Marketing

Do I Need a License to Consult???

Some times yes … sometimes no… sometimes maybe… Here is a quick overview:

–If you are a business consultant, you probably don’t need a license other than possible tax licenses. There are no licensing boards for business consultants.

–If you are a professional consultant, however, you may need a license before offering your services to the public. In certain professions it is mandatory – don’t even think of practicing medicine or law without a license.

In other professions like engineering or accounting, while legally mandated it is not always enforced. But don’t use the title PE (Professional Engineer) or CPA (Certified Public Accountant) unless you are licensed – you will invite the wrath of licensing boards.

Nevertheless, I often encourage my engineering colleagues to pursue a PE license. The following comment expands on why I do so. This was in response to a rather heated discussion on an engineering blog on the necessity of a PE license.

Glad to hear of your success against some clearly overreaching bureaucrats.

I say that as a PE/EE. Did getting my PE license make me a smarter engineer? No, but it did provide credibility when I started a consulting engineering firm 30 years ago, just like a CPA does for an accountant. It also has opened more than a few doors.

The PE license is valuable if you work for a consulting firm. This happened to an electronics design colleague (PE/EE) some years ago. He obtained his PE as a personal goal, not needing it while working for defense contractors.

Laid off in a slump, prospects were grim. That is, until he inquired at an engineering consulting firm, where most of their PEs were in electrical power. The firm was ecstatic to hire a PE/EE with electronics experience, to handle building electronics systems. Thus began a new and satisfying career.

As such, I often recommend the PE license — you never know when it might be useful. (Says the engineer who was laid off twice before he finally wised up and started consulting.)

More details on the engineer above here. Remember, when consulting it is all about credibility and visibility. Licenses and other valid credentials enhance that credibility.

P.S. Will be slowing down for the summer. Have grandkid plans, and hope to get in some RV time too. Best wishes for your summer too!

© 2017, jumptoconsulting.com. All rights reserved.

Consulting Fee Study…

Here is a link to a recent fee study by Consulting Success.

While this blog focuses on general business consulting, technical consultants should find this of use as well.

FYI, typical fees at Kimmel Gerke Associates were project based. Typical projects were in the $5,000 – $20,000 range and up. Typical annual compensations exceeded our corporate salaries, plus providing retirement funding, profits, and tax benefits.

As such, we did better than staying “employed.” Plus we had a lot more fun and freedom.

Not bragging — just saying it can be done. But it doesn’t happen overnight or without some work. You first need to build “credibility and visibility.”

Never too soon to start the process, so ask “What can I do TODAY?” Best wishes…


Here are three posts to help you start…


P.S. May slow down here for the summer, but stay tuned as I continue to share  thoughts on making your own JumpToConsulting.

© 2017, jumptoconsulting.com. All rights reserved.

Five Steps in Marketing…

Time to begin a new series… on marketing… the last in the triad of “getting business.”  The other two elements are generating leads and making sales. Like the legs of a stool, all three are equally important.

Don’t overcomplicate things. Getting business is much like going fishing. There are three simple steps:

  • Marketing – Decide what kind of fish you are after and where you might go.
  • Leads – Based on that, decide what kind of bait and tackle to use.
  • Sales – Catch the fish and get them in the boat.

Here are five key marketing questions to consider:

`(1) WHAT services will you offer? And is there a market? Are there any fish in the lake? Is there competition?  Barriers to entry? Any way to test? Remember, you don’t need to catch all the fish —  only enough to feed you.

(2) WHO will you offer them to? What kind of fish are you going after? Who is your ideal client? Come up with some personas — law firms with 5-20 attorneys who need help with juries? Engineering managers with EMI test failures —  my personal favorite?

(3) WHERE will you go to find them? Mountain streams for trout — southern lakes for bass. What are your target niches – industry, geography, B2B/B2C/B2G?

(4) HOW will you reach them? Bait and tackle. Gave you twenty ways to generate leads. Now is the time to pick a couple, make a plan, an start executing. It’s never too early. Remember, if you want a baby, it takes nine months. So if you want a baby in a month, you should have started eight months ago.

(5) WHY are you doing this? Probably the most important question. Hating you job or boss is NOT a good reason. Nor is just getting laid off (or fired.)  Is there a higher calling driving you? A drive for independence (my favorite?) Do you want it so bad you can taste it? Is there something you always wanted to do, and now is the time?

Take some time to consider these questions, and jot down some answers. We will expand on each of these questions in future posts.

Stay tuned…

© 2017, jumptoconsulting.com. All rights reserved.

Writing magazine articles… an interview with the Blue Penguin…

Recently did a half hour interview on writing magazine articles, on of my favorite (and successful) marketing methods. The interviewer was Michael Katz, the founder/owner of Blue Penguin Development, a one man firm that teaches solo professionals how to better market their practices.

