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波士頓咨詢顧問(wèn)公司服務(wù)模式的啟示
南洋林德年終會(huì)議
波士頓咨詢顧問(wèn)公司服務(wù)模式的啟示
南洋林德年終會(huì)議
0AGENDABCG’sAchievementsBCG’sStrategicServiceVision(SSV)BCG’sDilemmainChinaHinttoNeolindeAGENDABCG’sAchievements1GROWNBYGREATPEOPLEWITHGREATMIND19632consultingstaff1officeinBoston?$company20002,370consultingstaff50officesworldwideBillion$companyGROWNBYGREATPEOPLEWITHGRE2HIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategyClientscomefirstWorkingwithclientsRespectindividualsWorkingasateamThestrategicperspectiveExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrustHIGHLYINTEGRATEDSTRATEGICSE3BELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITY
InsightImpactTrustInsightClearunderstandingoftheinner
natureofsomespecificthingImpactPowerofanevent,idea,etc.to
producechangesTrustConfidenceinthehonesty,integrity,
reliabilityetc.ofanotherpersonand
thingBELIVEINVALUECREATIONBYIN4NOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment“Happy”employee“Happy”clientWOM,relationship
marketingandclient
developmentSelfselectionprocessEvaluationandfeedbackBillabilityandutilization
managementTieroneInvestmentonclientRecruitingandtrainingTosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth
therebyforgingalifelongbondNOTONLYTALKTHETALKBUTALS5NITTY-GRITTYMUSTSUPPORTTHEGLAMORStaffingCaseteammanagementKnowledgemanagementsystemStrategicinstitutionResearchProductionOthersupportfunctionsProfitabilitymanagementNITTY-GRITTYMUSTSUPPORTTHE6STILLAPARADOXINCHINAClientLowpurchasingpowerUnsophisticated/”Fundamental”
problemsBCGHighcostAdvantageinsolvingmarketoriented
complexitySTILLAPARADOXINCHINAClient7WHATSHOULDBEOURSSV?TargetMarketSegmentWhomarewegoingto
serve?Onwhat?Inwhatmanner?ServiceConceptImportantelementsHowshoulditbeperceived?Effortssuggestedintermsof:
Servicedesign?
Servicedelivery?
Marketing?OperationStrategyMostimportantelements?Investmentfocus?Qualityandcostcontrol?Resultsexpected?ServiceDeliverySystemImportantfeatures?Capacity?Towhatextentdoesithelp:
Ensurequality?
Differentiation?
Raiseentrybarriers?WHATSHOULDBEOURSSV?Target8CLIENTDEVELOPMENTPROPOSAL
NeolindeInvestmentCompany
January2002CLIENTDEVELOPMENTPROPOSAL
N9AGENDAObjectivesContributionbyclientsegmentSegmentedapproachImplementationSellingprocessimprovementAGENDAObjectives102002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflowDouble(?)salesamountUpgradeclientprofileFundamentalStrategies2002Objectives2002OBJECTIVESSETBrandbuild11PLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16 ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10millionPLANNEDCLIENTDEVELOPMENT/SAL12DIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactivesellingUnsolicitedproposalDedicatedworkshopCooperativestudyMassmarketingNewsletter/PerspectivesPresentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourcesEffectivenessApplicabilityDIFFERENTAPPROACHESREQUIREDD13IMPLEMENTATIONShortlistpotentialclientsto10large,30mediumand6-8existingSetscreeningcriteriaRevenueoverRMB50millionTurningpointinorganizationchangePromisingindustriesFiercecompetitionImprovemassmarketingtoolsLaunchnewsletter/perspectivesPublish1-2foresightstudies:e.g.M&A
EachpotentialclientappointedafocalpointpartnerforcontinuoussellingandfollowupAppointmentaccordingtopersonalstrengthandinterestforlongtermcareerdevelopmentIMPLEMENTATIONShortlistpote14SELLINGPROCESSIMPROVEMENTNEEDEDIncreaseconversionratioandrecurringratioMassmarketing&ProactivesellingEstablishvalueofconsultingBuyinvalueofNeolindeExecutionSell-onLeadsConversionRecurringAllowlargeprospectprogressivecommitmentAdvisoryservicesturntofullcaseDiagnosisservicesturnintofullcaseSELLINGPROCESSIMPROVEMENTNE15波士頓咨詢顧問(wèn)公司服務(wù)模式的啟示
南洋林德年終會(huì)議
波士頓咨詢顧問(wèn)公司服務(wù)模式的啟示
南洋林德年終會(huì)議
16AGENDABCG’sAchievementsBCG’sStrategicServiceVision(SSV)BCG’sDilemmainChinaHinttoNeolindeAGENDABCG’sAchievements17GROWNBYGREATPEOPLEWITHGREATMIND19632consultingstaff1officeinBoston?$company20002,370consultingstaff50officesworldwideBillion$companyGROWNBYGREATPEOPLEWITHGRE18HIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategyClientscomefirstWorkingwithclientsRespectindividualsWorkingasateamThestrategicperspectiveExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrustHIGHLYINTEGRATEDSTRATEGICSE19BELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITY
InsightImpactTrustInsightClearunderstandingoftheinner
natureofsomespecificthingImpactPowerofanevent,idea,etc.to
producechangesTrustConfidenceinthehonesty,integrity,
reliabilityetc.ofanotherpersonand
thingBELIVEINVALUECREATIONBYIN20NOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment“Happy”employee“Happy”clientWOM,relationship
marketingandclient
developmentSelfselectionprocessEvaluationandfeedbackBillabilityandutilization
managementTieroneInvestmentonclientRecruitingandtrainingTosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth
therebyforgingalifelongbondNOTONLYTALKTHETALKBUTALS21NITTY-GRITTYMUSTSUPPORTTHEGLAMORStaffingCaseteammanagementKnowledgemanagementsystemStrategicinstitutionResearchProductionOthersupportfunctionsProfitabilitymanagementNITTY-GRITTYMUSTSUPPORTTHE22STILLAPARADOXINCHINAClientLowpurchasingpowerUnsophisticated/”Fundamental”
problemsBCGHighcostAdvantageinsolvingmarketoriented
complexitySTILLAPARADOXINCHINAClient23WHATSHOULDBEOURSSV?TargetMarketSegmentWhomarewegoingto
serve?Onwhat?Inwhatmanner?ServiceConceptImportantelementsHowshoulditbeperceived?Effortssuggestedintermsof:
Servicedesign?
Servicedelivery?
Marketing?OperationStrategyMostimportantelements?Investmentfocus?Qualityandcostcontrol?Resultsexpected?ServiceDeliverySystemImportantfeatures?Capacity?Towhatextentdoesithelp:
Ensurequality?
Differentiation?
Raiseentrybarriers?WHATSHOULDBEOURSSV?Target24CLIENTDEVELOPMENTPROPOSAL
NeolindeInvestmentCompany
January2002CLIENTDEVELOPMENTPROPOSAL
N25AGENDAObjectivesContributionbyclientsegmentSegmentedapproachImplementationSellingprocessimprovementAGENDAObjectives262002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflowDouble(?)salesamountUpgradeclientprofileFundamentalStrategies2002Objectives2002OBJECTIVESSETBrandbuild27PLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16 ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10millionPLANNEDCLIENTDEVELOPMENT/SAL28DIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactivesellingUnsolicitedproposalDedicatedworkshopCooperativestudyMassmarketingNewsletter/PerspectivesPresentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourc
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