管理咨询经典2(英文)
管理咨询经典1(英文)
Research (some basics)
Graphics (from data to chart)
2
2013-6-29
AGENDA
Introduction/Expectations
Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks)
12 2013-6-29
zccy: SAMPLE CLIENT LIST
13
2013-6-29
AGENDA
Introduction/Expectations
Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks)
Zürich
Wien
2,750 Employees 7 Offices Revenues: 1,24 Mrd. DM
10
2013-6-29
Global Competitive Overview
Strategy
Organization
Processes
Information Technology
Business Process Management (Outsourcing)
1994
1995
1996
9
1997
1998
2013-6-29
zccy IN ASG
ASG – Austria, Switzerland, Germany
Hamburg Berlin Düsseldorf
管理咨询全套资料(英文版)(22个文档)8
Kellogg Consulting ClubHow to succeed to the Personal InterviewSo, here you are, reading this document and trying to figure out how to land your dream job. We’d like to help by telling you what we believe to be the key areas of preparation for a successful interview.First and foremost, remember that a standard consulting interview has four parts:1) A personal “fit” part for 15 to 20 minutes2) A Case part for 20 minutes3)Questions that you would like to ask your interviewer for 5 minutes.4)Wrap Up.Mo re often than not, people prepare themselves only for the case part, leaving the personal “fit” part unattended. Believe us, if you do not succeed in your personal interview, the case will not count! Therefore, this document will be focused on the personal side of the interview process, and how to succeed on that difficult part of the recruiting process.Introductory commentsAs you go through the process, you will receive tough questions that probe not only your intentions and intellect, but also your psyche and personality. Your delivery is as important as what you say. The only way to show poise and grace while answering these tough questions is practice and practice.a)Know yourself:You need to create a storyline for yourself. Describe how your life has developed such that a job with firm X is the next logical step in reaching your goals. Be able to walk through the details of your resume and fill in the details. For instance, why did you make the moves you have? What have been the most significan decisions you have made? Where were the challenges and where were the triumphs? This is also your chance to set yourself apart. Give the interviewer something to remember you by - tell an interesting story, talk about a unique skill or talent, etc. One way to do this is to incorporate words that will provoke curiosity in your resume.The CMC offers many sessions to help you polish your storyline. Take advantage of them.b)Know the firm:What does the firm pride itself on? What makes them unique? If a firm prides itself on being a thought leader, show you have been a thought leader or why being a part of a firms that leads the industry is important to you. You must also know the basics about a company such as where they have offices and how they are structured. If you are unclear about any of these areas, ask!! You do, however, want to show some initial understanding and then ask for clarification.Use Company presentations to ask the consultants smart questions. If you are interested in a firm, call the recruiting manager or a consultant you have spoken with and get more information about the work and culture.Don't be shy about asking questions, most people are honored when they are asked about their opinions and experiences.c)Listen well:This is VERY important. Insights and clues are all around you. Even before your interview begins, you should try to pick up any information you can. Go to presentations and take notes. What are the buzzwords they use to describe themselves and the people they hire? Remember a few highlights from the company presentation. During the interview, pay attention to your interviewer. What makes them look interested? What do they ask you to elaborate on? If you are weak in one area, listen for a chance to show your skills in another way.Preparation to the personal interviewIn order to prepare yourself for the personal interview, you need to answer the following questions:1)Who are the firms looking for?2)What should I do before the interviews?3)What should I be aware of during the interview?4)What questions will I be asked during the interview?1) Who are the firms looking for?There are fundamental skills that you need to demonstrate to get a consulting job. Do you think you have these qualities? What examples would you use to show what you do?Here is a list of the “critical skills” that consulting firms are looking for:1)Analytical skills: intelligent, able to find patterns and causal relationships in what appears to beunrelated data; creates hypothesis to drive research, uses clear and logic thinking, draws on pastexperience to solve problems, applies creativity to come up with solutions2)Business Sense: Entrepreneurial, stays on current business developments, intuitively understands basicbusiness dynamics, converses easily about business issues.3)Quick Learning: Solicits and is open to feedback, humble, wants to improve himself/herself, learnsfrom mistakes.4)Communications skills: Listens carefully to understand others, uses tactful phrases and timing whencommunicating, has a good sense for what people mean, understands how he/she is being perceived.5)Integrity: Does not waver on ethical issues, has basic respect for other individuals, is able to maintainconfidentiality, follows through on commitments.6)Interpersonal Skills: Mature, avoids turning business issues into personal issues, genuinely interestedin other people, can get along with people from a range of backgrounds, positive in attitude, keeps col under pressure, thinks before leaping, open-minded, able to put things in perspective.7)Leadership skills: Has influence, can make decisions quickly, provides leadership in situations wherethere is none, understands individuals positions on issues and how to influence them, able to take risks, takes action when necessary, sets clear goals, rallies people around a shared