Earlier this year, Michael formed the Blue Penguin Content Club. For $9.95/month, you get two 30 minute group calls each month — a weekly 48 second marketing tip — membership in a private Facebook group — and access to all the past recordings. Given Michael’s expertise and experience, this is one a heck of a deal.

Michael graciously allowed me to include the LINK to the interview HERE. So grab your favorite beverage, sit back, and enjoy Micheal and me discussing the ins and outs of getting your own magazine articles published. (30 minutes.)

Finally, if you enjoyed this, sign up for the Content Club – you won’t regret it. Full disclosure–no remuneration for me, and no penguins were harmed making this recording.

PS –  Michael has a free newsletter that I have been reading for years, along with numerous short courses and more.

PPS – Listen to the interview here.

© 2016, jumptoconsulting.com. All rights reserved.

Visit me with the Blue Penguin…

As the “featured guest” of the Blue Penguin next Tuesday (August 23, 2016). I’ll be sharing insights on writing articles to build your credibility/visibility as a consultant. Join the Blue Penguin Content Club, and you can catch the session too.  Click here.

Way back in 2013 I wrote about the Blue Penguin and the Likeable Expert Gazette. In 2000, Michael Katz launched Blue Penguin Development, a one man firm that teaches professional service providers how to position themselves as “likeable experts.” Much of his emphasis is on newsletters (a favorite technique of mine) and social media.

More recently, Michael formed the Blue Penguin Content Club. For $9.95/month, you get two 30 minute group calls each month, a weekly 48 second marketing tip, membership in a private Facebook group, and access to all the past recordings.

Trust me — this is a great deal! And Michael is funny (and bald, which always sets well with me.) If you don’t want to invest $9.95/month, you can still get Michaels’ free newsletter.  As his newsletter name suggests, he is simply a likeable guy (and an expert in what he does.)

Hope to see some of you next week. Well, I can’t “see” you, but you know what I mean 🙂

P.S. Been a little slow on the posts here. It’s the dog days of summer. We’ll pick up the pace again in the fall.

P.P.S. Had 31 attend the consulting session at the IEEE EMC conference in Ottawa. Several were already consulting, and several more were on the verge of making their own JumpToConsulting. Way to go, my fellow geeks!

© 2016, jumptoconsulting.com. All rights reserved.

Opportunities Abound When Ecosystems Collapse…

This post was inspired by a 2011 post by Pam Slim (Avatars, Ecosystems, and Watering Holes), where she discusses creating you own healthy business ecosystem.

But what happens when an ecosystem collapses? Most people panic, but a few recognize the opportunities — often excellent for starting a consulting practice.

Scientists tell us every major extinction event was followed by an explosion of new life. A prime example is the asteroid that destroyed the dinosaurs, which gave rise to the mammals and ultimately the naked apes known as homo sapiens.

When an ecosystem collapses, the balance of nature is upset. Those at the top of the food chain (the huge dinosaurs) are displaced, and new opportunities explode (for the tiny mammals.) But eventually a new equilibrium is reached, and evolution resumes its slow grind.

So it is with business. Sudden changes give rise to new opportunities, at least to those willing to pursue them. The inertia of the dinosaurs often prevents them from doing the same. In fact, the dinosaurs usually fight the changes and thus miss the opportunities.

A minor engineering ecosystem collapse helped launch our consulting firm.

  • Thanks to the personal computer explosion, by the early 1980s electronic interference problems to radios and televisions were increasing exponentially.
  • As a result, the Federal Communication Commission issued new regulations.
  • But there were few engineers that understood the problems, and how to fix them.
  • Most of those engineers were well entrenched in the defense industry, and not interested in tackling commercial electronics.
  • Thus, the engineering ecosystem for addressing these problems collapsed.

Recognizing the opportunity, we jumped in with both feet. But the economy was teetering too, and the first day in business the stock market crashed (October 1987.) A double whammy. But thanks to multiple opportunities with very limited competition, we did very well.

A second collapse occurred in the mid-1990s. Driven by the same interference problems, the European Union passed strict laws on interference on a wide range of electronic devices. If you could not demonstrate compliance, you could not export to the EU.

  • Once again, many big players (the dinosaurs) missed the changes (the asteroid.)
  • Once again, the engineering ecosystem suffered a minor collapse.
  • Once again, the little guys (the tiny mammals) like us did very well.

This is when we launched our training business, which took off like a rocket. This time, people were hungry for both help and knowledge. We often joked that while the consulting paid the bills, the training funded the retirement.

Would we have the same quick success today? Probably not, unless the ecosystem again collapsed. The growth would be much slower under today’s more stable conditions.

