波士頓咨詢顧問公司服務(wù)模式ppt課件

1、波士頓咨詢顧問公司效力方式的啟示波士頓咨詢顧問公司效力方式的啟示南洋林德年終會(huì)議南洋林德年終會(huì)議2002年年2月月1日日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$

2、 companyHIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)Target Market Segment“To help the worlds best organizations make a decisive impact on their direction and performance2. Service Concept3. Operating StrategyClients come firstWorking with clientsRespect individualsWorking as a teamThe strategic

3、perspectiveExpanding 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

4、 honesty, 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 a

5、nd 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 growththereby forging a lifelong bond NI

6、TTY-GRITTY 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 mark

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

8、nt focus?Quality and cost control?Results expected?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 Seg

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

10、sLarge 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 mill

11、ion4-50.5-1RMB 5-8 million 1-2RMB 6-10 millionDIFFERENT APPROACHES REQUIREDDifferent approachesSell-on to existing clientsProactive sellingUnsolicited proposalDedicated workshopCooperative studyMass marketingNewsletter/PerspectivesPresentation on seminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurrin

12、gXxResourcesEffectivenessApplicabilityIMPLEMENTATION 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/perspecti

13、vesPublish 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 selling