objective.8)Motivation and energy: Enthusiastic, has a can-do attitude, has high performance standards, motivatesothers, willing to work long hours, organizes work effectively, detail-oriented, willing to dounglamorous work9)Quantitative skills: Can apply quantitative thinking to analysis of issues, understands quantitativerelationships in business, comfortable performing simple math mentally, academic training in math.10)Team player: Likes to work in teams, sensitive and willing to help others, knows when to be a leaderand when to be a follower, puts group’s interests before own, shares credit for joint work.11)Intellectual curiosity: ability to be satisfied with the intellectual challenge of his work, comfortablewith the notion that client might not follow their advice.12)Comfort with ambiguity: can thrive in an environment in which things are fluid, non structured anduncertain, can bring structure and thought to what seems a confusing situation with maturity and poise.Don’t worry if it seems you don’t meet these criteria. Most successful candidates really don’t possess all of them. But being aware of these needs, and focusing your answers to demonstrate these skills, can be the difference between receiving and offer or not.Talk about these skills, find where you developed them and applied them.2)What should I do before the interviews?This section will cover how to prepare for the interview. This part is a very important one, since it will determine how confident you are when you walk into the interviewing room.a)Logistics:The company should notify you if you are being invited for an interview. Generally, you are given several interview times to choose from. Reecruiters remember early and late candidates the best. Although you may not be able to have the flexibility to decide this, try to avoid slots in the middle of the day, specially after lunch hour. In addition, many interviewers will be very critical on their very first interview of the date.b)Understand the industry stereotypes:Often, recruiters are looking for a "pattern" of people and backgrounds that have been successful in the past at their company. And unfortunately, often they are misled by surface impressions. Watch the consultants carefully on each occasion, see how they communicate, move and dress. Carry yourself with maturity. Imagine that you are in a situation in which you must lead a meeting with senior executives. How would you act in that situation? Walk into your interview with that scenario in mind. Of course, your natural personality and warmth will make the difference!c)Headlining:It is hard for recruiters to spend eight hours in a row interviewing one student after another, asking the same questions all day. It is hard even to remember candidates. Much of the interviewer's assessment is subjective, and you need to make an lasting impression on an interviewer so that all you stand out of the pack.Therefore, you need to have a very clear agenda for the interview. Come up with headlines - a few key points about yourself that will influence the interviewer. Prepare these headlines in advance, and back each headline backwith a will-chosen anecdote that is interesting enough to help the interviewer understand and remember the headline. The key is to slip in points about yourself during appropriate moments, not to force them on the interviewer obviously or awkwardly.Use the Interview Preparation Worksheet, as well as the CMC materials and presentations, to develop your headlines. The check these headlines against:•The skills that firms are looking for•The questions firms ask during the interview•The characteristics of the firm you are interviewing withd)Last minute details:If you haven't yet, make sure that you find out what the company does, how it is different from its competitors, and three reasons why you want to work there as opposed to other companies. Also, make sure you have chosen four or five questions to ask your interviewer.Make sure you get a lot of sleep the night before the interview, and a few nights before if possible. Get your preparation and clothes ready one or two days before so that you can relax. Do something fun with friends before the interview to take your mind off it, and you will be more relaxed and confident the next day.e)Before you walk into the interviewer room:Get early so you can take a deep breath, relax and work on last minute details (comb, restrooms, etc). Relax, and take this opportunity to exercise your skills and meet some interesting people. Remember to visualize yourself as an executive attending an important meeting. Last but not least, if you think that this is a life-or-death interview, chances are you will psych yourself out.What should I be aware of during the interview?a)Attitude:Don't complain or be too negative about something, focus on the positives of all your past experiences, be optimistic and be yourself.b)Communication Skills:"Delivery is as important as content". Your interviewer will be deeply influenced by your communications and interpersonal skills. Be aware of the way you communicate and the effect that this has on the interviewer. Interviewers like candidates with whom they feel some sort of rapport. Your attitude towards the interviewer will come across on your face and will make or break that rapport.Non-verbal communications:•Eye contact: Looking at the interviewer strengthens the point that you are making. Maintain fairly steady eye contact, especially when you are making a statement where your credibilitymight be questioned. If you are thinking, it is OK to look down or away for a few seconds.Shift your gaze from one eye to the other, this signals warmth and sincerity.•Facial expression: You want to come across as happy, well-balanced person, because firms like happy people. Smile occasionally, and don’t let the interviewer read nervousness on your faceand gestures.