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The Consultant’s Handbook

A Practical Guide to Delivering High-Value and Differentiated Services in a Competitive Marketplace

By Samir Parikh
15-minute read
Audio available
The Consultant’s Handbook: A Practical Guide to Delivering High-Value and Differentiated Services in a Competitive Marketplace by Samir Parikh

The Consultant’s Handbook (2015) is an indispensable field guide to the world of consultancy. Packed with top tips, illuminating examples and hands-on advice, it’s the perfect explainer for consultants past, present and future, as well as anyone keen to pick up some consultancy tricks to boost their performance in adjacent industries.

We’re thrilled to announce that the author has worked together with Blinkist to create this book-in-blinks for you.

  • Business graduates interested in consulting
  • Consultants looking to boost their careers and pick up new ideas
  • Anyone involved in client and stakeholder interactions

Samir Parikh is a business consultant, practice manager and consultancy CEO with over 25 years of experience in the industry. He is the founder of the global consultancy firm SP-Consulting, which has completed projects in over 50 countries.

© Samir Parikh: The Consultant’s Handbook copyright 2015, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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The Consultant’s Handbook

A Practical Guide to Delivering High-Value and Differentiated Services in a Competitive Marketplace

By Samir Parikh
  • Read in 15 minutes
  • Audio & text available
  • Contains 9 key ideas
Upgrade to Premium Read or listen now
The Consultant’s Handbook: A Practical Guide to Delivering High-Value and Differentiated Services in a Competitive Marketplace by Samir Parikh
Synopsis

The Consultant’s Handbook (2015) is an indispensable field guide to the world of consultancy. Packed with top tips, illuminating examples and hands-on advice, it’s the perfect explainer for consultants past, present and future, as well as anyone keen to pick up some consultancy tricks to boost their performance in adjacent industries.

We’re thrilled to announce that the author has worked together with Blinkist to create this book-in-blinks for you.

Key idea 1 of 9

Consultants leverage their experience, expertise and networks to get results for their clients.

Consultancy is a term that’s become grossly inflated in recent years. Today, it’s hard to get a handle on what it really means.

So let’s start with a definition.

Consultancy means using two ingredients – your expertise and experience – to help your clients realize their goals. These pillars can support a basic consulting proposition.

You can see how this works by imagining an architect who’s been commissioned to design a house. The architect uses two things to fulfill his client’s brief: his architectural knowledge and his experience building similar houses.

Whether you lean more heavily on expertise or experience varies from situation to situation. If the architect is fresh out of school, he won’t have much hands-on practice behind him and will emphasize the things he learned during his studies. On the other hand, someone with 20 years in the industry is likely to lean on a wealth of experience from past projects.

But there’s also another aspect to consultancy – harnessing the collective efforts of your organization to act in your client’s best interests.

This is especially true of bigger consultancy firms. An essential part of their brief is deploying their networks and resources as efficiently as possible to address a client’s needs.

They achieve this by cultivating a knowledge-sharing culture. Databases and networking help pool information about previous cases and make it available to those who need it.

Finally, there’s the question of how interests align. The consulting company’s interest may be to sell the client additional services, but this may not be what the client needs.

As a consultant, it always best to act in your client’s best interests. Focusing on short-term gains will end up annoying clients and undermining their trust in you. That means jeopardizing future collaborations.

Most importantly, acting in their interests preserves your consultancy firm’s credibility. That’s not as gratifying as instant profits, but it’s integral to your company’s long-term success.

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