管理咨詢PPT學(xué)習(xí)教案

1、會(huì)計(jì)學(xué)1管理咨詢管理咨詢 Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)4/26/20222第1頁/共59頁 Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected

2、 Methods (frameworks) Research (some basics) Graphics (from data to chart)4/26/20223第2頁/共59頁Our Mission: Helping our clients create their future.Our Vision: To become one of the worlds leading companies, bringing innovations to improve the way the world works and lives.4/26/20224第3頁/共59頁One Global F

3、irm Act to enhance the collective values of the global partnership, while sustaining local culture.Stewardship Think future oriented; act and invest to build a stronger firm for tomorrow.Integrity Act with openness and honesty. Always.Respect for the Individual Treat each person as we would like to

4、be treated.Quality Client Service Understand and meet client expectations 100 percent of the time. Best People Are highly competent and make a commitment to excellence, teamwork, and the success of our clients.4/26/20225第4頁/共59頁1989 Andersen Consulting becomes a separate business unit from Arthur An

5、dersen $1.6 billion 21,400 employees1991 Horizon 2000 Initiative to develop mission and strategic plan $2.3 billion 25,000 personnel1993 Andersen Consulting issues its first annual report $2.9 billion 27,000 employees1997 Andersen Consulting creates a global network of communications-focused solutio

6、n centers in an effort to set the standard for speed and quality of performance $6.6. Billion 53,000 employees1998 $8.3 billion 65,000 employees2000 Joe Forehand becomes Managing Partner and introduces the 100 Day Plan Andersen Consulting wins arbitration against Arthur Andersen01.01.01 Accenture, f

7、ormerly known as Andersen Consulting4/26/20226第5頁/共59頁 Employees:over 65,000 Countries: 48 Revenue 99:8,9 Billion USD Clients: The vast majority of Fortune 30 most profitable global public companies Nearly 75% of Fortune 200 global companies 100 of the most significant “Industry Standard” Internet c

8、ompanies 4/26/20227第6頁/共59頁(U.S. Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,34/26/20228第7頁/共59頁199753,426199644,801199538,027199432,711199865,1344/26/20229第8頁/共59頁AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBerlinWienZrichASG Austria, Switzerland, GermanyACCENTURE

9、IN ASG2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM4/26/202210第9頁/共59頁StrategyDigital EquipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusiness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz Allen4/26/202211第10頁/共59頁Fin

10、ancial ServicesBankingHealth ServicesInsuranceProductsAutomotive, Industrial Equipment, Travel & TransportationConsumer & Pharmaceutical ProductsRetailCommunications & High TechCommunicationsElectronics & High TechMedia & EntertainmentResourcesChemicals Energy & Natural ResourcesUtilitiesGovernment4

11、/26/202212第11頁/共59頁4/26/202213第12頁/共59頁 Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)4/26/202214第13頁/共59頁Nature and purpose of consultingRecent trends and current challengesS

12、taff and career paths in consulting4/26/202215第14頁/共59頁Nature and Purpose of ConsultingDefinition of Consulting“Brief look into historyDifferent types of consultingConsulting market overviewConsultant: Profession descriptionConsulting strategiesShort overview over the consulting processReasons for c

13、lients to hire external consultantsGuidelines for the client - consultant relationship4/26/202216第15頁/共59頁Definition of ConsultingTo give expert advice or provide expert counsel.“ (IKS)Consulting provides value by diagnosing, strategizing, designing, constructing, integrating, operating, or implemen

14、ting solutions. Consulting utilizes relevant knowledge, based on integrity and objectivity, in both expert and advisory roles.“ (Consulting Services Team)Consulting is whatever a consultant does. (Cambridge Computer Services)4/26/202217第16頁/共59頁Brief look into history1532Macchiavellis Il Principe“18

15、86Foundation of the analytical testlab“ by Arthur D. Little1895A piece rate system“ by F. Taylor1909Foundation of Arthur D. Little, Inc.1911The principles of scientific management“ by F. Taylor1911Motion Study“ by F. Gilbreth1912Consulting Firms“ by F. Gilbreth1914E. Booz sets up Business Research S

16、ervices1925J.O. McKinsey starts his Consulting firm1934Urwick, Orr & Partners: Management ist lehr- und lernbar1939Peter Drucker The end of economic man“1947Foundation of the Travistock Institute4/26/202218第17頁/共59頁Brief look into history1949Robert Wiener Cybernetics“1950Marvin Bower becomes CEO of

