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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’sAchievements–BCG’sStrategicServiceVision(SSV)–BCG’sDilemmainChina–HinttoNeolindeGROWNBYGREATPEOPLEWITHGREATMIND1963•2consultingstaff•1officeinBoston•?$company2000•2,370consultingstaff•50officesworldwide•Billion$companyHIGHLYINTEGRATEDSTRATEGICSERVICEVISION(SSV)1.TargetMarketSegment“Tohelptheworld’sbestorganizationsmakeadecisiveimpactontheirdirectionandperformance”2.ServiceConcept3.OperatingStrategy•Clientscomefirst•Workingwithclients•Respectindividuals•Workingasateam•Thestrategicperspective•ExpandingtheArtofpossible4.ServiceDeliverySystemInsightImpactTrustBELIVEINVALUECREATIONBYINTELLECTANDCREDIBILITYInsightImpactTrustInsightClearunderstandingoftheinnernatureofsomespecificthingImpactPowerofanevent,idea,etc.toproducechangesTrustConfidenceinthehonesty,integrity,reliabilityetc.ofanotherpersonandthingNOTONLYTALKTHETALKBUTALSOWALKTHEWALKMostimportantelementsQualityandcostcontrolInvestment•“Happy”employee•“Happy”client•WOM,relationshipmarketingandclientdevelopment•Selfselectionprocess•Evaluationandfeedback•Billabilityandutilizationmanagement•Tierone•Investmentonclient•Recruitingandtraining•Tosparkthebreakthroughideasforourclients,businessenterprisesandsocietyatlarge•ToinspiretheverybestpeoplewithunparalleledopportunitiesforprofessionalandpersonalgrowththerebyforgingalifelongbondNITTY-GRITTYMUSTSUPPORTTHEGLAMOR•Staffing•Caseteammanagement•Knowledgemanagementsystem•Strategicinstitution•Research•Production•Othersupportfunctions•ProfitabilitymanagementSTILLAPARADOXINCHINA•ClientLowpurchasingpowerUnsophisticated/”Fundamental”problems•BCGHighcostAdvantageinsolvingmarketorientedcomplexityWHATSHOULDBEOURSSV?1.TargetMarketSegment•Whomarewegoingtoserve?•Onwhat?•Inwhatmanner?2.ServiceConcept•Importantelements•Howshoulditbeperceived?•Effortssuggestedintermsof:Servicedesign?Servicedelivery?Marketing?3.OperationStrategy•Mostimportantelements?•Investmentfocus?•Qualityandcostcontrol?•Resultsexpected?4.ServiceDeliverySystem•Importantfeatures?•Capacity?•Towhatextentdoesithelp:Ensurequality?Differentiation?Raiseentrybarriers?CLIENTDEVELOPMENTPROPOSALNeolindeInvestmentCompanyJanuary2002AGENDA–Objectives–Contributionbyclientsegment–Segmentedapproach–Implementation–Sellingprocessimprovement2002OBJECTIVESSETBrandbuildingCapabilitydevelopmentSustainablecashflow•Double(?)salesamount•UpgradeclientprofileFundamentalStrategies2002ObjectivesPLANNEDCLIENTDEVELOPMENT/SALESPRIMARYCONTRIBUTORDifferentpotentialclientsegmentsLargeprospectwithpotentialdealsizeoverRMB1millionMediumsizeprospectwithpotentialdealsizeoverRMB0.5millionRecurringclientwithsale-onoverRMB0.3millionperdealPlanneddealsPlus:Addhoc/Walk-inclientTotalsalesNumberofdeals1-28-102-411-16ExpectedcontributionRMB1-2million4-50.5-1RMB5-8million1-2RMB6-10millionDIFFERENTAPPROACHESREQUIREDDifferentapproachesSell-ontoexistingclientsProactiveselling•Unsolicitedproposal•Dedicatedworkshop•CooperativestudyMassmarketing•Newsletter/Perspectives•Presentationonseminars/EMBA/ConferenceLargeNAXXXMediumNAxXXRecurringXxResourcesEffectivenessApplicabilityIMPLEMENTATIONShortlistpotentialclientsto10large,30mediumand6-8existing–Setscreeningcriteria•RevenueoverRMB50million•Turningpointinorganizationchange•Promisingindustries•FiercecompetitionImprovemassmarketingtools–Launchnewsletter/perspectives–Publish1-2foresightstudies:e.g.M&AEachpotentialclientappointedafocalpointpartnerforcontinuoussellingandfollowup–AppointmentaccordingtopersonalstrengthandinterestforlongtermcareerdevelopmentSELLINGPROCESSIMPROVEMENTNEEDEDIncreaseconversionratioandrecurringratioMassmarketing&ProactivesellingEstablishvalueofconsultingBuyinvalueofNeolindeExecutionSell-onLeadsConversionRecurringAllowlargeprospectprogressivecommitment-Advisoryservicesturntofullcase-Diagnosisservicesturnintofullcase