as the “Today’s Busy Woman Empowerment Coach”. I would like to reach out more to companies not just individuals in the professional, business and corporate arenas. Most of my current clients are professional women, business women and female business owners… all of whom are trying to do it all so they can have it all… but they are not having the quality of life they thought they would have by now. She is feeling more exhausted, unfulfilled and overwhelmed. She is putting so much pressure on herself to be successful and it’s weighing heavily on her but she feels she has no other alternative but to go thru this alone.

    My current language is ” Empowering Today’s Busy Woman to Convert Her Emptiness into Sizzle, Be Truly Heard, Valued & Validated and Feel Overjoyed not Overwhelmed!”

    David, from what I already see in your responses to the others who have posted here, I know you have some keen insights to share. I would appreciate any and all feedback. I’ve already begun reading some of your other blog posts. Thank you so much in advance! 🙂

    • David A. Fields August 6, 2015 at 7:05 am - Reply

      Welcome to the community, Scott! Your language in general is solid. Two thoughts to consider: 1) Are you burying the lead? 2) Are you communicating concisely? (Those two are related.) You redirect working women who are feeling unfulfilled. That’s a concise definition that starts the conversation. In terms of taking your offering to the corporate world, I’d be surprised if large companies would pay for this service; however, women business owners might write it off as an expense. Does that help?

  17. Lani August 5, 2015 at 10:54 am - Reply

    Which is better (our what would make this land)?

    You know how people say they’re in prefect health except…they can’t sleep or they have heartburn or stomach problems now and then, have pms or chronic pain, or experience forgetfulness or fuzzy thinking? I get to the root of those problems holistically.


    You know how people say “I’m in prefect health except…i can’t sleep, or, I have heartburn or stomach problems now and then, have pms or chronic pain, or I’m a little forgetfulness and my thinking is fuzzy sometimes and I can focus”? Sound like anyone you know? I get to the root of those problems holistically.

    • David A. Fields August 6, 2015 at 8:30 am - Reply

      Lani, the difference is subtle enough to not be meaningful and both are too long. People can’t remember or process so many choices. When you toss out a laundry list of symptoms, you’re hoping one of them will trigger a response; however, the reality is it confuses the listener, is impossible to remember, and potentially makes you look unfocused.

      Sticking with your format, you might say something along the lines of, “You know how people say they’re in perfect health but then they bring up a couple of health complaints? That’s who I work with. I make healthy people even healthier.” Or, “Even healthy people suffer from everyday maladies. But they don’t have to. I help healthy people become even healthier.”

  18. Roy September 20, 2015 at 12:47 am - Reply

    Hi David, Great post!
    Here’s my killer offer: “Financial services executives hire me to streamline (and automate) costly and time intensive business processes” or “I streamline (and automate) costly and time intensive business processes for financial services companies.”

    • David A. Fields September 20, 2015 at 9:04 pm - Reply

      Roy, that’s a great start. “Financial services companies” is a well-defined target, though I wonder whether you could narrow it even further. “Costly, time intensive business processes” may be a good problem description, or may not be. Your target will let you know. To me, it seems very vague; however, the executives your targeting may immediately think, “Got it! I know exactly what you do.”

      Imagine, though, that you targeted one process that is commonly problematic. If you said, “Investment banks hire me when their due-diligence process consistently takes too long” then investment bankers who experienced that problem would choose you 100% of the time over a consultant who promises to streamline “time intensive processes” for “financial services companies.” I’m not saying that’s the right target or the right offering; merely that specific beats general 99% of the time.

  19. Ken Steiger February 10, 2016 at 11:45 am - Reply

    If this thread is still monitored:

    I’m in the business of helping companies identify and close performance gaps in how their managers and employees work together. These are the things that hurt morale and the work climate, and make it more difficult to deal with change and tough market conditions.

    Sometimes this comes from crisis, like a bad economy, changes in the company, or changes with your clients.

    Sometimes it comes from complacency—past success makes people in the company feel invulnerable to what’s going on outside of their “cocoon.”

    In all cases, ultimately, this adds stress and conflict, and lowers productivity and profits when not addressed.

    • David A. Fields February 10, 2016 at 12:37 pm - Reply

      Ken, that’s a great business. The questions I have for you are: Can you simplify the message? Right now you have a lot of pieces, and the “sometimes…” statements shift your story into the hypothetical. Can you be more specific? “Companies” doesn’t exclude anyone; “performance gaps” is also very broad; “adds stress and conflict, lowers productivity and profits” is true of every problem.

      If you narrow your target and the problem, you may find more confidence in your solution and more uptake from clients. Feel free to post a revision if you decide to create one!

