Business consultant by nature of neglect always boast can do everything for client which results in over promising and under deliver and frustrated all involved consulting project.
At beginning of businesses consulting, in order to get contract, consulting firm always promise they can solve client problem and improve client condition for commercial reason but never carefully think about the problem itself.
继续阅读“What consultant can do in a business consulting project”
Chinese sate-own enterprise is most complex organization in the world. Its responsibility ranges from Labor Union Administration to Party Affair Management and social accountability. State- own enterprise, especially giant firm, before Chinese reform and open police, is a miniature society whose function including hospital, school, canteen, kindergarten and market place. Due to the complicated salutation, business consulting for state-own firm is full of risk and hardship.
继续阅读“How to ran consulting service for state-own enterprise in China”
After Chinese open and reform police, small and medium enterprises mushrooms and grows in dramatically way. However, due to naturel cause of organization and grim macroeconomic condition, the average lifespan of SMES in China is no more than three years. Due to complexity of environment and tightly controlled by regulation, entrepreneurs in China badly need some help from outside think tank.
Free consulting service by its nature is disdainful by consultant, for two reasons: first consultant feel that during free consulting service they likely let out core information maybe can earn a lot in future contract business; secondly consultant feel reluctant to waste their time and energy without payment from client which makes them feel devalued. But for the essence of consulting business consultant cannot ran business without free consulting service. Indeed, let alone to initiate meeting and enlarged scope without contract, some time help client to solve specific problem without remuneration.
In management consulting project, consultant and client should work together to solve the problem, as consultant hold no ideas about client and client hold no advantage of necessary skill to solve problem.
But during project, however, client attach more significance to the cultural challenges than consultants do, suggesting that clients remain more sensitive to the impact consultants can have – as outsiders – on internal politics.
继续阅读“Paradox about power of work together in consulting project”
Client comes to consultant only when meet with problem they have no idea how to deal with or they occupied no enough resources needed to solve the problem, which becomes sourced of consulting proposal. But the problem that client illustrated varied wildly that make consultant sometimes at a loss.
Knowledge transfer in consulting is important, as clients hire consultants because there are skills they need, but lack. So how to get skills and knowledge consultants possessed becomes highly concerned by clients. The ordinary way which to tact this problem is organize a project team to follow and learning from consultant, and also to evaluate the project outcomes.
在投入了大量精力编制项目建议书，参与项目招标过程后，最终以失败告终，这时分析why就成为关键的问题，至少可以从经验对你的投入进行弥补。
如果你能够与决策者进行交流，那你就能知道在过程中真正发生了什么，为什么你会失去机会。如果不能直接与决策者进行交流，那么通过第三方关系，尽量找到客户拒绝你的真正原因。同时，你需要对近段时间公司投标的记录进行分析，明确在商务过程究竟做的怎么样，什么地方需要改进，对客户对你的评价进行准确判断。这时问以下的问题，可以帮助自己清理思想。
1、进行情景评估（Situation Appraisal）
情景评估通常是简短的，告诉客户你为什么编写项目建议书。这部分的思考让你的项目建议书以对客户的前期交流内容的理解为出发点，编写时对客户问题进行简单的界定，但对问题造成的影响进行有力的描述，要抓住热点问题，客户可能没有意识到的问题，不要将这部分写成客户公司的介绍或客户公司的年报。
在一次咨询项目投标会上，一家顾问公司为投标会准备了精美的投标书，详细的描述了公司对客户问题的理解，恰到好处的提出了解决建议，但是致命的问题出现了，客户在投标书中发现页眉上有其他公司的名称与logo，评标专家为此大为不满，将该家顾问公司的投标书直接扔进了废纸篓，这样的情况在项目投标过程中时有发生，怎样避免这样的致命错误呢，在形成项目建议书的过程有12点技巧。
1、形成简练有力的项目综述，方便决策者很快抓住重点。
2、结果比过程与方法更为重要，客户只有在知道方法与过程能解决其问题时，才会购买顾问公司提出的方法。
3、对你的客户慷慨观点，不要模模糊糊，尽可能让客户感觉到你的创造力与问题解决的想象力。
4、项目建议书的长度不是取胜的关系，质量才是制胜法宝。
5、找到针对客户问题的最佳实践与创新，回答客户提出的问题，而不是回答其他的问题。
7、精确是基础，在递交项目建议书前，再次复核所有数据，以保证其正确性。
8、仔细检查文件的所有细节，不要遗漏任何细节，列出检查文件的清单，对照清单一项项检查，并在清单上签名。
9、针对项目编写顾问的简历，凸显顾问具有的技能对解决客户问题的作用。
10、写完、检查完项目建议书后，将其放置一天，在递交前再仔细阅读一次。
11、让公司的文化及顾问的工作方式体现在项目建议书中。
12、不要写超出公司能力范围的建议书，诚实的描述公司及顾问的能力，在项目进展过程中将得到更大的回报。