MeetingFeb02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

2002年2月1日北京某著名企业AGENDABCG’sAchievementsBCG’sStrategicServiceVision(SSV)BCG’sDilemmainChinaHinttoNeolinde北京某著名企业GROWNBYGREATPEOPLEWITHGREATMIND19632consultingstaff1officeinBoston?$pany20002,370consultingstaff50officesworldwideBillion$pany北京某著名企业HIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategyClientsefirstWorkingwithclientsRespectindividualsWorkingasateamThestrategicperspectiveExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrust北京某著名企业BELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITY

InsightImpactTrustInsightClearunderstandingoftheinner

natureofsomespecificthingImpactPowerofanevent,idea,etc.to

producechangesTrustConfidenceinthehonesty,integrity,

reliabilityetc.ofanotherpersonand

thing北京某著名企业NOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment“Happy”employee“Happy”clientWOM,relationship

marketingandclient

developmentSelfselectionprocessEvaluationandfeedbackBillabilityandutilization

managementTieroneInvestmentonclientRecruitingandtrainingTosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth

therebyforgingalifelongbond北京某著名企业NITTY-GRITTYMUSTSUPPORTTHEGLAMORStaffingCaseteammanagementKnowledgemanagementsystemStrategicinstitutionResearchProductionOthersupportfunctionsProfitabilitymanagement北京某著名企业STILLAPARADOXINCHINAClientLowpurchasingpowerUnsophisticated/”Fundamental”

problemsBCGHighcostAdvantageinsolvingmarketorientedplexity北京某著名企业WHATSHOULDBEOURSSV?TargetMarketSegmentWhomarewegoingto

serve?Onwhat?Inwhatmanner?ServiceConceptImportantelementsHowshoulditbeperceived?Effortssuggestedintermsof:

Servicedesign?

Servicedelivery?

Marketing?OperationStrategyMostimportantelements?Investmentfocus?Qualityandcostcontrol?Resultsexpected?ServiceDeliverySystemImportantfeatures?Capacity?Towhatextentdoesithelp:

Ensurequality?

Differentiation?

Raiseentrybarriers?北京某著名企业CLIENTDEVELOPMENTPROPOSAL

NeolindeInvestmentpany

January2002北京某著名企业AGENDAObjectivesContributionbyclientsegmentSegmentedapproachImplementationSellingprocessimprovement北京某著名企业2002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflowDouble(?)salesamountUpgradeclientprofileFundamentalStrategies2002Objectives北京某著名企业PLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16 ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10million北京某著名企业DIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactivesellingUnsolicitedproposalDedicatedworkshopCooperativestudyMassmarketingNewsletter/PerspectivesPresentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourcesEffectivenessApplicability北京某著名企业IMPLEMENTATIONShortlistpotentialclientsto10large,30mediumand6-8existingSetscreeningcriteriaRevenueoverRMB50millionTurningpointinorganizationchangePromisingindustriesFiercepetitionImprovemassmarketingtoolsLaunchnewsletter/perspectivesPublish1-2foresightstudies:e.g.M&A

EachpotentialclientappointedafocalpointpartnerforcontinuoussellingandfollowupAppointmentaccordingtopersonalstrengthandinterestforlongtermcareerdevelopment北京某著名企业SELLINGPROCESSIMPROVEMENTNEEDEDIncreaseconversionratioandrecurringratioMassmarketing&ProactivesellingEstabl