So, don’t fear the changes. Rather, seek them out. Remember, when the ecosystem collapsed, the mammals proliferated and the dinosaurs died out.

© 2016, jumptoconsulting.com. All rights reserved.

Some comments on travel expenses…

Had a recent inquiry on how I handle travel expenses. Here are my policies:

  • Travel expenses are billed at cost – no markup. Some consultants mark up the travel, but I feel this is cheesy.
  • Air fare purchased is normally refundable/changeable. Saves problems if the schedule changes.
  • Out of town travel time is billed at one day anywhere in the continental US. Keeps it simple. Overseas travel time is negotiated, usually two or three days.
  • Local travel time is billed portal-to-portal for less than a full day. Four hour minimum. No extra travel charge for a full eight hour day.
  • I make my own travel arrangements. If the client does, they are subject to my approval.
  • A $2500 advance is required prior to any travel. Lost money once on a bankruptcy – won’t happen again.

These details are included in my “Terms and Conditions” – a  single page of boiler plate attached to quotations. Here is the verbiage:

Expenses – All expenses will be billed at actual cost, with no markup. These expenses include all travel costs, test lab and subcontractor fees, and other expenses incurred for the client.

State or local withholding taxes, if applicable, will be treated as an expense and added directly to the invoice.

Travel – Travel time is charged at our regular rates, as follows:

-Local – No travel charge for full day consultations. For less than a full day, time will be billed portal-to-portal.

-Out of town (Air Travel) – One full day labor is added to consultation fee for travel within the contiguous 48 states.

-Outside Contiguous United States – To be determined.

-We normally make our own travel arrangements, but if made by client, they are subject to approval. Overseas travel is “business” class.

Hope this helps.

© 2016, jumptoconsulting.com. All rights reserved.

Follow your passion… NOT…

Too many “entrepreneurial” bloggers suggest you simply “follow your passion.”

Unfortunately, that alone is not enough. You better be able to make money at it! Here are two stories that illustrate the point:

The Ice Cream Store…

At a professional meeting some years ago, one of my colleagues said to ask Dick about his ice cream store.

“Ice cream store?” I responded. “We’re a bunch of consulting engineers. What’s with the ice cream store?”

“Just ask,” he responded with a twinkle in his eye.

So I did. As engineers, we often like to twist our colleagues’ tails, and I was pretty sure that was what this was all about. But it turned out there were some valuable lessons in the story.

Dick told how his daughter had long wanted to have her own business. Being a good dad, he agreed to help her. With stars in her eyes, she decided to open an ice cream store. Not a franchise, but an independent store, that she could decorate and run how she saw fit.

How cool is that?

Unfortunately, this was her first business venture. No customer surveys, no location research, no marketing of any kind. Build it and they will come, right?

With some luck, the store was moderately successful. Enough so that soon a second ice cream store opened up down the street. Another would be entrepreneur with stars in her eyes also thought it was a cool idea, and jumped in.

The net result. Neither store now made enough to break even. Within a year both stores went bankrupt.

There are a couple of lessons here:

  • Make sure there is a want or need for your products or services.
  • Make sure there are some barriers to entry.
  • Make sure there are enough customers able and willing to pay.

Just because it looks cool, doesn’t mean it is a viable business!

Roto-Rooter isn’t particularly cool, nor was our consulting practice. Like Roto-Rooter, we fixed problems that others did not care to handle.

And while our consulting practice was not as cool as an ice cream store, we enjoyed it — and we made a darn good living at it.

The Country Doctor…

In an earlier post, I told of my great-uncle’s medical bag, and how a few simple tools coupled with the right knowledge and experience saved lives in the early 1900s. His medical practice spanned a half century. A successful professional consulting career.

His first passion, however, was music. As a young man, he dreamed of being a concert violinist. But he realized the odds of making a decent living playing the violin were not good.

So he made a career out of a second passion. Healing people through the practice of medicine. Music became an avocation, not a vocation.

He found great satisfaction in both. He was an accomplished physician, and also an accomplished musician. Thanks to his decision, he lived life well.

I heard this story years later from his wife, my great aunt, who was also his nurse. Since he passed away when I was young, I hardly knew him. But I always found his decision to be very wise. Find something you like to do, AND with which you can make a living.

You can always make a hobby of other passions.

So before you quit your job to follow your passion, make sure there is a need, there are barriers to entry, and there are clients willing/able to pay. Otherwise it is just a hobby.

© 2016, jumptoconsulting.com. All rights reserved.

How we sold 130,000 books in one day…

For many years, this was a “trade secret,” but now the story can be told.

Simple — we gave them away — for FREE  — as a supplement to a leading engineering magazine. And did it ever pay off!