•Gestures: Subconscious movements, such as waving your arms to make a point, folding a piece of paper, or playing with your hair are distracting to the interviewer. In addition, they may come off as a sign of nervousness or dishonesty when you are answering difficult questions. Sit upstraight in your chair, slumping conveys a sloppy, laid-back attitude. Lean forward when youare excited or interested.Verbal communications:•Pace: many interviewees speed up when they are nervous, and their words become slurred.Pausing for effect will heighten the listener's interest in what you are saying.•Space Fillers: Don’t be afraid of silence. Space fillers like "umm", "you know" etc. are both distracting and unprofessional.•Logic: At all times, keep in mind the question you are supposed to answer. If you use a lenghty example, remember to tie the example back to the question. Doing so makes it seem that youhad an organized approach to your answer.•Amount: cut yourself when you have made a point. Don’t let yourself recite information in five different ways.c)Etiquette:•Don’t talk too much about money or perks.•Be careful with your language, you never know what might offend the other person.•Just in case, be politically correct.•Don’t sit down unt il the interviewer asks you or until he has done so.•Posing overly tough or critical questions is impolite.•Be nice to everybody.•Don’t delve yourself into extremely personal topics of preferences.•Thank the interviewer for his time at the end of the session.d)Spin control:Too many qualified people rule themselves out because they think that they lack raw material. Destroy that myth right now, you are not studying at one of the best business schools because Kellogg is a charity organization.Some suggestions to make the best impression include:•Emphasize the use of "I"•Explain your positions or activities, the skills demonstrated in that position, the challenges faced and the results accomplished•Think what things that you have done can make you shine during the interview.•Personality traits should be demonstrated, not directly stated.4) What questions will I be asked during the interview?a)The introduction:During the first tow or three minutes of the interview, interviewers introduce themselves and attempt to break the "ice" by making comments about the weather or other small talk. They also describe the structure of the interview. Remember that you are there because they chose you, and they will have a positive tendency towards you.Many recruiters say that their impressions are shaped in the first five minutes of the interview. To make a good impression,•Shake hands firmly with the recruiter.•Relax, the interviewer is looking forward to meeting you after seeing you resume.•Smile, show some warmth, but err on the formal side rather than on the informal until you have gotten a sense of the interviewer style.•If the interviewer attempts a small talk, make sure to engage in a conversation with him.b) Personality questions:Put yourself in the interviewer's shoes. They might have to work with you if you are hired, so they want to make sure they like you. This is the major purpose of this phase. If interviewers don’t like you as a person, or you don’t really fit in with the culture at the fi rm, they will find an excuse to reject you no matter how perfect your answers are, or if you say what you are supposed to say.Interviewers are also testing whether they can put you in front of a client without embarrassment. Will you handle a difficult situation with grace and tact? Are you aware of what is appropriate behavior?You have a big opportunity in this segment of the interview. Don't let the conversation ramble, focus on your agenda and direct it the way you want to.Critical skills being tested include integrity, interpersonal skills (maturity, judgement, tact, etc.), communications skills and the ability to listen and to learn.The most common questions that an interviewer will ask include:•Personality Questions:•Failure questions•Self-awareness questions•Ethics/Sensitivity questions•Fun Questions•Resume Questions:•Decision-making rationale•Teamwork•Leadership•Resume Case Question (eg. tell me the strategy of your prior company…)•Communications Questions•Teach me something in five minutes•Sell me the lamp of the desk…•Business Questions:•Interests•Business KnowledgeFor a complete set of questions, refer to the CMC Website:/career/notebook/intrview/faiq.htmc) Your questions:In the last few minutes of the interview, interviewers will ask you if you have any questions. You are still being evaluated. While the quality of your questions probably won't make or break the interview, it does make a difference when interviewers are uncertain about your interest in our understanding of the job. Poor questions are seen as a sign of little interest.Resist the temptation to succumb to fatigue when your interviewer is responding. Nothing is worse than when you ask a question and then stare at the interviewer blankly, repeating "uh-huh" and not listening. Develop questions specifically for each interview.For a set of questions, please refer the CMC Website:/career/notebook/intrview/qftr.htmYour questions for first round interviews should be more general and neutral, while your questions for second and third round should be detailed and more tailored to the firm that your first round questions, and don't repeat them! If you ask very basic questions, the interviewer will wonder why you did not ask them during the first round of interviews. Think about questions about the interviewer themselves, they like it!Final Word of Wisdom:PREPARE, PREPARE AND PREPARE!!Sources:•"The Fast Track: the Insiders Guide to Winning Jobs in Management Consulting, Investment Banking and Securities Trading"; Mariam Naficy, Broadway Books, 1997.•"PCS to Corporate America: From Military Tactics to Corporate Interviewing Strategy"; Roger Cameron.•"Power Interviews: Job Winning Tactics from Fortune 500 Recruiters"; Neil Yeager and Lee Hough.。
企业管理咨询 英文 例句
