公司简介及咨询顾问职业生涯发展课件.ppt

1、“Strategic management consulting the A.T.Kearney perspective”Warsaw,May 28,2001Wysza Szkoa Przedsibiorczoci i Zarzdzania im.Leona Komiskiegow WarszawiePresentationan EDS company2A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjAgenda nOverview of management consulting nA.T.Kearney as a strat

2、egic management consulting firmnConsultants role in A.T.KearneynThe future of management consulting 3A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjOverview of management consulting4A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjToday,one is confronted with a variety of consultan

3、ts.nTax“consultants”nHair“consultants”nImage“consultants”nColor“consultants”nCatering“consultants”What then,is“management consulting?Overview of management consulting5A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjOne definition.Management consulting =assisting management in facilitating c

4、hange to gain and sustain competitive advantageOverview of management consulting6A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjCompanies engage management consultants for several reasons some good,some not so good Some reasons why companies hire consultantsnThe company does not have the n

5、ecessary skills internally-Good reasonnThe company has never confronted this situation before-Good reasonnManagement needs fresh ideas and a new perspective-Good reasonnManagement wants the consultant to confirm its ideas-Not-so-good reasonnEveryone in the company is too busy-Not-so-good reasonnMana

6、gement needs a“tie breaker”-Not-so-good reasonOverview of management consulting7A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjWhy does management consulting seem to be growing in importance?nThe nature of business is changing so rapidly that companies Cannot provide for every eventuality

7、in the organizational structure Find it difficult to maintain permanent staff functionsnCompanies need“tailored”solutions to remain competitive in an increasingly global marketplacenThe high cost of what management consulting provides can only be justified by companies on an outsourced,as needed bas

8、is Overview of management consulting8A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjWhy does there continue to be a demand for management consulting?nMost companies do not know how to Analyze themselves”in an objective way when business situations change significantly Operate in a temporar

9、y,project modenUnfortunately,most business schools do not Prepare managers for“exceptions”in business situations Teach real project managementOverview of management consulting9A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjInformation technologyOperationsStrategySystem strategy creation In

10、formation systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Business process reengineeringStrategic sourcingSupply chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyS

11、trategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consulting firms concentrate in three areas of consulting;A.T.Kearney,together with EDS,cover the whole spectrumMcKinseyMonitor,BCG,BainBooz AllenAccentureC

12、SC IndexIBM ConsultingA.T.Kearney(EDS)“Big Five”firmsOverview of management consulting10A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shj$73$89$100$117132$146$15921,9%17,7%9,0%10,7%12,9%16,8%12,1%$0$20$40$60$80$100$120$140$160$18019971998199920002001200220030,0%5,0%10,0%15,0%20,0%25,0%Consul

13、ting Industry Market Size and Growth RatesMarket Size($B)Per Annum Growth Rate(%)Source:The Global Consulting Marketplace:Key Data,Forecasts&Trends 2000 Edition,Kennedy Information Research Group.Chart pertains to the market for consulting firms independent of hardware/software organizationsIT proje

14、cts to represent over 50 percent of the market The world consulting market is estimated at$117 billion and is characterized by a double-digit annual growth.Overview of management consulting11A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjThe consulting services in Poland emerged after the

15、transformation in 1989 with privatization;other segments of the market developed later198919901991199219931994199519961997199819992000Development of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic transforma

16、tionOverview of management consulting12A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjThe development stages in Poland were significantly different than in Western Europe Source:A.T.Kearney1998-20001994-19971990-1993Externaltrends Start of economic transformation Privatization of state own

17、 enterprises Fast growth of the economy Development of the free market institutions(e.g.stock exchange)Acquisitions by foreign investors Consolidation of the economy Increased competitive preasure Acquisitions and post merger integrations Big ticket privatizationsConsultantsvalueproposition Privatiz

18、ation Financial valuation Privatization/Due Dilligence IT consulting Restructuring Efficiency improvement Reorganization/Reengineering Strategy IT consultingKey players Small Polish companies Smaller foreign companies specialized in financial/privatization consulting Big five Specialized Polish comp

