Download Selling Professional Services to the Fortune 500: How to Win by Gary S. Luefschuetz PDF

By Gary S. Luefschuetz

The secrets and techniques to grabbing your percentage of an $800 billion marketplace! “A urged learn for an individual in line-management or businessdevelopment roles, even if promoting to the Fortune 500 or public quarter. The publication imparts common sense details awarded in a fashion that's effortless to narrate to and is useable.” Lisa Daniels, vp, SAIC “A nice play-by-play on easy methods to input and achieve the pro prone undefined. As businesses glance to enhance earnings which were eroded through declining product margins, a circulate into specialist companies has been the correct solution for lots of. This booklet can assist make the move!” Natalie Buford-Young, President, The Rainfield team concerning the booklet: regardless of great adjustments within the economic system because the 2008 monetary situation, the worldwide consulting and outsourcing companies markets stay powerful and provide giant development possibilities. whereas many businesses retrench within the face of chaos, best administration consulting businesses and IT carrier prone are seizing the chance to evolve to the hot company surroundings, remain correct to consumers, triumph over revenues and supply stumbling blocks, and shut new enterprise possibilities. hence, promoting expert prone to the Fortune 500 explains tips to get within the door, whom to focus on, and the way to construct the perfect relationships. An operations and finance govt who has labored with the industry’s best corporations, Gary S. Luefschuetz leads you thru the method of effectively promoting to the world’s greatest businesses. He presents professional perception into each portion of the revenues cycle—from settling on your supply candy spots to enticing with company procurement organisations to knowing the dynamics of the negotiation method. With promoting expert prone to the Fortune 500, you could have what you want to: extend your supply footprint Create model wisdom offer an entire suite of prone around the consulting lifecycle construct and continue depended on consultant relationships improve a strong revenues pipeline deal with stakeholders all through the revenues and supply cycle The possibilities within the worldwide consulting and outsourcing prone markets have attracted an abundance of recent companies, so pageant is fiercer than ever. consequently, pricing buildings are seriously scrutinized and lots of prone are being seen as commodities by means of competitive company procurement enterprises. promoting expert prone to the Fortune 500 is helping you fee your carrier choices therefore and retain your aggressive aspect.

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Extra info for Selling Professional Services to the Fortune 500: How to Win in the Billion-Dollar Market of Strategy Consulting, Technology Solutions, and Outsourcing Services

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In its simplest form, the general rule for an engagement of this type is that more hours worked results in more revenue and profit margin generated by the consulting firm. Under an open-ended time and materials engagement of this type, the consultant is not subject to any deadlines or penalties if it incurs costs in excess of its original estimate, if it must deploy additional staff, or if the project plan is extended beyond original expectations. Given the open-ended nature of the agreement, charges would continue to accrue until the consultant completed its tasking or the client terminated the engagement.

If you fail to achieve this objective, you will not succeed. Remember, strategy rates will be benchmarked against McKinsey, Bain, Booz, and BCG, and design and implementation rates will typically be benchmarked against Accenture, IBM, and Deloitte. 9. It is very difficult and costly to attempt to unseat a firmly entrenched competitor that is delivering in a timely, quality, and costeffective manner. It may be more prudent to direct your sales efforts toward other functional areas, geographies, or components of the consulting wallet when faced with this dynamic.

In the first option, the risk for both the consultant and the financial services company is quite low. The consultant is not under any time constraint to deliver any specific deliverables, and the client can have tremendous flexibility to modify the scope of services being delivered and the cost associated with delivery. Conversely, the second option yields much more delivery risk for the consultant, as it has agreed to deliver the report on-time, in accordance with the specifications stipulated in the statement of work, and within the fixed budgetary ceiling.

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