Here's how you can effectively convey your expertise to operational planning clients.

Ich stimme dieser Ansicht vollumf?nglich zu. Branchenkenntnis ist das A&O um seri?s und nachhaltig Gesch?fte machen zu k?nnen. I agree !

One way to know your customer or client better is to ask clarifying questions that demonstrate that you are listening and give them an opportunity to elaborate on what they have said. Share other perspectives that complement what they are saying . Also infer their thinking from what they say so that you can generalize what you understand about their business or industry across multiple knowledge or issue domains. If you are good at this, your client will tell you that what you said is what they were thinking or that is another way of seeing what they were saying.

In my experience I have worked very closely with Operations in three different industries (mining, technology, biotechnology), all of which were either process or manufacturing centric. As a professional accountant, I learned early in my career that my passion was using my educational background to support and influence operational results. In doing so I would usually become the right hand person to the top operational executive while at the same time being closely aligned through the CFO and CEO. In order to succeed I need to become part of the operations and earn their respect by demonstrating that you knew the "business". As an example, when I was in mining working at a mine in the Arctic I and my team would drive the "ice road".

Effectively conveying expertise to operational planning clients involves several key strategies. Begin by understanding the specific needs and challenges of the client through active listening and thorough analysis. Tailor your communication to be clear, concise, and jargon-free, ensuring your message is easily understandable and relevant to their situation. Use examples, case studies, and data-driven insights to demonstrate the practical application of your expertise and the potential benefits for their operations. Maintain professionalism and confidence in your delivery, emphasizing your track record and success in similar projects or situations. Provide proactive solutions and recommendations based on your expertise.

This question, and this part 1 of the bigger question speaks to my professional commitment to my craft. The answer is simple. The answer is, there is no one answer. Different people communicate differently. Step 1 - is the listener observing. Before what are their wants, needs, choke points, is how do they communicate. Are they auditory, visual, or textual receivers ? Are they numbers people ? Do they need to see flow charts and visual designs ? Are they willing to engage ? How "can" you know this customer ?

As the management consultant with 12+ years hands on expertise I am very convinced that clients prefer previously tested field practices and actual experience of the competitors or the similar industries which assures clients how universal is the issue and how efficiently and practically had been tackled before. Receiving “lessons learned “ from industrial practices assures more “buy in” and trust from the client and their management board. This is the crucial reason why “not being a desk manager “ actually matters in the consulting business, recognizing the issue, mapping all the “underwater the stones “ makes that consultant valuable “know how” beacon.

Storytelling of similar experiences can be a powerful way to illustrate expertise in this arena without coming across as boastful. Experience-based activities are highly valued by potential clients, and the medium of telling the story is a straightforward recitation of action steps and results that resonate with clients. Companies take risks when hiring consultants. Those who have already accomplished similar tasks are highly credible relative to those who merely hypothesize about the art of the possible.