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Due to consultancy services being intangible and their results being difficult to evaluate, and as there is no obvious knowledge base on which consultancy services are build in combination with an enormous competition among consultancies, successful consultants must have other ways of persuading clients in order to be chosen among the competitors. Clark argues that successful consultants achieve this by creating a reality that persuades clients of their expertise and the value and quality of their services. They manage and manipulate the interaction process between clients and consultants in order to build the best possible impression. This can according to Clark be captured and illustrated by using a dramaturgical metaphor. The created impression is, due to the lack of alternative appraisal factors used by clients to evaluate a consultancy's expertise and the future performance that can be expected. As a consequence it is essential for a consultancy's success to be able to persuade the clients through the creation of a suitable impression and to manipulate their perception of the consultancy and their performance. The consultant can therefore be seen as an 'actor' who is performing to an 'audience', being the clients, in an improvised manner according to a number of 'script headings'. As consultancy services are highly intangible there is an opportunity for consultants to control and manipulate the audience and thus create a reality that structures the way in which clients evaluate the value and quality of the delivered service. Accordingly the dramaturgical metaphor emphasises the interaction process between the consultants and clients and highlights the theatrical/dramaturgical features in which the former manipulate the latter's perceptions in order to be chosen among the competitors. Thus it implies that impression management is a core feature of consultancy work.
This way of analysing the management consultancy work draws attention to the importance of managing the consultant client relationship and the impressions clients get of the consultancy. It therefore, in order to be chosen among competitors, emphasises the performance at consultants' presentations for the clients. This way it contrasts with the 'traditional' view of management consultants as professional helpers. Thus the success of certain management consultants might be explained not by their excellent performance during work, but instead by their impression management e.g. with the ability to persuade clients of their definition of the situation and that they provide the most relevant solution.
The dramaturgical metaphor as illustrated by Clark, points out another important success factor for management consultants. They must be able to manage the client consultant relationship and should also be aware of the high importance of it, as it is essential for the clients' selection.
Nevertheless one should keep in mind that a metaphor always emphasises certain features while hiding others. When only focusing on the dramaturgical metaphor one might underestimate the importance of reputation being built by successful completion of former assignments. For example a client might be impressed by the performance of a consultancy at the presentation but afterwards hear from others that they are always only talking nicely but never delivering results.
Furthermore the dramaturgical perspective might mislead one to see the client (e.g. managers) as victims who have no knowledge, influence and power in the selection process, except for the selection itself. In addition clients can challenge the consultancy's performance because of their own knowledge. It should also be beard in mind that the context of the assignment can restrict the consultants' power, e.g. when they are only used as 'scapegoats'.
In my opinion the dramaturgical perspective is a good means for becoming aware of the importance of impression management. It also provides support for understanding the success factors crucial to creating and manipulating the impression. However it should be kept in mind, that it only highlights one feature consultancy work, which has to be seen in relation with the others, as for example successfully completed former assignments in order to build a reputation.
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