Should I work on short-term or long-term projects?
Should I focus on depth or breadth?
Should I work with an old client or a growing and expanding customer?
If you are a consultant, what is your suggestion?
Before trying to answer these questions, let us know the role of the consultant. Traditionally, consultants have been defined as professionals who provide expert advice in one or more fields or industries, such as manufacturing, information technology, retail, finance, etc. Peter Block is in his book "Innocent Consultation: A Guide to Gaining Expertise" When used, a consultant is defined as "a person who has an influence on an individual, group, or organization but does not directly authorize the change."
Constrained by "ethics", the consultant's role is to influence and attract customers to provide practical and workable advice that is in the best interests of the client. However, sometimes the consultant faces the above ethical dilemma, which can be reaffirmed as being in line with the organization's business strategy or focused on meeting customer needs.
Should the consultant conduct a project in which the time invested and the return on investment are relatively small in terms of business volume or value? Or, does the consultant only focus on whether large projects have good business implications? These questions may have multiple answers. For example, Michael Zipursky, a marketing consultant who advises many companies such as Panasonic, Best Buy, and Dow Jones, says consultants should avoid taking on smaller projects. He believes that when consultants work on large projects, they can create greater value for their customers. On the other hand, according to some experts, in some cases it makes sense to use consultants [and consulting firms] as an effective strategy to handle smaller projects.
In fact, large projects that undertake larger customers have good financial implications. Need 180o turn and consider hiring a small project consultant for a small client. In this case, the consultant needs to work with more customers and digital projects to achieve capital inflows through fewer agents in larger projects. The exception to this "rule" for large customers and large projects is that the consultant has expertise but has not yet been established in the market. Therefore, by dealing with smaller projects, consultants can display results that can be converted into references, recommendations, recommendations, and case studies. The experience and expertise that consultants gain from these projects can be used to strengthen their certification and win more customers.
In another case, it makes sense to work on a small project because the consultant can recognize that the potential of the client or project is growing rapidly and significantly over time. Consider an example of an undisclosed startup. They may have the most advanced technology or a range of innovative products that demonstrate potential growth potential. They may become the next "most innovative company" like Facebook, Apple or Google. For consultants, it is definitely worthwhile to work with projects that are not large. These companies may not be able to pay a large amount of consulting fees, or their income may not skyrocket, but as a consultant, if you can see the scale of their expansion, it will become an irrefutable case.
For consultants, it is not just short-term vision, but the ability to perceive and understand the growth and expansion of customer positioning through the lens. Given that the client company will scale up, having this vision can lead to greater project consultants and higher costs. In some cases, consultants may find opportunities to work with larger client companies, but may face the challenge of boxing larger projects as needed. Another way is to work on smaller projects because this is a key step for consultants to "step on the door". This initial involvement paved the way for consultants to build rapport and credibility. Consultants should take advantage of these opportunities to demonstrate their expertise and the value they provide to their clients. This will pave the way for consultants to win larger projects from customers.
Finally, it is important to remember that the ethics of working for the best interests of the client is crucial. Every consultant should be passionate about making decisions about their methods or their packaging projects and their clients' strategies. Consultants may be passionate about working with small clients or small projects. As long as he/she is doing what they really like, it's perfectly fine. Creating large amounts of income or income may not be their top priority, and there are no real mistakes. What matters is how the consultant creates value for the customer in this situation. Make wise choices, don't be too upset, because your brain will encounter many problems during the decision making process.
Orignal From: Consultant's dilemma
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