17、Mc Kinsey and starts with the expansion1951First Deming-Avard for Quality in Japan1954Foundation of the BDU1954Peter Drucker: The practise of management“1957Argyris: Personality and Organization“1959Herzberg, Mausner, Snyderman: The motivation to work“1960Mc Gregor: The human side of enterprise“, Ma

18、slow: Motivation and Personality“1963Foundation of Boston Consulting Group1965Foundation of the first two Business Universities in Great Britain4/26/202219第18頁/共59頁198019851990199520002005 Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy4/26/2

19、02220第19頁/共59頁Different types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategiesOperations Management Figuring out how to improve the efficiency or productivity of how a business worksHuman Resources Compensation and benefits advice, attracting, moti

20、vating, and retaining high quality employeesInformation TechnologyDesign, implement, test and roll-out new IT or install and operate massive packaged software solutions“.4/26/202221第20頁/共59頁Worldwide Professional Services Market$billionsSource: Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$6001

21、9901999200318% annual growthPure StrategyIT-related Service4/26/202222第21頁/共59頁German Consulting market overview1998:62.500 Management-, Personnel- and IT-Consultants (BDU e.V.)13.200 Consulting CompaniesTotal revenues: 18,8 bn. DM (BDU e.V.)1999:64.500 Management-, Personnel- and IT- Consultants (B

22、DU e.V.)14.300 Consulting CompaniesTotal revenues: 21,3 bn. DM (BDU e.V.)Strategy26%Process23%IT46%O&HP5%4/26/202223第22頁/共59頁Total StaffFirm1998199719981Andersen Consulting8.3076.64765.1342PriceWaterhouseCoopers6.0004.28646.5003Ernst & Young Consulting3.9702.95019.0504CSC3.5003.000n/a5Deloitte Consu

23、lting3.2402.31019.5596KPMG Consulting3.0002.30015.2497Mc Kinsey & Company2.5002.200n/a8Mercer Consulting Group1.5431.33811.0349Arthur Andersen1.3679529.19610A.T. Kearney1.2341.0614.64611Towers Perrin1.2301.120n/a12Booz-Allen & Hamilton1.2041.0758.80013American Management Systems1.0578728.20014Gemini

24、 Consulting1.0449002.30015Hewitt Associates8807099.70016DMR Consulting8537009.10017Boston Consulting Group730655n/a18Watson Wyatt Worldwide7206725.10019Bain & Company6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio $4/26/202224第23頁/共59頁Source: Lnendonk Consultancy + Research GbR, Hamb

25、urgFirm19991998199919981 CSC Ploenzke AG, Kiedrich1251974398631722 Andersen Consulting Unternehmensberatung GmbH, Sulzbach1240804240121273 McKinsey730650142013004 Roland Berger & Partner GmbH, Mnchen680574134112045 gedas GmbH, Berlin648405299419696 KPMG Consulting GmbH, Frankfurt524400138010237 Pric

26、eWaterhouseCoopers Unternehmensberatung GmbH, Frankfurt481340180013008 Plaut -Gruppe, Ismaning460340180013009 Ernst & Young Consulting GmbH, Stuttgart4413081456110310 A.T. Kearney GmbH, Dsseldorf39524659044211 Softlab GmbH, Mnchen3603201398127012 Gemini36032060054413 The Boston Consulting Group36031

27、049042514 Sercon3342651650125015 Mummert + Partner Unternehmensberatung AG, Hamburg330264105087516 Origin29524395082217 pdv Unternehmensberatung GmbH, Hamburg253213103088018 Materna GmbH, Dortmund25214873059019 CMG Deutschland GmbH, Eschborn24311485555020 PSI AG, Berlin24218694975121 Atos GmbH, Stut

28、tgart235230105090822 msg Systeme GmbH, Ismaning/Mnchen22018495085023 Schumann Unternehmensberatung AG, Kln21820182076024 Deloitte Consulting GmbH/ DTT, Dsseldorf21516370647625 ESG GmbH, Mnchen21120380080026 Arthur D. Little International, Inc., Wiesbaden21018337235027 Booz o Allen & Hamilton, Dsseld

