[Marketing your course] How to hire a consultant

The best thing about being a consultant is you’re never wrong, right? Well, not always. And even when you’re right, you might be wrong. Everyone has opinions, but consultants actually get paid for theirs. And when you’re paying for opinions, expectations change, whether it’s right or wrong.

I’ve been in the golf marketing consulting business for 21 years, and I can count on one hand the number of times a client and I had different expectations during an assignment. But it happens. So how is this problem solved? My solution always has been to give my clients exactly what they think they should receive, regardless of the amount of work or time needed. Problem solved, right? Well, not always. However, in the two or three situations when this occurred, the way the problem was solved actually endeared a client and our business relationship grew.

So, how do clients avoid unrealistic expectations when contracting with a consultant to assist them with their business? The simple answer is: Ask questions before signing a contract.

In the current competitive golf course business environment, many owners are turning to consultants for expert advice in the areas of operations, membership development and marketing. Yet, this is a step many owners and managers fear. How do you begin searching for the right consultant? Will you be paying too much? What’s a fair fee for services? Will you get what you paid for? Will the consultant stand behind his advice? These are all fair questions that need to be answered.

Hiring guidelines
The following advice is from Alf Nucifora (www.nucifora.com), a nationally syndicated columnist and marketing consultant. First and foremost, when hiring a consultant, pay heed to intuition and gut instinct. If the relationship doesn’t feel right, it probably isn’t.

The three Cs test. Chemistry. Do I like the person? Can I form a productive working relationship with him? Conviction. Does he really want my business? Is he as excited about improving my number of rounds and revenue as I am? Confidence. Does he exude an aura of trust and responsibility? Does he know his business? Does he speak with a degree of experience and wisdom?

Jack of all trades. Watch out for consultants who say they can help you with “a little of this” and “a little of that” while specializing in “none of the above.” Ask about their background, education and experience up front. If professed consultants don’t possess the education or experience (minimum 10 years in golf-related consulting services), save yourself time and find someone who does. Also, beware of individuals and companies claiming to be marketing specialists. More often than not, they specialize in one area of marketing (public relations, memberships, collateral material development, etc.) or are an ad agency that might not have golf-industry experience. Ask questions. Don’t hire a consultant until you’re sure he will help solve your unique business problems related to your market.

Know what you want. Many courses only know they’re in trouble if they’re not making a profit or are earning a smaller-than-expected profit and end up hiring consultants without clear objectives in mind. This confuses consultants and inevitably leads to disappointment. To paraphrase ad man David Ogilvy, “Don’t buy a dog if you’re going to do your own barking.” And don’t have unrealistic expectations. A consultant can only do so much. Be clear about what the deliverables will be, and confirm expectations on each side are matched evenly. If you’re unsure of what to expect from a consultant, ask him to present a plan that includes realistic revenue expectations. If he stumbles, continue the search.

Ask for references, and check them carefully. Ask probing questions about service, responsiveness, performance and results. Talk to several references so you can triangulate against the results and determine the consultant’s true reputation in the golf-course industry.

Proven track record. Does the consultant have a successful track record, and are his previous clients better off after working with him? Has the consultant worked with golf-course clients similar to your business, and to what extent will you have to train him for the uniqueness of your situation?

Trust. Can you trust the consultant with your course’s confidential business? This person will need to know a lot about the most important part of your business to evaluate a strategy effectively to succeed.

Strategy vs. execution. Don’t expect all consultants to be capable of executing their recommendations. Most will address the problem, deliver a reasonable solution and leave the execution up to you and other employees. If you want a consultant to stay involved through the execution phase, say so up front and be sure he’s capable of properly executing the plan he delivers. It might smack of fraud, but too many consultants can tell you what to do and get paid for it. However, they’re not qualified to do what they recommend. Again, ask questions. Ask about their practical experience.

Customized solutions. That’s what you’re paying for, and that’s what you should get. If all you’re paying for is a template, buy it in a book or software package. You can thwart this potential conflict by knowing the education and experience level of the consultant you’re dealing with. If you’re not dealing with a seasoned professional, it won’t matter what he charges because it’s not worth it.

The inevitable compensation issues. Be specific about what you want and what you’re willing to pay for. Ask for specific rates. These will vary by seniority and experience of the staff members assigned to your course’s account. Also be specific about what you will and won’t pay for, e.g., first-class airfare, phone, research reports, travel time, etc. And remember, a consultant’s fees shouldn’t be too high or low. Low fees usually suggest substandard quality. High fees might suggest more vapor than substance. Nonetheless, be willing to negotiate the fee. Don’t automatically accept the first number that’s given, unless it can be substantiated.

Consultants are only as good or effective as you let them be. But first, be sure they’re qualified to help you and your golf course. GCN