波士顿咨询顾问公司服务模式全解

2. Service Concept
Insight Impact Trust
北京南洋林德投资顾问有限公司
BELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY
Insight Insight
Clear understanding of the inner nature of some specific thing
Execution
Sell-on
Allow large prospect progressive commitment - Advisory services turn to full case - Diagnosis services turn into full case
北京南洋林德投资顾问有限公司
Effectiveness
Resources
Proactive selling • Unsolicited proposal • Dedicated workshop • Cooperative study Mass marketing • Newsletter/Perspectives • Presentation on seminars/EMBA/Conference
北京南洋林德投资顾问有限公司
NOT ONLY TALK THE TALK BUT ALSO WALK THE WALK
Most important elements Quality and cost control
Investment
•“Happy” employee •“Happy” client •WOM, relationship marketing and client development
– Appointment according to personal strength and interest for long term career development
北京南洋林德投资顾问有限公司
SELLING PROCESS IMPROVEMENT NEEDED
Increase conversion ratio and recurring ratio Leads Mass marketing & Proactive selling Conversion Establish value of consulting Buy in value of Neolinde Recurring
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
北京南洋林德投资顾问有限公司
NITTY-GRITTY MUST SUPPORT THE GLAMOR
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
Impact
Impact
Power of an event, idea, etc. to produce changes
Trust Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
•Self selection process •Evaluation and feedback •Billability and utilization management
•Tier one
•Investment on client
•Recruiting and training
•To spark the breakthrough ideas for our clients, business enterprises and society at large •To inspire the very best people with unparalleled opportunities for professional and personal growth thereby forging a lifelong bond
•Upgrade client profile
Capability development
北京南洋林德投资顾问有限公司
PLANNED CLIENT DEVELOPMENT/SALES PRIMARY CONTRIBUTOR
Different potential client segments Large prospect with potential deal size over RMB 1 million Medium size prospect with potential deal size over RMB 0.5 million Recurring client with sale-on over RMB 0.3 million per deal Planned deals Plus: Add hoc/Walk-in client Total sales Number of deals 1-2 Expected contribution RMB 1-2 million
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
北京南洋林德投资顾问有限公司
AGENDA
– BCG’s Achievements – BCG’s Strategic Service Vision (SSV) – BCG’s Dilemma in China – Hint to Neolinde
北京南洋林德投资顾问有限公司
WHAT SHOULD BE OUR SSV?
4.
Service Delivery System
• • • Important features? Capacity? To what extent does it help: Ensure quality? Differentiation? Raise entry barriers?
北京南洋林德投资顾问有限公司
HIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)
4. Service Delivery System 1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
CLIENT DEVELOPMENT PROPOSAL
Neolinde Investment Company
January 2002
AGENDA
– Objectives – Contribution by client segment – Segmented approach
– Implementation
8-10
4-5
2-4
0.5-1
Βιβλιοθήκη Baidu
11-16
RMB 5-8 million 1-2 RMB 6-10 million
北京南洋林德投资顾问有限公司
DIFFERENT APPROACHES REQUIRED
Applicability Different approaches Sell-on to existing clients Large NA Medium NA Recurring X
北京南洋林德投资顾问有限公司
GROWN BY GREAT PEOPLE WITH GREAT MIND
1963
•2 consulting staff •1 office in Boston •?$ company
2000
•2,370 consulting staff •50 offices worldwide •Billion$ company
Improve mass marketing tools
– – Launch newsletter/perspectives Publish 1-2 foresight studies: e.g. M&A
Each potential client appointed a focal point partner for continuous selling and follow up
X X X
x x
X X
北京南洋林德投资顾问有限公司
IMPLEMENTATION
Short list potential clients to 10 large, 30 medium and 6-8 existing
– Set screening criteria
• • • • Revenue over RMB 50 million Turning point in organization change Promising industries Fierce competition
1.
Target Market Segment
• • • Whom are we going to serve? On what? In what manner?
3.
Operation Strategy
• • • • Most important elements? Investment focus? Quality and cost control? Results expected?
– Selling process improvement
北京南洋林德投资顾问有限公司
2002 OBJECTIVES SET
Fundamental Strategies
2002 Objectives
Sustainable cash flow
•Double(?) sales amount
Brand building
2.
Service Concept
• • • Important elements How should it be perceived? Efforts suggested in terms of: Service design? Service delivery? Marketing ?
北京南洋林德投资顾问有限公司
•Profitability management
北京南洋林德投资顾问有限公司
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems •BCG High cost Advantage in solving market oriented complexity