The original plan was a twelve part series in Engineering Design News (EDN) in 1994. The editor would not run it until we had six articles ready to go. Fair enough. So I wrote one article a month – after all, we still had an active engineering consulting practice to run.

Upon submitting the first six articles, the editor suggested bundling them all together as a book supplement to the magazine. At first, I balked. The initial strategy was a year long exposure (one article a month). Drip marketing…

But the more I thought about it, the more I liked it. So I agreed, and even offered to help procure advertisers. EDN jumped at that offer — we were in a niche market, and we knew the key advertisers.

We contacted those we thought would be most interested, and ever so gently twisted their arms. Those who did sign up later thanked us. Original copies still sit on bookshelves.

The supplement immediately went into reprints. In 2001, EDN asked us to update the material, and then they did subsequent reprints. I added two chapters and updated the a time-sensitive chapter on regulations. The rest stayed pretty much the same.

In 2005, EDN decided not to continue with the reprints. So they returned the copyright, and we then offered printed books for sale on our website and for handouts in our classes.

Several thousand copies later, we added a PDF version for download. Although not free, both versions continue to be popular.

When the original book hit, the phone rang off the hook. Overnight, it propelled us from a small local consulting firm to one of national prominence in our field.

The book ruffled a few feathers – a few complained it was not technical enough. But I was not writing for the academics or experts. Rather, I was writing for the design engineer who had just encountered his or her first electromagnetic interference problem — and a likely candidate for our services.

Overall, our first book* was a great (if somewhat accidental) success. We were paid a nominal amount for writing it, but not nearly enough to pay for the time. In retrospect – I would have done it for free, given the exposure it gave us and the business it brought in.

Some additional information. I’ve been mixing “I and we” for a reason. While I wrote the bulk of this book, my late business partner (Bill Kimmel) edited and added his comments.

At the same time, he was writing a book on medical devices, which I edited and added my comments. Later, we collaborated on a third book. So both names appear on all three books as co-authors.

Writing a book is a big challenge. An even bigger challenge is getting it into the hands of prospective clients.

Realizing our primary business was consulting — not writing — we elected to give away our first book. It was a huge marketing successes!

P.S. In addition to the books, we wrote over 200 technical articles (for free,) and published a free client newsletter for over 20 years. It has all been a lot of work, but also a lot of fun. And it greatly enhanced the visibility and credibility of our consulting firm.

Don’t be afraid to share your expertise – for FREE. The pay off is there!


* Read the first chapter of the “EDN Magazine Designer’s Guide to EMC” here.

© 2016, jumptoconsulting.com. All rights reserved.

Ten Tips For Better Technical Writing…

Writing technical articles (or white papers) can be very effective marketing methods. They create both credibility and visibility at low cost, and can produce high results. With over 200 articles, it certainly worked at Kimmel Gerke Associates!

Getting articles published, however, takes time and effort. It may seem mysterious at first, but help is on the way — thanks to Bob Bly, an engineering colleague turned very successful copywriter. (Click here to see Bob’s “success story.”)

I just purchased his recent e-book “Marketing with Articles” and found it filled with practical nuts and bolts information on both writing and publishing technical articles. Even though I’m no novice, I consider it $29 well spent.

Here is an excerpt from this 129 page guide. Print this out and review it the next time you write anything technical — article, white paper, report, or…

TEN TIPS FOR BETTER TECHNICAL WRITING
by Robert Bly

I. Know your readers. Are you writing for engineers? managers? laymen?

2. Write in a clear. conversational style. Write to express – not impress.

3. Be concise. Avoid wordiness. Omit words that do not add to your meaning.

4. Be consistent … Especially in the use of numbers. symbols. and abbreviations.

5. Use jargon sparingly. Use technical terms only when there are no simpler words that can better communicate your thoughts.

6. Avoid big words. Do not write “utilize” when “use” will do just as well. (My personal pet peeve…)

7. Prefer the specific to the general. Technical readers are interested in solid technical information and not in generalities. Be specific.

8. Break the writing up into short sections. Short sections. paragraphs. and sentences are easier to read than long ones.

9. Use visuals. Graphs, tables, photos, and drawings can help get your message across.

10. Use the active voice. Write “John performed the experiment,” to “The experiment was performed by John.” The active voice adds vigor to writing.

As a bonus, you can start doing this NOW – even if you have not yet made your own JumpToConsulting. Done right, it poses no threat to current employers, and may even enhance your credibility with your bosses.

So read it, and then get busy with YOUR articles. Yes, you can do it!

And thank you, Bob, for sharing your wisdom, and keeping it so economical!

“Marketing with Articles”, an e-book by Bob Bly (Copywriter/Consultant), 2014, $29
Order Here: www.getfamouswritingarticles.com


Disclosure – I have NO affiliation with Bob, and receive NOTHING in return – other than the satisfaction of sharing a valuable resource.