19、anies Big five A.T.Kearney McKinsey BCG,.Key factors for success Relationships Prices Local knowledge Quality standards Value added Global network RelationshipMajor client group State administration Largest Polish state-owned enterprises Foreign investors Foreign investors Largest Polish,privately o

20、wned corporations Overview of management consulting13A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjThe consulting market in Poland is still significantly different than in other countries DifferencesDriversn Low sophistication of the market.Many potential clients do not recognize the need

21、 for consulting servicesn Brand names of global players not knownn Consulting fees relatively higher in relation to personal costs n Two groups of clients:International companies entering Poland Largest Polish companies of which many are state ownedn Local shortage of consulting and industry knowled

22、ge and experiencenMarket dominated by financial and tax advisorynLocal consultancies enjoy important market position in PolandnDifferent product offerings and selling strategies for domestic and for international clientsnNeed to transfer knowledge and experience from developed marketsOverview of man

23、agement consulting14A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjConsulting market in Poland is still dominated by financial and tax advisory services 20%22%3%4%11%12%34%Percentage of companies using different consulting servicesSource:BOSS-GospodarkaFinancial and tax advisoryQuality man

24、agement Business strategy Human resources Public relations Other Do not use consulting servicesOverview of management consulting15A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjIn parallel to world-wide brands,local consultancies enjoy important market position in PolandPolish subsidiaries

25、 of global consultanciesn Dominant strategies:Focus on long-term relationship with client Focus on several key products/industriesn Key success factors Global network Combination of industry and local knowledge Tangible resultsn Targeted client segment International companies Largest Polish corporat

26、ions from strategic industriesn Products Value added projects n Dominant strategies Niche players Specialization in one product/industryn Key success factors Price Personal relationshipsn Targeted client segment Small and medium enterprises State and local governmentsn Products Off-the-shelf reports

27、 Company valuations Issuing prospectuses Feasibility studiesLocal companiesOverview of management consulting16A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjClients can be split into two groups having different expectations regarding consulting services International clients Local clientsn

28、 Products Market entry strategies Distribution strategies Post merger integration of acquired local companies Efficiency improvement in acquired companiesn Projects sold mostly outside Poland(at the HQ level)n Co-operation characteristics Used to work with consultants Used to consulting fees Expect

29、involvement of own staff Value added drivenn Products Strategy development Marketing strategies Restructuring Cost reduction IT systemsn Projects sold in Polandn Co-operation characteristics Used to work with consultants Used to consulting fees Expect consultants to do“everything”Price drivenOvervie

30、w of management consulting17A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjGlobal high-value-added consulting companies will have an advantage over local consulting companies because global companies -Can leverage worldwide intellectual capital and experience-Still have necessary local cap

31、abilitiesGlobal capabilities and supportOn-line access to intellectual capital,data bases,benchmarks Training and global project experience for local consultantsOverview of management consulting18A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjA.T.Kearney as a strategic management consultin

32、g firm19A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjnFounded in 1926nInternational scope 65 offices in 34 countriesOver 3000 consultantsnSince 1996,A.T.Kearney is the second largest strategic management consulting firm in the worldOver 3000 projects engagements per year1,4 bln USD turno

33、ver in 2001nSince 1995,A.T.Kearney is part of EDS,the international leader in technology informationn80%of work for repeat clientsnAverage consultant work experience:17 yearsTokyoChicagoNew YorkMadridLondonDsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHong Kong

34、San FranciscoLos AngelesDallasPhoenixAtlantaMexicoSao PauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonParisA.T.Kearney is one of the leading high-value-added strategic management consulting firms in the worldWarsawPragueA.T.Kearney as a strategic management consulting firm20A.T.Kearney/Szk

35、oa Biznesu im.Kozminskiego/May 28,2001/shjA.T.Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting servicesComplete set of consulting skillsBusiness and marketing strategyPost merger integrationStrategy sourcingTransforming the enterpris

36、eRestructuringTechnology managementPhysical distribution&logisticsOperations redesign Process&structureChange managementMulti-functional bemchmarkingA.T.Kearney as a strategic management consulting firmCore competencies21A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjSample of Recent Clien