企业管理咨询英文例句1. Our company specializes in providing enterprise management consulting services to companies in various industries.2. The management consulting firm offered valuable insights and recommendations on how to improve the efficiency and profitability of our business.3. The consultant provided a comprehensive analysis of our current operations and proposed strategies for streamlining our business processes.4. We hired a management consultant to help us navigate through a period of organizational change and provide guidance on how to ensure a smooth transition.5. The enterprise management consulting services helped us identify key areas for improvement and develop a strategic plan to achieve our business goals.6. The management consultant conducted a thorough assessment of our company's culture and provided recommendations on how to enhance employee engagement and productivity.7. The consulting firm helped us implement a performance management system to monitor and evaluate the progress of our employees and align their goals with the company's objectives. 8. The management consultant played a crucial role in facilitating communication and collaboration between different departments, resulting in improved coordination and efficiency.9. We engaged a consulting firm to assist us in developing a long-term succession plan for key executive positions to ensure a smooth transition of leadership.10. The management consultant provided valuable training and development programs for our employees to enhance their skills and capabilities.。
管理咨询核心课件英文(ppt 26页)
– have several response categories and are used to elicit responses with regard to the object, event or person studied.
• Ranking Scales
n o rd is a g r e e
1
2
3
4
5
Indicate the extent to which you agree or disagree with the following statements:
My work is very interesting
12345
Life without my work would be dull 1 2 3 4 5
+3 +2 +1 Adopting modern technology –1 –2 –3
+3 +2 +1 Product innovation
–1 –2 –3
+3 +2 +1 Interpersonal skills
–1 –2 –3
Graphic Rating Scale
Ranking Scales
• Explain the different forms of validity • Discuss what ‘goodness’ of measures means,
and why it is necessary to establish it in research
Rating and Ranking Scales
Sometimes Hardly ever
管理咨询经典2
•
• •
•
•
ACCENTURE: IMPORTANT MILESTONES
1989 • Andersen Consulting becomes a separate business unit from Arthur Andersen • $1.6 billion • 21,400 employees 1991 • Horizon 2000 Initiative to develop mission and strategic plan • $2.3 billion • 25,000 personnel 1993 • Andersen Consulting issues its first annual report • $2.9 billion • 27,000 employees
2
2017/7/25
AGENDA
Introduction/Expectations
Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks)
Research (some basics)
6
1997 • Andersen Consulting creates a global network of communications-focused solution centers in an effort to set the standard for speed and quality of performance • $6.6. Billion • 53,000 employees 1998 • $8.3 billion • 65,000 employees
管理咨询工具-SME实用手册中英文版107P
最新资料，WORD文档，可下载编辑！SME实用手册SME Manual本手册指在帮助中小企业所有人在自己企业内建立操作手册。
The manual is designed to assist SME owners to implement an operations amnaul within their business.目录TABLE OF CONTENTS概述OVERVIEW ..................................................................................................................................................................... 经营手册Operations Manual ........................................................................................................................................................ 企业概述Business Overview ........................................................................................................................................................ 人力资源管理HUMAN RESOURCE MANAGEMENT ............................................................................................................ 雇佣政策Employment Policies .................................................................................................................................................... 员工记录Team Member Records ................................................................................................................................................. 招聘和选拔Recruitment and Selection ........................................................................................................................................ 业绩管理Performance Management ............................................................................................................................................ 培训Training ................................................................................................................................................................................. 沟通和激励Communication and Motivation................................................................................................................................ 职业健康和安全Occupational Health and Safety ........................................................................................................................ 客户服务CUSTOMER SERVICE ............................................................................................................................................... 服务标准Service Standards .......................................................................................................................................................... 顾客选择Customer Selection ....................................................................................................................................................... 顾客反馈Customer Feedback ....................................................................................................................................................... 市场营销MARKETING ............................................................................................................................................................... 企业识别Corporate Identity ......................................................................................................................................................... 战略营销Strategic Marketing ....................................................................................................................................................... 