Past articles you may find of interest:

-Lead Generator #1 – Write Articles

-Lead Generator #2 – Develop White Papers

© 2015, jumptoconsulting.com. All rights reserved.

Avoid snarky political comments…

Time for a mini-rant.

With the political season in full swing, the snarky comments flow on the Internet. But as a consultant, not a good idea to publicize your views, no matter how tempting.

This post was inspired by a recent comment on a popular business blog. One guy took a cheap political shot totally unrelated to the discussion. Not only did it contribute nothing, it made him look like an immature fool.

Just out of curiosity, I visited his web site, thinking it might explain things. The site (a book store) was not political, so he unnecessarily alienated half his prospective readers/buyers.

As a strategy, leaving snarky comments might make sense if you were trying to attract those who share your views. For example, if you were selling a political book or raising political funds. Or perhaps as a political  “consultant”…

But if not, why take the risk?

Best to avoid politics, religion, and other volatile topics. And just good manners not to dump on another person’s website.

End of mini-rant.

P.S. I considered commenting on this breach of etiquette, but decided not to feed the trolls. Suggest you not feed them either 🙂

© 2015, jumptoconsulting.com. All rights reserved.

Pursue the Fortune 500…

Here is a response I sent to a newsletter from Bob Bly, the direct-mail/copywriting guru. Bob is a fellow engineer turned successful marketing consultant many years ago.

I subscribe to his free newsletter (and have also bought some products) and find them useful and interesting.

The topic that promoted my response was Bob’s recommendation to pursue Fortune 500 clients. When starting out, you may be intimidated by the “big guys.”  Don’t be — they often make the best clients. As Bob pointed out they have deeper pockets… pay higher fees… and have more repeat assignments. They are loyal, too.

Here is my reply:

Hi Bob,

The Fortune 500 companies have been the best clients for our engineering consulting business too.They pay their bills, and bring you back again (assuming you do a good job in the first place.)

Sorry to say that the worst clients have been fellow consulting firms. Had to wait almost a year to get paid by one – their cash flow was abysmal as they were waiting on their clients. After that, we got advance payments from consulting firms.

Smaller firms were somewhere in the middle. If over about 200 employees, they were usually safe. One such smaller firm, however, was owned by a well known “politically connected” equity firm, and stuck us for $10K in a phony bankruptcy.

So I agree with your recommendations. Just because you are an independent practitioner, doesn’t mean you can’t play with the big boys. And once in, they can become very good clients.

Bob was featured here as a past success story – read it here.  You can subscribe to his free newsletter here.

P.S. The Fortune 1000 is pretty safe too. Even the bankruptcy was an anomaly, but I am still cautious of privately held firms. (Once burned – twice shy.)  

© 2015, jumptoconsulting.com. All rights reserved.

Be approachable…

This post was inspired by a popular RV blog I’ve followed and enjoyed for several years. The author added this to a recent blog post:

PRIVACY POLICY  AT OUR CAMPS:  NO VISITORS, NO DROP-INS, NO PHOTOS,  NO EXCEPTIONS.  THANK YOU.

This accompanied a terse reply to an RV newbie who expressed hope in meeting her, as our blogger had inspired and informed the newbie with her blog. I found it hurtful.

While there is likely something that precipitated this, I still respectfully disagree. Anyone who RVs knows the culture encourages cordiality.

No, you don’t have to become best friends, but being friendly is the order of the day. We’ve had many a pleasant conversation with our RV neighbors. Found great places to eat,visit, and camp too!

Unfortunately, I’ve seen similar behavior with consultants – to their detriments. It may be unintended, but such behavior can come across as arrogance. Not good. Remember, people buy from those they know, LIKE, and trust.

In our case, we long had a formal policy to be approachable. As older engineers, we were particularly worried about intimidating younger engineers, so we took positive steps.

  • We responded right away to email or phone questions (at no charge.)
  • We welcomed newbies at trade shows or other events (always good for a beer.)
  • We shared advice on becoming consultants (several have joined the ranks – yea!)

We knew it worked one day when I ran across a quote on a professional forum. Asking for a referral, the response was “Call Kimmel Gerke Associates. Not only do they know what they are doing, but they are very easy to work with.” You can not buy advertising like that!

Later, that sentiment was expressed when my business partner passed away early this year. He was a quiet introvert, yet praise came in from around the world (see eulogy.) I’m still hearing from colleagues who treasured his friendly humility, grace, and approachability.

So be approachable — and work at it too. Keep your ego in check. Not only is it good business, but it is also just being a good human being!

© 2015, jumptoconsulting.com. All rights reserved.

