Without clients there would be no business.  They have the power to give you business and they have the power to give that same business to your competition.  Your task as a reseller or consultant is to determine just what each potential client’s hot buttons are.  While the power and reputation of many software products might make the sales cycle somewhat more productive, you have to sell yourself before you can sell the software.  Clients must want to work with you personally.

Client Expectations: Why Are They So Important?

Most resellers of accounting software believe their product is one of the most powerful and user friendly on the market.  As far as they are concerned, that’s a statement of fact, not marketing hype.  Why is it then that potential clients do not rush to their checkbooks?

Why is it that we lose contracts to products which we know to be less than appropriate?  Why do some contracts prove to be so difficult?  Why are some of our clients less than completely satisfied?  Why are some contracts complete disasters?

Although we might have a tendency to place the “blame” on our clients in many instances, the “responsibility” must reside with us.  The problem is that our potential and actual clients are unique.  Each comes to the table with different expectations and needs, most having nothing to do with the software itself.  If we cannot, or do not, take the time to identify these unique needs, the likelihood of a successful sale will be reduced dramatically. 

We must give them something more than this physical product, and it is our responsibility to determine precisely what the client really wants.  Clients expect a great deal.  The purchase and installation of a software system is but one small portion of the total package you are expected to supply.  Every other service they expect may not be verbalized, but assumed.  Your task is the discovery of these other needs.  Your performance will be based upon these assumed services, and your failure to discover them will surely lead to an unsatisfactory rating in the eyes of the client.

Establishing Reasonable Expectations

If your clients do not understand what they need to do well to succeed in business, the most powerful accounting or ERP system will accomplish little, if anything.  Somewhere along the way they must understand that the purchase of a new business management system must include a return to the basics.  You must be the one who has to tell them this, and show them how to do it.

Although some clients have a fairly clear idea as to what they require, most do not.  They might assume that you will guide them through this process, but may never give voice to this requirement.  Some clients may not even know enough to realize that they don’t know enough.  They might expect that the purchase and installation of this system will be no more complicated than the purchase of a new copy machine.  Who is going to tell them?  You are.

Some clients expect that you are going to do everything for them while they go on about their business.  Who is going to tell them that this must not happen?  You are. 

The decision to install a new accounting or ERP system is the means to some end, and it is that end which must be defined in detail before any discussions are undertaken concerning features and functions.  In many instances clients may not realize exactly why they require a new accounting system, and the reasons they give may just be general symptom of a far more significant problem.

One of the most significant problems facing any consultant or reseller is not doing something which the client expected, but did not request, or finding out later on that the client needed something, but could not define that need at the appropriate time.  Clients will expect certain things from you, and you must discover each of these responsibilities, as well as telling them what you cannot or will not do.

In most instances, clients will not tell you what they really need, because they don’t know themselves.  You must determine what they require and convince them that they should discuss their problems and opportunities with you in more detail.  You want them to want you.  If you can determine what your clients expect you to provide, and you can provide those services economically, then the engagement will proceed as expected.

Managing the Client

Although there are as many different situations as there are clients, you should have one basic method by which each situation is managed.  The key term here is “manage”, for that is precisely what you must do; manage the situation and manage the client.  This is not the same as manipulation, but the results might seem to be the same.  Manipulation coerces a client or customer to make a purchase decision when that decision might not be in their best interests.  Management implies that the client is taken by the hand and guided through each step in the process to the desired end.  The difference is that the end here is one which is in the client’s best interests.  You must select the proper path, for you are the expert.  Clients must see that it is in their best interest to follow this path for the end results are what they and you want.

Your clients will ask a great deal of you.  Provide them those services which will assist them achieve their goals.  Guide them through this difficult process, but never make decisions for them.  That is their sole responsibility.  Your task is to bring to bear the tools which are appropriate for a knowledgeable reseller or consultant, and help your client recognize what they must provide.  It’s not an easy task, but the ends do justify the means.  Your client will be rewarded with an effective and efficient accounting and business management system.  Your reward will be present profitability and future referrals.