公共关系Public Relations ............................................................................................................................................................ 采购和存货管理PURCHASING AND STOCK MANAGEMENT ............................................................................................ 采购Purchasing ............................................................................................................................................................................. 存货管理Stock Management ........................................................................................................................................................ 行政管理ADMINISTRATION .................................................................................................................................................... 电话、信息和电子邮件Telephone, Messages and Email ........................................................................................................... 邮件和重要信函Mail and Couriers .............................................................................................................................................. 计算机和互联网Computers and the Internet ............................................................................................................................... 安全Security ................................................................................................................................................................................. 会计ACCOUNTING ................................................................................................................................................................ 应付账款Creditors ........................................................................................................................................................................ 应收账款Debtors .......................................................................................................................................................................... 银行往来账Bank Accounts .......................................................................................................................................................... 固定资产Fixed Assets .................................................................................................................................................................. 领导能力LEADERSHIP ..............................................................................................................................................................概述OVERVIEW经营手册Operations Manual经营手册的目的Purpose of the Operations Manual本经营手册旨在提供必要的资源, 以帮助员工改进工作表现, 并帮助企业达成目标。
管理咨询合同范本英文
管理咨询合同范本英文---Management Consulting AgreementThis agreement is made on [Date] etween:Client:Comany Name: [Client's Comany Name]Address: [Client's Address]Reresentative: [Client's Reresentative]Consultant:Comany Name: [Consultant's Comany Name]Address: [Consultant's Address]Reresentative: [Consultant's Reresentative]Article 1: urose of the AgreementThe urose of this agreement is to rovide management consulting services to the Client for the enhancement of its usiness oerations, rocess otimization, and cometitiveness in the market.Article 2: Scoe of ServicesThe Consultant shall rovide the following services to the Client:1. Analysis of current management ractices.2. Develoment of strategic lans for imrovement.3. Imlementation guidance and suort.4. Ongoing erformance evaluation.5. Other services as mutually agreed uon.Article 3: Terms of ServiceThe Consultant shall commence the services uon signing of this agreement and continue for a eriod of [Service Duration], suject to renewal under mutual agreement.Article 4: ComensationThe Client shall ay the Consultant a total fee of [Fee Amount] for the services rendered, ayale in [ayment Terms].Article 5: Confidentialityoth arties agree to maintain confidentiality regarding all information shared during the course of this agreement. This includes financial data, strategies, and any other rorietary information.Article 6: Intellectual roertyAny intellectual roerty develoed during the course of this agreement shall remain the roerty of the Client unless otherwise agreed in writing.Article 7: TerminationEither arty may terminate this agreement uon [Notice eriod] days written notice if the other arty fails to fulfill its oligations as outlined in this agreement.Article 8: Governing LawThis agreement shall e governed y and construed in accordance with the laws of [Governing Law Country or State].Article 9: Disute ResolutionAny disute arising from this agreement shall first e resolved through negotiation. If negotiation fails, the disute shall e referred to [Disute Resolution Method, e.g., mediation, aritration, or court].Article 10: Entire AgreementThis agreement constitutes the entire understanding etween the arties and suersedes all rior agreements, whether written or oral. Any amendments must e in writing and signed y oth arties.Client's Signature: ___________________________rinted Name: ___________________________________Date: _________________________________________Consultant's Signature: ___________________________rinted Name: ___________________________________Date: _________________________________________---。
ACCENTURE：管理咨询经典(ppt 59页)(英文)
12
2020/1/27
ACCENTURE: SAMPLE CLIENT LIST
13
2020/1/27
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
Communications & High Tech • Communications • Electronics & High Tech • Media & Entertainment
Resources • Chemicals • Energy & Natural Resources • Utilities
Lecture – Management Consulting: An Introduction
Jürgen Zech
© Andersen Consulting 2000
1
2020/1/27
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
McKinsey Boston Consulting
Booz Allen
Processes
Information Technology
Andersen Consulting IBM
Computer Sciences EDS
Digital Equipment Cap Gemini Sogeti
UNISYS
• Integrity – Act with openness and honesty. Always.
