consulting group 1
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Transcript of consulting group 1
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GROUP NO.-1
SIBA SANKAR PATI
ALOM RONGPI
MANOJ RAIKAR
MANSOOR SIDDIQUI
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Between 1980-1990 industry grew over 20%
Consultancy industry shrank during 2001-2003
After that consultancy sector grew continuously till
now with a steady rate of more than 20%
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Information technology consultants
Human resource consulting
Virtual consulting
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Management Consulting: Focus is on how a company or
organization works to achieve its stated goals.
Strategy Consulting: Focus is on identifying the direction,
goals, and growth of a company or organization within aspecific industry
Information Technology (IT) Consulting: Focus is on using
technology to help an organization become more efficient
and achieve its goals.
Industry Specific Consulting: Focus is on a specific industry
and can include strategy, management, IT, scientific or
technical consulting.
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Global consultancy
Ambrosia synergising firm
New star consulting
Careerist management consultancy Reliance quality consultants
ABC consultants Pvt. Ltd.
Amrit ventures
Catapult management resources
Dev solutions
Master mind network
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McKinsey & Company
Boston Consulting Group
Bain & Company
Booz Allen Hamilton Monitor Group
Mercer Management Consulting
Mercer Oliver Wyman
Mercer Human Resource Consulting
The Parthenon Group
Marakon Associates
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Traditionally charged on material and timebasis
During early 2000s they changed it to moreresult based pricing
The current trend seems to favor a hybrid withcomponents of fixed pricing and risk-sharing
by both the consulting firm and client.
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What are consultants???
Consultants are hired by companies to solve theirproblems while creating sustainable value
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It is a global management consulting firm withoffices in 40 countries
Founded 1963
Formed by Bruce D.Henderson, a Vanderbiltand Harvard Business School alumnus
Headquarters Boston, Massachusetts, United
States Hans-Paul Brkner, President & CEO
Revenue US$ 2.75 billion (2009)
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Automotive
Biopharmaceutical
Consumer product
Energy & environment Financial services
Insurance
Media devices
Metal & mining
Private equity
Process industries
Public sector
Retail
Technology andsoftwares
Telecommunication
tourism
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Corporate development
Corporate finance
Globalization
Information technology
Marketing & sales
Operations Strategy
Sustainability
transformation
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Branding & communication
Consumer insight
Go to marketing strategy
Sales and channels
Pricing
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What are the key principles and organizationalcapabilities needed to build a successful,compelling, and valuable brandone that truly
resonates with customers? What attributes of our brand enable us to build
positioning different from our competitors inthe long run?
What is the best approach to building, defining,and managing a cohesive brand architectureacross multiple brands?
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Brand Rejuvenation of a Specialty Retailer Emotionalhow the product makes the consumer feel
Functionalbenefits provided to the consumer by the
product Technicalfeatures of the product
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What are the most attractive segments for us?What are these customers desires? Whichdesires are met and unmet, and can we serve
them? How are we perceived by our customers?
Where can we grow? Can we extend our
brand(s) into new categories or segments? What are the purchase and decision patterns of
customers?
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Deep consumer insight for a financialinstitution
Bank co. was facing problems because of new
entrant
BCG worked closely with BankCo to executethis new strategy, introducing a change
management program to help align retailoperations with the new branding and valueproposition.
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How can we ensure that our go-to-market strategyfits the current needs of our business model,channels, and customers?
What measures can we take to improve alignmentand integration across the various commercialfunctions?
How can altering our go-to-market approach help
support cost-reduction effortswithout harmingthe core business?
How can we build the best-in-class capabilities arequired to support an effective go-to-market
strategy?
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BCG helps an automotive manufacturer enter adeveloping market by reshaping its products,brand, and distribution model
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What do we want the sales force and channelsto accomplish?
How can we optimize our sales and
distribution approach to align with shifts in ourmarkets, customers, and competitors?
How can we improve our performance withour largest, most complex global and strategiccustomers?
How can we improve our performance inmultichannel environments?
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Sales & Channels Impact Stories
Improving Sales Force Effectiveness inPharmaceuticals
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How must our strategic approach to pricingchange in light of increased pricing volatility?
Given declining demand, how should we
respond to or avoid price wars? Where are the bestand fastestopportunities
to make pricing changes and capture near-termvalue?
What are the game-changers in pricingspecific to our industry and situation? Whichwill work for us, and how do we implement
them?
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ImprovingTelecom Customer Satisfactionand Cost
See how BCG helped a client cut labor costs by25 percent while improving service levels by 50percent.
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Product - Strategic management ,Operationsmanagement , Industrial engineering
Place - - Major economic industrialpowerhouses such as US , UK , Asia Pacific etc .
Promotion - Business Ratings , Audit ratings ,Word of mouth , Magazines , Online marketingetc
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People - Graduates with high qualification fromreputed universities are involved as associate or
consultants .
Physical environment - Corporate buildings and
offices
Productivity and quality - Management consultantsgenerally bring their own,
proprietary methodologies or frameworks to guidethe identification of problems, and to serve as thebasis for recommendations for more effectiveor efficient ways of performing business tasks
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