MEETING-FEB02-波士顿咨询顾问公司服务模式的启示(PPT 15页)
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MEETING-FEB02-波士顿咨询顾问公司服务模式的启示(PPT 15页)
Total sales
Expected contribution RMB 1-2 million
4-5
0.5-1
RMB 5-8 million 1-2
RMB 6-10 million
DIFFERENT APPROACHES REQUIRED
Different approaches Sell-on to existing clients
Large NA
Applicability Medium
NA
Recurring X
Resources Effectiveness
Proactive selling
• Unsolicited proposal
X
x
• Dedicated workshop
X
x
• Cooperative study
X
Mass marketing
• Newsletter/Perspectives
X
• Presentation on
X
seminars/EMBA/Conference
IMPLEMENTATION
Short list potential clients to 10 large, 30 medium and 6-8 existing
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)
Meeting-Feb02-波士顿咨询顾问公司服务模式的启示(1)
北京南洋林德投资顾问有限公司
北京南洋林德投资顾问有限公司
NITTY-GRITTY MUST SUPPORT THE GLAMOR
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
Impact
Power of an event, idea, etc. to produce changes
Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
北京南洋林德投资顾问有限公司
1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
2. Service Concept
Insight Trust
– Appointment according to personal strength and interest for long term career development
北京南洋林德投资顾问有限公司
SELLING PROCESS IMPROVEMENT NEEDED
Increase conversion ratio and recurring ratio
X
x
• Cooperative study
MEETING-FEB02-波士顿咨询顾问公司服务模式的启示(PPT 15页)
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
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
– Set screening criteria
• Revenue over RMB 50 million • Turning point in organization change • Promising industries • Fierce competition
Improve mass marketing tools
Total sales
Expected contribution RMB 2 million
4-5
0.5-1
RMB 5-8 million 1-2
RMB 6-10 million
DIFFERENT APPROACHES REQUIRED
Different approaches Sell-on to existing clients
4. Service Delivery System
MEETING-FEB02-波士顿咨询顾问公司服务模式的启示(英文)
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
STRATEGIC SERVICE VISION
(SSV) 4. Service Delivery System
1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
•To inspire the very best people with unparalleled opportunities for professional and personal gr thereby forging a lifelong bond
NITTY-GRITTY MUST SUPPORT THE GLAMOR
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market orient complexity
• On what? • In what manner?
2. Service Concept
• Important elements • How should it be perceived? • Efforts suggested in terms of:
MEETING-FEB02-波士顿咨询顾问公司服务模式的启示
Most important elements
Quality and cost control
Investment
•“Happy” employee
•“Happy” client
•WOM, relationship marketing and client development
•Self selection process
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 THMost important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
WHAT SHOULD BE OUR SSV?
4. Service Delivery System
• Important features? • Capacity? • To what extent does it help:
Ensure quality? Differentiation? Raise entry barriers?
•Evaluation and feedback
•Billability and utilization management
波士顿咨询顾问公司服务模式的启示(英文PPT,15页)-17页PPT精选文档
•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
北京南洋林德投资顾问有限公司
谢谢！
16
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
– Set screening criteria
• Revenue over RMB 50 million • Turning point in organization change • Promising industries • Fierce competition
Improve mass marketing tools
波士顿咨询顾问公司服务模式的启示
波士顿咨询顾问公司服务模式的启示
•Profitability management
北京南洋林德投资顾问有限公司
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
•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
北京南洋林德投资顾问有限公司
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
•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
波士顿咨询顾问公司服务模式的启示[
北京南洋林德投资顾问有限公司
NITTY-GRITTY MUST SUPPORT THE GLAMOR
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
北京南洋林德投资顾问有限公司
2019 OBJECTIVES SET
Fundamental Strategies
Sustainable cash flow
Brand building
Capability development
2019 Objectives
•Double(?) sales amount •Upgrade client profile
•Profitability management
北京南洋林德投资顾问有限公司
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
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
NITTY-GRITTY MUST SUPPORT THE GLAMOR
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
北京南洋林德投资顾问有限公司
2019 OBJECTIVES SET
Fundamental Strategies
Sustainable cash flow
Brand building
Capability development
2019 Objectives
•Double(?) sales amount •Upgrade client profile
•Profitability management
北京南洋林德投资顾问有限公司
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
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
波士顿咨询顾问公司服务模式的启示[
Total sales
北京南洋林德投资顾问有限公司
Expected contribution RMB 1-2 million
4-5
0.5-1
RMB 5-8 million 1-2
RMB 6-10 million
Resources Effectiveness
DIFFERENT APPROACHES REQUIRED
Impact
北京南洋林德投资顾问有限公司
BELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY
Insight Trust
Impact
Insight
Clear understanding of the inner nature of some specific thing
ห้องสมุดไป่ตู้
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
– Launch newsletter/perspectives – Publish 1-2 foresight studies: e.g. M&A
Each potential client appointed a focal point partner for continuous selling and follow up
波士顿咨询顾问公司服务模式的启示[
Impact
Power of an event, idea, etc. to produce changes
Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
北京南洋林德投资顾问有限公司
• On what? • In what manner?
