‫بسم هللا الرحمن الرحيم‬

Strategic plan: 2030

M E Management Consulting

Content :
• STRATEGY
• BUSINESS ANALYSIS
• BUSINESS DEVELOPMENT

Vision
To be known as most inspire, creative, sustainable and professional management consultants
in Middle East

Mission
To provide creative solution and impeccable management consultancy, to help our client
adapting their business with global challenges
Our values:
We will Commitment to :
Our client : deliver coherent, professional sustainable and effective management
consultancy.
Our staff : provide personal development within healthy, secure , fair works environment .
Our community : social responsibility is always top on our agenda
Our environment : to include all sustainability goals in our consultancy, and transform to
green office.
Capability:
Filed Capability Maturity level Rank Comment
(1-10) (Very low ,
Low, medium,
high, very
high)
Staff :  University graduated 10 Very high
All our people
are :  certified Professional or 9 Very high
ready for exam on area
of our services
 experienced 8 Very high

 talented 8 Very high

 creative 7 High

 think on their feet 8 Very high

 3 HR: responsible , 9 Very high

reliable and high
response
 Team dynamic with 7 High
deferent personality
analysis
Offices  Smart furniture 9 Very high
 Safety equipment 9 Very high
 Entertainment area 9 Very high
 Supportive management 7 High
system
 Fair financial system 8 Very high
Speed  Delivering consulting 8 Very high
services within short –
time
Brand identity  Continue improving 6 High
Accountability  Adopting Feedback 8 Very high
Learning  Keep learning daily 9 Very high
program
Leadership  Adopt leadership 7 High
program
Customer  We don’t use a one-size- 9 Very high
connectivity fits-all approach
Strategic  Strategic thinking 9 Very high
Innovation  Encourage innovation 5 Medium
Efficiency  Provide high quality 10 Very high
services
Internal
Analysis
External
Analysis
 PESTAL Analysis:
PESTAL Factors Business Impact Impact type Time frame Importance
(Threat / Opportunity
)
Political Stability in GCC Encourage people to investing Opportunity Long- term
(high demand on both product
and services ) company
perspective
Stability in GCC Encourage people to investing Threat
(aggressive competition ) client
perspective
Instability in Sudan Decrease the no of other Opportunity
competitors
Instability in Sudan Decrease the consultancy Threat
opportunity
High Corruption rate in Decrease Nos of consultancy Threat
Sudan
Tax policy Reduce some services Threat
Changeable Increase studies adaptation Opportunity
Government regulation
Few Competition Encourage investing Opportunity
regulations
High Amount of Decrease working days Threat
government protests in
Sudan
Medium Level of Support decision make Opportunity
government subsidies
High level of Bilateral Increase demand on services Opportunity
relationships and trade
Good level of Import- Increase demand on opening Opportunity
export regulation general trading companies
 Low Lobbying Increase
activities
Economical Global and regional Demand on feasibility studies Opportunity
recession
High unemployment Increase freelancer jobs and Opportunity
rate SMEs
Economic growth rate High rate will increase demand Opportunity Important because will
on service Threats increase the demand on
company services
Threats because will
increase the competition
– may companies will
enter the industry
Interest rate Stable – stability in services Opportunity Important -
prices
Inflation rate a stable inflation rate can create a
more predictable and manageable
business environment. It provides
a stable foundation for setting
prices, budgeting, and attracting
and retaining talent. it may also
mean that the urgency for
consulting services is lower, and
there might be more competition
in the market.
Exchange rate a stable exchange rate can
provide stability and
predictability in international
business dealings for a
management consulting firm. It
can support international
expansion, build client
 confidence, and contribute to
financial stability.
Availability of credit the impact of credit availability
on a management consulting
firm can be both positive and
negative. It can provide vital
resources for growth, financial
stability, and investment in
talent and technology.
However, it also carries the risk
of debt burden, interest costs,
and exposure to economic and
financial market fluctuations.
Managing credit effectively,
using it strategically, and
balancing it with other sources
of financing are essential for
the long-term success of a
consulting firm.
Level of disposable Standard of Living
income Consumer Spending
Savings and Investments
Debt Management
Economic Stability
Housing Choices
Education and Training
Charitable Giving
Healthcare Access
Propensity of people to he propensity of people and
spend businesses to spend on
 management consulting
services is influenced by a
complex interplay of economic
conditions, industry dynamics,
company size, and perceived
value. Consulting firms must
adapt their services, marketing
strategies, and value
propositions to align with the
spending behaviors and needs
of potential clients.
Understanding these factors
and building strong client
relationships is essential for the
success of consulting firms in a
competitive market.
Federal government depending on the
budget deficits circumstances and the firm's
positioning. While there may be
increased demand for certain
services related to cost-cutting
and efficiency, there can also be
challenges related to budget
constraints and increased
competition. Adapting to
changing government priorities,
offering valuable services, and
staying agile in response to
budgetary shifts are essential
for consulting firms operating
 in this dynamic environment.
Gross domestic
product trend
Stock market trends
Price fluctuations
Social High youth population Demand on entrepreneurship Opportunity
in GSS and Sudan services
Career attitude
Number of Immigration
Social classes
Per capita income
Religion and beliefs
Family size and structure
Lifestyles
Health consciousness
Health consciousness
Average disposable
income
Attitude towards
government
Attitude towards work
Buying habits
Ethical concerns
Cultural norms and
values
Sex roles and
distribution
Technology Technology Demand on transforming Opportunity
development consultancy
 Technology incentives
 Automation
R&D activity
Technological change
Access to new
technology
Level of innovation
Technological awareness
Internet infrastructure
Communication
infrastructure
Life cycle of technology

