波士顿咨询顾问公司服务模式的启示（ppt 15页教学内容

1、波士顿咨询顾问公司服务模式的启示（PPT 15页）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 im

2、pact on their 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 CREDIBI

3、LITY InsightImpactTrustInsightClear 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 elements

4、Quality and 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, busine

5、ss enterprises 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 institutionResearchProductionOth

6、er support 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 Conce

7、ptImportant 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

8、:Ensure quality?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

9、flowDouble(?) 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 millionRecu

10、rring 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 million4-50.5-1RMB 5-8 million 1-2RMB 6-10 millionDIFFERENT APPROACHES REQUIREDDifferent approachesSell-on to existing clientsProacti

11、ve selling 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

12、 screening 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-onLeadsConver