Case Scenario: Who Is the "True Client'? David, an SBP within an organization that manufactures kitchen and bath fixtures, formed a partnership with the product manager for one brand of fixtures. This product manager was responsible for designing and implementing the marketing plan for a new line of upscale fixtures. In the discussions with the product manager, David learned the details of the product launch and the needs of the sales force who would be asked to sell these fixtures. Through interviews and information obtained regarding the marketing plan, David determined three keys to ensuring support of the sales force to this product line launch. The sales force would need to be highly skilled in influencing retailers to allocate showroom and inventory space to the new product line. The marketing materials and online information for retailers and the sales force would need to be upgraded. The incentive plan for the sales force must be modified to encourage sales of the new product line, rather than continuing to sell the current products. David put together a comprehensive proposal for addressing these needs, with the ultimate goal of gaining strong support of the sales force for the product line. The proposal was submitted to the project manager for approval. One week later David met with the product manager to discuss the proposal and the next steps to be taken. Imagine David's surprise when the product manager said, "Your proposal is a no-go." David asked, "Why not? You and I agreed that we needed a plan for getting the support of the sales force and retailers. What happened?" The product manager replied, "My boss, the VP of Marketing, did not like the plan. He thought there was an easier way to gain commitment." The key learning for David: The product manager was not the client for this initiative. The real client was the VP of Marketing. The VP was responsible for achieving the sales goal and was the ultimate decision maker. Without a relationship with him, David had little chance of developing a proposal that was aligned with the "true" client's perspective, preferences, and requirements.
QUESTIONS: Building partnerships with clients requires you to identify the appropriate people with whom these relationships are needed. One of the most common errors made by people in a consultative role, particularly when working on a project, is to learn too late that they are not partnered with the true client.
1) Identify a few "mis-steps" that David made in the process. What approach might you recommend to better identify who is indeed your "real client?"
2) What questions could you have used to help identify who the "real client" was?
3) If you knew that speaking to the VP of Marketing was the next step, what type of meeting might you arrange?