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
AGENDA
BCG’s Achievements
BCG’s Strategic Service Vision (SSV)
BCG’s Dilemma in China
Hint to Neolinde
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
HIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)
Target Market Segment
“To help the world’s
best organizations
make a decisive impact on their
direction and performance”
2. Service Concept
3. Operating Strategy
Clients come first
Working with clients
Respect individuals
Working as a team
The strategic perspective
Expanding the Art of possible
4. Service Delivery System
Insight
Impact
Trust
BELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY
Insight
Impact
Trust
Insight
Clear understanding of the inner nature of some specific thing
Impact
Power of an event, idea, etc. to produce changes
Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
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
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
NITTY-GRITTY MUST SUPPORT THE GLAMOR
Staffing
Case team management
Knowledge management system
Strategic institution
Research
Production
Other support functions
Profitability management
STILL A PARADOX IN CHINA
Client
Low purchasing power
Unsophisticated/”Fundamental” problems
BCG
High cost
Advantage in solving market oriented complexity
WHAT SHOULD BE OUR SSV?
Target Market Segment
Whom are we going to serve?
On what?
In what manner?
Service Concept
Important elements
How should it be perceived?
Efforts suggested in terms of: Service design? Service delivery? Marketing ?
Operation Strategy
Most important elements?
Investment focus?
Quality and cost control?
Results expected?
Service Delivery System
Important features?
Capacity?
To what extent does it help: Ensure quality? Differentiation? Raise entry barriers?
CLIENT DEVELOPMENT PROPOSAL
Neolinde Investment Company
January 2002
AGENDA
Objectives
Contribution by client segment
Segmented approach
Implementation
Selling process improvement
2002 OBJECTIVES SET
Brand building
Capability
development
Sustainable
cash flow
Double(?) sales amount
Upgrade client profile
Fundamental Strategies
2002 Objectives
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 million
Recurring client with sale-on over RMB million per deal
Planned deals
Plus: Add hoc/Walk-in client
Total sales
Number of deals
1-2
8-10
2-4
11-16
Expected contribution
RMB 1-2 million
4-5
-1
RMB 5-8 million
1-2
RMB 6-10 million
DIFFERENT APPROACHES REQUIRED
Different approaches
Sell-on to existing clients
Proactive selling
Unsolicited proposal
Dedicated workshop
Cooperative study
Mass marketing
Newsletter/Perspectives
Presentation on seminars/EMBA/Conference
Large
NA
X
X
X
Medium
NA
x
X
X
Recurring
X
x
Resources
Effectiveness
Applicability
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
Improve mass marketing tools
Launch newsletter/perspectives
Publish 1-2 foresight studies: . M&A
Each potential client appointed a focal point partner for continuous selling and follow up
Appointment according to personal strength and interest for long term career development
SELLING PROCESS IMPROVEMENT NEEDED
Increase conversion ratio and recurring ratio
Mass
marketing
& Proactive
selling
Establish
value
of
consulting
Buy in
value
of
Neolinde
Execution
Sell-on
Leads
Conversion
Recurring
Allow large prospect progressive commitment
Advisory services turn to full case
Diagnosis services turn into full case