Legal Copyright and patent Encourage companies to Opportunity Long term Important
laws publish its services and idea for
the marketing purpose with our
fear
Health and safety laws Increase need to implement Opportunity Important
health and safety in We provide ISO 45001
organization standard audit and
NEBOSH
Education laws UN sustainability goals push Opportunity Important
the companies to contribute in We provide training on
education as one of social social responsibility and
responsibility we provide research and
studies related to poverty
and urban area
Consumer protection Increase commitment to quality Opportunity Important
laws of products and services We provide high quality
services with affordable
 price and short time
Data protection laws
Consumer protection
laws
Employment laws
Antitrust laws
Environmental Weather
Climate change
Environmental policies
Pressures from NGO’s
Natural disasters
Air and water pollution
Support for renewable
energy
Attitudes towards green
products
Attitudes towards green
products

Porters 5 forces
Factor Factor (action/ direction) Business impact Threat / opportunity
Threat of new entrants
1. Regulatory and Legal
Barriers:

 GCC countries
often have specific
regulations and
licensing
requirements for
consulting firms.
New entrants
must navigate
these legal and
regulatory hurdles
to establish their
businesses. The
complexity of
these
requirements can
act as a barrier to
entry.

2. Market Competition:

 The GCC region

already has a
significant
presence of
 established
management
consulting firms,
including global
and regional
players. These
firms have
established client
bases and
industry expertise,
making it
competitive for
new entrants to
gain market share.

3. Industry Expertise:

 Management
consulting often
requires industry-
specific
knowledge.
Established firms
in the GCC may
have deep
expertise in local
industries, which
can be
 challenging for
new entrants to
match.

4. Relationships and
Reputation:

 Existing
consulting firms in
the GCC may have
long-standing
relationships with
clients and a
strong reputation.
New entrants
need to invest
time and effort in
building their own
credibility and
client base.

5. Access to Capital:

 Starting a
consulting firm
can require
significant capital
for office space,
 staff, marketing,
and technology.
Access to capital
is a crucial factor
for new entrants
to establish
themselves in the
market.

