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1、Lecture Management Consulting: An Introduction,Part II,CLIENT ENGAGEMENT,New engagement versus follow-up on existing study LOP Pitch Work plan Close interaction with client team Periodic review process Steering Committee End of study,2,000624FT_262414_777_v3_i,PROJECT WORK PLAN: ONE EXAMPLE FOR A TH
2、REE-MONTH PROJECT,Phase I Screening market opportunities Phase II Evaluation and priori-tization of key options Phase III Development of business plan/implementation planning Steering Committee meetings,1,2,3,4,5,6,7,8,9,10,11,12,Week,Analysis,Priority list,Recommen-dations/bu-siness plan,EXAMPLE,3,
3、000624FT_262414_777_v3_i,AGENDA,Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart),4,000624FT_262414_777_v3_i,MANAGEMENT CONSULTING: SELECTED METHODS,Rankings Important Frameworks
4、 Benchmarking Balanced scorecards,5,000624FT_262414_777_v3_i,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 An increasing number of institutions and magazines offe
5、rs rankings As rankings may change significantly with only minor changes in definitions, a careful indication of the selection criteria is required,RANKINGS,Source: McKinsey EFIC,6,000624FT_262414_777_v3_i,Source: The Economist,RANKINGS FOR MARKETING PURPOSES: ONE EXAMPLE,7,000624FT_262414_777_v3_i,
6、RANKING ONE EXAMPLE: BOOKRUNNERS OF ALL INTERNATIONAL/ EUROBONDS,*Technical search criteria: All plain bonds, IFR rank eligible, manager not unspecified, all countries, exclude all equity-linked Source: IFR Platinum, EFIC,15 21 1 6 9 3 36 2 5 40,2 9 1 8 10 4 7 6 18 11,1 2 3 4 5 6 7 8 9 10,1990,1995,
7、1998,Merrill Lynch and Co Inc. Morgan Stanley Dean Witter UBS AG JP Morgan and Co Inc Goldman Sachs and Co CS/CSFB Group Lehman Brothers Deutsche Bank AG Citigroup Inc ABN AMRO Bank N.V.,75.4 63.0 56.2 54.7 54.0 47.7 44.3 43.5 42.7 38.4,286 249 224 174 118 187 150 195 124 143,9.8 8.2 7.3 7.1 7.0 6.2
8、 5.8 5.6 5.5 6.0,Bookrunner,Volume USD billions,No. of tranches,Market share Percent,Rank*,8,000624FT_262414_777_v3_i,MANAGEMENT CONSULTING: SELECTED METHODS,Rankings Frameworks Benchmarking Balanced scorecards,9,000624FT_262414_777_v3_i,FRAMEWORKS,What is it? Why are they helpful? When do I use the
9、m? How do I use them?,10,000624FT_262414_777_v3_i,ISSUE TREES,11,000624FT_262414_777_v3_i,das Problem strukturieren helfen Arbeitsschwerpunkte und den Projektfortschritttransparent machen die Teamarbeit erleichtern (Arbeitsaufteilung,Teamkommunikation),das Nachdenken oder die Kreativitt ersetzen Det
10、ailanalysen berflssig machen,Quelle:McKinsey,POSITIONIERUNG DER LOGIKBUME,Der Logikbaum kann , jedoch nicht .,12,Art,Deduktiver Logikbaum,Was? Wie?,Bricht Problem-definition in Bestandteile auf,Manahmen, Kriterien, Fragen,Vllig neues Problem,Hypo-thesen-baum,Beginnt mit einer Hypothese; eine adquate
11、 Logik besttigt oder widerlegt sie,Grnde,Es existiert eine Hypothese, in der Regel basierend auf Erfahrungen,Warum?,Ja-/Nein-Baum,Enthlt Kernfragen, die mit Ja“ und Nein“ zu beantworten sind. Fragen und abhngige Manahmen werden in eine logische Reihenfolge gebracht,Fragen,Hohes Problemver-stndnis un
12、d damit vielfltige Ideen ber mgliche konkrete Manahmen,Ja,Nein,?,Beschreibung,Elemente,Typische Ausgangslage,Quelle:McKinsey,TYPEN VON LOGIKBUMEN,13,Quelle:McKinsey,BEGRIFFSERKLRUNG MECE,M,utually,E,xclusive,C,ollectively,E,xhaustive,Mutually exclusive: Aussagen berschneidensich inhaltlich nicht,Col
13、lectively exhaustive: Aussagen zusammen beschreiben das Problem bzw. die Aussage auf nchst-hherer Ebene vollstndig,14,Quelle:McKinsey,Leichtere Lsungsfindung Teilprobleme leichterberschaubar Vollstndigkeit gesichert Schwerpunktthemenschneller erkennbar Bessere Vorgehensplanung Parallele Bearbeitung
14、von Teilproblemen mglich Schwierigkeiten frhererkennbar Zeitplanung transparenter Zielorientiertes Vorgehen Bessere Kommunikation Konzentration auf Kern-aussagen Zusammenhnge klarer,PRINZIP DER STRUKTURIERTEN PROBLEMLSUNG,Vorteile der Strukturierung,15,ISSUE TREE 1: REDUCING TRAVEL EXPENSES,How? Typ
15、e of costs,How? Quantity vs. price,Reduce travel expenses,Reduce hotel and food expenses,Reduce transpor-tation costs,Reduce other costs,Reduce no. of days away,Reduce costs per day away,Reduce trans-portation routes,Reduce costs per transport-ation route,Reduce no. of days at the client site for gi
16、ven assignments,Create more home studies for given offices by targeting assignments,Open new offices at locations of relevant clients,Reduce specific price,Reduce level of luxury,Reduce distance to locations visited,Reduce frequency of location change,Reduce level of luxury,Reduce specific price,Negotiate better discounts,Share double rooms at hotel,Do not serve clients 100 km
