A few months ago I conducted some research – interviewing both clients and software sales professionals. My intention was to determine approximately how often organizations used independent consultants to lead them through the software evaluation and procurement process. Since 1993, I have served as the lead on many software evaluations…have written a book on the subject, and feel that I have a decent level of proficiency in both the art/science of software selection, and of the real estate software market in particular.

I expected the percentage of consultant-led evaluations to be around 5%. My research indicates that the percentage is closer to 25%. In other words, approximately 1 in 4 software procurements have independent consultants having some sort of role in the final outcome.

Over the years I have asked some of my software salesperson acquaintances the following question: Do you sell differently when there is a consultant involved in the sale? To a person, the answer has always been – NO.

To me, this is confounding, and I feel it is a mistake. A big one. As one who sits in the software evaluation jury room while decisions are made…I know how much I have influenced the decisions my clients make. It’s a reason my firm gets hired.

I am going to let you in on some of the secrets that exist in my business. This is information that no other firm in the country will tell you about what goes on between software prospect, software salesperson, and software consultant. And its information you need when there is a prospect-paid consultant between you and your sale.

There is great marketing axiom that goes something like this: People buy for emotional reasons and justify it with reasons that we (sales people) supply them. The fact you need to consider and know is this:

Good consultants take the emotion out of the software buying process

Good consultants realize that software is a tool that our client organizations use to help achieve their stated goals. It is a means, not an end. One of the things we do is to apply prospect-defined requirements against the relevant, material, and existing (and sometimes upcoming) functionality of the software products in question. Boring? – Yes. Effective? Also, yes. In the best interests of our clients? Yep.

Does this tactic make your job more difficult? Does it possibly take some of the ‘sizzle’ out of your presentation? Does it also give you the chance to differentiate yourself by understanding this aspect of the evaluation methodology?

Yes, yes, and yes.

Good consultants will split the evaluation of software products and the software company. And we will utilize scoring mechanisms only for the functional and technical fit aspects of the engagement…leaving intuition as an acceptable part of the evaluation process.

I got a call from my father last month…just wanted to shoot the breeze and catch up. We usually talk every few weeks or so. Over the years we have developed the talent and ability to do a complete review of what has been going on with us and our families in about 5 minutes. Very male. Short, sweet, and to the point. Just the way we both like it.

During this conversation Dad was actually complaining about something. This was rare and borderline unprecedented. Frank Wolfe does NOT complain. Not in his DNA or genetic makeup. It seems that some workers were on the side of his house in Katy, Texas putting in a new walkway. He was VERY concerned about them digging up the satellite cable…thus rendering him without TV and the internet.

So, the one thing that he worked tirelessly to not happen – happened. Of course, they hit the cable…no TV, no internet. Dad was pissed…and frustrated. After finishing this very uncharacteristic rant…he said, almost as an aside:

Oh yeah, and I think I may have to have my toe amputated…

Whoa….slow down cowboy (insert screeching sound of ‘old-time’ record player). I had to tell Dad that he might have started off with the amputation news and then mentioned the satellite cable debacle.

He needed to focus on what was really important…

This is something I (and probably you) struggle with on many days. What should I be working on? How do I balance professional and personal goals? What is really important? From time to time clients (and consulting recruits) ask me how our company operates, and how I/we determine what is important.