6. Brand Recognition:

 Established firms
in the GCC may
have strong brand
recognition, which
can make it easier
for them to attract
clients. New
entrants will need
to invest in
marketing and
brand-building
efforts.

7. Client Loyalty:

 Clients in the GCC

region may have
 established
relationships with
consulting firms
and exhibit loyalty
to trusted
partners. New
entrants must
work to convince
potential clients
that they can
provide superior
value and
solutions.

8. Differentiation and
Innovation:

 New entrants can

compete
effectively by
offering
innovative and
differentiated
solutions. The
ability to bring
fresh perspectives
and unique value
to clients can help
 new consulting
firms stand out.

9. Local Knowledge and

Cultural
Understanding:

 Understanding
the local culture,
language, and
business customs
in the GCC region
is essential for
building trust and
effectively serving
clients.
Established
consulting firms
may have an
advantage in this
regard.

In summary, the threat of

new entrants in the
management consulting
market in the GCC is a
real consideration. To
succeed in this
 competitive
environment, new
consulting firms must
carefully assess and
address potential
barriers to entry, invest in
industry-specific
expertise, build
relationships,
differentiate their
services, and establish a
strong brand presence.
Adaptability and a deep
understanding of the
local market and culture
can also be key factors
for success.

Bargaining power of suppliers

1. Cost of Resources:

 Suppliers in the
consulting
industry often
provide resources
such as research
databases, data
 analytics tools,
software, and
industry-specific
knowledge. If
suppliers have
significant
bargaining power,
they can increase
the prices of these
resources,
potentially raising
the operating
costs for
consulting firms.
This, in turn, may
affect the fees
consulting firms
can charge their
clients.

2. Talent Acquisition:

 A critical resource
for management
consulting firms is
talented
professionals with
industry expertise.
 In some cases,
attracting and
retaining skilled
consultants can
be competitive,
and suppliers (i.e.,
potential
employees) may
have a degree of
bargaining power.
Firms may need to
offer competitive
salaries, benefits,
and career
development
opportunities to
secure top talent.

3. Specialized
Expertise:

 Suppliers with
specialized
expertise or
knowledge in
certain industries
or regions may
have an
 advantage in
negotiations.
Consulting firms
may rely on
suppliers for
access to this
expertise, and the
bargaining power
of such suppliers
can influence the
scope and quality
of the services
consulting firms
can provide.

4. Industry
Relationships:

 Suppliers with
strong industry
relationships or
connections to
influential
organizations can
have an impact on
consulting firms'
ability to access
clients and
 projects.
Consulting firms
may collaborate
with or rely on
these suppliers to
facilitate client
engagements.

5. Access to Data:

 Access to accurate
and up-to-date
data is crucial for
management
consulting.
Suppliers of data
and information
services can
influence the
consulting firms'
ability to provide
insightful
recommendations.
High-quality data
suppliers can
enhance the
competitiveness
of consulting
 firms.

6. Innovation and
Technology:

 Suppliers of
innovative
technologies or
software solutions
can significantly
impact consulting
firms. If these
suppliers have
strong bargaining
power, consulting
firms may need to
adapt to new
tools and
technologies to
stay competitive,
even if it involves
increased costs.

7. Alternative
Suppliers:

 The availability of
alternative
 suppliers can
mitigate the
bargaining power
of a particular
supplier.
Management
consulting firms
may choose to
diversify their
supplier base or
develop in-house
capabilities to
reduce
dependency on
any single
supplier.

In the GCC, the impact of

the bargaining power of
suppliers on
management consulting
firms can vary depending
on the specific supplier
relationships, industry
focus, and competitive
landscape. Consulting
firms need to carefully
manage these
 relationships, seek cost-
effective resources, and
continuously assess the
value proposition offered
by their suppliers. By
doing so, they can
maintain
competitiveness in the
market and manage their
cost structures
effectively.

Bargaining power of buyers

Price Negotiations:

 Strong bargaining
power of buyers
allows them to
negotiate for
lower consulting
fees and cost
structures.
Consulting firms
may need to be
flexible in pricing
and may have to
offer discounts to
 secure and retain
clients.

2. Service Scope and

Customization:

 Buyers with
substantial
bargaining power
may demand
more customized
consulting
services to meet
their specific
needs. Consulting
firms may need to
be adaptable and
offer tailored
solutions to meet
client
expectations.

3. Competitive Bidding:

 In cases where
buyers have
strong bargaining
power, they may
 invite multiple
consulting firms
to bid on projects,
fostering
competition
among consulting
firms and
potentially driving
prices down.

4. Service Quality and

Performance:

 Buyers may exert

pressure on
consulting firms
to deliver high-
quality services
and meet
performance
expectations.
Firms with
unsatisfied clients
may face the risk
of losing business
to competitors.

5. Industry Expertise
and Knowledge
Sharing:

 Clients may
expect consulting
firms to bring
deep industry
expertise to the
table. Consulting
firms may need to
invest in building
industry-specific
knowledge to
meet these
expectations.

6. Client Switching
Costs:

 Buyers with strong

bargaining power
may find it
relatively easy to
switch consulting
firms. As a result,
consulting firms
need to
 continually deliver
value to maintain
client loyalty and
prevent client
attrition.

7. Relationship
Building:

 Establishing and
maintaining
strong client
relationships can
be essential for
consulting firms.
Strong
relationships can
help mitigate the
bargaining power
of buyers, as
clients may be
more loyal and
less inclined to
seek alternatives.

8. Market Competition:

 The level of
 competition
among consulting
firms in the GCC
can also influence
the bargaining
power of buyers.
When there are
numerous
consulting firms
to choose from,
clients have more
options and may
be more assertive
in negotiations.

9. Industry and
Economic Conditions:

 Economic and
industry-specific
factors can impact
the bargaining
power of buyers.
For example, in a
strong economy,
clients may have
more resources
and,
 consequently,
more bargaining
power.

In summary, the
bargaining power of
buyers can influence
pricing, service quality,
and competition in the
management consulting
industry in the GCC.
Consulting firms need to
carefully manage client
relationships, deliver
value, and offer
competitive pricing and
services to remain
competitive in a market
where buyers have a
strong say in the
decision-making process.
Understanding and
addressing the needs
and expectations of
clients are crucial to
success in this
environment.
Threats of substitute products or
services 1. Competition from
Non-Traditional
Providers:

 The GCC region

may see
competition from
non-traditional
providers of
consulting
services, such as
technology
companies,
freelancers, or
specialized
software
solutions. These
alternatives can
offer consulting-
like services that
clients may
consider as
substitutes.

2. Price Competition:

 Substitute services
 that are more
cost-effective or
affordable may
put pressure on
traditional
consulting firms
to lower their fees
or offer
competitive
pricing.

3. Technological
Solutions:

 Advanced
technology
solutions,
including artificial
intelligence, data
analytics, and
software tools,
can provide
clients with
insights and
recommendations
that were
traditionally
offered by
 consulting firms.
These
technological
substitutes may
lead to efficiency
improvements
and cost
reductions.

4. Self-Service Tools:

 Self-service
platforms and
tools may
empower clients
to perform certain
consulting-related
tasks
independently,
reducing the need
for external
consulting
services.

5. Specialized Service
Providers:

 Niche consulting
 providers or
specialized firms
may offer tailored
solutions that
compete with
broader
management
consulting
services. Clients
seeking highly
specific expertise
may consider
these firms as
substitutes.

6. In-House Expertise:

 Some clients may

choose to build
in-house
consulting
capabilities, hiring
skilled
professionals or
building
specialized teams
to address their
strategic and
 operational needs
rather than relying
on external
consulting firms.

