How Consultancy Can Be Developed

A successful product must connect with the personal values of customers. Consultancy services are no different. A consultancy product experience includes both the expression of the product and the interaction with the product. Clients are looking for three basic things from a consultancy product that will improve their business:

Is the product useful, does it enhance some activity, or allow them to accomplish an activity that is important to them?

Is the product easy to use and does it stay consistent in use throughout the expected life of the product?

Is the product desirable?

Does the consultancy product respond to who the customer is as a person and compliment how he or she wants to project themselves to others?

For example, a car is useful if it allows you to get from one place to another whenever you want. Some cars are easier to use than others; some have controls and settings that are easier to adjust to particular sizes and preferences. If you owned a Mini in the past, you may desire to relive that experience in the present. If you have a large family, then a SUV is more desirable than a sports car. If you have disposable income and can afford an extra car, you may desire a sports car just for the driving experience.

The same issues exist in complex consultancy products. Consultancy products tend to be built around each individual consultant's core skills, interests and passions, but it is still important to ensure that the client's needs, abilities and desires are taken on board. Ensuring that there is a willing market for consultancy services is just part of the challenge here. More importantly we need to ensure that our consultancy products are sustainable. The consultancy product needs to satisfy a client's key corporate objective. It also needs to be simple and easy to use. Too many experienced consultants fall into the trap of trying to confuse clients in order to convince them that they have knowledge worth buying. In reality very few people buy things that they do not understand. If they do then they will certainly not retain the service for very long. Think of any good software for example. We not only have to need it, but it must be relatively easy to use. If you have any inquiries regarding where by and how to use VoltageControl.com, you can call us on our own page.

Clients also need to desire the consultancy product. This may not be so easy to understand. We can all relate to desirable products such as automobiles, vacations, houses and luxury accessories because they all focus upon dreams. Well, the fact remains that so do simple products. Starbucks doesn't just sell coffee. They sell a community experience. How many products can you think of, which on the face of it do not appear very desirable, but which happen to be promoted by using passion, sex, dreams, exclusivity, importance, a feeling of belonging, or success?

A good consultancy product not only does its job, it also engages a client's employees in a desirable way. The way in which a consultancy service achieves this goal is always obvious when services are developed with their intended markets. You see what clients respond to throughout each stage of the service process. You see what excites them, what motivates them, what they believe in, what makes them feel achievement and what makes them feel reward. Developing a consultancy product in isolation is subsequently a worthless and reactive way of doing things. This is why at the Academy of Business Strategy new consultancy products are always developed with their intended markets before being launched. It is what provides students and clients with confidence and belief in the consultancy products which are being developed. Innovative consultancy products are born out of an innovative product development process.