GROUP NO.

-1

 SIBA SANKAR PATI

 ALOM RONGPI
 MANOJ RAIKAR
 MANSOOR SIDDIQUI
 Between 1980-1990 industry grew over 20%
 Consultancy industry shrank during 2001-2003
 After that consultancy sector grew continuously till
now with a steady rate of more than 20%
 Information technology consultants

 Human resource consulting

 Virtual consulting
 Management Consulting: Focus is on how a company or
organization works to achieve its stated goals.
 Strategy Consulting: Focus is on identifying the direction,
goals, and growth of a company or organization within a
specific industry
 Information Technology (IT) Consulting: Focus is on using
technology to help an organization become more efficient
and achieve its goals.
 Industry Specific Consulting: Focus is on a specific industry
and can include strategy, management, IT, scientific or
technical consulting.
 Global consultancy
 Ambrosia synergising firm
 New star consulting
 Careerist management consultancy
 Reliance quality consultants
 ABC consultants Pvt. Ltd.
 Amrit ventures
 Catapult management resources
 Dev solutions
 Master mind network
 McKinsey & Company
 Boston Consulting Group
 Bain & Company
 Booz Allen Hamilton
 Monitor Group
 Mercer Management Consulting
 Mercer Oliver Wyman
 Mercer Human Resource Consulting
 The Parthenon Group
 Marakon Associates
 Traditionally charged on material and time
basis
 During early 2000s they changed it to more
result based pricing
 The current trend seems to favor a hybrid with
components of fixed pricing and risk-sharing
by both the consulting firm and client.
What are consultants???

Consultants are hired by companies to solve their

problems while creating sustainable value
 It is a global management consulting firm with
offices in 40 countries
 Founded 1963
 Formed by Bruce D.Henderson, a Vanderbilt
and Harvard Business School alumnus
 Headquarters Boston, Massachusetts, United
States
 Hans-Paul Bürkner, President & CEO
 Revenue US$ 2.75 billion (2009)
 Automotive  Process industries
 Biopharmaceutical  Public sector
 Consumer product  Retail
 Energy & environment  Technology and
 Financial services softwares
 Insurance  Telecommunication
 Media devices  tourism
 Metal & mining
 Private equity
 Corporate development
 Corporate finance
 Globalization
 Information technology
 Marketing & sales
 Operations
 Strategy
 Sustainability
 transformation
 Branding & communication
 Consumer insight
 Go to marketing strategy
 Sales and channels
 Pricing
 What are the key principles and organizational
capabilities needed to build a successful,
compelling, and valuable brand—one that
truly resonates with customers?
 What attributes of our brand enable us to build
positioning different from our competitors’ in
the long run?
 What is the best approach to building, defining,
and managing a cohesive brand architecture
across multiple brands?
 Brand Rejuvenation of a Specialty Retailer
 Emotional—how the product makes the consumer feel
 Functional—benefits provided to the consumer by the
product
 Technical—features of the product
 What are the most attractive segments for us?
What are these customers’ desires? Which
desires are met and unmet, and can we serve
them?
 How are we perceived by our customers?
 Where can we grow? Can we extend our
brand(s) into new categories or segments?
 What are the purchase and decision patterns of
customers?
 Deep consumer insight for a financial
institution
 Bank co. was facing problems because of new
entrant
 BCG worked closely with BankCo to execute
this new strategy, introducing a change
management program to help align retail
operations with the new branding and value
proposition.
 How can we ensure that our go-to-market strategy
fits the current needs of our business model,
channels, and customers?
 What measures can we take to improve alignment
and integration across the various commercial
functions?
 How can altering our go-to-market approach help
support cost-reduction efforts—without harming
the core business?
 How can we build the best-in-class capabilities a
required to support an effective go-to-market
strategy?
 BCG helps an automotive manufacturer enter a
developing market by reshaping its products,
brand, and distribution model
 How can we better align our marketing goals
with the needs, objectives, and strategies of the
overall business?
 What is the best way to incorporate trends such
as new media, Web 2.0 principles, in marketing
 How can we improve the efficiency and
effectiveness of our marketing activities?
 How can we understand our “return on
marketing investment” (ROMI) and adjust
spend accordingly?
 Improving Fundraising at the Danish Cancer
Society
 BCG partnered with the Danish Cancer Society
to develop a fundraising strategy for 2015.
 What do we want the sales force and channels
to accomplish?
 How can we optimize our sales and
distribution approach to align with shifts in our
markets, customers, and competitors?
 How can we improve our performance with
our largest, most complex global and strategic
customers?
 How can we improve our performance in
“multichannel” environments?
 Sales & Channels Impact Stories
 Improving Sales Force Effectiveness in
Pharmaceuticals
 How must our strategic approach to pricing
change in light of increased pricing volatility?
 Given declining demand, how should we
respond to or avoid price wars?
 Where are the best—and fastest—opportunities
to make pricing changes and capture near-term
value?
 What are the “game-changers” in pricing specific
to our industry and situation? Which will work
for us, and how do we implement them?
 Improving Telecom Customer Satisfaction
and Cost
 See how BCG helped a client cut labor costs by
25 percent while improving service levels by 50
percent.
 Product - Strategic management ,Operations
management , Industrial engineering

 Place - - Major economic industrial

powerhouses such as US , UK , Asia Pacific etc .

 Promotion - – Business Ratings , Audit ratings ,

Word of mouth , Magazines , Online marketing
etc
 People - Graduates with high qualification from
reputed universities are involved as associate or
consultants .

 Physical environment - Corporate buildings and

offices

 Productivity and quality - Management consultants

generally bring their own,
proprietary methodologies or frameworks to guide
the identification of problems, and to serve as the
basis for recommendations for more effective
or efficient ways of performing business tasks