波士顿咨询顾问公司服务模式剖析.ppt

波士顿咨询顾问公司服务模式的启示南洋林德年终会议2002年2月1日 AGENDA BCG’s Achievements BCG’s Strategic Service Vision (SSV) BCG’s Dilemma in China Hint to Neolinde GROWN BY GREAT PEOPLE WITH GREAT MIND HIGHLY INTEGRATED STRATEGIC SERVICE VISION (SSV) BELIVE IN VALUE CREATION BY INTELLECT AND CREDIBILITY NOT ONLY TALK THE TALK BUT ALSO WALK THE WALK NITTY-GRITTY MUST SUPPORT THE GLAMOR STILL A PARADOX IN CHINA WHAT SHOULD BE OUR SSV? CLIENT DEVELOPMENT PROPOSALNeolinde Investment CompanyJanuary 2002 AGENDA Objectives Contribution by client segment Segmented approach Implementation Selling process improvement 2002 OBJECTIVES SET PLANNED CLIENT DEVELOPMENT/SALES PRIMARY CONTRIBUTOR DIFFERENT APPROACHES REQUIRED IMPLEMENTATION Short list potential clients to 10 large, 30 medium and 6-8 existing Set screening criteria Revenue over RMB 50 million Turning point in organization change Promising industries Fierce competition Improve mass marketing tools Launch newsletter/perspectives Publish 1-2 foresight studies: e.g. MA Each potential client appointed a focal point partner for continuous selling and follow up Appointment according to personal strength and interest for long term career development SELLING PROCESS IMPROVEMENT NEEDED *北京南洋林德投资顾问有限公司 1963 2 consulting staff 1 office in Boston ?$ company 2000 2,370 consulting staff 50 offices worldwide Billion$ company Target Market Segment “To help the world’s best organizations make a decisive impact on their direction and performance” 2. Service Concept 3. Operating Strategy Clients come first Working with clients Respect individuals Working as a team The strategic perspective Expanding the Art of possible 4. Service Delivery System Insight Impact Trust Insight Impact Trust Insight Clear understanding of the innernature of some specific thing Impact Power of an event, idea, etc. to produce changes Trust Confidence in the honesty, integrity,reliability etc. of another person and thing Most important elemen