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1、Lecture Management Consulting: An Introduction,Jrgen Zech,Part II,2,000624FT_262414_777_v3_i,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,3,000624FT_262414_777_v3_i,P
2、ROJECT WORK PLAN: ONE EXAMPLE FOR A THREE-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,Reco
3、mmen-dations/bu-siness plan,EXAMPLE,4,000624FT_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),5,000624FT_262414_777_v3_i,MANAGEMENT CONSULTING: SELECTED
4、 METHODS,Rankings Important Frameworks Benchmarking Balanced scorecards,6,000624FT_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 num
5、ber of institutions and magazines offers 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,7,000624FT_262414_777_v3_i,Source: The Economist,RANKINGS FOR MARKETING PURPOSES: O
6、NE EXAMPLE,8,000624FT_262414_777_v3_i,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
7、 18 11,1 2 3 4 5 6 7 8 9 10,1990,1995,1998,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 1
8、50 195 124 143,9.8 8.2 7.3 7.1 7.0 6.2 5.8 5.6 5.5 6.0,Bookrunner,Volume USD billions,No. of tranches,Market share Percent,Rank*,9,000624FT_262414_777_v3_i,MANAGEMENT CONSULTING: SELECTED METHODS,Rankings Frameworks Benchmarking Balanced scorecards,10,000624FT_262414_777_v3_i,FRAMEWORKS,What is it?
9、Why are they helpful? When do I use them? How do I use them?,11,000624FT_262414_777_v3_i,ISSUE TREES,12,000624FT_262414_777_v3_i,das Problem strukturieren helfen Arbeitsschwerpunkte und den Projektfortschritttransparent machen die Teamarbeit erleichtern (Arbeitsaufteilung,Teamkommunikation),das Nach
10、denken oder die Kreativitt ersetzen Detailanalysen berflssig machen,Quelle:McKinsey,POSITIONIERUNG DER LOGIKBUME,Der Logikbaum kann , jedoch nicht .,13,000624FT_262414_777_v3_i,Art,Deduktiver Logikbaum,Was? Wie?,Bricht Problem-definition in Bestandteile auf,Manahmen, Kriterien, Fragen,Vllig neues Pr
11、oblem,Hypo-thesen-baum,Beginnt mit einer Hypothese; eine adquate 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
12、logische Reihenfolge gebracht,Fragen,Hohes Problemver-stndnis und damit vielfltige Ideen ber mgliche konkrete Manahmen,Ja,Nein,?,Beschreibung,Elemente,Typische Ausgangslage,Quelle:McKinsey,TYPEN VON LOGIKBUMEN,14,000624FT_262414_777_v3_i,Quelle:McKinsey,BEGRIFFSERKLRUNG MECE,M,utually,E,xclusive,C,o
13、llectively,E,xhaustive,Mutually exclusive: Aussagen berschneidensich inhaltlich nicht,Collectively exhaustive: Aussagen zusammen beschreiben das Problem bzw. die Aussage auf nchst-hherer Ebene vollstndig,15,000624FT_262414_777_v3_i,Quelle:McKinsey,Leichtere Lsungsfindung Teilprobleme leichterberscha
14、ubar Vollstndigkeit gesichert Schwerpunktthemenschneller erkennbar Bessere Vorgehensplanung Parallele Bearbeitung von Teilproblemen mglich Schwierigkeiten frhererkennbar Zeitplanung transparenter Zielorientiertes Vorgehen Bessere Kommunikation Konzentration auf Kern-aussagen Zusammenhnge klarer,PRIN
15、ZIP DER STRUKTURIERTEN PROBLEMLSUNG,Vorteile der Strukturierung,16,000624FT_262414_777_v3_i,ISSUE TREE 1: REDUCING TRAVEL EXPENSES,How? Type 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,
16、Reduce costs per day away,Reduce trans-portation routes,Reduce costs per transport-ation route,Reduce no. of days at the client site for given 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
