How do you differentiate yourself ?

This is a tricky question often thrown at search consultants during business development meetings. There are so many search firms; so what makes you different than the others ?

Rookie consultants often do not have a clue what to do with the hot patato thrown in their lap. What the prospect basically wants is to see "sell yourself" and convince himself you can deliver upon the promise to fill succesfully a critical and sensitive position.

The question, if properly answered, is a great opportunity to clinch the business. I am often asked how we (my firm Pedersen & Partners) differentiate ourselves from the giants in the business like Korn & Flake, Egon Zehnder or Heidrick & Struggling. I love the question and always start my story turning their strengths, such as brand, global coverage and client portfolio into my advantages.

1. Brand. I cannot count on global "framework" agreements feeding me a large amount of work just by opening my email inbox. No, I have to venture out, knocking on doors and deserve my business. This means I have to work twice  or thrice as hard, more committed and diligent - because work comes not as easy and I cannot afford a screw up in my assignments. I simply must deliver, and I do.... As a result I am usually also more accessible, as I have to build my brand every day, week, month. As a result, I live and breathe executive search, and can bring you client references accordingly. To paraphrase the rental car brand: we try harder

2. Global coverage. We are focused on market places where the big boys are not present, because of their smaller size, their business culture, or economic status. In those markets we deliver professional search services of the same calibre. One large telecom operator works with us in those markets where their preferred global service provider is not present, such as Albania and Hungary. On the ground presence counts, and we can deliver the goods where it counts, and in the way the customer wants it.

3. Client portfolio. I work across countries, and work more than half of my time on cross border assignments. Hence I can spread my eggs over different baskets. If I focus on technology, I can focus on specific clients with whom I can build a strong relationship, and keep a broad universe of candidates available. If I should be obliged to work in a single market within a sector, the stronger I grow, the weaker my access to the client universe becomes, as all these companies become off-limits.

Above is an example of how a consultant like myself could handle his or her answer to the "differentiator" question. Every consultant must create his or her "story", in terms of content and delivery. This does not come in five minutes but requires sometimes days of work to hone and sharpen the message which will in time become the ultimate differentiator.