Last month, we hosted a delegation from an Asian foods company in Mumbai. The CEO and several CXOs attended. This delegation came to Capgemini to understand how Digital can change their business – exploratory Digital Day. We did a good job of presenting our point of view and observation.

But the best part about this meeting was that the initial approach was made by the firm itself. The CEO and the CXOs had read Leading Digital – the book co-authored by Capgemini and MIT Center for Digital Business. Through the discussion, the client representatives kept referring to examples and challenges and boundary conditions and best practices highlighted in the book. There were questions like – ‘how would the company x mentioned in the book would have reacted to this situation we are in?’

The ratification and acknowledgement of our capabilities happened much before we had the first call with the client to understand their expectations from the visit. They knew us and they knew us well. This knowledge was developed based on our social presence – the thought leadership we have published, the articles we have written, the LinkedIn posts we have put up cross-referencing our work. As we enter further discussions with them on the next steps, I would expect this intimacy to come to fore every time we make a recommendation.

The sales process is no longer isolated to a series of meetings. It embodies us in our entirety, and we are judged not on the occasion, but on a continuous basis.