波士顿《南洋林德年终会议

1、南洋林德年终会议AGENDA一 ECGs Achievements一 ECGs Strategic Seivice Vision (SSV)一 ECGs Dilenmia in China一 Hint to NeolindeGROWN BY GREAT PEOPLE WITH GREAT MIND19632 consulting staff7 office in Boston?$ company/20002,370 consulting staff50 offices worldwideBillion$ company20%14%108644x 2x 1.5x 1x .5x .4x .3x .

2、2x .1xRelative market sharellwo6 富-iEewFig. 3.03T12The Boston Consulting Groups Growm-Shaie Matrixis eenti/tllya compromise betien ihe economics of information and tire economics of things JHIGHLY INTEGRATED STRATEGIC SERVICEVISION (SSV)4. Service Delivery SystemWorking as a teamThe strategic perspe

3、ctive Expanding the Art of possibleTarget Market Segment2 Service ConceptInsightTrust vaTo help the worlds best organizations make a decisive impact on their direction and performanceBELIVE IN VALUE CREATION BY INTELLECT ANDCREDIBILITYInsightClear understanding of the inner nature of some specific t

4、hingImpactPower of an event, idea, etc. to produce changesTrustConfidence in the honesty, integrity, reliability etc. of another person and thingNOT ONLY TALK THE TALK BUT ALSO WALK THEWALK “Happy” employeei “Happy” clientQWOM, relationship marketing and client developmentSelf selection processEvalu

5、ation and feedbackBillabilitv and utilization 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 growth th

6、ereby forging a lifelong bondNITTY-GRITTY MUST SUPPORT THE GLAMORStaffingCase team managementKnowledge management system Strategic institutionResearchProductionProfitability managementOther support functionsSTILL A PARADOX IN CHINAClientLow purchasing powerUiisophistited/”FundJimeiitnl problemsBCGHi

7、gh costAdvantage in solving market oriented complexityWHAT SHOULD BE OUR SSV?4 Service Delivery System Important features? Capacity? To what extent does it 1 Ensure quality?Differentiation?Raise entry barriers?f1 Target Market Segment Whom are we going to一serve? On what? In what manner?3 Operation S

8、trategy V Most important elemer Investment focus? Quality and cost contrc Results expected?JI Service ConceptJ/ Important elementsj/How should it be perceived?Efforts suggested in terms of:Service design?Service delivery? Marketing ?CLIENT DEVELOPMENT PROPOSALNeolinde Investment CompanyJanuary xxAGE

9、NDA一 Objectives一 Contribution by client segment一 Segmented approach一 Implementation一 Selling process improvementXX OBJECTIVES SETFundameiital Strategiesxx ObjectivesSustainablecash flowBrand buildingCapabilitydevelopmentDouble(?) sales amountUpgrade client profilePLANNED CLIENT DEVELOPMENT/SALES PRI

10、MARYCONTRIBUTORDifferent potential client segmentsNumber of dealsLarge prospect with potential deal size12over RMB 1 millionExpectedcon tributionRMB 1-2 millionMedium size prospect with potential8-10deal size over RMB 0.5 millionRecurring client with sale-on over RMB2-40.3 million per deal0.5-1Plann

11、ed deals11-16RMB 5-8 millionPlus: Add hoc/Walk-in clientTotal salesRMB 6-10 millionDIFFERENT APPROACHES REQUIREDApplicabilityDifferent approachesLargeMediumRecurringNAXSell-on to existing clientsProactive selli ng Unsolicited proposalX Dedicated workshopX Cooperative studyXMass marketi ng Newsletter

12、/Perspectives Presentation on seminars/EMBA/ConferenceIMPLEMENTATIONShort list potential clients to 10 large, 30 medium and existing一 Set screening criteria Revenue over RMB 50 million Turning point in organization change Pronusmg industries Fierce competitionImprove mass marketing tools一 Launch new

13、sletter/perspectives一 Publish 1-2 foresight studies: e.g. M&AEach potential client appointed a focal point partner for continuous selling and follow up一 Appointment according to personal strength and interest for long term career developmentSELLING PROCESS IMPROVEMENT NEEDEDIncrease conversion ratio and recurring ratioLeadsConv ersionRecurringMass marketin