The consumer said to the customer, “I could really use a cognac.” The customer told the client, “I can only afford a beer.” The client asked the bartender, “What do you have that tastes like a cognac for the price of a beer?”
If, like the bartender you sell solutions (sorry), some off-the-shelf and some customized, you would be well served (again, my apologies) to recognize the difference between the needs of a client, a customer and a consumer. In the case of an actual bar, the three roles reside most often in a single thirsty person with money. When it comes to pitching organizational solutions, the roles are spread out and sometimes obscure.
Let me stop belaboring the metaphor and define my terms. I will use the example of selling learning solutions, but the same distinctions apply whether you design and deliver technology solutions, organizational change solutions or solutions in the form of expert advice.
Consumer (of a learning solution): The learner or participant in a learning process
Customer (of a learning solution): The person(s) who will fund the design and delivery of the learning solution sometimes called, “the sponsor.” By “fund” I mean they are literally paying for the solution or have decision-making authority to direct resources to the design and delivery of the solution.
Client (of a learning solution): The person authorized by the customer to identify solution providers and work with solution providers to get the solution designed and delivered.
When responding to requests for learning solutions, we often presume that the client and customer have equivalent or at least aligned needs and interests. We also presume that chief among their interests are meeting the learning needs of the consumer.
Often, and especially in larger organizations, neither the client nor the customer will receive the learning solution. Furthermore, the client is often more beholden to the customer than the consumer even though they are making design decisions on behalf of the consumer. If you want to increase the odds of having your solutions see the light of day, you’ll want to identify who is listening to your proposals as a client, who is listening as a customer and who is listening as a consumer.
Here are some questions you can pose to better understand the needs of each role:
Questions for the Customer
- How will successful implementation of the solution support your priorities and commitments?
- What do you most fear could go wrong if we miss something important when designing or delivering the solution?
Questions for the Client
- How does getting this solution implemented relate to your organizational responsibilities?
- Who in the organization is approving resources for (paying for) this solution? How will they decide if you have served them well?
Questions for the Consumer
- How do you experience the problem we’ve been asked to solve?
- Describe the type of solutions you find most helpful and easiest to adopt?
Ideally the needs of the customer, the client and the consumer of your solutions overlap. If not, you may need to dig deeper to find areas of shared interest. Otherwise, the consumer will be served something they don’t want, the customer will only focus on the budget and the client will give you mixed signals as you try to concoct a suitable solution.
