Hi there, Danilo here.

This week, a consultant asked me, “What exactly makes a consulting value proposition strong?” It’s a big question that’s easy to overcomplicate. I’ve tried to make it simple for you today.

Quick reminder: If you haven’t yet, I’d love your input in our next Go-to-Market Survey for Early-Stage Consultants. Those who complete the survey gain free access to the report when it’s published in early 2025. Take the survey here.​

Estimated read time: 7 minutes.

A value proposition, at its core, is simply a collection of reasons why a client would want to work with you. It’s the answer to “Why should I hire you?” and can be communicated through your tagline and one-line pitch, website and marketing brochures, and even in the way you talk about your work to potential clients.

With that said, a strong value proposition for consultants rests on three core elements: resonance, differentiation, and substantiation. These elements are essential because they address a client’s main questions: “How does this solve my problem?” “Why should I choose you over others?” and “Can you really deliver?”

Let’s start with resonance. Resonance is all about the impact you’ll create for clients by solving their problem. If your value proposition doesn’t clearly communicate why your service matters to the client, it won’t resonate. The client may think, “Do I really need this?” or “Is this actually a priority?”

Consider two examples:

• A weak, generic statement: “I help clients improve their business operations.” This is broad and vague, offers no specific impact. It doesn’t convey urgency or include a problem that’s likely on people’s minds.
• A strong, resonant statement: “We help tech companies keep their top performers engaged and loyal, reducing turnover by up to 30% within the first year.” This speaks to a critical business challenge (client retention) and focuses on an outcome (reduced turnover) that’s meaningful to the client. It immediately suggests that solving this issue will have real financial impact.

Without resonance, a service becomes a “nice-to-have.” You often hear prospects saying that it’s not a priority. Conversations can feel “pushy” since there’s no real interest from organizations in what you’re offering.

If you’re struggling with low resonance, I highly recommend rethinking the problems you are solving. Chances are, you’re solving the wrong ones - or trying to solve too many at the same time.

The second critical component is differentiation. Differentiation means standing out from others in your field in a way that makes clients choose you over competitors. David C. Baker puts it well: “How long would it take for a client to replace you with someone of equal expertise who can deliver the same results?” The longer that answer, the stronger your positioning.

Here’s a quick look at how differentiation works in practice:

• Poor differentiation: “I’m an experienced consultant with a background in finance.” This is generic and interchangeable with many others. It fails to suggest any unique value or expertise.
• Strong differentiation: “I’m a finance consultant specializing in fundraising support for fast-growth, VC-backed SaaS companies.” By focusing on a specific market segment (VC-backed SaaS) and a high-impact challenge (raising funds) the consultant here removes competition and becomes more relevant to potential clients.

There are several ways to differentiate your value proposition. Specialization, as in the example, is a major one. You can focus on a specific industry (vertical specialization) and/or a specific service area (horizontal specialization). This kind of focus helps establish you as a go-to expert in your field.

Another path to differentiate is innovating on your business model. If most consultants in your field charge by the hour, consider value-based pricing, retainers, or a results-based model. Or change how you engage with clients: if most consultants work on-site, you could offer remote services or integrate digital tools and AI-driven insights into your offerings. For example, some firms now use proprietary software for ongoing client performance tracking, which adds unique value and sets them apart.

You can also differentiate by leveraging your personal brand and proprietary data or technology, although that’s usually harder to pull off. Ultimately, the best way to stand out is by combining these strategies to create a unique mix of distinctions.

The third key element that makes a strong value proposition is substantiation, which is really about backing up your claims. Can you prove what you’re promising? This is essential because if potential clients don’t believe you, your value proposition loses credibility.

Many consultants make big claims about the impact they can deliver or how unique they are, but can’t show any evidence. If you say your work is “research-based,” you need to be able to show that research. If you claim to have saved clients millions, can you share case studies or data to back that up? Or if you’re positioning yourself as a top expert in the field, do you have the articles, books, or presentations to prove it?

If you’re new to consulting, here are some ways to gather substantiation, even if you haven’t built an extensive track record yet:

• Collect testimonials from small engagements. Even smaller or pilot projects can give you testimonials that speak to your skills.
• Highlight personal research. If your value proposition includes “data-driven insights,” share some of that data in your presentations, website, or pitches.
• Showcase wins. If you’re offering a new service, start with a smaller scope or limited-time offer and track the results. Then use those results to demonstrate value to future clients.

In the end, a value proposition is about trust. It’s not just words - it’s the confidence clients feel in your ability to deliver on your marketing promises.

The best consulting value propositions balance these three elements. It's well worth investing your time to review yours.

Source: Prof. Joe O’ Mahoney, “Growth: Building a Successful Consultancy in the Digital Age”

High-growth consultancies are three times more likely to have a strong differentiator than their slower-growing peers. Differentiation is directly linked to growth and profitability - it’s worth the investment to get it right.

Source: "Spiraling Up", by Hinge Marketing

Can prospective clients immediately see the tangible outcomes of your service, and what sets you apart from generalist competitors?

This question, along with many others, is one we help consultancy founders answer through our go-to-market advisory service, where we work closely to create strong, differentiated service offers that drive client acquisition and revenue growth.