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The ideal PM doesn’t show a price list to the client to choose a service and have the team do the technical requirements. He or she works with the client’s goal-setting and scrupulously searches for the answer to the question, “Why does the client need the project?” It often happens that it is necessary to do something quite different from what was voiced in the request. In this way, a relationship with the client is formed from the very beginning and expertise is demonstrated. Since a project manager knows better than any salesman how projects are done and what risks there are. And expertise sells very well. An ideal PM doesn’t sell anything, he tries to help and find a solution. When the project is realized, the relationship with the client develops, and the project manager becomes more and more deeply immersed in the client’s business. This allows for pre-sales. When the project involves doing the right thing and not doing the right thing, you will inevitably have to figure out the client’s business and motivations. These skills, along with communication, make the perfect PM the perfect salesperson.

      Understanding the client’s business

      The ideal PM may not understand all businesses and have all industry expertise. But he knows how to immerse himself in the business so that he has a sufficient understanding of how the business works and how it makes money. Before the first meeting, he gathers information about the client: he studies the field, the market, competitors, trends, etc. If possible, he finds all the client’s statements in the public domain to understand the company’s development vector. Then it understands the client’s current situation, its place in the market, maturity, strengths and weaknesses. And the coolest part is that the ideal PM has an understanding of the client’s value delivery chain. Not to the client, but from the client to their customers. Projects and products are not made for the client, but for his clients own customers. He understands the client’s business model. How value is produced and how it is delivered to the customer. Therefore, the ideal PM in the first meeting can talk about the client and not about himself or his product. And this is the ultimate in building trust and first impression. When the client says, “I don’t understand anything about this, you’re the expert, do it right” – and when the team does it right, but the client disagrees, the ideal PM can argue all decisions in the language of business.

      Positioning and portfolio knowledge

      Ask your project managers, sales people, or any employee, “What do we sell?” In most cases, you’ll hear a list of services: design, development, etc. This is equivalent to saying that a restaurant sells food. A vegetable garden and a grocery store sell food, too. It’s cheaper too. Why do we go to restaurants? The ideal PM doesn’t just freely broadcast the company’s position in the market and appeal to services, portfolio cases in relevant situations. He explains the value of services to all levels on the customer side. He explains how the service will help the project holder to get a promotion, their manager to show the right result, and their company to achieve the goal. He makes the case for why your company is the one that knows what to do and how to do it. And masterfully pulls relevant services out of his sleeve as the conversation progresses, explaining when they are most needed. Explains in the language of the client how to evaluate results and select contractors, and if he realizes that the client’s need is beyond the company’s expertise, he figures out a way to close the need by collaborating with someone or contracting out. After talking about services with the ideal PM, the client always learns something new and is convinced that no one else will do it better. While others list a list of services and don’t respond to emails for two days, the ideal PM closes deals.

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