6 difficult client-servicing scenarios and managing them (Part 1)

Here are some suggestions on how you can identify potentially difficult situations and better equip yourself when encountering them.

Scenario 1: The client says things like, “Why does it cost so much?” or "Why can't you make media turn up for this event?" or "Why is the coverage so small?"

A lot of failed business relationships I have heard of in the PR industry are due to the inability of the service provider to manage the client's expectations. Take every opportunity to manage the client's expectations even before the contract is signed.

This is important, especially if the client is new to PR and has been harbouring unrealistic expectations about what PR entails and can achieve. Regardless of whether the client has had any experience in PR or not, ask them what they think PR is and what they hope to achieve with a PR campaign and then address any misconception or over-optimistic hopes.

This exercise can potentially save you a lot of heartache and a business relationship.

When talking fees, it is important to steer a safe course between the two common pitfalls of either being overly accommodating at the expense of your own bottom line or putting the client off engaging your services by being too rigid and inflexible about pricing.

Sometimes a compromise is necessary such as dropping your price a little but also reducing your deliverables. Based on the client's resources and limitations, illustrate the best and the worst case scenarios when planning, executing and evaluating a PR campaign.

Scenario 2: The client says, "The previous agency quoted me 25 percent less than you and still they delivered."

All clients are cost-conscious and some clients are cost-conscious to the extent that they go out of their way to look for opportunities to save a few dollars wherever they can. You need to develop the art of knowing when a client is merely jesting or testing and when a client is really considering giving a job to a competitor because they are 25 percent cheaper.

When you encounter the latter, you should consider a few things. The first, obviously, is simply reducing the number of man hours committed to match the reduced fees. The second is the client's managing style.

A client that trusts your judgment and leaves you to your own devices most of the time is more appealing than a micromanager who demands a daily update whether or not there is anything going on.

Thirdly, you should consider the client's willingness to compromise based on a reduced budget; you can suggest anything from paying part of the fees upfront to giving the account servicing team free products and services in addition to your fees. If the client is unrelenting, be prepared for a rough ride.

Scenario 3: The client says, "I know I've made 10 changes to the press release/proposal/contract, but can you please rephrase paragraph 3 again?"

Half of getting any job done well in PR is getting a comprehensive, clear brief. And if you can't get a comprehensive, clear brief just by asking the client to give you the details in an email, you can do two things.

First, you can ask them very detailed questions on what they want in the project at a face-to-face meeting or over the phone.

Secondly, you can provide a draft of what you think they want and expect it to be improved upon along the way.

The first method would appeal to the very detail-oriented clients, who will feel secure that they have covered all their bases by your asking questions. The second method would appeal to clients who are not detail-oriented or are unable to visualise, let alone articulate exactly what they want.

Whichever it is you will have to get used to the client's preferred method of communication. Both processes require thought, effort and time but the more practice you have with the client, the better you will be at intuiting the client's thoughts and responses.