How to Open Consultancy

Hi All,
I'm very passionate about opening a placement and consultancy in Delhi for BPO, IT, Engineers, Software, Marketing, Administrator, Faculty.


So I need help from all the great achiever to contribute their ideas and tips how to go about getting clients/tie ups/agreement/candidates/what all legalities to be completed how to form the placement consultancy, whom do I hire, their salary what all should I know and from where I can get more information. If someone has related document format please send on my mail .

Hello Pradeep:

Having done exactly what you are contemplating--only I did it several years ago---let me share some thoughts.

First, I'd order a book from Amazon.com written by Elsom Eldridge, entitled How to Position Yourself as the Obvious Expert. Not only is the information conveyed priceless, but the ideas you will generate from the comments of the 157 "Experts" he interviewed for the book will help you better define the roles that your Consultancy should fulfill.

If you're interested in topical reading that will be of immense assistance, buy a copy of Fisher and Ury's Getting to Yes. This book, to me, represents the gold standard on negotiation, a topic you will need to have mastered--and upon which you constantly must improve. I love to pull it out and read it over and over, because every time I do, I learn something more.

Consultants fulfill a vital role in business development. They serve as an extra set of eyes. They have the ability to oversee large amounts of information and help a client funnel the information into categories for action.

A copy of Booher's From Contact to Contract would be immensely helpful for a new Consultant in learning structure for professional growth and development.

Don Debelak has a book entitled Perfect Phrases for Business Proposals and Business Plans that would be helpful in structuring some of your first proposals, and in writing your requisite Business Plans. Just remember that every client doesn't need a 40 page Business or Marketing Plan. Sometimes an Executive Summary is more effective, more efficient, and better for the purpose.

Learn to assess a client by his/her demonstrated business skills. What is he/she like? How does he/she fit within the organization which might be contracting with you for services? Often, you'll find that the role of the client should be expanded upon or contracted, and you'll be the one that has to make that recommendation. Don't be afraid to speak the truth when asked.

Are you a good communicator? You better be. You better be the best communications expert around because you will be put into situations where anything you say can be used against you. That means not only written communication but oral communication. And don't forget non-verbal communication. Often, to clients, you communicate more by what you don't say.

Employees feel threatened by consultants, management feels threatened by consultants--even Board Members feel threatened by consultants. I've had Board Members take to heart comments I've made about hourly employees, and I've had hourly employees walk away based on comments that had nothing to do with them. Understand that you will be made out to be many things you're not. Don't take it personally, it's a part of the big game of life and business. Adopt a personal feeling of satisfaction with what you do. Don't perform negligently; always give a client 100% effort---client satisfaction and return engagements will follow.

Be certain that you understand the importance of thinking Globally and acting Locally and creating large plans for action that can be accomplished in small steps. Success at each step for the client is critical for your personal and professional success. Don't worry about the fact that a plan or program you suggest and lay out may be too "large" in scope. Ask for more money than you believe a job is worth---no one has ever been insulted by being asked for too much money, but they have been insulted by being asked for too little.

Beginning Consultants always sell their services at too low a fee. I often have start up Consultants tell me, "..but I just can't charge $XXX because it's too much." Trust me, it's probably not too much. Fix your fees, if you need consolation about what you charge, at a fee which represents a percentage of the savings you will offer to the client.

Read everything that you can on as many topics as you can, as often as you can. Become a voracious reader. Learn about topics that you consult on; become a subject matter expert in at least 10 topics you now know nothing about; take extension courses to be introduced to new ideas and thinking you've never even considered.

Recognize that anyone you meet is a potential client. One of my immediate positives was that I started thinking in terms of everyone being clients. When you decide that a Consultant is an advisor, you recognize that you advise many, many constituents every day on many different issues. Be a learner/Advisor.

Write a book. Take your time, write a few pages a day. When you've finished the book, hire a professional editor and have it professionally edited. Have it printed, 25 copies at a time. When you meet potential clients, don't just pull out your Business Card, pull a copy of your book out of your case, and say to the potential client, "I've written a book about XXX. I'd like to share a copy of it with you. How would you like me to autograph it?" Carry a marker with you and autograph it on the inside front cover. There is nothing as good as being able to be an Expert in your field, and publishing a book in at least one area of expertise and giving it away speaks volumes about your competency as a Consultant.

Make a point of meeting as many people from outside your personal "zone of influence" as possible. When outside speakers come to your area, go to hear them and listen to what they say. Grasp the significance of their knowledge and experience. Use the facts that benefit you, and delete from your knowledge bank the things which do not enhance your business.

I'll let some other Consultants advise you on setting up your business structure.

One last thought---Look everywhere for clients and recognize that clients come in all shapes, forms, and opportunities--even those you don't immediately recognize. Learn to differentiate between opportunity and recognition. Recognition is the realization that a business opportunity exists, and being able to capitalize on it. Opportunity is the job that you lose to the next Consultant that comes along because you weren't sharp enough to recognize it.

Hope that's helpful, let me know if I can help further. I'll do my best.

Alan Guinn
The Guinn Consultancy Group, Inc.

what is the deferent between hr farm and constancy.

Respected Sir/madem

We are a job placement consultancy we are working in Shekhawati Area Rajsthan we are having a very good Data-Base for fresher candidates as well as experend candidates we are going to start Our branch in JAIPUR

We would like to take a chance work with you we will full fill your all reqrutment needs

We are waiting for your Response

Regards

Sharwan Kumar Jat
Manager
MUSKAN JOB'S AND CONSULTANCY
29 GOVIND MARKET FRIST FLOOR KALYAN CIRCLE
SIKAR RAJSTHAN 332001
01572-512021

Hi Alan Guinn,

The information shared by you was really helpful.Our company is into partial consultancy services and would be turning to a full-pledged consultancy shortly.Thank u so much for enlightening me about such interesting concepts.

Regadrs,
Preethima

Hi Alan Guinn,

The information shared by you was really helpful.Our company is into partial consultancy services and would be turning to a full-pledged consultancy shortly.Thank u so much for enlightening me about such interesting concepts.

Regadrs,
Preethima