7. Custom Software
and Solutions:

 Clients may invest

in custom
software
development or
internal solutions
to address their
business
challenges rather
than outsourcing
these tasks to
consulting firms.

8. Industry-Specific
Alternatives:

 In certain
industries,
industry
associations, or
regulatory bodies
 may provide
consulting-like
guidance and
support, which
can serve as
substitutes for
consulting firms,
especially for
compliance and
industry-specific
needs.

9. Client Preferences
for Self-Reliance:

 Some clients may

prefer self-
reliance and are
inclined to handle
strategic and
operational
challenges on
their own,
reducing their
reliance on
consulting
services.
In response to the threat
of substitute products or
services, management
consulting firms in the
GCC can:

 Emphasize their
value proposition
and the unique
expertise they
bring to the table.
 Invest in
technology and
data-driven
solutions to
remain
competitive.
 Develop niche or
specialized
offerings to
address specific
client needs.
 Cultivate strong
client
relationships to
maintain loyalty
and client
 retention.
 Continuously
adapt and
innovate to stay
ahead of
emerging
substitutes in the
market.

Understanding the
evolving needs and
preferences of clients in
the GCC and offering
tailored, high-value
services can help
management consulting
firms mitigate the impact
of substitute services and
remain competitive in
the evolving consulting
landscape.

Exciting industry rivalry

1. Price Competition:

 High rivalry often

leads to price
competition, as
 consulting firms may
lower their fees to
win clients or
compete for
projects. This can
impact profit
margins and
financial
performance.

2. Service Quality and

Innovation:

 Intense competition
can drive consulting
firms to continuously
enhance the quality
of their services and
innovate. This can
benefit clients by
providing them with
more value, but it
also requires
consulting firms to
invest in talent and
technology.

3. Differentiation
Strategies:

 Consulting firms may

 develop unique
value propositions
and differentiation
strategies to stand
out in a crowded
market. This could
involve specialized
expertise, industry
focus, or unique
service offerings.

4. Client Acquisition and

Retention:

 High rivalry can

make it challenging
to acquire and retain
clients. Consulting
firms must invest in
marketing,
relationship-
building, and client
satisfaction efforts to
compete effectively.

5. Talent Attraction and

Retention:

 The competition for

talented
professionals in the
 consulting industry
can be fierce.
Consulting firms
must offer
competitive salaries,
benefits, and career
development
opportunities to
attract and retain
skilled consultants.

6. Geographic Expansion:

 To counter local
competition, some
consulting firms may
explore geographic
expansion by
offering services in
different GCC
countries or
internationally. This
can diversify their
client base and
reduce dependence
on a single market.

7. Strategic Alliances and

Partnerships:

 Forming alliances
 and partnerships
with other firms,
including industry
specialists, can help
consulting firms
address specific
client needs and
offer more
comprehensive
services.

8. Market Segmentation:

 Consulting firms may

employ market
segmentation
strategies to target
specific client
segments or
industries where
they can excel and
face less direct
competition.

9. Regulatory Compliance:

 Rivalry can also

relate to regulatory
compliance, and
firms need to ensure
they meet the
 regulatory
requirements
specific to the GCC
countries where they
operate.

10. Marketing and

Branding:

 Building a strong
brand presence and
effective marketing
strategies are
essential to
differentiate a
consulting firm and
stand out in a
competitive
landscape.

In summary, the impact of

intense industry rivalry on
management consulting
firms in the GCC can be both
challenging and motivating.
While the competition can
put pressure on pricing and
the acquisition of new
clients, it can also drive firms
to improve service quality,
innovate, and continuously
 adapt to changing market
dynamics. Consulting firms
need to carefully strategize,
invest in their human capital
and technology, and
differentiate their services to
thrive in a competitive
environment. Understanding
the unique needs and
preferences of clients in the
GCC can be instrumental in
gaining a competitive edge.

