波士顿咨询顾问公司服务模式全解复习进程

1、波士顿咨询顾问公司服务模式全解GROWN BY GREAT PEOPLE WITH GREAT MIND19632 consulting staff1 office in Boston?$ company20002,370 consulting staff50 offices worldwideBillion$ companyHIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)Target Market Segment“To help the worlds best organizations make a decisive impact on th

2、eir direction and performance”2. Service Concept3. Operating StrategyClients come firstWorking with clientsRespect individualsWorking as a teamThe strategic perspectiveExpanding the Art of possible4. Service Delivery SystemInsightImpactTrustBELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY Insig

3、htImpactTrustInsightClear understanding of the innernature of some specific thingImpactPower 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 THE WALK Most important elementsQuality an

4、d costcontrolInvestment“Happy” employee“Happy” clientWOM, relationshipmarketing and clientdevelopmentSelf selection processEvaluation and feedbackBillability and utilization managementTier oneInvestment on clientRecruiting and trainingTo spark the breakthrough ideas for our clients, business enterpr

5、ises and society at largeTo inspire the very best people with unparalleled opportunities for professional and personal growththereby forging a lifelong bond NITTY-GRITTY MUST SUPPORT THE GLAMORStaffingCase team managementKnowledge management systemStrategic institutionResearchProductionOther support

6、 functionsProfitability managementSTILL A PARADOX IN CHINAClient Low purchasing powerUnsophisticated/”Fundamental” problems BCGHigh costAdvantage in solving market oriented complexityWHAT SHOULD BE OUR SSV?Target Market SegmentWhom are we going to serve?On what?In what manner?Service ConceptImportan

7、t elements How should it be perceived?Efforts suggested in terms of:Service design?Service delivery?Marketing ?Operation StrategyMost important elements?Investment focus?Quality and cost control?Results expected?Service Delivery SystemImportant features?Capacity?To what extent does it help:Ensure qu

8、ality?Differentiation?Raise entry barriers?CLIENT DEVELOPMENT PROPOSALNeolinde Investment CompanyJanuary 2002AGENDA Objectives Contribution by client segment Segmented approach Implementation Selling process improvement2002 OBJECTIVES SETBrand buildingCapability developmentSustainablecash flowDouble

9、(?) sales amountUpgrade client profileFundamental Strategies2002 ObjectivesPLANNED CLIENT DEVELOPMENT/SALES PRIMARY CONTRIBUTORDifferent potential client segmentsLarge prospect with potential deal size over RMB 1 millionMedium size prospect with potential deal size over RMB 0.5 millionRecurring clie

10、nt 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 million4-50.5-1RMB 5-8 million 1-2RMB 6-10 millionDIFFERENT APPROACHES REQUIREDDifferent approachesSell-on to existing clientsProactive selling

11、 Unsolicited proposal Dedicated workshop Cooperative studyMass marketing Newsletter/Perspectives Presentation on seminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourcesEffectivenessApplicabilityIMPLEMENTATION Short list potential clients to 10 large, 30 medium and 6-8 existingSet screening

12、 criteriaRevenue over RMB 50 millionTurning point in organization change Promising industriesFierce competitionImprove mass marketing toolsLaunch newsletter/perspectivesPublish 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 sellingEstablishvalue of consultingBuy in valueof NeolindeExecutionSell-onLeadsConvers