【正文】 Client Interviews Customer/Supplier Interviews Competitor Interviews Thirdparty Interviews ? ? ? ? ? ? Inperson Phone Focus Group Two Interviewers ? ? ? ? Type of Interview ? Remended use … and on the type of interviewees Illustrative 41 Use issue analysis as a starting point: ?Topics ?Data needs Sequence topics: ?To build context ?To build understanding ?To build relationship Use visual aids: ?Tables/graphs ?Other graphics (business system) Separate topics/questions into: (a)absolutely must find out (b)would like to know 2. DEVELOP INTERVIEW GUIDES An Interview Guide flows from the issue analysis and serves as a tool for organizing the interview 42 Introduction General Specific Data Forms Closing This study/project Today’s discussion What responsibilities do you have relative to … ? What fraction of equipment is sold to ...? What are CSFs in these markets? How would you describe your relationship with your distributors? Anything else? Can I have a copy of … ? Thanks! The interview guide should include an introduction, the questions, and templates for recording ments/answers 43 One topic at a time keep the interviewee focused Watch phrasing/meaning be clear and direct (minimize jargon and consultant speak) Give background to but don’t bias answers help interviewee Ask about specifics use followup questions as appropriate Know and cover your let less important points slip if priorities necessary Structure the questions carefully pay close attention to the specific wording and sequence 44 Issue Possible Resolutions Can we reveal client identity? ? Before interview ? After interview ? Generic only ? Not at all Are there sensitive issues, or is this a touchy situation? What is the Quid pro Quo, if any? Who will generate names? Are any interviewees PwC clients? ? Skip it ? Client will handle it ? Just be careful ? Your interest and presence ? Our estimates or data ? A written summary ? Project team ? PwC ? Client ? Contact client partner first 3. MAKE ARRANGEMENTS BEFORE making any arrangements, confirm with the project manager (or partner) to understand how to handle potential issues First, before making any arrangements, understand how to handle the following issues: 45 Call Make arrangements in person ? Call early ? Get a name ? Call back Use a variety of basic approaches to gain time ? They are key ?It’s in their interest ? It may be interesting Anticipate resistance to participation ? Time ? Confidentiality ?“I don’t know anything” Confirm Confirm arrangements ? Purpose and duration ? Date, time, location ? Attendees Plan Ahead Give yourself time ? Usually one week ? Sometimes two days ? Onthespot call may help Arrange for assistance from the client ? Project assistant ? Client Team Lead ? Client Project Manager Know where you’re going ? Get a map ? Get detailed directions Arranging interviews takes time 46 Scale Economies Are Possible A Learning Curve Does Exist ?Schedule several interviews per day, though not too many ?Schedule adequate time to plete your notes immediately after each interview ?Schedule less important interviews to occur earlier in the sequence ?Refine questions in the interview guide based on “how the initial interviews went” Schedule several interviews to occur per day, and sequence these interviews to take advantage of the learning curve 47 INTRODUCTION CLOSING GUIDED DIALOGUE 4. CONDUCT INTERVIEWS An interview is a guided dialogue that you introduce, conduct, and close 48 Use the introduction to establish rapport, create a context, and focus attention on the relevant subject matter ? Introduce yourself, PwC, the project team, and the study/project – Build credibility。s major practice groups, petencies, and specialty practices Promote Capabilities ? Maintain positive relationships with client staff with key information or resources ? Proactively understand and consistently meet or exceed all client expectations ? Establish firm’s reputation with client personnel ? Develop relationships with client managers that yield petitive insights, market intelligence Build Client Relationships ? Author major portions of successful written proposals (., problem structuring, credentials) ? Identify and preliminarily scope promising followon project sales opportunities ? Develop petitive insights (., with respect to petitors and key buying influences) for potential followon work ? Assume “front to back” ownership of proposal materials Generate Projects Do the Work Develop Staff Market the Firm 13 Level 3s serve critical roles in team development, resource management, problem solving, and results munication Responsibilities Develop Staff Market the Firm Do the Work: Level 3 Roles Do the Work ? Implement team building activities ? Seek and respect input from team members ? Proactively support teammates ? Manage assigned client staff and/or PwC consultants ? Identify potential team members with relevant skills amp。 Responsibilities of a Consultant ? Project Overview – Framework – Table discussions “Consultant Critical Success Factors/Behaviors …” ? Break ? Data Gathering amp。 Interviewing ? Break ? Personal Development Planning – Framework – Individual planning ? Summary and Closing Activity – Table Discussions “What remendations would you have for next year’s MBAs?” MBA Introductory Training The Art of Consulting (102400) Warmup 4 Warmup Activity Classwide What behaviors do you associate with an effective PwC consultant? ? ?