Why the Right Partner is Essential

I love what I do, and I feel lucky to be able to say that.

My job brings me all over the globe because being on the ground is essential for the work I do and for my clients.

I’m a consultant. In 10 years, I’ve visited 71 countries and worked with 26,000 retail stores – many of which I’ve advised on, ran, built, closed or remodelled.  

My experience allows me to help my clients understand what they need to do and – sometimes more importantly, what not to do.

Consulting’s greatest benefit to any organization is that it provides a view from the outside world.  

Constants can deliver an un-biased analysis of competitors, current trends, and opportunities for improvement.

How does a consultant’s analysis differ from your internal team’s? Because paid staffers are busy working in the business, analysing KPIs, hitting targets, and fulfilling day-to-day tasks. Consultants do what internal teams don’t have the time or perspective to do – they innovate, think outside the box, and stretch your ambitions in ways you never considered.

So, how do you know whether you’ve got a good consultant or not? Here are my two top tips for recognising the good ones:

#1. Personal Approach

A good consultant is less flashy (no Gucci suits) and more of a trusted advisor. Beware the large teams just flaunting high-end brands, dealing in the currency of PowerPoint and frequency curves. While these consultants look the part - and may even offer you some amazing data - they can lack the ability to advise you on what you actually need.

A good consultant will tell you what to do, how to do it, why you need to do it, and what the outcome will be.

A consultant who doesn’t immerse themselves in the far corners of your business will only ever be able to crunch data. Without intimately understanding your processes and meeting your people, a consultant can only ever give you part of the story - and as a result, only part of the solution.

Because I believe in an on-the-ground consulting experience, I’ve visited many amazing places far from the beaten track. I’ve travelled through Oman’s mountains to attend a regional sales meeting that led me to discover a host of issues the business was having – and I got to see a medieval fort!

On another occasion, I drove 5 hours in Cambodia from Phnom Penh to Siem Riep, where my only breakfast choice was “fresh” insects from the market. During this fact-finding mission, I found out the executional gap from the capital city was a severe problem that needed fixing.

My most memorable consulting experience was visiting a Tier 2 city in Russia. I flew to Volgograd, braved the -25 Celsius temperatures to see the Mamayev Kurgan in all its glory, and met with the regional delegation who honoured me with a Russian dinner (Nasdarovje, anyone!). Based on these experiences, I was able to gather crucial intel and produce a 25-page report to show the Moscow HQ. This report outlined the things that they didn’t think were happening – actually were! I was also able to determine that they had a big problem with dealer partner control.

The point is that consultants really need to embrace and experience your company – and put in the time to gather the right information.

#2. Tell A Story With Data

Now, let’s look at the abundance of graphs and statistics out there. Yes! Data is essential, but it’s only part of finding the overall solution.  

I’ve always visually documented my findings. On my client visits, I’m like an excited tourist (sometimes taking too many photos). Photos help emphasise a point and capture what many people overlook. I always present exactly what I see before I move into solution mode and try to solve everything. Recommendations should always come after examination and contribute to the overall narrative that your business is trying to tell.  

Does your consultant present several problems, but deliver vague solutions? Or tell you that a deeper analysis is required in order to determine whether the recommendation will produce an ROI? (or to simply put it - ask for more time).

A good consultant always has their facts at hand to back up their story, rather than tell it alone.

I have a formula for my engagements now. It goes like this:

VISIBLE PAIN POINTS + COMPETITOR PRESSURE + FUTURE THREATS / QUICK WINS + CROSS FUNTIONAL PROJECTS + STRATEGIC & DIRECTIONAL GOAL = ROI.

And of course, a detailed spreadsheet to back up the ROI, but very few graphs.

Good consultants, like our Amplifier Consultants, focus on delivering realistic and measurable recommendations for clients that can be implemented in a second phase. Augmenting your strong internal resources with a team that can really drive change is a strong partnership ethos that drives a great consulting relationship.

If you are interested in a unique and comprehensive consulting approach, let’s connect!