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1 Intro To Consulting Slides 1207756011453917 8
1 Intro To Consulting Slides 1207756011453917 8
Management
Consulting
1. The Course
5. Analysing Cases
The Course
• Practical, Practical, Practical……
• Case-based (Harvard)
– Develops skills
– Get jobs
– Highest retention rates
• To…
– Understand Consultancy
– Analyse businesses
– Develop solutions
• No...
– Books
– Theories
– Bullshit
The Course Pt. I
• Introduction to Consulting
– Overview of Consulting
– Designing your own firm
• IT & e-Commerce
– Requirements Management
– E-business
The Course Pt. II
• Function
– Strategy - HRM
– Operations - IT (incl. e-business)
• Sector
– Non-profit
– Public
– Private
A Consulting Typology
Strategy
Consultants
Oliver Sapient Diamond
McKinsey Wyman
PwC
Accenture CSC IBM
Technology
Providers
Sector Analysis Pt. I
• Strategy
– Direction, Long-term plans & High-level goals
– Lever to implementation
– Bain & Co. - BCG
– McKinseys - Monitor
• Operations
– Day-to day running of firm, Reaching, strategic goals
– Re-engineering, outsourcing, supply-chains
– Accenture - Deloitte
– Cap Gemini - CSC
Sector Analysis Pt. II
• IT
– Systems development, implementation
– Business focused requirements
– IBM - AMS (American Management Systems)
– Accenture - CSC
• HRM
– Strategic alignment of people function
– ERP, training, culture change, competence management
– Accenture - PWC
– Mercer - AT Kearney
Consulting Products
Depth of expertise:
skill or knowledge
based
Skills:
• Outstanding interpersonal skills
• Great Presenter
• Excellent at writing reports
Knowledge:
• Generalist business knowledge
• Methods & Frameworks
• In-depth specific skill
Basic Salaries (UK)
+ 10 – 20% bonus
+ car
+ health care, share options
• Write 10 scenarios (5 each) that you think might be likely to occur whilst
running this consultancy. What functions, departments and skills will
you need in the consultancy. Sketch a brief organisational design and
strategy outlining:
• Skills Required
• Structure & Function
• Major Costs
• Key problems
Clients
Marketing Consultancy Work
1. Finding a problem
• External threats
• Mimicking others
• Falling behind: benchmarks
• New opportunities
2. Marketing Consultancy
• Links with top academics / Business Schools (HBS, MIT, Sloan)
• Links to conferences, institutions,
• Publications: books, journals, the press
3. Getting in
• Free surveys / research
• ‘Solution’ stories
• Referrals
• ‘Jumpers’
Why Employ Consultants?
1. Expertise
2. Objectivity
3. Someone to blame
4. To save money
• Successful Projects
– Contract, contract, contract
– Clear goals, roles & procedures
– Boilerplating & reuse
– Quick measurable wins
– Solid Conclusions
– The person not the project
The Consulting Life-cycle
• Initial Contact
Initial Contact Definition Proposal & Contract
Data Collection
• Project Definition
• Initial Analysis
• Contract
– Data Collection
– Data Analysis Decision-making,
Intervention Planning
– Decisions / Plan
– Intervention
• Review
The Consulting Life-cycle
Data
Review Analysis
Disengaging
Decision-making,
Intervention Planning
Analysing Cases
Case 1: LightBox Inc.
• Normal Lightbulbs
– Cost £0.5 to manufacture
– Are sold to distributers for £0.25
– Who sell to retailers for £0.50
– Who sell to the customer for £0.75
• The Company
– Hutchison Whampoa
– Owned by Li KaShing ($20bn)
– Family interests of $630bn
– Owns ports, telecoms, property (Hong Kong)
• The Context
– 3G Telecoms: video & music over the phone
– 1999: UK first gov. to sell 3G licences
– 2000 – 2005: Followed by most others
Case 2: Three
• The Decision
– Should Hutchison buy a 3G licence in the UK?
– How much should they pay for it?
– What strategic issues should they look out for?
Links
• http://www.vault.co.uk
• http://www.mca.org.uk
• http://www.mbajungle.com
• http://www.consultingcentral.com
• http://www.feaco.org
• http://www.mca.org.uk
• http://www.amcf.org
Questions?