管理咨询核心课件英文(ppt 26页)
Rating Scales
• dichotomous scale • category scale • Likert scale • numerical scales • semantic differential scale • itemised rating scale • fixed or constant sum rating scale • Stapel scale • graphic rating scale • consensus scale
• Split-half reliability
– reflects the correlations between two halves of an instrument
Types of Validity
Sometimes Hardly ever
Source: Zikmund (2000:292)
Likert Scale
S tr o n g ly D is a g r e e N e ith e ra g r e e A g r e e S tr o n g a g r e e
d is a g r e e
• Internal consistency
– indicates how well the items ‘hang together as a set’ and can independently measure the same concept, so respondents attach the same overall meaning to each of the items
管理咨询全套资料(英文版)4
PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has e to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.pany BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten panies operating in the U.S. R&H is the largest of the ten. R&H is a consumer goods pany distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The pany has been marginally profitable over the past ten years. Last year the pany made a profit due largely to an accounting change.Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production anddistribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs.R&H still maintains three plants in the U.S. Because of the over-capacity that R&H has experienced, R&H has negotiated deals with sister panies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the pany's profits. In Personal Care, R&H owns the two top branded products, in the other categories the pany has the number two brand, and in one segment, number three. R&H has mitted to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the U.S., brands are under attack from private labels, who are now peting on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H petes and, as a result of this brand consolidation, that R&H will lose critical sales mass and bee a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as petitors have been forced to respond.R&H is widely regarded as a retail-oriented pany. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the pany over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the pany six months ago. He was the Executive Vice President of an important European division of a sister pany. The conglomerate has always prided itself on being able to leverage its multi-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the pany needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the pany Scenario 2: Merge the pany with a sister pany that has similar distribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can bee a strategic advantage for the pany if it can outperform its petitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the pany, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the SupplyChain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the pany working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the pany needs to invest in its new product capability. The strategy is to acquire smaller, regional panies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders ing in.The EVP of Marketing believes that a bination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the pany is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the pany doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement withR&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The pany is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the pany needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can e up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning R&H's ability to implement a strategy?11. What are some key performance indicators that you would suggest?12. What are the key issues between the Supply Chain and other areas of the pany(such as Marketing and Sales) that must be addressed?13. What are some ways that improvements in the Supply Chain willimpact the other areas of the pany, especially Marketing and Sales?14. How does Supply Chain effect the value of the pany's brands?15. What are the risks that the PwC team faces in this engagement?。
管理顾问入门英文二71页课件
目录
01
introduction
Provide advice and guidance to clients on management issues: Management consultants are responsible for advising clients on various management issues, including strategy, operations, human resources, and information technology.
Analytical thinking
Management consultants need to have strong analytical thinking skills to identify root causes of problems, collect and analyze data, and solve complex issues.
Report writing: Effective consulting reports are clear, concise, and well-organized. They provide a comprehensive overview of the engagement, summarize the key findings, and present recommendations for action. The report should be tailored to the client's needs and written in a style that is easy to understand.
Requirement analysis
管理咨询合同范本英文
管理咨询合同范本英文Management Consulting ContractThis Management Consulting Contract (the "Contract") is made and entered into as of [date] and between [Client Name], a [Client Type] with its principal place of business at [Client Address] (the "Client"), and [Consultant Name], a [Consultant Type] with its principal place of business at [Consultant Address] (the "Consultant").1. ServicesThe Consultant shall provide the Client with management consulting services (the "Services") as described in the attached Statement of Work (the "SOW"). The Services shall include, but are not limited to, [list the specific services to be provided].2. TermThe term of this Contract shall mence on [start date] and shall continue until the pletion of the Services, as determined in accordance with the SOW (the "Term").3. CompensationIn consideration for the Services to be provided the Consultant, the Client shall pay the Consultant a fee of [amount] (the "Fee"). The Fee shall be payable in accordance with the payment