consulting group 1

8/7/2019 consulting group 1

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GROUP NO.-1

SIBA SANKAR PATI

ALOM RONGPI

MANOJ RAIKAR

MANSOOR SIDDIQUI


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Between 1980-1990 industry grew over 20%

Consultancy industry shrank during 2001-2003

After that consultancy sector grew continuously till

now with a steady rate of more than 20%


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Information technology consultants

Human resource consulting

Virtual consulting


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Management Consulting: Focus is on how a company or

organization works to achieve its stated goals.

Strategy Consulting: Focus is on identifying the direction,

goals, and growth of a company or organization within aspecific industry

Information Technology (IT) Consulting: Focus is on using

technology to help an organization become more efficient

and achieve its goals.

Industry Specific Consulting: Focus is on a specific industry

and can include strategy, management, IT, scientific or

technical consulting.


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Global consultancy

Ambrosia synergising firm

New star consulting

Careerist management consultancy Reliance quality consultants

ABC consultants Pvt. Ltd.

Amrit ventures

Catapult management resources

Dev solutions

Master mind network


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McKinsey & Company

Boston Consulting Group

Bain & Company

Booz Allen Hamilton Monitor Group

Mercer Management Consulting

Mercer Oliver Wyman

Mercer Human Resource Consulting

The Parthenon Group

Marakon Associates


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Traditionally charged on material and timebasis

During early 2000s they changed it to moreresult based pricing

The current trend seems to favor a hybrid withcomponents of fixed pricing and risk-sharing

by both the consulting firm and client.


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What are consultants???

Consultants are hired by companies to solve theirproblems while creating sustainable value


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It is a global management consulting firm withoffices in 40 countries

Founded 1963

Formed by Bruce D.Henderson, a Vanderbiltand Harvard Business School alumnus

Headquarters Boston, Massachusetts, United

States Hans-Paul Brkner, President & CEO

Revenue US$ 2.75 billion (2009)


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Automotive

Biopharmaceutical

Consumer product

Energy & environment Financial services

Insurance

Media devices

Metal & mining

Private equity

Process industries

Public sector

Retail

Technology andsoftwares

Telecommunication

tourism


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Corporate development

Corporate finance

Globalization

Information technology

Marketing & sales

Operations Strategy

Sustainability

transformation


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Branding & communication

Consumer insight

Go to marketing strategy

Sales and channels

Pricing


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What are the key principles and organizationalcapabilities needed to build a successful,compelling, and valuable brandone that truly

resonates with customers? What attributes of our brand enable us to build

positioning different from our competitors inthe long run?

What is the best approach to building, defining,and managing a cohesive brand architectureacross multiple brands?


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Brand Rejuvenation of a Specialty Retailer Emotionalhow the product makes the consumer feel

Functionalbenefits provided to the consumer by the

product Technicalfeatures of the product


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What are the most attractive segments for us?What are these customers desires? Whichdesires are met and unmet, and can we serve

them? How are we perceived by our customers?

Where can we grow? Can we extend our

brand(s) into new categories or segments? What are the purchase and decision patterns of

customers?


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Deep consumer insight for a financialinstitution

Bank co. was facing problems because of new

entrant

BCG worked closely with BankCo to executethis new strategy, introducing a change

management program to help align retailoperations with the new branding and valueproposition.


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How can we ensure that our go-to-market strategyfits the current needs of our business model,channels, and customers?

What measures can we take to improve alignmentand integration across the various commercialfunctions?

How can altering our go-to-market approach help

support cost-reduction effortswithout harmingthe core business?

How can we build the best-in-class capabilities arequired to support an effective go-to-market

strategy?


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BCG helps an automotive manufacturer enter adeveloping market by reshaping its products,brand, and distribution model


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What do we want the sales force and channelsto accomplish?

How can we optimize our sales and

distribution approach to align with shifts in ourmarkets, customers, and competitors?

How can we improve our performance withour largest, most complex global and strategiccustomers?

How can we improve our performance inmultichannel environments?


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Sales & Channels Impact Stories

Improving Sales Force Effectiveness inPharmaceuticals


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How must our strategic approach to pricingchange in light of increased pricing volatility?

Given declining demand, how should we

respond to or avoid price wars? Where are the bestand fastestopportunities

to make pricing changes and capture near-termvalue?

What are the game-changers in pricingspecific to our industry and situation? Whichwill work for us, and how do we implement

them?


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ImprovingTelecom Customer Satisfactionand Cost

See how BCG helped a client cut labor costs by25 percent while improving service levels by 50percent.


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Product - Strategic management ,Operationsmanagement , Industrial engineering

Place - - Major economic industrialpowerhouses such as US , UK , Asia Pacific etc .

Promotion - Business Ratings , Audit ratings ,Word of mouth , Magazines , Online marketingetc


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People - Graduates with high qualification fromreputed universities are involved as associate or

consultants .

Physical environment - Corporate buildings and

offices

Productivity and quality - Management consultantsgenerally bring their own,

proprietary methodologies or frameworks to guidethe identification of problems, and to serve as thebasis for recommendations for more effectiveor efficient ways of performing business tasks


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consulting group 1

Documents