2. Service Concept
1. Important elements 2. How should it be perceived? 3. Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
北京南洋林德投资顾问有限公司
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
北京南洋林德投资顾问有限公司
HIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)
4. Service Delivery System
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
Power of an event, idea, etc. to produce changes
Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
北京南洋林德投资顾问有限公司
• On what? • In what manner?
2. Service Concept
1. Important elements 2. How should it be perceived? 3. Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
北京南洋林德投资顾问有限公司
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
北京南洋林德投资顾问有限公司
HIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV)
4. Service Delivery System
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
波士顿咨询顾问公司服务模式的启示[
1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
2. Service Concept
Insight Trust
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
Different approaches Sell-on to existing clients
Large NA
Applicability Medium
NA
Recurring X
Proactive selling
• Unsolicited proposal
X
x
• Dedicated workshop
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
2019年2月1日
北京南洋林德投资顾问有限公司
AGENDA
– BCG’s Achievements – BCG’s Strategic Service Vision (SSV) – BCG’s Dilemma in China – Hint to Neolinde
Impact
北京南洋林德投资顾问有限公司
BELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY
波士顿咨询顾问公司服务模式的启示精品文档
北京南洋林德投资顾问有限公司
CLIENT DEVELOPMENT PROPOSAL
Neolinde Investment Company
January 2019
AGENDA
– Objectives – Contribution by client segment – Segmented approach – Implementation – Selling process improvement
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
北京南洋林德投资顾问有限公司
2019 OBJECTIVES SET
Fundamental Strategies
Sustainable cash flow
Brand building
Capability development
2019 Objectives
•Double(?) sales amount •Upgrade client profile
Impact
Power of an event, idea, etc. to produce changes
Trust
Confidence in the honesty, integrity, reliability etc. of another person and thing
波士顿咨询顾问公司服务模式的启示 (2)-PPT精选文档17页
• On what? • In what manner?
2. Service Concept
1. Important elements 2. How should it be perceived? 3. Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
北京南洋林德投资顾问有限公司
谢谢！
北京南洋林德投资顾问有限公司
WHAT SHOULD BE OUR SSV?
4. Service Delivery System
1. Important features? 2. Capacity? 3. To what extent does it help:
Ensure quality? Differentiation? Raise entry barriers?
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
2019年2月1日
北京南洋林德投资顾问有限公司
AGENDA
– BCG’s Achievements – BCG’s Strategic Service Vision (SSV) – BCG’s Dilemma in China – Hint to Neolinde
NOT ONLY TALK THE TALK BUT ALSO WALK THE WALK
Most important elements
Quality and cost control
பைடு நூலகம்
Investment
•“Happy” employee
•“Happy” client
•WOM, relationship marketing and client development
2. Service Concept
1. Important elements 2. How should it be perceived? 3. Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
北京南洋林德投资顾问有限公司
谢谢！
北京南洋林德投资顾问有限公司
WHAT SHOULD BE OUR SSV?
4. Service Delivery System
1. Important features? 2. Capacity? 3. To what extent does it help:
Ensure quality? Differentiation? Raise entry barriers?
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
2019年2月1日
北京南洋林德投资顾问有限公司
AGENDA
– BCG’s Achievements – BCG’s Strategic Service Vision (SSV) – BCG’s Dilemma in China – Hint to Neolinde
NOT ONLY TALK THE TALK BUT ALSO WALK THE WALK
Most important elements
Quality and cost control
பைடு நூலகம்
Investment
•“Happy” employee
•“Happy” client
•WOM, relationship marketing and client development
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– Appointment according to personal strength and interest for long term career development
SELLING PROCESS IMPROVEMENT NEEDED
Increase conversion ratio and recurring ratio
2002 OBJECTIVES SET
Fundamental Strategies
Sustainable cash flow
Brand building
Capability development
2002 Objectives
•Double(?) sales amount •Upgrade client profile
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
• On what? • In what manner?