29、orf20516730030028 sd&m AG, Mnchen19015765855229 Marketing Corporation, Bad Homburg18115636132530 Heyde AG, Bad Nauheiotal StaffRevenues in Mio 4/26/202225第24頁/共59頁 A scene from Lewis Carrolls Alices Adventures In Wonderland, when Alice asks the Cheshire cat for directions, speaks volume

30、s about planning where an organization wants to be in the future.Would you tell me, please, which way I ought to go from here? asks Alice. That depends a good deal on where you want to get to, said the Cat.I dont much care where. said Alice.Then, it doesnt matter which way you go. said the Cat.4/26/

31、202226第25頁/共59頁Reasons for clients to hire external consultants (1):Existing companies are not ready for the pace globalization and vanishing market barriers they face - need Consultants with broad market / industry knowledgeIncreasing M&A activities - High complexity of transactions and tasks relat

32、ed to Post Merger IntegrationChallenges of the high tech environment: employees are wholly occupied with daily work and dont have the time to think about innovationsChanging working environment necessitate creative and up-to-date HR ManagementDeregulation enabled new companies to enter the market. I

33、n order to position and compete against former monopolists they need industry related consulting experience (+other way round, ex-monopolists try to defend themselves against new market entries using the knowledge of external companies)4/26/202227第26頁/共59頁Reasons for clients to hire external consult

34、ants (2):Consultants have access to information on a truly global basis (Knowledge Exchange)Widespread acceptance of using consultants to gain outside expertise.Rapid technological change.Movement to enterprise wide solutions.Lack of in-house expertise in Processes, technologies, industry best pract

35、ices, and project management.4/26/202228第27頁/共59頁 Subject matter expert: A consultant will save time and money by arriving to a solution to the clients needs at a faster pace because of past extensive knowledge and experience in dealing with other business owners. Objective point of view: A consulta

36、nt will bring a refreshing outside point of view to the clients company, which will pin-point existing problems or reach faster solutions. Educate, inform: A good consultant will educate and inform the client as the task is completed. Share information about industry and competition: This is essenti

37、al to reaching company goals. Assist with strategic planning which will help reach company goals faster and easier. Offer innovative ideas4/26/202229第28頁/共59頁Work at client siteWork in team environmentWork with a variety of clients across industriesAssess client business and technical challengesDeve

38、lop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technology4/26/202230第29頁/共59頁1. Refers to lovemaking as a win-win.2. Valentines Day card has bullet points.3. Cant be trusted with the car - too accustome

39、d to beating up rentals.4. Celebrates anniversary by conducting a performance review.5. Ends any argument by saying, lets talk about this off-line.6. Tries to call room-service from the bedroom.7. Congratulates your parents for successful value creation.8. Referred to the yield of the tomato plants

40、in your home garden as deliverables9. Talks to the waiter about process flow when dinner arrives late.10. Referred to the first month of your relationship as a diagnostic period.4/26/202231第30頁/共59頁Nature and purpose of consultingRecent trends and current challengesStaff and career paths in consulti

41、ng4/26/202232第31頁/共59頁 Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of information technologySplit Tax/Auditing - ConsultingStrategic Alliances and Start-up PartnershipsNew suppliers enter the consulting marketExpansion of the well known consul

42、ting companiesIT consulting by traditional consulting companiesGet & retain the right peopleHow to face the current challenges4/26/202233第32頁/共59頁 CTOs and other e-business strategists do not want to hear me tell them I can help Web-enable their business. That is not enough. They want to know how I

43、can help them transform their business. - Chuck Burns, global senior vice president, services, KPMG CTOs have more choices than ever before when it comes to selecting a consultant. We go into bids now where we may compete against one of the giant, Big Five firms . and even, in some cases, an adverti

44、sing or marketing agency. - Scott Lochridge, principal, strategy solutions group, DiaLogos The days of black magic are over, Consultants can no longer get away with just writing a white paper for the client and saying, OK, now you do what I say. ”- Jose Campos, president of Rapidinnovation4/26/20223

45、4第33頁/共59頁 Customer expect real added valueStandard Implementations are decreasing while individual end-to-end solution become much more important Unsuccessful ERP implementations in the 90s made the customer more aware of risks and challenges - Customer are much more sensitive to what they get for