  20. Shahla February 10, 2016 at 7:59 pm - Reply

    Hey David,
    This is such a useful post and really pushes one to get deep down in the niche.
    My area is creativity and innovation. And there are two aspects of it that I work on:
    1- The use of innovation as a method/tool/approach in HR and Learning & Development/ corporate universities.
    2- Training the skill (of innovative and creative thinking and problem solving) to managers and entrepreneurs who handle teams.

    How does that rank in terms of urgency, communication and pain solving?

    • David A. Fields February 10, 2016 at 11:02 pm - Reply

      Shahla, thanks for your feedback and for sharing your area of focus. I would challenge you to try Right Side Up thinking, which means setting aside what you do (as aptly described in your two points) and identifying the issue your clients are facing. This is much, much harder than it appears.

      Just looking at your description, I don’t know what problem you solve or, therefore, the urgency or costliness of that problem. There are some good exercises that will help you shift to Right Side Up thinking. (If you email me, I’ll send you the Problemeter exercise.)

  21. Sophie August 10, 2016 at 11:29 am - Reply

    This is such a great string, thank you. If you are still monitoring it, would you please give me some feedback on this?

    I help clients develop new programs/projects to address new challenges in women’s and reproductive health. Many of these solutions involve written products. I research and develop website content, reports, toolkits, articles, blogs and more.

    • David A. Fields August 10, 2016 at 12:31 pm - Reply

      Sophie, you’re off to a solid start and I think a few tweaks will make your offering more powerful.

      The excellent part of your statement is the narrow focus: women’s reproductive health. (Yes, I took the “and” out, which may change the meaning, but is more precise and understandable.)

      To improve your statement ask yourself first what the problem is you’re solving. That’s not apparent yet. In other words, why do your clients need you? The second half of your statement is very focused on the “stuff” you do, and may be stronger if it was focused on the results you deliver. Clients are more interested in how they’ll be better off than in what you do.

      My recommendation would be to marry your precise target definition to a specific problem and see where that takes you.

  22. Susan Pierson-Brown February 17, 2017 at 4:28 pm - Reply

    Hi David – This is an incredibly useful post! If you are still offering ideas, I’d welcome your thoughts on my offering language:

    I partner with executives, philanthropists, academics and their teams so they can inspire their audiences and move them to action.

    Too short? I worry the problem may be too implied (that if others aren’t aware of and on board with your mission, it won’t advance), and/or I’m leaving out my expertise (strategic communications).

    Thank you in advance for any feedback!

    • David A. Fields February 20, 2017 at 6:22 pm - Reply

      Susan, you’re off to a good start. Consider rephrasing or narrowing your target audience. “Executives, philanthropists, academics and their teams” covers everyone and is confusing. Every time there’s an “and” (or, in your case, a comma) in your Fishing Line you don’t gain prospects, you lose them. The promise itself may feel generic to the listener. On the surface it sounds like you help public speakers, but it’s not completely obvious. Try to get crystal clear on what symptom a prospect experiences that you address. That will help you fashion a butt-kicking Fishing Line.

      Hope that helps!

  23. Jo Cleary March 15, 2017 at 9:44 pm - Reply

    Hi David
    I find your resources so powerful and useful. Thank you for your generosity and wisdom.

    What I do?
    Clarifying the meals strategy in Aged Care to co-create a Wow! dining experience
    with a meal that isnt murdered and at optimal price.

    I am getting interest from providers who want to speak to me, but I think I am putting too much focus on the HOW and not enough on the benefits in my proposals. They want to do something but dont make a decision.
    I based my last proposal on your perfect template, and have just downloaded your new one. Thanks a heap!

    Your Problemeter exercise sounds great – love to find out more about that.

    Thanks David in the meantime.

    • David A. Fields March 15, 2017 at 10:23 pm - Reply

      Your offering is great. The target is narrow and crystal clear. “A Wow! dining experience with a meal that isn’t murdered” implies the problem using language that is memorable and reveals your personality. There’s a bit of clunkiness in the phrasing, but that’s not a big deal. Very nicely done.

      The Problemeter is great. It’s actually explained in depth in my new book: The Irresistible Consultant’s Guide to Winning Clients. (Since you’re in Australia, you’ll probably have to use a different link unless you buy the Kindle version.) That said, right now I think you have a good handle on the problem you solve, and as long as that resonates with prospects, you can shift your focus to building visibility, connecting, becoming the obvious choice and closing projects.

      I hope your latest proposal gets accepted, Jo! Let me know either way.

  24. Debbie G August 1, 2017 at 12:13 pm - Reply

    What are some additional questions one can ask to find out if the problem the prospect or consultant shares is pervasive, urgent, or expensive?

