How do you handle a client who is unwilling to invest in the image consulting process?

From my experience as a CEO, I think most companies do not get what consultants say until you show them. So there are 3 things you can do to get fast attention: 1. Your personal consulting brand must have a top image. It's uninteresting when a consultant says 'they can deliver on a promise' but doesn't reflect on their personal brands. So it starts with you. 2. Showing clear ROI on what you have done for other clients. This time, clients in th same industry, regions or of the same size. 3. Give pro-bono value offering. In consulting, freemium is everything. Think of how to execute a little value offering, and build a pricing model at the point of no-return.

To handle a client reluctant to invest in image consulting, start by listening to their concerns to understand their hesitation. Explain the benefits of image consulting clearly, showing how it can help them. Offer tailored solutions that fit their budget and needs. Focus on building trust and a good relationship with the client. Consider offering a free or discounted trial to demonstrate the value of your services. If cost is an issue, provide flexible payment options. Finally, if they decide not to proceed, respect their decision.

"While we recognize your company's positive track record, investing in image consulting can offer strategic advantages beyond immediate revenue generation. Image consulting encompasses the holistic perception of your brand and its reputation, attracting new customers, strengthening existing relationships, and commanding higher valuations when seeking investments or partnerships. Image consulting is crucial in securing export orders, as international clients prioritize companies with a strong and reputable brand image. In essence, image consulting is an investment in your company's long-term growth and sustainability."

One thing I have found helpful during my coaching journey is to have an objective assessment of where I stand versus where I want to be. Addressing the gaps and identifying some actionable tasks towards those gaps definitely supported me. It's important to create the curiosity for 'what is my impact on others' only then the client can be triggered to have this reflection and take the path forward. Often times we are not aware of our power and how we are perceived by others. Once this awareness is there, the rest is relentless work and it's fun.

This is such a great point! I think it's so important for image consultants to take the time to really understand their clients' needs and goals before they start working together. This will help to ensure that the client gets the most out of the experience and that the consultant can provide them with the best possible service.

At the initial stages of a client - agency relationship it’s very easy to tend to focus on the positive: how to bring (+) KPI for the client. Everyone wants to grow. However few are willing to tackle the hard conversations, placing a mirror in front of the brand and unpacking all the perceived (-) I find that the best relationships are those that foster from a perspective of honesty and hard truths. When an agency can lead with those, the client’s trust is high, expectations according to reality and goals realistic. In an unsure business world, this approach can foster the strongest brand - agency relationships

First, clear up misconceptions. It's not just about looks, it's about being your true self. Share a success story to show how it works. Ease concerns about costs and time by talking about practical benefits. Let them know how image consulting fills gaps, boosting success. It's about understanding, addressing, and tailoring to show the real value.

I would say this should be the first step and it should be tackled before the start of any engagement. Misconceptions are the root of dissatisfaction later on.

Give the client some time. I've learned from sales that being pushy at the wrong time might be contraproductive. Be supportive and practice active listening, don't push the client to commit until he/she will commit willingly.

Client's misconceptions and objections are education opportunities. One such is utilizing facts particularly the aspects of C.P. A. (Cost Per Acquisition) of a customer is directly proportional to time and expense and the customers thoughts of the company. Time is money. LTV ( life Time Value) of the customer is critical. The correct customer perception of the client also changes or maintains the relationship and preserves margin. With the right image relationship the right consultant can move the client from a vendor to a proactive strategic relationship and from cost plus sales to value selling.

Certainly, the idea of "failure" often worries clients. As their advisors, our job is to help them see failure as a normal part of the process. We need to explain this in a simple, step-by-step way. The main thing we do differently is to prepare the client for all the possible outcomes right from the start. This way, they know what might happen and feel ready to handle whatever comes their way. It's about making sure they're not caught off guard and feel confident facing the future.

I would also add asking the client what is their expectations of the outcome and work from there in terms of what is plausible and the collaborative roadmap to get there

I think it’s important to iterate that many times, the customer is not always right. It’s easy to fall prey to this, which is why you’re there in the first place… they want results they have yet to achieve. The definition of insanity is doing the same thing and expecting different results. Stay firm on your knowledge and experience. Though it may differ from your client’s level of comfort. You are there for a reason.

Getting a client to understand just because you can does not necessarily mean you should while coupled with some sales are not worth winning are two very difficult business axioms to get a client through in initial lifecycle stages of the company. The step up from the friends and family round/angle to professional investors is as much strategic as it is tactical. Formation to stabilization includes every aspect of business. Building the early revenue, closest to cash is strategic. As a PEG we often have to balance valuation, cash infusions and having the client understand there is a difference between having operating capital to meet cash flow and having investment amount sufficient to be successful.

Consider offering a trial session or discounted consultation to give the client a taste of your expertise and the potential benefits. This can help overcome their initial reluctance and allow them to experience the value firsthand.

One key misconception, that I see happen all too often, is that right at the beginning of an implementation or consulting engagement, the consultant or sales person tries to use that opportunity to sell more work. Stay focused on the work you are kicking off, and prioritize building trust with and showing your value to your new client. It’s offputting to sell during the early stages of implementation. Building strong relationships based on trust and your ability to deliver the results you sold is what will win you more business…new business comes as an output of your success at providing the value that you promised.