Tales abound about the efficacy of marketing consultants. Stories have propped up many a conversation in pub, restaurant and boardroom. Good experiences and perfectly dreadful ones predominate, all or none of which are even quite as true as the telling. On the other hand equally as many stories can be told of particularly harrowing experiences about the client from hell. In the end it is probably down to six of one and half a dozen of the other. This article sets out to provide a broad brush-stroke of how to hire the right consultant, maintain good relationships and benefit from a dynamism to the benefit of all parties involved.

The reasons behind hiring a marketing consultant are wide and varied. A consultant may be required to produce a full marketing plan and see it through to implementation or a consultant may be required to work or advise on any part of a company's myriad marketing needs. Therefore, the consultant can either be someone with whom ideas are exchanged or from whose detailed report clear decisions can be made which could fundamentally change the course and direction of a company.

That sounds simple. The reality sometimes is that companies do run a hidden agenda for hiring consultants who may unwittingly find themselves immersed in a difficult political situation. This is understandable because of the different roles consultants play, acting as they do as advisors, analysts, diagnosticians and proposers. A consultant's objective, though, should always be to offer an external perspective and independent advice, which should reveal vital factors previously unknown to a company. The result of the consultant's work is always to offer relevant but stimulating information with impartiality to make an essential difference to the way a company looks at itself. The "don't tell me something I already know" syndrome.

Yet, having said that, a consultant's input may prove essential for verifying a decision a board or internal marketing team has already reached, where the endorsement of thinking is essential to that company's future wellbeing. In the end a company will buy the person through a careful assessment of knowledge and personality related to the task at hand. Someone who can contribute to sharpening the competitive edge, work well (if necessary) with people within your team, who is consistent, easy to understand and possesses a track record of problem solving or sound directional acumen.

Whatever the reason for calling in a consultant, it is essential that both parties clearly understand what needs to be accomplished, otherwise a relationship will fail. This is not only prove unproductive to both parties but will leave a company with the mistaken impression that dealing with consultants is a complete waste of time. Word of mouth is a powerful weapon. Therefore, a good job well done will be spoken about with enthusiasm - but the reverse will also be true! A truly professional consultant knows this only too well and will always act to ensure that a working relationship will result to the credit of both consultant and company.

Therefore, it is essential that the scope of the project be identified and a consultant be called in only when the need is confirmed. Once the need is confirmed the tasks required for the consultant to perform must be set out clearly and concisely. Nothing must be vague, as misinterpretation will follow with disastrous consequences. To avoid such an outcome a written description is essential. The scope of the project, and completion date should always be included. It is at this juncture that the consultant is called in and the brief and fees discussed. On agreement the consultant should play back the brief, in writing, together will a clear exposition of fees and ancillary expenses.

It is, therefore, vital to check the competence of the marketing consultant or consultancy you are hiring. Membership of a relevant trade organisation relating to the brief in hand, is a help in establishing credibility but there is nothing better (confidentiality allowing) than checking credentials with clients for whom a recent consultancy job has been done or with existing clients in case of a marketing consultancy.

As marketing is so diverse in its requirements a company will be best served by spending time in finding a consultant who is clearly best for the job. For example, hiring somebody to analyse or oversee brand development, for example, will require a specific set of skills requiring substantial experience in brand building, brand maintenance and defence programmes as well as a thorough understanding of the intricacies of brand equity and its contribution to the company as a value asset.

A further example of how a marketing consultant can help is in the choosing of an advertising agency. Often companies have nobody aboard who has ever worked in an advertising agency. Clearly, seeking a consultant who knows the intricacies of agency life, confidentiality, performance, likely conflicts, administration, charging and expectations from both sides can save days, probably weeks, of agony in refining the selection process and worth every penny of the consultancy fee into the bargain.

Therefore, companies need to look for expert knowledge in the subject area of the project, experience with projects similar to that which forms the basis of the brief in hand, a respected track record capable of verification and very importantly - a style of working which fits comfortably with both parties. Brian Smith of FCM Marketing Communications recently recounted a situation when the company rejected continuing discussions with a lucrative potential client because of that company's difficult attitude and inability to appreciate the role of the consultant. This is a particularly interesting example because following two long meetings and many phone conversations, the company itself found it very difficult to accept rejection. Therefore, an ability to work together in a friendly and co-operative manner is essential to the mutual benefit of both parties.

What then should both parties look for to achieve the perfect relationship? Most importantly it is essential that expectations (specifying the deliverables) behind the project are clearly expressed and understood by everybody involved. Failure to implement this simple task may lead to serious friction, as what one party thinks is not necessarily what the other understands. Much time should be put aside for clarifying all the issues, especially the acceptance of terms, especially those dealing with fees and costs. The worst scenario is a fight over costs resulting from "hidden" clauses which must always be brought out into the open and clearly laid out.

The consultant should be expected to report progress at regular intervals and welcome routine communication. This is so simple and ensures that all expectations are being met along the way, problems encountered discussed and ancillary actions agreed and implemented.

Few consultants can ever be expected to possess the depth of product or manufacturing knowledge existing in the companies who hire them. However, an experienced consultant will soon absorb the factors essential for sound decision making. Seeing the way through the trees is very much part of the consultant's art but "getting there" requires patience and tact from all involved. Such patience is likely to be very well rewarded.

In conclusion here is a note to companies. Consultants really want to know the impact that their work has had on the company whether good or bad. In far too many situations consultants leave a project feeling their contribution is left in the air. If you have found a first class consultant who has fulfilled your criteria you may like to consider the value of using that person again, especially as the learning curve is shortened. Consider then how much goodwill will be returned by that particular consultant who will be only too willing to extend the compliment.