What factors influence your decision when you’re considering where to procure financial and professional services from?

Robert Parry,
Tenon



Want do we want and why?

It may seem bleeding obvious, but it’s essential the provider understands why the service is required.  Glossy brochures and slick sales patter don’t achieve that. The answer is to LISTEN carefully.  Passive listening won’t do.  To gain understanding the supplier needs to listen to how the words are said, not just what.  Question and clarify – it’s worth the time.

Who am I and how am I feeling?

I’ve met professionals who have great confidence in their sales approach – but the approach never changes, whosoever they are pitching to.  The approach has to be appropriate – and that will change at different points in time.

Have they been up the learning curve?

Technical skills may be taken as given, so I want to know have they done similar work before, for whom and what was the outcome?  It’s not just about technical skills, is the provider realistic in the service standards they are setting?

It’s often the co-pilot that lands the plane

Often in professional services a great front man or woman does the pitch, but disappears when it comes to delivery.  I expect to meet the key team members and be convinced they can deliver too.

What return will we get on the investment?

If the service is a formality or commodity, the more keenly it needs to be priced.  But if your skills and creativity are going to add value, explain it and don’t apologise for charging accordingly.  Investment in professional services is to provide benefits, the cost should be in keeping with the benefit to be delivered.

What will we get back?

Working together shouldn’t be one way – reciprocity helps cement the relationship.