【正文】 nderungen) – Navigationssystem (. zum Auffinden neuer Zielgruppen) ?Teilweise auch um…: – Marktforschung zur Legitimation bereits getroffener Entscheidungen –… unliebsame Kollegen loszuwerden ?Zum Stellenwert der Marktforschung in Deutschland: ca. 64% aller Unternehmen mit mehr als 500 Besch228。 usually based on last year39。RDATEN ? Ver246。tzung der eigenen St228。en mit dem Problemfeld vertraut ist, . bestimmte Annahmen m246。sen sind. Dabei wird jede Frage so formuliert, da223。ber das wahrscheinliche Ergebnis oder die wichtigste zu l246。ndnis und dient als Ausgangspunkt f252。chen aus eigener Kraft? Ja Nein Ja Nein Gibt es attraktive M246。hrung von Cost Centers f252。glichkeiten Sicherheit Integration ?WirGef252。hren Verlorene Kunden zur252。nge klarer PRINZIP DER STRUKTURIERTEN PROBLEML214。chsth246。ndnis und damit vielf228。llig neues Problem Hypothesenbaum Beginnt mit einer Hypothese。Lecture – Management Consulting: An Introduction J252。 eine ad228。ltige Ideen 252。herer Ebene vollst228。SUNG Vorteile der Strukturierung 15 ISSUE TREE 1: REDUCING TRAVEL EXPENSES How? – Type of costs How? – Quantity vs. price Reduce travel expenses Reduce hotel and food expenses Reduce transportation costs Reduce other costs Reduce no. of days away Reduce costs per day away Reduce transportation routes Reduce costs per transportation route Reduce no. of days at the client site for given assignments Create more home studies for given offices by targeting assignments Open new offices at locations of relevant clients Reduce specific price Reduce level of luxury Reduce distance to locations visited Reduce frequency of location change Reduce level of luxury Reduce specific price Negotiate better discounts Share double rooms at hotel Do not serve clients 100 km office Invite clients Substitute meetings with conference calls Stay at the client site over the weekend Negotiate better discounts Form car pools EXAMPLE 16 000624FT_262414_777_v3_i ISSUE TREE 3: M214。ckgewinnen Kundenmix ver228。hl“ Angemessene Aufgaben 220。hrt zu einer deutlich h246。glichkeiten f252。r die zielgerichtete Probleml246。sende Frage. – Der Hypothesenbaum geht von der hypothetischen L246。 sie mit ?Ja“ oder ?Nein“ beantwortet werden kann. STRUKTURIERTE PROBLEML214。glich sind. Dieser Ansatz ist fokussierter als der deduktive Baum und schr228。rken und Schw228。ffentlichungen in Zeitungen ? Verbandszeitschriften ? Ver246。s results ?Required 1year budgeting exercise instead of senior management39。ftigten betreiben regelm228。hwarnsystem (bei Marktver228。ume ? Verschiedene Verdichtungsebenen 42 000624FT_262414_777_v3_i MANAGEMENT CONSULTING: SELECTED METHODS ?Rankings ?Frameworks ?Benchmarking ?Balanced scorecards 43 000624FT_262414_777_v3_i REFINING TRADITIONAL PLANNING PROCESSES Problems with traditional planning processes ... ?Not very linked to aspirations or realistic strategies for the business。terindustrie Fluggesellschaften, gehobene Hotels Versandunternehmen Kreditkartenunternehmen Beratungsfirmen Marktforschungsinstitute Telekommunikationsfirmen 40 000624FT_262414_777_v3_i BENCHMARKING INFORMATIONEN AUS SEKUND196。SUNG: ZUSAMMENFASSUNG (2/2) Quelle: McKinsey 22 FORCES AT WORK – GENERIC EXAMPLE Competition ? ? ? ? ? ? Supplier ? ? ? ? Regulation ? ? ? Products ? ? ? Need for action 23 000624FT_262414_777_v3_i * Please find detailed explanation in the glossary Source: McKinsey EFIC analysis FORCES AT WORK – MUTUAL FUNDS GERMANY Customers ? Increasing customer sophistication in terms of price, performance and specialization ? Performance is increa singly important but customer relationship and manager reputation is still paramount Attractive growing market with increasing petition Industry structure/petition ? Mutual fund management is tightly controlled by leading domestic panies (top 5 make 80% of total AuM) ? Foreigners still try to enter the German market either via founding an investment pany in Germany or apply for a distribution license New products/channels ? Retail bank branches are still the main channels despite slow decline ? Increasing trend of direct sales via discount broker ? Trend towards decreasing entry fees due to increasing significance of direct channels and more sophisticated customers External factors regulations ? Key regulatory changes allow new products in the German market –Fund of funds* –Index funds* –AS funds* (old age provision investment funds) ? 4th Act of Financial Markets Improve ment is about to e and is supposed to imply, ., a heavier use of deriva tives 24 000624FT_262414_777_v3_i FORCES AT WORK DER DEUTSCHE HOCHSCHULMARKT: AN EXAMPLE Demand: Students ? ? ? ? ? ? Supply: Existing schools ? ? ? ? New entrants ? ? ? Environment ? ? ? Increasing petition 25 000624FT_262414_777_v3_i FORCES AT WORK DER DEUTSCHE HOCHSCHULMARKT Students ?Students demand better education ?Less theoretical work ?Higher mobility ?Reasonable study time Existing schools ?Increasing number of international programs ?Introduction of rankings ?More specialization, new subjects ?More teachers from panies ?Necessity for internships New entrants ?Private business schools ?Postgraduate studies ?Berufsakademien Environment ?War for talent ?International petition ?Good language knowledge Increasing petition 26 000624FT_262414_777_v3_i TOOLS AND FRAMEWORKS: THE ELEVATOR TEST Situation You meet your new CEO. You have five minutes to inform him about the pany. Whic