Seeking a Helper?

I recently gave a speech at the University of Wisconsin to a diverse group of businessmen and women about what to do in these tough economic times. The gist of my message was to use common sense and simplicity to find the solutions. I tried to give them some workable ideas that did not require spending a lot of money or raising prices. It went very well.

The next day I received e-mail from a gentleman who had recently started a marketing consulting firm. He asked what a client looks for in a consultant, both initially and in the long run.

I thought what I told him might be good advice for a lot of you readers, too. Whether you are one restaurant or a chain, you will have need of outside thinking some day and you might be looking to hire someone to help you. When that day comes, look for a consultant with the following qualities:

An Understanding of Your Business—Expect a consultant to know almost as much about your business as you do. There are some things he will never know and that’s all right. We all have a few secrets. I saw a storyboard for Big Mac once. The writer was bouncing along presenting when I stopped him. His description of the sandwich included a tomato. Not on any Big Mac I have ever seen. I asked him if he had ever had a Big Mac. Nope. I asked him to name 10 menu items. He couldn’t. That’s an extreme example of not knowing my business, but it happened.

Knowledge of Their Business—Somewhere in the how-to manual for business, it says that being a consultant is easy, lucrative, and the most fun you will have with your clothes on. The last one is true, but the others I’m not sure about. A lot of people might know something, but they don’t know the consulting business. They don’t have the expertise, the contacts, or the gumption to find out. You better know how to do what you do before you try to tell me how to do what I do. And don’t expect me to teach you. I have too much to do.

Loyalty—The art of juggling conflicts. I believe in the old adage that someday the agencies will buy each other until only one remains. And, then the client will go in house. Until then, it is very hard for an agency not to have a client conflict. But you have to make sure you keep client information very separate in the agency—different people, different management, and, if possible, different cities.

Strong Staffing—The right people, the people the client wants. Enough said. Just because they measure 98.6 degrees, doesn’t mean they are right.

A Fair Profit—Now, I know that not everyone wants to open his or her books. But a consultant deserves a fair profit just as the client does. Proof of problems is sometimes the only way to work out what is a fair profit. No one wants to feel ripped off.

The Right Image—In my days at McDonald’s, I saw some of the most hilarious storyboards ever written. But we could not buy them. They were mean, or sarcastic, or sexy. And we weren’t. The board was not a portrayal of our image. And, that was my job. My best example is Brazil. Those of you who read my column regularly can skip past this one, but for the rest of you: The agency, bless its heart, produced some spots on its own to show how committed it was to the account. It turned the projector on and I about fell off my chair. Lots of ladies who had lost their bikini tops loving their French fries. Now, above the waist nudity was okay for Brazil, but not for McDonald’s.

Willingness to Partner—Yes, I know, you have heard this a million times. But, if you are true partners, you will weather the storms, you will solve each other’s problems, and rejoice in each other’s successes. And, that’s what being a partner is all about.

A No-Fault Attitude—I once knew an agency that was trained to never admit fault. No matter what happened, it was the client’s fault. That’s not good. It’s no one’s fault. You work it out together for the mutual good. Make lots of mistakes, just don’t make the same one twice.

A Sense of Fun—You will probably work closer and more often together than a lawyer and his accountant. Have a good time and you will deal with the rough times.

A Sense of When to Say When—Consultants should fight for what they believe in, but give in gracefully if they’re wrong or if the customer just don’t want to do it.

Nice Digs—Some clients get real suspicious when the agency occupies the penthouse of the biggest building in town. Who’s paying for that? Or, the art collection rivals any museum in town. I knew an agency creative director whose office was so big that it was in two area codes. Not a good idea. Conversely, I knew a writer whose office was so small, he had to go outside to change his mind.

So, these are the attributes I look for in a consultant. Most of my agencies fit this bill. If they didn’t and had pictures of me in Acapulco, I simply trained them. That works, too.

By the way, apply these thoughts to your spouse or partner. Interesting, huh?

A Peaceful Life and Happy Trails.