MEETING-FEB02-波士顿咨询顾问公司服务模式的启示课件

波士顿咨询顾问公司服务模式的启示

南洋林德年终会议

波士顿咨询顾问公司服务模式的启示

南洋林德年终会议

0AGENDABCG’sAchievementsBCG’sStrategicServiceVision(SSV)BCG’sDilemmainChinaHinttoNeolindeAGENDABCG’sAchievements1GROWNBYGREATPEOPLEWITHGREATMIND19632consultingstaff1officeinBoston?$company20002,370consultingstaff50officesworldwideBillion$companyGROWNBYGREATPEOPLEWITHGRE2HIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategyClientscomefirstWorkingwithclientsRespectindividualsWorkingasateamThestrategicperspectiveExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrustHIGHLYINTEGRATEDSTRATEGICSE3BELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITY

InsightImpactTrustInsightClearunderstandingoftheinner

natureofsomespecificthingImpactPowerofanevent,idea,etc.to

producechangesTrustConfidenceinthehonesty,integrity,

reliabilityetc.ofanotherpersonand

thingBELIVEINVALUECREATIONBYIN4NOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment“Happy”employee“Happy”clientWOM,relationship

marketingandclient

developmentSelfselectionprocessEvaluationandfeedbackBillabilityandutilization

managementTieroneInvestmentonclientRecruitingandtrainingTosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth

therebyforgingalifelongbondNOTONLYTALKTHETALKBUTALS5NITTY-GRITTYMUSTSUPPORTTHEGLAMORStaffingCaseteammanagementKnowledgemanagementsystemStrategicinstitutionResearchProductionOthersupportfunctionsProfitabilitymanagementNITTY-GRITTYMUSTSUPPORTTHE6STILLAPARADOXINCHINAClientLowpurchasingpowerUnsophisticated/”Fundamental”

problemsBCGHighcostAdvantageinsolvingmarketoriented

complexitySTILLAPARADOXINCHINAClient7WHATSHOULDBEOURSSV?TargetMarketSegmentWhomarewegoingto

serve?Onwhat?Inwhatmanner?ServiceConceptImportantelementsHowshoulditbeperceived?Effortssuggestedintermsof:

Servicedesign?

Servicedelivery?

Marketing?OperationStrategyMostimportantelements?Investmentfocus?Qualityandcostcontrol?Resultsexpected?ServiceDeliverySystemImportantfeatures?Capacity?Towhatextentdoesithelp:

Ensurequality?

Differentiation?

Raiseentrybarriers?WHATSHOULDBEOURSSV?Target8CLIENTDEVELOPMENTPROPOSAL

NeolindeInvestmentCompany

January2002CLIENTDEVELOPMENTPROPOSAL

N9AGENDAObjectivesContributionbyclientsegmentSegmentedapproachImplementationSellingprocessimprovementAGENDAObjectives102002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflowDouble(?)salesamountUpgradeclientprofileFundamentalStrategies2002Objectives2002OBJECTIVESSETBrandbuild11PLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16 ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10millionPLANNEDCLIENTDEVELOPMENT/SAL12DIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactivesellingUnsolicitedproposalDedicatedworkshopCooperativestudyMassmarketingNewsletter/PerspectivesPresentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourcesEffectivenessApplicabilityDIFFERENTAPPROACHESREQUIREDD13IMPLEMENTATIONShortlistpotentialclientsto10large,30mediumand6-8existingSetscreeningcriteriaRevenueoverRMB50millionTurningpointinorganizationchangePromisingindustriesFiercecompetitionImprovemassmarketingtoolsLaunchnewsletter/perspectivesPublish1-2foresightstudies:e.g.M&A

EachpotentialclientappointedafocalpointpartnerforcontinuoussellingandfollowupAppointmentaccordingtopersonalstrengthandinterestforlongtermcareerdevelopmentIMPLEMENTATIONShortlistpote14SELLINGPROCESSIMPROVEMENTNEEDEDIncreaseconversionratioandrecurringratioMassmarketing&ProactivesellingEstablishvalueofconsultingBuyinvalueofNeolindeExecutionSell-onLeadsConversionRecurringAllowlargeprospectprogressivecommitmentAdvisoryservicesturntofullcaseDiagnosisservicesturnintofullcaseSELLINGPROCESSIMPROVEMENTNE15波士顿咨询顾问公司服务模式的启示

南洋林德年终会议

波士顿咨询顾问公司服务模式的启示

南洋林德年终会议

16AGENDABCG’sAchievementsBCG’sStrategicServiceVision(SSV)BCG’sDilemmainChinaHinttoNeolindeAGENDABCG’sAchievements17GROWNBYGREATPEOPLEWITHGREATMIND19632consultingstaff1officeinBoston?$company20002,370consultingstaff50officesworldwideBillion$companyGROWNBYGREATPEOPLEWITHGRE18HIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategyClientscomefirstWorkingwithclientsRespectindividualsWorkingasateamThestrategicperspectiveExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrustHIGHLYINTEGRATEDSTRATEGICSE19BELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITY

InsightImpactTrustInsightClearunderstandingoftheinner

natureofsomespecificthingImpactPowerofanevent,idea,etc.to

producechangesTrustConfidenceinthehonesty,integrity,

reliabilityetc.ofanotherpersonand

thingBELIVEINVALUECREATIONBYIN20NOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment“Happy”employee“Happy”clientWOM,relationship

marketingandclient

developmentSelfselectionprocessEvaluationandfeedbackBillabilityandutilization

managementTieroneInvestmentonclientRecruitingandtrainingTosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlargeToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowth

therebyforgingalifelongbondNOTONLYTALKTHETALKBUTALS21NITTY-GRITTYMUSTSUPPORTTHEGLAMORStaffingCaseteammanagementKnowledgemanagementsystemStrategicinstitutionResearchProductionOthersupportfunctionsProfitabilitymanagementNITTY-GRITTYMUSTSUPPORTTHE22STILLAPARADOXINCHINAClientLowpurchasingpowerUnsophisticated/”Fundamental”

problemsBCGHighcostAdvantageinsolvingmarketoriented

complexitySTILLAPARADOXINCHINAClient23WHATSHOULDBEOURSSV?TargetMarketSegmentWhomarewegoingto

serve?Onwhat?Inwhatmanner?ServiceConceptImportantelementsHowshoulditbeperceived?Effortssuggestedintermsof:

Servicedesign?

Servicedelivery?

Marketing?OperationStrategyMostimportantelements?Investmentfocus?Qualityandcostcontrol?Resultsexpected?ServiceDeliverySystemImportantfeatures?Capacity?Towhatextentdoesithelp:

Ensurequality?

Differentiation?

Raiseentrybarriers?WHATSHOULDBEOURSSV?Target24CLIENTDEVELOPMENTPROPOSAL

NeolindeInvestmentCompany

January2002CLIENTDEVELOPMENTPROPOSAL

N25AGENDAObjectivesContributionbyclientsegmentSegmentedapproachImplementationSellingprocessimprovementAGENDAObjectives262002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflowDouble(?)salesamountUpgradeclientprofileFundamentalStrategies2002Objectives2002OBJECTIVESSETBrandbuild27PLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16 ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10millionPLANNEDCLIENTDEVELOPMENT/SAL28DIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactivesellingUnsolicitedproposalDedicatedworkshopCooperativestudyMassmarketingNewsletter/PerspectivesPresentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourc