MEETING-FEB02-波士顿咨询顾问公司服务模式的启示（PPT 15页）

1、波士顿咨询顾问公司服务模式的启示波士顿咨询顾问公司服务模式的启示南洋林德年终会议南洋林德年终会议AGENDA BCGs Achievements BCGs Strategic Service Vision (SSV) BCGs Dilemma in China Hint to NeolindeGROWN BY GREAT PEOPLE WITH GREAT MIND19632 consulting staff1 office in Boston?$ company20002,370 consulting staff50 offices worldwideBillion$ companyHIGH

2、LY INTEGRATED STRATEGIC SERVICE VISION (SSV)1.Target Market Segment“To help the worlds best organizations make a decisive impact on their direction and performance”2. Service Concept3. Operating StrategyClients come firstWorking with clientsRespect individualsWorking as a teamThe strategic perspecti

3、veExpanding the Art of possible4. Service Delivery SystemInsightImpactTrustBELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY InsightImpactTrustInsightClear understanding of the innernature of some specific thingImpactPower of an event, idea, etc. to produce changesTrustConfidence in the honesty,

4、 integrity,reliability etc. of another person and thingNOT ONLY TALK THE TALK BUT ALSO WALK THE WALK Most important elementsQuality and costcontrolInvestment“Happy” employee“Happy” clientWOM, relationshipmarketing and clientdevelopmentSelf selection processEvaluation and feedbackBillability and util

5、ization managementTier oneInvestment on clientRecruiting and trainingTo spark the breakthrough ideas for our clients, business enterprises and society at largeTo inspire the very best people with unparalleled opportunities for professional and personal growththereby forging a lifelong bond NITTY-GRI

6、TTY MUST SUPPORT THE GLAMORStaffingCase team managementKnowledge management systemStrategic institutionResearchProductionOther support functionsProfitability managementSTILL A PARADOX IN CHINAClient Low purchasing powerUnsophisticated/”Fundamental” problems BCGHigh costAdvantage in solving market or

7、iented complexityWHAT SHOULD BE OUR SSV?1.Target Market SegmentWhom are we going to serve?On what?In what manner?2.Service ConceptImportant elements How should it be perceived?Efforts suggested in terms of:Service design?Service delivery?Marketing ?3.Operation StrategyMost important elements?Investm

8、ent focus?Quality and cost control?Results expected?4.Service Delivery SystemImportant features?Capacity?To what extent does it help:Ensure quality?Differentiation?Raise entry barriers?CLIENT DEVELOPMENT PROPOSALNeolinde Investment CompanyJanuary 2002AGENDA Objectives Contribution by client segment

9、Segmented approach Implementation Selling process improvement2002 OBJECTIVES SETBrand buildingCapability developmentSustainablecash flowDouble(?) sales amountUpgrade client profileFundamental Strategies2002 ObjectivesPLANNED CLIENT DEVELOPMENT/SALES PRIMARY CONTRIBUTORDifferent potential client segm

10、entsLarge prospect with potential deal size over RMB 1 millionMedium size prospect with potential deal size over RMB 0.5 millionRecurring client with sale-on over RMB 0.3 million per dealPlanned dealsPlus: Add hoc/Walk-in clientTotal salesNumber of deals1-28-102-4 11-16Expected contributionRMB 1-2 m

11、illion4-50.5-1RMB 5-8 million 1-2RMB 6-10 millionDIFFERENT APPROACHES REQUIREDDifferent approachesSell-on to existing clientsProactive selling Unsolicited proposal Dedicated workshop Cooperative studyMass marketing Newsletter/Perspectives Presentation on seminars/EMBA/ConferenceLargeNAXXXMediumNAxXX

12、RecurringXxResourcesEffectivenessApplicabilityIMPLEMENTATION Short list potential clients to 10 large, 30 medium and 6-8 existingSet screening criteriaRevenue over RMB 50 millionTurning point in organization change Promising industriesFierce competitionImprove mass marketing toolsLaunch newsletter/p

13、erspectivesPublish 1-2 foresight studies: e.g. M&A Each potential client appointed a focal point partner for continuous selling and follow upAppointment according to personal strength and interest for long term career developmentSELLING PROCESS IMPROVEMENT NEEDEDIncrease conversion ratio and recurring ratioMass marketing& Proactive sellingEst