Strategy Introduction to

Consulting Consulting
Ecosystem

January, 2020
What is Consulting

•Problem Solving
•Field of Expertise
•Internal or External Stakeholders
•Defined Deliverable

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 The Segments in Professional Consulting Services
What

BCG
Niche
Strategy Tier 1 McKinsey
Strategy
Oliver
Wyman
Deloitte
Bain
KPMG
Mercer ATK
BAH
Ops Mgt
Value Proposition

& HR T/W NAV Multi-Service PwC

No RBC Providers
Specialists E&Y
Man’s
Land PA
Accenture
Point Kurt Salmon Alix
Partners
Players A&V
CapGemi
CRA ni
Atos
IBM
TCS
Systems Integrators
How

Niche Breadth of Coverage Transformational

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What makes a Good Consultant

Market
Capability and
Knowledge

Consulting
Competencies

Consulting
Skills and
Behaviors

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Consultancy Project Lifecycle
Opportunity Assessment
Support Bids
Define Scope of Work
Organize handover meeting
Approach and Methodology Identification
Sign off

Initiation
Project Charter
Sign off scope of work
Finalize Project Execution Approach
Organize Kick-off to baseline expectations

Closure
Review customer documents and obtain sign off Execution
Handover to operations/implementation Execute Project Plan
Post Project Review Financial & Contract Management
Monitor and Control Deliverables
Team Management

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The Need for Consultants

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Consultative Selling

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Consultative Selling – The Client’s view

•I do this for a living – What additional/new can the consultant tell me?
•Scope Creep –
•The realm of unknowns
•Solution may lead to more problems – and more consultants!!!
•Project Budget control

• Expertise, Expertise, Expertise !!!

• An unbiased view – No strings attached
• We have done it before
• We have seen the others
• Method to Madness – Structured approach and methodology
• Project Structuring – Fixed Fee/ Risk reward sharing/ Time & Material

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Consultative Selling – The Problem Solving Constraints

•Budgets
•Manpower
•Time to implement
•Infrastructure
•Other project Dependencies

•Business Vision
•Client DNA
•Organization Culture
•Workplace Politics
•Appetite for Change

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The Consultant’s Career Path

Partner/ ED

Associate Director

Senior Manager
You could

Manage
Manager

reach the
moon!!! Assistant Manager

Consultant

Associate Consultant
Analyst

Execute

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Consultative Selling – We get a lead

•ABC Corporation is a large MNC headquartered in Geneva

•ABC India is the fully owned subsidiary for ABC Corp – Provides tools and
services for Insurance field agents to Insurance Industry in India
•ABC Corp has a 150 person IT team based in Poland that supports all IT
operations for the global IT
•Global IT is a profit Center
•ABC Corp runs the following IT systems
• Sales – Legacy Custom Developed System
• Accounts – JD Edwards ERP system
• Project Management – Primavera

• Mr. Management Malik – CXO bumps into you in a conference where you
are a speaker on “IT for a lean corporation” – He feels the product share in
the Indian market is far lower than other geographies
• You exchange pleasantries and decide to meet offline

Today is THE day

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Consultative Selling – Identifying the Problem

Before the meeting

•Who is your customer ?
•Who are your stakeholders?
•Who are your
• Supporters
• Possible trouble makers
Sales Not picking up despite good product
During the meeting Sales team loaded with work
•What are the symptoms?
•What analysis has been done till now? Long payment realization – high working
•Do we have the required data for analysis? capital needs

Good product but costly

After the meeting
•Do we know the end customer feedback? Bad customer service
•Do we understand the product drivers?
Incorrect invoicing multiple times

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Consultative Selling - Stakeholders

SHOW
CONSIDERATION
& PROTECT
GOD !!

INFLUENCE

KEEP SATISFIED & ENGAGE &

IMPACT
IDEATE INFORM

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Consultative Selling – Consultant's bidding Decision

• Alignment to our strategy , Downstream Business, Competition

• Cultural Alignments

• Internal Capabilities - Investments in solutioning

• Partnerships/Alliances

• Budgets & Margins - Long term / Exchange Risks

• Resource & Team Planning

• Location & Ability to execute

• Risk Management - Contractual & Execution

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Consultative Selling – Client Buying Decision

• About the firm

• Why Us - The firm’s Advantage for this project
• Project Context – Our understanding
• Proposed Approach & Methodology
• Work Plan
• Proposed Team Structure
• Experience of the firm
• Firm Experience
• Team Profiles
•Assumption and Limitations

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Consultative Selling – Client Buying Decision

• Least Cost (L1)

• L1 among technical qualified
• QCBS –Quality and Cost Based Selection

S. No. Criteria Minimum Supporting Document Criteria to be Equivalent Marks Scoring Criteria
met by
1 Experience of Bidder 40
1.1 Bidder must have exposure to IT system Copy of the following documents: Prime Bidder or 10 1 Project – 5 marks
development and integration projects in the • Purchase Order or Work Order proposed 2 Projects -7 marks
public warehousing sector/ warehousing related • Agreement signed with the client Consortium 3 or more projects – 10
to PDS, Food and Agriculture and in the last 3 • Letters from the client certifying that the partner marks
years must have successfully completed at least bidder has successfully completed the
one project of order value not less than Rs. 1.5 work in said project with relevant
Crore in these sectors. information on dates
• Form T1
1.2 Bidder should have experience of successfully Copy of the following documents: Prime Bidder or 10 1 Project – 5 marks
completed at least 1 project (including hardware, • Purchase Order or Work Order proposed 2 Projects -7 marks
software and services) in India for Core Banking • Agreement signed with the client Consortium 3 or more projects – 10
or Banking Correspondents or Insurance • Letters from the client certifying that the partner marks
Solution with over 100 locations out of which at bidder has successfully completed the
least one project must be of the order value not work in said project with relevant
less than Rs. 1.5 Crore. information on dates
• Form T1

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Consultative Selling – Client Buying Decision

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IT Strategy

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Execution – Current State Assessment

Strategic
•Vision for ULC for the next 5 years?
•Any new sectors/business targeted?
•Growth plans for the existing service lines?

Operational
•What is the organization structure? Corporate Structure?
•What are the business challenges?
•Are processes defined ? Baselined?
•Are the processes robust enough?
•User comfort level with Technology

Technology
•Governance?
•What is the Technology Budget?
•How big is the technology team? What are their skills?
•Legacy Data? Accuracy? Completeness?

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