Titlebook: Value-Based Consulting; Fiona Czerniawska Book 2002 Palgrave Macmillan, a division of Macmillan Publishers Limited 2002 consulting.managem

Engaging

Automating Consulting Services: Re-Evaluating Online Consultingrovided by a particular segment of the market. Offline consultancies were largely safe: some would develop an online component to their business, but it would never account for more than a fraction of their total revenue.

大溝

Intellectual Capital: Articulating Your Portfoliorking in areas where they’re strong. But this switch in marketing hasn’t made much of a difference in practice. Consultants are always optimistic about their ability to do things they haven’t done before, and that really muddies the water from the client’s point of view.’

ineluctable

Brand Consistency: Delivering Experience As Well As Servicesis why the brands of auditing companies are significantly less well developed than those of consulting firms). The more innovative and individualistic it is, the more important brand is. Why? Because a firm that undertakes standardised work — by which I mean projects governed by a formalised methodology — can:

tympanometry

致詞

地牢

Organisational Design: Delivering Solutions, Not Servicesnary teams where no one has actually worked with anyone else before, the ‘solutions’-based organisation treats its people as a portfolio of different skills, allowing them — amoeba-like — to reform where market needs dictate.

糾纏

發(fā)芽

Market Intelligence: Avoiding Junk Mail Consultancy‘No matter how you slice it, not all clients are created equal — most people would agree with that’, says Bob Borsch, who is responsible for Global Account Relationship Management at PricewaterhouseCoopers.

patriot

Interim

Structured Methodology: The Consulting Prisoner’s DilemmaDarrell Rigby, a Vice President at Bain & Company, has studied the use of management tools for the last eight years.