Deliverables in Professional Service Businesses - Part 1 Business Articles | April 8 http://www.chaussuresairmaxsolde.fr/ , 2004 While in ... contract work ... labour) we talk about tangible ... that is, number of ... hours, number of lbs or pages of reports or ... number of Mbytes of file
While in traditional contract work (outsourced labour) we talk about tangible deliverables, that is, number of labouring hours, number of lbs or pages of reports or workbooks nike air max soldes , number of Mbytes of files, etc., in consulting most of the deliverables are intangible.
Now some of you may say, that ?unless you do deliver something I can scratch the window with, your service is worthless.? And this is exactly how many buyers think. The buyer hires a marketing consultant and insists on the creation of a huge folder, called ?Marketing Plan?. ?Write a marketing plan FOR me.?
Upon failing that chaussures air max soldes , at the end of the day, regardless of how much improvement you have created in the client?s condition, the client remains pissed off with you because you failed to ?deliver? what you promised, that is, the pre-defined deliverables.
And while I am against traditional deliverables, there are some deliverables ? both tangible and intangible - we have to create to keep the project on tract air max bleu soldes , on time and on budget. However, I believe that deliverables should be documents to keep the project on track, on time and on budget. The greatest deliverable is that as a result of working with you on that project, people at the client?s company change the way they think, and as a result, they can create different results.
Here is another contrarian point: If you have deliverables air max rouge soldes , clients should have them too. There must be some written documents they must produce on an ongoing basis. This creates a higher level of involvement on their parts, and makes certain that they are actually committed to the successful completion of the project.
While there are some tangible deliverables we deliver, we have to limit ourselves in what exactly we deliver.
Make sure that your deliverables do not include set number of hours of manual labour and tonnage of reports and memos to be generated. Let us take a quick look at various tangible deliverables. And next month we look at the intangible deliverables.
***** THE OARR DOCUMENT ******
The OARR (Objectives, Agenda, Roles and Rules) document covers some basic guidelines for meetings with buyers. This is especially valuable for the very first meeting. Nothing scary, nothing formal air max noir soldes , it only asks prospective clients to give you a better idea of what to discuss, so you all can better prepare.
It can save you both time and undesirable misunderstanding, while helping you to stay on track. This document reinforces what you have just discussed with the buyer on the phone.
The OARR document sets the tone for the whole meeting, so you can achieve more in a shorter period of time. It also lays down your expectations regarding how you want to be treated and what exactly you want to accomplish.
Send this document to the buyer and make sure you get it back signed, indicating that they agree with the flow of the meeting.
* Objectives of the meeting - You clearly lay out what you want to achieve as a result of the meeting, so it will become more than just empty chinwagging. You go to meet the buyer to see if there is a mutually beneficial reason for the two of you to work together.
* Agenda of the meeting - The agenda itemises the issues you want to discuss during the meeting. All meeting parties must be 100% clear about what will be discussed, so they can prepare accordingly. Agenda MUST include the next step, that is, who follows up and when. Do not fall for the typical ?let?s see what happens? stuff. Collect all the information you need to craft a proposal air max soldes chine , but only write it after the buyer has made a pretty certain commitment to doing the project.
* Roles - This section lays out the names of the people who will be involved in the meeting. This section also makes certain that you never get relegated to sales managers, HR managers and other lower level people who cannot make decisions and cannot authorise budgets beyond the purchase of a stale ?Reduced to clear? muffin or a secondhand coffin nail.
***** PROPOSAL (COLLABORATION AGREEMENT) *****
The traditional proposal is the equivalent of proposing to your future spouse after you bought the rings, booked the trip for the honeymoon, picked the doctor to deliver your baby and set up your joint bank account.
Really and truly a proposal (what a misnomer) is not about whether or not getting on the plane, but about the final touches of fastening your seatbelt on the Concorde, and off you go.
Use your proposal as a deliverable air max 2019 soldes , not as a selling document. My contention is that we must have an agreement to work together, and the proposal is just a written document to solidify and document an already existing agreement.
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03.01.2020 02:27
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