2. Service Concept
• Important elements • How should it be perceived? • Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
Leads
Mass marketing & Proactive selling
Conversion
Establish value of
consulting
Buy in value
of Neolinde
Recurring Execution Sell-on
Allow large prospect progressive commitment - Advisory services turn to full case - Diagnosis services turn into full case
– 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: e.g. M&A
Each potential client appointed a focal point partner for continuous selling and follow up
WHAT SHOULD BE OUR SSV?
4. Service Delivery System
• Important features? • Capacity? • To what extent does it help:
Ensure quality? Differentiation? Raise entry barriers?
4. Service Delivery System
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
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
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
•Profitability management
• Newsletter/Perspectives
X
• Presentation on
X
seminars/EMBA/Conference
IMPLEMENTATION
Short list potential clients to 10 large, 30 medium and 6-8 existing
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
CLIENT DEVELOPMENT PROPOSAL
Neolinde Investment Company
January 2002
AGENDA
– Objectives – Contribution by client segment – Segmented approach – Implementation – Selling process improvement
•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
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
•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
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
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
LaБайду номын сангаасge NA
Applicability Medium
NA
Recurring X
Resources Effectiveness
Proactive selling
• Unsolicited proposal
X
x
• Dedicated workshop
X
x
• Cooperative study
X
Mass marketing
Total sales
Expected contribution RMB 1-2 million
4-5
0.5-1
RMB 5-8 million 1-2
RMB 6-10 million
DIFFERENT APPROACHES REQUIRED
Different approaches Sell-on to existing clients
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)
1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
2. Service Concept
Insight Trust
Most important elements
Quality and cost control
Investment
•“Happy” employee
•“Happy” client
SELLING PROCESS IMPROVEMENT NEEDED
Increase conversion ratio and recurring ratio
2002 OBJECTIVES SET
Fundamental Strategies
Sustainable cash flow
Brand building
Capability development
2002 Objectives
•Double(?) sales amount •Upgrade client profile
STILL A PARADOX IN CHINA
•Client Low purchasing power Unsophisticated/”Fundamental” problems
•BCG High cost Advantage in solving market oriented complexity
• On what? • In what manner?
2. Service Concept
• Important elements • How should it be perceived? • Efforts suggested in terms of:
Service design? Service delivery? Marketing ?
Leads
Mass marketing & Proactive selling
Conversion
Establish value of
consulting
Buy in value
of Neolinde
Recurring Execution Sell-on
Allow large prospect progressive commitment - Advisory services turn to full case - Diagnosis services turn into full case
– 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: e.g. M&A
Each potential client appointed a focal point partner for continuous selling and follow up
WHAT SHOULD BE OUR SSV?
4. Service Delivery System
• Important features? • Capacity? • To what extent does it help:
Ensure quality? Differentiation? Raise entry barriers?
4. Service Delivery System
3. Operating Strategy
•Clients come first •Working with clients •Respect individuals •Working as a team •The strategic perspective •Expanding the Art of possible
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
•Staffing •Case team management •Knowledge management system •Strategic institution
•Research •Production •Other support functions
•Profitability management
• Newsletter/Perspectives
X
• Presentation on
X
seminars/EMBA/Conference
IMPLEMENTATION
Short list potential clients to 10 large, 30 medium and 6-8 existing
Medium size prospect with potential deal size over RMB 0.5 million
8-10
Recurring client with sale-on over RMB
2-4
0.3 million per deal
Planned deals
11-16
Plus: Add hoc/Walk-in client
CLIENT DEVELOPMENT PROPOSAL
Neolinde Investment Company
January 2002
AGENDA
– Objectives – Contribution by client segment – Segmented approach – Implementation – Selling process improvement
•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
3. Operation Strategy
• Most important elements? • Investment focus? • Quality and cost control? • Results expected?
1. Target Market Segment
• Whom are we going to serve?
•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
波士顿咨询顾问公司服务模式的启示
南洋林德年终会议
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
LaБайду номын сангаасge NA
Applicability Medium
NA
Recurring X
Resources Effectiveness
Proactive selling
• Unsolicited proposal
X
x
• Dedicated workshop
X
x
• Cooperative study
X
Mass marketing
Total sales
Expected contribution RMB 1-2 million
4-5
0.5-1
RMB 5-8 million 1-2
RMB 6-10 million
DIFFERENT APPROACHES REQUIRED
Different approaches Sell-on to existing clients
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)
1. Target Market Segment
“To help the world’s best organizations make a decisive impact on their direction and performance”
2. Service Concept
Insight Trust
Most important elements
Quality and cost control
Investment
•“Happy” employee
•“Happy” client