37、tsRepresentative Annual Results Achieved Ameritech Anglian BT Carrefour Casino Euro Disney Galeries Lafayette General Motors House of Fraser Johnson&Johnson Keebler Kellogg Metro Monoprix Nabisco Nomura PepsiCo Promodes Prudential Quelle Sears Shell Sprint Unilever Wal-mart“A.T.Kearney has helped en

38、ormously to address our key issues We have planned and implemented cost reduction programs that will return over half a billion dollars”Fred Smith,CEO,Federal Express“in sharpest contrast A.T.Kearney consultants helped engineer one of the most stunning corporate turnarounds in recent memory”(Excerpt

39、 about Sears success working with A.T.Kearney,review of Dangerous Company in Fortune,August 18,1997)“The Kearney work has made us radically re-think our approach to the business.We wouldnt have done that otherwise”Marks&Spencer Supplier“A.T.Kearney is really the father of our global purchasing syste

40、m.”“They are our achievement consultants”Jack Smith,CEO,GM“We wanted consultants who wouldnt just give us advice and walk away”John Rose,CEO,Rolls-RoyceA.T.Kearney is committed to delivering tangible and measurable“bottom-line”results for our clientsA.T.Kearney as a strategic management consulting f

41、irm22A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjSource:Louis Harris Survey,1998A.T.Kearney is the global leader in client satisfaction71%74%75%77%79%79%80%82%94%0%10%20%30%40%50%60%70%80%90%100%CSC IndexIBMBoston ConsultingBooz-Allen&HamiltonAndersen ConsultingMcKinsey&CompanyPrice Wat

42、erhouseKPMG Peat MarwickA.T.KearneyA.T.Kearney as a strategic management consulting firm23A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28,2001/shjA.T.Kearney is a leader in the field of Integrated Supply Chain Management Delivered keynote address at the 1999 NRF annual conference on and leadership

43、practices in driving success through consumer-focused supply chains Co-sponsored Asia LOGICON conference for senior logistics professionals(1999)Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific region Presented research findings on issues,bottlenecks and IT-r

44、elated concerns of the Asian supply chain Featured presenter for the Council of Logistics Management:“Why Effective Partnerships Require a Clear Supply Chain Strategy”Delivered keynote address at 1999 Strategic Electronic Commerce Conference,an EDS-sponsored conference Featured speaker at AsiaPorts

45、1998 conference-“How Shifting Global Sourcing Patterns Are Impacting Port Operations”Hosted CEO Forum on“Challenges in the Digital Future in the 21st Century”,with topics including digital supply chain opportunities and digital demand management Sponsoring future supply chain industry seminars:Globa

46、l Excellence in Operations with Fortune(2000)2000 Supply Chain Management Conference”(2000)A.T.Kearney/European Logistics Association:Insight to Impact.Results of the Fourth Quinquennial European Logistics Study 1999“White papers and research studies A.T.Kearney has been cited in several articles on

47、 supply chain management Leadership Past President of Council of Logistics Management Past President of Canadian Association of Logistics ManagementSeminars,Research and LeadershipSelected ExamplesA.T.Kearney as a strategic management consulting firm24A.T.Kearney/Szkoa Biznesu im.Kozminskiego/May 28

48、,2001/shjA.T.Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forumsThought Leadership Lead the EDS/GMA Future Forces Roundtable,held annually Bring together the CEOs and Presidents of the leading grocery manufacturers and retailers Facilitate d

49、iscussions on future of technology and science Help to bring together new breakthrough thinking e.g.UCCNet was formed based on the actions set out in the 1998 Future Forces meeting.A.T.Kearney is active with the World Economic Forum on several levels A.T.Kearney leads the Food and Beverage Governors

50、 Meetings in Davos Switzerland as part of the World Economic Forums annual meeting Publishes annual white papers on advanced topics of interest to food and beverage executives as part of the World Economic Forum proceedings A.T.Kearney participates with Grocery Manufacturers of America on several fr