schedule set forth in the SOW.4. ExpensesThe Client shall reimburse the Consultant for all reasonable and necessary expenses incurred the Consultant in connection with the performance of the Services, provided that such expenses are approved in advance the Client and are supported appropriate documentation.5. ConfidentialityBoth parties agree to mntn the confidentiality of all information and materials disclosed the other party during the course of this Contract. Neither party shall disclose such information to any third party without the prior written consent of the other party, except as required law.6. Intellectual PropertyAll intellectual property rights arising out of or in connection with the Services shall be owned the Client. The Consultant agrees to assign and transfer to the Client all such rights upon the Client's request.7. TerminationEither party may terminate this Contract upon written notice to the other party if the other party breaches any material provision of this Contract and fls to cure such breach within [number of days] days after receipt of written notice of the breach.8. Dispute ResolutionIn the event of a dispute arising out of or in connection with this Contract, the parties shall attempt to resolve the dispute through friendly negotiation. If the dispute cannot be resolved through negotiation within [number of days] days, the parties agree to submit the dispute to arbitration in accordance with the rules of [arbitration institution]. The arbitration shall take place in [location] and the language of the arbitration shall be [language].9. Governing LawThis Contract shall be governed and construed in accordance with the laws of [jurisdiction].10. Entire AgreementThis Contract, including the SOW attached hereto, constitutes the entire agreement between the parties with respect to the subject matter hereof and supersedes all prior and contemporaneous agreements, understandings, and negotiations, whether written or oral.IN WITNESS WHEREOF, the parties have executed this Contract as of the date first above written.Client: [Client Name]Signature: ____________________Date: ____________________Consultant: [Consultant Name]Signature: ____________________Date: ____________________Please note that this is a basic template and may need to be customized to meet the specific needs and circumstances of the particular consulting engagement. It is remended that you consult with a legal professional to ensure that the contract is legally enforceable and protects the interests of both parties.。
管理咨询合同范本英文
管理咨询合同范本英文Management Consulting ContractThis Management Consulting Contract (the "Contract") is made and entered into as of [date] by and between [Client's Name] (the "Client") and [Consultant's Name] (the "Consultant").Article 1. ServicesThe Consultant agrees to provide the following management consulting services to the Client: [Describe the specific services to be provided].Article 2. TermThe term of this Contract shall commence on [start date] and end on [end date], unless otherwise terminated in accordance with the provisions of this Contract.Article 3. CompensationIn consideration for the services provided by the Consultant, the Client shall pay the Consultant a fee of [amount of fee] [specify currency]. The payment terms shall be as follows: [Describe the payment schedule and method].Article 4. ConfidentialityBoth parties agree to maintain the confidentiality of all information and data disclosed during the course of this Contract and not to disclose it to any third party without the prior written consent of the other party.Article 5. Intellectual PropertyAll intellectual property rights arising from the services provided under this Contract shall belong to [specify the owner].Article 6. TerminationEither party may terminate this Contract in the event of a material breach by the other party, provided that written notice of the breach is given and the breaching party fails to cure the breach within a reasonable time.Article 7. Dispute ResolutionIn the event of any dispute or controversy arising out of or in connection with this Contract, the parties shall attempt to resolve it through friendly negotiation. If the dispute cannot be resolved through negotiation, it shall be submitted to arbitration in accordance with the rules of [arbitration institution].Article 8. General ProvisionsThis Contract constitutes the entire agreement between the parties and supersedes all prior agreements and understandings, oral or written. Any amendment or modification to this Contract must be in writing and signed by both parties.IN WITNESS WHEREOF, the parties have signed this Contract as of the date first above written.Client: [Client's Signature]Consultant: [Consultant's Signature]。
管理咨询经典1(英文)
•
• •
•
•
zccy: IMPORTANT MILESTONES
1989 • Andersen Consulting becomes a separate business unit from Arthur Andersen • $1.6 billion • 21,400 employees 1991 • Horizon 2000 Initiative to develop mission and strategic plan • $2.3 billion • 25,000 personnel 1993 • Andersen Consulting issues its first annual report • $2.9 billion • 27,000 employees
• Nearly 75% of Fortune 200 global companies
• 100 of the most significant “Industry Standard” Internet companies
7 2013-8-6
zccy: DEVELOPMENT OF REVENUES
To become one of the world's leading companies, bringing innovations to improve the way the world works and lives.
4
2013-8-6
zccy: CORE VALUES
•
Quality Client Service – Understand and meet client expectations 100 percent of the time. One Global Firm – Act to enhance the collective values of the global partnership, while sustaining local culture. Integrity – Act with openness and honesty. Always. Stewardship – Think future oriented; act and invest to build a stronger firm for tomorrow. Best People – Are highly competent and make a commitment to excellence, teamwork, and the success of our clients. Respect for the Individual – Treat each person as we would like to be treated.