Buy Lunch for a Vendor…

Want some quick insight and exposure into a market? Offer to buy a vendor lunch. After all, they spend their lives out in the marketplace.

This is particularly effective in niche markets. You have identified your potential niches, right? If not, review this post.

A new consulting colleague in Phoenix did this with good success.

Upon hanging out his shingle, he took a local sales engineer to lunch to pick his brain about the market. In return, he offered to help the sales engineer with technical support (gratis.)

It was, and is, a win-win situation. As the old saying goes, one hand washes the other.

On a personal note, I had that happen to me as a new sales engineer.

When a customer called about lunch, I figured I was going to hear about our delivery problems. It had been a hard slog and some of his key projects were in jeopardy.

I planned to buy lunch.

But instead, he insisted on buying lunch. Then he and his boss thanked me for my efforts on their behalf. What a pleasant surprise!

As a result, guess who got very fast response to future questions and concerns? We all like to be appreciated.

 So treat vendors and sales people in your market with respect. And if you get the chance, offer to buy lunch!

P.S. Know someone who might benefit from JumpToConsulting?  Please forward a link.  Thanks!

© 2015, jumptoconsulting.com. All rights reserved.

Thought Leadership – Is is really necessary?

The short answer — NO! 

But you DO need to be able to help your clients. Time for a mini-rant.

If you are like me, you are probably weary of hearing about how you MUST become a though leader to succeed in business. Unless, of course, you are pitching books or programs on thought leadership.

But let’s back up. Just what is thought leadership, anyway? Wikipedia says a thought leader is “an individual or firm recognized as an authority in a specialized field, and whose expertise is sought and often rewarded.” Gee – that sounds like a consultant to me.

My big concern is the concept may hold people back. As in, “If I’m not a thought leader, how can I break into consulting?” Don’t let this business jargon bamboozle you.

Think about it. You doctor has specialized expertise that can help you. But do most doctors consider themselves thought leaders? I doubt it. Most just consider themselves professionals doing their jobs — helping their patients.

Now some doctors, such as specialists, may be considered thought leaders. When my wife had an unusual kidney condition, we consulted with one of the world’s experts at the Mayo Clinic. He fit my definition of a thought leader. Even then, he was modest to a fault. (Incidentally, he quickly diagnosed the issue, while ruling out any serious problems.)

There is nothing wrong with aspiring to and becoming a thought leader. But it doesn’t happen overnight, and you DON’T need it to get started as a consultant.

You DO need to identify your niches, and you DO need to be competent and experienced in those niches. In certain areas, you may need to be licensed.

OK, so I don’t need to be a thought leader to start, but how can I eventually become one anyway? Writing and speaking are two good avenues.

Magazine articles and white papers are a good start. A book is even better, preferably published by recognized publisher.

Speeches and seminars also good avenues. All these take time, however, so don’t expect to be vaulted overnight into a thought leadership position.

But don’t overlook just doing a good job for your clients. Experience is a big part of becoming a thought leader, and the only way to get experience is to  DO it — over and over.

Malcom Gladwell says it takes 10,000 hours to really master a subject. Some pundits dispute the numbers, but the fact is it takes time and effort to become an expert – or a thought leader.

As an example, we started Kimmel Gerke Associates almost 30 years ago as a couple of reasonably competent engineers. To market ourselves, we started writing magazine articles and doing technical presentations. At that time, we did not consider ourselves though leaders.

Over time, this eventually led to 200+ articles, three books, hundreds of consultations, and training 10,000+ students through public and in-house seminars.

At some point, I suppose, we became thought leaders in our field – not that it really mattered to either of us anyway. But that came later, not right away.

NO, you don’t need to be a “thought leader” to make your JumpToConsulting. But the sooner you do make the jump, the the sooner you can become a thought leader – if that is even your goal in the first place.

© 2015, jumptoconsulting.com. All rights reserved.

Should you take equity in lieu of cash?

Here is a reply to a post by Michael Zipursky over at Consulting Success, where Michael discusses the pros and cons (mostly cons) of accepting equity or shares as payment for services.

Either way, both Michael and I do NOT recommend this. 

I completely agree! Never took stock, nor did I ever agree to work for free on proposals, with the idea that I would get the business if the company won the project (sometimes suggested by defense contractors.)

If asked, I simply explain that I’m too small to carry anyone for free. Better to pursue paying jobs than to lose opportunities being tied up with freebies. Besides, if they really need you they will find the money.

While I have a soft spot in my heart (or maybe my head) for startups, I’ve avoided them and pursued Fortune 1000 clients instead. Even then I’ve been burned (bankruptcies), but only twice in 28 years. Great post!

As a new consultant, you will run into this sooner or later, particularly with smaller firms. Some are strapped for cash — probably not good clients anyway. Others may be testing you — assuming you are hungry for business.