    • David A. Fields August 1, 2017 at 2:09 pm - Reply

      Debbie, to find out whether it’s pervasive, you need to ask multiple people. If they spent money on the problem then, by definition, that problem was urgent and expensive enough to warrant hiring a consultant.

  25. Debbie G August 1, 2017 at 12:15 pm - Reply

    Do you need separate questions to uncover problems vs aspirations when doing the Problemeter exercise from the book?

    • David A. Fields August 1, 2017 at 2:07 pm - Reply

      Debbie, it’s all part of the same stream of questions, which amount to: what have you spend money on in the past?

  26. Jose Sevilla October 25, 2017 at 9:29 am - Reply

    Hi David, what’s your opinion on the below?

    At “xxx Inc” we have the capabilities and expertise to help your organization facilitate change, achieve its vision and optimize performance and productivity using a) Process and Performance Analytics; b) Risk Analytics across 4 fronts: Credit Risk, Fraud Risk, Operational Risk, Health Risk; c) Strategy Analytics: Cognitive Forecaster Model, Marketing Strategies Optimization, Sentiment Analysis; and d) People Analytics – Behavioural Predictions

    Thanks in advance.

    • David A. Fields October 25, 2017 at 9:44 am - Reply

      Jose, you’re headed in the right direction. There are a few opportunities to improve this, though (and I’m assuming you’re writing just about the idea, not copy or a Fishing Line, because what you wrote would need to be condensed for either of those).

      • There’s no target definition yet. Who are your Right People? “Organizations” is too broad and won’t give prospects confidence that you’re expert in their industry.
      • There’s no problem statement yet. What’s the urgent, pervasive, costly problem you’re solving?
      • Your description focuses on the approach, rather than the solution, and therefore needs to be simplified and shortened

      Hope that helps

    • Jose Sevilla October 25, 2017 at 10:02 am - Reply

      Here’s a revised version I formulated after reading the fantastic feedback on all the above postings.

      Are your internal processes too costly and thus affecting your bottom line and the delivery of value to your customers?
      Is your business making risk decisions based on intuition or rather supported by strong data analytics?
      Would you prefer to make strategic market decisions based on the future trends rather than past behaviour?

      At Sevenfold Vertical Solutions we have the capabilities and expertise to help you face these challenges in a more effective and profitable way.

      • Jose Sevilla October 25, 2017 at 10:15 am - Reply

        Thanks David!! Your feedback makes sense and it’s very much appreciated.

        Here’s another more robust version (I’d like to think).

        Have you noticed how in most service industry organizations, whether it’s financial services, consumer products goods or health services, regularly internal processes are too costly and thus affect your bottom line and the delivery of value to your customers? Have you seen how sometimes risk decisions are based on intuition rather than supported by strong data analytics? Would you prefer to make strategic market decisions based on the future trends rather than past behaviour?

        The Engineers, PhDs, Data Scienists and Risk Managers at Sevenfold Vertical Solutions have the capabilities to help you face these challenges in a more effective and profitable way.

  27. Jose Sevilla October 25, 2017 at 10:14 am - Reply

    Thanks David!! Your feedback makes sense and it’s very much appreciated.

    Here’s another more robust version (I’d like to think).

    Have you noticed how in most service industry organizations, whether it’s financial services, consumer products goods or health services, regularly internal processes are too costly and thus affect your bottom line and the delivery of value to your customers? Have you seen how sometimes risk decisions are based on intuition rather than supported by strong data analytics? Would you prefer to make strategic market decisions based on the future trends rather than past behaviour?

    The Engineers, PhDs, Data Scienists and Risk Managers at Sevenfold Vertical Solutions have the capabilities to help you face these challenges in a more effective and profitable way.

  28. Royce Poinsett October 25, 2017 at 10:29 am - Reply

    Hi David, I am a lawyer and lobbyist at the Texas Capitol in Austin. How about this for a fishing line?

    “Royce Poinsett is an attorney and lobbyist who works with businesses to resolve their complex, high-stakes problems at the Texas Capitol.”

    • David A. Fields October 25, 2017 at 2:55 pm - Reply

      Royce, the focus on “problems at/with the Texas Capitol” strikes me as a nice, tight problem definition with high urgency and cost. Great work on that. “Complex, high stakes” is a bit of a throwaway–if they’re not complex or financially meaningful they’re not going to reach out for help anyway. Can you narrow down “businesses” at all?

      Nice work!

  29. Tiger Todd September 24, 2018 at 11:11 am - Reply

    Thank you for the enlightening lessons and consulting wisdom, David.

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