BCG Matrix

ISO audit business transforming

risk management
 ISO implementing
Feasibility study
HR management

Organizational culture:

Positive culture  Encourage creative and new idea

 Encourage commitment to our policies
 Work as team, collaborative
 Less stress
 More work flexibility : remotely and hybrid
 Transparency
 Trust
 Accept diversity
 Work life balance
 Encourage innovation and creation
 Flexible delegation matrix

Negative culture 1. Excessive Work Hours: A culture that

encourages or tolerates long and unsustainable
 work hours can lead to burnout, reduced work-
life balance, and negative impacts on
employees' well-being.
2. Hierarchical and Authoritarian Leadership: A
culture that prioritizes top-down decision-
making and a rigid hierarchy can stifle creativity,
limit employee input, and inhibit collaboration.
3. Overemphasis on Billable Hours: A strong
emphasis on billable hours can create incentives
for consultants to focus on quantity over
quality, potentially compromising the value
delivered to clients.
4. Lack of Work-Life Balance: A culture that
discourages or ignores the importance of work-
life balance can lead to high turnover rates,
employee dissatisfaction, and mental health
issues.
5. Insufficient Diversity and Inclusion: A lack of
diversity in the workplace can hinder innovation
and limit perspectives. Consulting firms that do
not prioritize diversity and inclusion may miss
out on valuable insights.
6. Pressure to Overpromise and Overdeliver: A
culture that encourages consultants to
overpromise in order to win projects can result
in unrealistic client expectations, project delays,
and dissatisfaction.
7. Cutthroat Competition: An overly competitive
 internal culture can lead to unhealthy rivalries
among consultants, undermining teamwork and
collaboration.
8. Lack of Transparency: A culture that lacks
transparency in decision-making, performance
evaluations, and career progression can lead to
frustration and mistrust among employees.
9. Client-Centric to a Fault: Focusing solely on
client needs without considering employee
well-being can lead to high employee turnover
and burnout.
10. Resistance to Change: A culture that is
resistant to change and innovation can inhibit
the firm's ability to adapt to evolving industry
trends and client demands.
11. Overly Bureaucratic Processes: Complex and
rigid bureaucratic processes can slow down
decision-making, hinder efficiency, and frustrate
employees.
12. Heavy Reliance on Traditional Approaches: A
reluctance to adopt new methodologies,
technologies, or approaches can limit the firm's
ability to stay competitive and provide
innovative solutions to clients.
13. Overemphasis on Profits: A profit-driven
culture that prioritizes financial gains at the
expense of ethical and social considerations can
harm the firm's reputation and employee
 morale.
14. High Turnover Rates: A culture that results in
consistently high turnover rates can negatively
impact client relationships, as well as the firm's
ability to retain and develop talent.
15. Lack of Training and Development: A firm
that neglects employee training and
development may have difficulty attracting and
retaining top talent, and it may struggle to stay
current with industry trends.

Cap analysis
Market GAP analysis
Focus area Current state Future state Project

Define Your
Market:

 Clearly define
 the market or
industry you
are analyzing.
In the context
of HR
management
services, this
might include
areas like
recruitment,
talent
management,
employee
benefits,
payroll,
compliance,
or any other
HR-related
services.

2. Understand
Current Market
Trends:

 Research and
gather data
on current
 trends,
challenges,
and
developments
in the HR
management
services
market. This
includes
market size,
growth rates,
and key
players.

3. Identify
Customer Needs:

 Conduct
surveys,
interviews, or
focus groups
with potential
clients, HR
professionals,
and
businesses to
understand
 their needs,
pain points,
and
expectations
when it
comes to HR
management
services.

4. Analyze
Competitors:

 Study your
competitors,
both
established
and
emerging, to
understand
their
strengths and
weaknesses.
Evaluate their
service
offerings,
pricing, and
customer
 satisfaction
levels.