Neither are a good deal. Better to focus your time on real paying prospects.

Remember, you are a professional, just like your dentist or doctor. Very doubtful they would go for this either.

 

© 2015, jumptoconsulting.com. All rights reserved.

Lead Generator # 20 – Last (and perhaps least)… Advertising…

There is a reason I saved advertising for last — because (IMHO) it is just not that effective for consulting practices — particularly when starting out.

Yet advertising is the first thing many newbies want to try. After all, Proctor & Gamble uses it to sell soap, and General Motors uses it to sell cars. We’re bombarded by ads every day, so it must be the way to go, right?

Two problems with this thinking.  First, you’re selling a service, not a product. Second, you’re a small business with limited resources, not a huge conglomerate with deep pockets. Incidentally, we’ve seen large company refugees struggle with this transition.

So forget about radio/TV, newspapers, and national magazines. While you’re at it, forget about on-line consumer-oriented stuff like AdWords or PayPerClick. Think like a doctor, not like a car dealer.

Nevertheless, some advertising should be in your marketing mix. The secret is to rule out “mass market” advertising, and focus on “niche market” advertising. You’re not trying to build brand awareness for a new toothpaste — rather, you’re trying to attract the right clients to your services.

With that in mind, let’s look at some adverting methods suitable for consulting. They combine focus with direct response. Consider both printed and on-line versions of these methods.

–Space ads – Place small ads in specialty publication read by your potential clients (not necessarily by your peers.) For example, if you are an engineer looking to provide expert witness services, advertise in legal magazines, not engineering magazines.

Unless they are potential clients, avoid academic publications that are read primarily by researchers. We once made this mistake, and all we attracted were inquiries from recently minted PhDs looking for employment.

Example – We run “business card” ads in two specialty publications that serve our niche. Not every issue — usually the annual buyer’s guide and the trade show edition. If we have an article appearing in the magazine, we run a space ad in that issue too.

–Directories – Pick directories that will be checked by potential clients. Some directories are run by magazine publishers, and others by trade/professional/business organizations. Consider both types.

It is usually best to avoid generic directories such as the yellow pages, unless your market is local. When we once ran a yellow page ad, we got inquiries from copier salesmen — but no business leads.

Example – We are listed in several directories, both print and on-line. Some are free, some have a nominal charge. When offered, we pay a premium for highlighted listing.

–Direct mail – Use targeted lists, including your own. Make it response driven. Include an offer for a white paper, newsletter, etc. Avoid fluff letters that sound like press releases. If you don’t have a call to action, don’t mail it.

Consider a mix of e-mail and snail mail. The former works better for high volume and repetition (such as mailing newsletters). The latter works better for low volume messages, and may have a bigger impact. Sometimes a “real” piece of mail stands out. If using e-mail, make sure you are not spamming.

Example – We’ve used targeted direct snail-mail for 20 years for our classes. Some years we’ve sent out over 100,000 mail pieces. The is not cheap. Years ago the response rate was 1-2%, but has since dropped lower, so make sure it is worth it. While e-mail may be cheaper, our response rates have been even lower yet.

Finally, consider advertising “air support” for your other marketing efforts — NOT your primary method for lead generation. Don’t put all your lead-generating eggs in the advertising basket!

P.S. This concludes the series on “20 Ways to Generate Leads.”  The next series will be “Seven Steps in Selling,” with a focus on selling consulting services.


© 2014, jumptoconsulting.com. All rights reserved.

Lead Generator # 19 – Gimmicks

Generally not in favor of gimmicks here – thing like coffee cups, key chains, T-shirts, etc. Frankly, I’m not sure they are appropriate for most consulting practices.

But the RIGHT gimmick can be an effective marketing tool, as long as it is practical and useful.

Planning calendars are a good example — and they keep your name out there all year. I’ve been the recipient of desk planners and pocket planners, and appreciated them both. And when using them, I was always favorably reminded of the calendar donor.

While we’ve not given out calendars ourselves, we have used two other gimmicks with success. Both are useful, and one even includes a bit of humor. Neither is expensive, and both are keepers — having a much longer potential life than calendars.

Useful Bits of Information (UBI) – This is a three fold mini-brochure that fits a shirt pocket. The inside panels contain several tables of engineering information relevant to our business, while the outside panels brief descriptions of our services and backgrounds. Most important — both sides contain our full contact information.

Our fellow engineers love stuff like this (and we do too.) While our business cards may get tossed, UBI may be saved for years. If/when a need for our help arises, the contact information is readily available — including our toll free 800 number.

UBI was conceived many years ago as an inexpensive handout for talk at a trade show. When people began stopping us in the halls to get their own copy of UBI, we knew we had a winner. We now hand these out with our business cards, and also in our classes.