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Source: McKinsey EFIC
6
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RANKINGS FOR MARKETING PURPOSES: ONE EXAMPLE
Source: The Economist
7
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RANKING ONE EXAMPLE: BOOKRUNNERS OF ALL INTERNATIONAL/ EUROBONDS
• Balanced scorecards
5
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RANKINGS
• Rankings are important in many areas,
e.g., for marketing purposes, to determine strengths/weaknesses of clients/potential clients and also in the case of performance related salaries
14
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PRINZIP DER STRUKTURIERTEN PROBLEMLÖSUNG
Vorteile der Strukturierung
• Leichtere Lösungsfindung
– Teilprobleme leichter überschaubar – Vollständigkeit gesichert – Schwerpunktthemen schneller erkennbar
Morgan Stanley Dean Witter UBS AG JP Morgan and Co Inc Goldman Sachs and Co CS/CSFB Group Lehman Brothers
75.4
63.0 56.2 54.7 54.0 47.7 44.3
286
249 224 174 118 187 150
Elemente
Maßnahmen, Kriterien, Fragen
Typische Ausgangslage
Völlig neues Problem
Hypothesenbaum Warum?
Beginnt mit einer Hypothese; eine adäquate Logik bestätigt oder widerlegt sie
Reduce level of luxury
Reduce travel expenses Reduce transportation costs Reduce distance to locations visited Reduce transportation routes
Do not serve clients > 100 km office Invite clients Substitute meetings with conference calls
Part II
Lecture – Management Consulting: An Introduction
000624FT_262414_777_v3_i
CLIENT ENGAGEMENT
• New engagement versus follow-up
on existing study –LOP –Pitch
… die Teamarbeit erleichtern (Arbeitsaufteilung, Teamkommunikation) … jedoch nicht ... … das Nachdenken oder die Kreativität ersetzen
… Detailanalysen überflüssig machen
• An increasing number of institutions and
magazines offers rankings
• As rankings may change significantly with
only minor changes in definitions, a careful indication of the selection criteria is required
FRAMEWORKS
• What is it?
• Why are they helpful? • When do I use them? • How do I use them?
10
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ISSUE TREES
11
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Hohes Problemverständnis und damit vielfältige Ideen über mögliche konkrete Maßnahmen
Quelle: McKinsey
13
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BEGRIFFSERKLÄRUNG MECE
8
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MANAGEMENT CONSULTING: SELECTED METHODS
• Rankings • Frameworks • Benchmarking
• Balanced scorecards
9
000624FT_262414_777_v3_i
3
4
5
6
7
8
9
10 11 12
Analysis
Priority list
Recommendations/business plan
3
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AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks)
Rank* 1990 1995 Volume No. of USD billions tranches Market share Percent
1998
Bookrunner
15
21 1 6 9 3 36
2
9 1 8 10 4 7
1
2 3 4 5 6 7
Merrill Lynch and Co Inc.
• Bessere Vorgehensplanung
– Parallele Bearbeitung von Teilproblemen möglich – Schwierigkeiten früher erkennbar – Zeitplanung transparenter – Zielorientiertes Vorgehen
Reduce frequency of location change Reduce level of luxury
Stay at the client site over the weekend
Gründe
Es existiert eine Hypothese, in der Regel basierend auf Erfahrungen
Ja-/NeinBaum
Ja
?
Nein
Enthält Kernfragen, Fragen die mit „Ja“ und „Nein“ zu beantworten sind. Fragen und abhängige Maßnahmen werden in eine logische Reihenfolge gebracht
M
utually
E
Mutually exclusive: Aussagen überschneiden sich inhaltlich nicht
xclusive
C
ollectively
E
Quelle: McKinsey
xhaustive
Collectively exhaustive: Aussagen zusammen beschreiben das Problem bzw. die Aussage auf nächsthöherer Ebene vollständig
POSITIONIERUNG DER LOGIKBÄUME
Der Logikbaum kann … … das Problem strukturieren helfen
… Arbeitsschwerpunkte und den Projektfortschritt transparent machen
• Bessere Kommunikation
– Konzentration auf Kernaussagen – Zusammenhänge klarer
15
Quelle: McKinsey
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ISSUE TREE 1: REDUCING TRAVEL EXPENSES
9.8
8.2 7.3 7.1 7.0 6.2 5.8
2
5 40
6
18 11
8
9 10
Deutsche Bank AG
Citigroup Inc ABN AMRO Bank N.V.
43.5
42.7 38.4
195
124 143
5.6
5.5 6.0
* Technical search criteria: All plain bonds, IFR rank eligible, manager not unspecified, all countries, exclude all equity-linked Source: IFR Platinum, EFIC