5. SWOT Analysis:

 Perform a
SWOT
analysis
(Strengths,
Weaknesses,
Opportunities,
Threats) for
your HR
management
services to
identify your
own strengths
and areas that
need
improvement.
Also, assess
the
opportunities
and threats in
the market.
6. Market
Segmentation:

 Segment the
market based
on different
criteria, such
as industry,
company size,
geographic
location, or
specific HR
service needs.
This will help
you identify
gaps in
specific
segments.

7. Gap
Identification:

 Based on your
research and
 analysis,
identify gaps
or unmet
needs in the
market. These
gaps could be
related to
services not
currently
offered,
underserved
market
segments, or
areas where
competitors
fall short.

8. Prioritize Gaps:

 Prioritize the
identified
gaps based
on factors like
market size,
growth
 potential, and
your
organization's
capabilities.
Focus on the
gaps that
align with
your
strengths and
resources.

9. Product or
Service
Development:

 Develop or
adapt your
HR
management
services to
address the
identified
gaps. This
may involve
creating new
 services,
enhancing
existing ones,
or
customizing
solutions for
specific
market
segments.

10. Marketing and

Positioning:

 Develop a
marketing
and
positioning
strategy to
target the
segments
where gaps
exist.
Highlight how
your services
address the
 identified
needs and
provide value.

11. Implementation
and Monitoring:

 Implement
your strategy
and closely
monitor its
effectiveness.
Continuously
gather
feedback
from clients
and adapt
your services
based on
their evolving
needs and
market
dynamics.
12. Risk
Assessment:

 Assess
potential risks
and
challenges
associated
with filling the
identified
gaps. Develop
mitigation
strategies to
minimize
risks.

13. Marketing and

Sales Strategies:

 Develop
marketing
 and sales
strategies that
effectively
communicate
your unique
value
proposition
and position
your HR
management
services as
the solution
to the
identified
gaps.

14. Customer
Feedback Loop:

 Establish a
feedback loop
with clients to
ensure
ongoing
alignment
 with their
needs and to
identify new
gaps or
changes in
the market.

Service GAP analysis

Focus area Current state Future state Project

1. Define Your
Scope:

 Clearly define
the scope of
your Service
Gap Analysis,
including the
specific
consulting
services you
offer (e.g.,
 strategy
consulting,
operations
consulting, HR
consulting).

2. Identify Customer
Expectations:

 Gather data on
client
expectations by
conducting
surveys,
interviews, or
feedback
sessions with
your current
and past clients
in the GCC.
Understand
what they value
and expect
from your
consulting
services.
3. Assess Service
Delivery:

 Evaluate how
your firm
delivers its
consulting
services. This
includes
reviewing
processes,
methodologies,
communication,
responsiveness,
and the quality
of deliverables.

4. Identify Service
Gaps:

 Compare
customer
expectations
(as identified in
step 2) with the
actual service
 delivery (as
assessed in
step 3). This
analysis will
help you
identify service
gaps.

5. Categorize Gaps:

 Categorize the
identified gaps
into different
categories, such
as knowledge
gaps,
communication
gaps, process
gaps, or quality
gaps. This helps
in pinpointing
the root causes.

6. Root Cause
Analysis:
  Conduct a root
cause analysis
to understand
why the gaps
exist. For
example, gaps
might be
caused by
inadequate
training, lack of
effective
communication,
or resource
limitations.

7. Develop
Improvement
Strategies:

 Develop
strategies to
address the
identified gaps.
This may
include revising
internal
processes,
 enhancing
training
programs,
improving
communication,
or adopting
new
technologies.

8. Implementation
Plan:

 Create a
detailed plan
for
implementing
the
improvement
strategies.
Assign
responsibilities,
set timelines,
and allocate
resources as
needed.
9. Training and
Development:

 If knowledge or
skill gaps are
identified,
provide training
and
development
programs for
your consulting
team to ensure
they can meet
or exceed client
expectations.

10. Communication
Enhancement:

 Strengthen
communication
both within the
consulting firm
and with
clients. Ensure
clients are well-
 informed
throughout the
consulting
process and
that their
feedback is
valued.

11. Quality Control

and Assurance:

 Implement
quality control
and assurance
measures to
ensure that the
deliverables
meet high
standards and
that clients are
satisfied with
the outcomes.

12. Monitor and

Evaluate:
  Continuously
monitor and
evaluate the
impact of the
implemented
improvements.
Collect
feedback from
clients and your
consulting
team to assess
the
effectiveness of
your initiatives.

13. Regular Client

Surveys:

 Conduct
regular client
surveys to
gauge
satisfaction,
identify areas of
improvement,
and track
changes in
 client
expectations
over time.

14. Employee
Feedback and
Engagement:

 Seek feedback
and engage
with your
consulting
team to ensure
they are
motivated,
well-equipped,
and aligned
with client-
focused goals.

15. Continuous
Improvement
Culture:

 Foster a culture
of continuous
 improvement
within your
consulting firm,
where both
client feedback
and internal
assessments
drive ongoing
enhancements.

skills GAP analysis

Focus area Current state Future state Project

Technology GAP analysis

Focus area Current state Future state Project
 Financial GAP analysis
Focus area Current state Future state Project

Compliance GAP analysis

Focus area Current state Future state Project

VRIO Analysis

Financial resources • Money

• Shares
 • Bones
• Debentures

Human resources • People skills

• People
Resources Valuable Rare Inimitable
• Knowledge Organized What is result
capability
Is the
Material resources How rare material
• Raw is Is it hard Is the
available resources? to organization
resources • Facilities imitate ? capable to
valuable? mange the
• Machineries
resources?
• Equipment's

No material • Patents
Resources
resources1 Yes No Competitive parity
• Brand name
• Intellectual property
Resources 2 Yes Yes No Temporary
competitive
advantage

Resources 3 Yes Yes Yes No unused competitive

advantage

Resources 4 Yes Yes Yes Yes Long term

competitive
advantage
McKenzie 7s analysis

Strategy: McDonald’s gained a significant market share through its cost-

leadership approach. Additionally, it sets clear SMART goals to
achieve the long-term and short-term vision.
Structure: Unlike other multinational coporations (MNCs) with complex
hierarchical structures, McDonald’s has a flat structure where a
store manager manages its employees. Employees work as a
close-knit team and have easy access to the senior management if
required.
Systems: McDonald’s is known for constantly innovating to reduce the
 wait time and make its entire production and supply chain more
efficient – such as its new McDonalds app and self-ordering
kiosks.
Shared McDonald’s aims to have a high level of integrity, serve a wide
Values: range of customers, hire employees from different backgrounds,
encourage teamwork, and finally, give some profits back to the
community with its core values: Serve, Inclusion, Integrity,
Community, and Family.
Style: McDonald’s leverages a participative leadership style where
seniors engage with employees at different levels to seek their
feedback to improve operations and resolve conflicts.
Staff: With over 210,000 employees, McDonald’s is one of the largest
employers in the world. It believes in the concept of diversity and
works towards employee satisfaction.
Skills: McDonald’s regularly trains its employees to provide an
unparalleled customer experience and handle objections.
Corporate structure

SWOT analysis
HR management

Technology development

Margin
Procurement
SCENARIO PLANNING
Inbound Operation Outbound Marketing Services
logistic logistic & sales

Project to Associated Opportunity Associated Project to

mange weakness Strength Manage
 opportunities threats

Project to Associated Threats Associated Project to

Manage Weakness Strength Manage
Vision

Goal 1 Goal 2 Goal 3

Strategic Strategic Strategic Strategic Strategic Strategic
objective 1 objective 2 objective 3 objective 4 objective 5 objective 6

Operational Operational Operational Operational Operational Operational

objective objective objective objective objective objective