To date, several thousand UBIs are out there, silently marketing our services while helping our engineering colleagues.

EMI-GURU Button – This is a two inch metal button one can wear. It is bright red, like the Staples “Easy Button.” Since we were first, we’ve often joked that Staples must have copied US :-).

Our fellow engineers like this too. After all, who doesn’t want to be a guru? Like UBI, the button gets saved. We’ve even seen them pinned on cubicle walls – advertising our services to other engineers at the same time. More silent marketing.

A narrow white border has both our web site (WWW.EMIGURU.COM) and our toll free phone number (1-888-EMI-GURU.) As an aside, ALWAYS include your contact information on ANY marketing materials.

The button was conceived as a handout at a show to announce our website and phone number. Like UBI, we knew we had another winner when people were stopping us in the halls. Appreciating the humor, we even had several of our friendly competitors wearing our button.

Incidentally, the button was instrumental when we trademarked “EMI-GURU”, as it established legal proof of the use of our trademark. Or so our lawyer explained. We also pass out the buttons in our classes, making our students “deputy EMI-GURUs.” Good fun.

So don’t overlook gimmicks, but do make them useful or fun. Most important, they can generate leads when you least expect it!

© 2013, jumptoconsulting.com. All rights reserved.

Lead Generator # 18 – Collaborate…

“No Man is an Island…” beings a poem by John Donne. Written almost 400 years ago, it is still true today. True in life, and true in your own consulting practice.

In this post, we’ll look at leveraging your business by collaborating with others. We’ll examine several facets of collaboration — marketing (lead generation), production (joint projects), or a combination of both. We’ve done all three over the years with success.

-Marketing Use joint efforts to promote your businesses. These can be simple, like cross referrals on web sites or guest blog posts. They can be more sophisticated, like forming a group to provide cross marketing. An example of the latter is the Forensic Group, a local engineering group in Arizona who help each other as expert witnesses.

-ProductionCall in colleagues for help. Maybe you get the huge job, but can’t handle all of it or don’t have all the necessary expertise. A common example is the remodeling contractor. While the contractor may do much of the work, he/she calls in preferred plumbers, electricians, or concrete finishers to take care of special tasks.

-Combo marketing & productionThink temporary  partnerships. That means the relationships don’t need to last forever, but they do need to benefit all parties involved. These are often complimentary businesses, but can even include friendly competitors.

Here are several examples of successful collaborations for us:

  • Teamed with TUV Product Service (a local test lab) on a mini-trade show. Started in 1986, the annual Minnesota EMC Event is now 26 years old. It was our fist collaboration, and gave both firms great visibility in our local MN market.
  • Teamed with Tektronix (a large test equipment manufacturer) on public training seminars. Started in 1993, this successful partnership is now 20 years old. This gave both firms national visibility in our specialty.
  • Teamed with EDN (a major engineering magazine) on a 100 page design guide. Not only did we write all the content, but we helped solicit the advertisers. As a result, it was highly successful for the publisher. And with over 130,000 copies, it gave us worldwide visibility and credibility. The guide eventually became a book, which we now sell on our website and hand out in our classes.
  • Teamed with a consulting colleague on a specialty web portal. This turned out to be a poor fit for our consulting businesses, but it was good fit for a magazine publisher who subsequently purchased it. For the publisher, it was a make or buy decision, and we had already done the heavy lifting.
  • Most recently teamed with the Applied Technology Institute on a specialty class. ATI specializes in technical training programs for the military/aerospace market. We tailored an existing in-house class for their market, plus they promote our existing public classes. Definitely a win-win for both firms.

Don’t want to mislead you — all of the above involved substantial efforts. Yet they have all paid off rather nicely. As with most marketing efforts, be prepared to a lot of work.

Here are some additional do’s and don’ts on collaboration:

  • DO seek a win-win-win – You must benefit, your partner(s) must benefit, and your clients/customers must benefit. The benefits need not be purely financial. Increased visibility alone may justify collaboration, particularly when you are starting out.
  • DO get something in writing – We prefer a memo of understanding. You don’t need a formal contract (which may mean lawyers), but you do need to document the relationship and expectations This is particularly true if money is involved — who does what, costs, and profit splits.
  • DON’T call up and ask for overflow  business – This is begging, not collaboration. We occasionally get these calls, and frankly find them rather annoying. Bring something to the party first.

Finally, collaboration allows small firms to leverage their strengths and multiply the results. Just make sure there are benefits for everybody!

PS – Fellow Arizona blogger Pam Slim (Escape From Cubicle Nation) offers a nice on-line class on collaboration. Check it out here.

© 2013, jumptoconsulting.com. All rights reserved.