46、their money Results in new payment schemes like: Fixed price (especially done by smaller / start-up companies) Risk and reward sharing Equity payment Payment in terms of %-age of actual value added On time delivery clauses in contract4/26/202235第34頁/共59頁Facts40 TOP Consulting Companies increased the

47、ir market share in Germany from 42 to 45 % Average growth rate of the TOP Player: 19,5 %/p.a.Smaller Consulting companies: 4,0 %/p.a.Acquisitions of smaller and mid-sized consulting firms by the larger companies in order to diversify their market offerPlanned partly IPO of KPMG, Arthur D. Little, An

48、dersen Consulting also investigating Increasing market power and influence through ventures, e.g.- AC Venture - McKinseys “New Venture” - Roland Berger & bmp4/26/202236第35頁/共59頁ReasonsU.S. Security and Exchange Commission:Critical if Consulting Companies advice clients that are audited by the same c

49、ompany Higher margins and growth rates in consultingInability for consulting part to raise money by going public as long as they are part of auditing companiesConsequencesConsulting companies can and will go public (e.g. KPMG)No more legal restrictions for consulting companies to advice other compan

50、iesDifferentiation process will accelerate (increasing marketing activities)Repositioning needs 4/26/202237第36頁/共59頁ExamplesAndersen Consulting vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur AndersenKPMG:IPO of KPMG Consulting BusinessCisco took 2

51、0% stakeAnother 20% for the accounting partHewlett Packard interested to buy PriceWaterhouseCoopers Management and IT Consulting partCap Gemini to buy consulting piece of Ernst & YoungA.T. Kearney and EDS4/26/202238第37頁/共59頁4/26/202239第38頁/共59頁 Cap Gemini:- Siebel Systems- IBM - Sun Microsystems- Mi

52、crosoft KPMG:- Compaq - Cisco- Microsoft- JD Edwards CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia EDS:- Sun Microsystems - SAP- Oracle - Cisco4/26/202240第39頁/共59頁New Suppliers enter the consulting marketHardware manufacturers - HP already increased their number of in-house consultants to 6.00

53、0 + potential PriceWaterhouseCoopers partInternet service providers, e.g. Pixelpark buying the Swedish Consulting firm “Cell Network / Mandator” Building Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementations) - SAP System - Deutsche Telekom buying m

54、ajority stake in Debis SystemhausFinancial Institutions and Telecommunication companies4/26/202241第40頁/共59頁 Expansion of the TOP consulting companies through M&A, alliances, ventures and strategic partnerships.Chance to expand business and opening new marketsAfter M&A, differentiation becomes critic

55、al, therefore high advertising budgetsIPO Strategies: Raise money for eCommerce strategy Venture Capital funds To attract people (competitive salaries and payment structures)Examples: Cap Gemini acquiring Ernst & Young Cap Gemini buying SD&M CSC Ploenzke to buy KPMG France4/26/202242第41頁/共59頁 As eCo

56、mmerce is acknowledge to be one of the key business drivers, also the traditional consulting companies try to get into itStrategy companies like Booz Allen Hamilton etc. to launch eCommerce centers and venture capital firmsBy buying smaller companies and partnering they are able to provide a full im

57、plementation service, e.g. Bain alliance with i2 and OracleMcKinsey has been accused having overslept the e-Commerce age; now trying to work on that subject through increasing alliances & ventures in the eBusinessAfter split from Andersen Consulting, Arthur Andersen will get more into IT consulting4

58、/26/202243第42頁/共59頁IPO in order to attract personnelUntil backdrop of Dot.Coms and the stock market, tendency of leading personnel to leave traditional companies to join Start-ups:Cambridge Technology lost over the last year many top managers (i.e. Founder and CEO, CFO, General counsel, Head of its

59、E-Business unit, Managing director of the Cambridge Technology Capital venture fund) mostly to small high-tech companies.Dean Hawkins, former CFO of Adidas to become CFO Joe Galli, Vice President Black & Decker to join A as member of the board Heiner Rutt, chairman Boston Consulting Group to become

60、president at ProxicomIBM Germany has about 3.000 open IT positions for 2001, Hewlett-Packard to look for 500 IT specialists, PricewaterhouseCoopers 300 and Siemens 1.500, Andersen Consulting with 1.100 open positions in ASG.4/26/202244第43頁/共59頁Key factors of successImage Interesting tasks Personal d