【導(dǎo)讀】Wy?szaSzko?a. Przedsi?biorczo?ciiZarz?dzania. im.LeonaKo?mińskiego. 2.Kearney/Szko?Consultant‘srolein.Kearney. 3.Kearney/Szko?4.Kearney/Szko?Tax―consultants‖。Hair―consultants‖。Image―consultants‖。Color―consultants‖。Catering―consultants‖。5.Kearney/Szko?Onedefinition....6.Kearney/Szko?Managementneedsa―tiebreaker‖-Not-so-goodreason. 7.Kearney/Szko?8.Kearney/Szko?Analyze?9.Kearney/Szko?Changemanagement. Strategicsourcing. Benchmarking. Corporatestrategy. e-businessstrategy. Productionstrategy. Restructuring

　　

【正文】 oject experiences ?Constructive feedback ?Understanding the measurement process ?Opportunities to develop ?Upward feedback initiatives “ Be able to balance work and life‖ ?Provide a more balanced quality of life ?Tailor work requirements to individual needs ?Services to help balance work and personal life 434U Vacation buyback program Parttime program Concierge services “ Work hard。 be rewarded well‖ ?Provide appropriate pensations acknowledges the demands of the business ?Being recognized for outstanding performance ?Provide input into pensation initiatives ?Salary increases for midyear promotions ?Service incentive programs ?Principal LTI options . Kearney adheres to four key points to hire and retain the best consulting talent Wealth Growth Pride Teaming Source: GPTW Consultant‘s role in . Kearney 34 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj 35 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj The future of management consulting 36 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj $5 0,0$3 0,0$5 ,0$2 ,0 $2 ,0$9 1,8$5 0,9$1 1,1$2 ,7 $2 ,511 ,6%12 ,4%14 ,0%9,7 %15 ,1%$0 ,0$2 0,0$4 0,0$6 0,0$8 0,0$1 00 ,00,0 %2,0 %4,0 %6,0 %8,0 %10 ,0%12 ,0%14 ,0%16 ,0%The Global Consulting Market by Major Region North America Western Europe AsiaPacific Latin America Rest of World Region 1998 20xx CAGR Market Size ($ B) CAGR (%) North America and Western Europe are projected to be the leading growth markets Source: The Global Consulting Marketplace: Key Data, Forecasts amp。 Trends 20xx Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software anizations The future of management consulting 37 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj Global Consulting Market Size and Growth Rates by Vertical Industry ($ Billions) 1998 Industry Size 20 1998 – 20xx CAGR 15 10 5 $5 $10 $15 $20 Manufacturing $ Financial Services $ Government $ Communications $ Wholesale/ Retail $ Healthcare $ Energy/Oil and Gas $ High Technology $ Utilities $ Business Services $ Transportation $ Med./Ent./Pub. $ Miscellaneous $ Traditional industries will continue to grow . . . . 20xx Industry Consulting Market Size Early EBusiness Adopters The future of management consulting 38 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj Pure EBusiness ? Startup ebusiness ? Web strategy, design and implementation ? Estrategy, marketing, operations Type of Service Brick and Mortar 1998 20xx $ $ 1998 20xx $0 $ 1998 20xx $ $ 1998 20xx $ $ 1998 20xx $ $ 1998 20xx $ $ 1998 20xx $ $ 1998 20xx $ $ 1998 20xx $ $ All Clients EBusiness Related ? Traditional consulting services with efocus Traditional Consulting ? Strategy ? Operations ? IT ? Change management Sources: Emerce Consulting Kennedy。 . Kearney analysis Breakdown of Global Consulting Market Segments (.$ Billions) Total Global Consulting Market (.$ Billions) Share of Consulting Market: 10% 47% 43% . . . . but, eBusiness will be the main driver of future growth The future of management consulting 39 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj Expected Growth in EBusiness B2B Services 1999 – 20xx Annual Growth Rate (%) 60%51%25% 23%Inter Strategy/ Advice Digital Value Chain (2) Inter Software and Services Inter Outsourcing(1) B2C (Business to Consumer) B2B (Business to Business) Notes: (1) Inter outsourcing includes Inter project management and webhosting services (2) Digital value chain includes supply chain, ERP, integration, CRM, business intelligence and ASP services Sources: Forrester Research, IDC, . Kearney analysis B2B Is Eclipsing B2C: Expected Growth in EBusiness $0$600$$$$1999 20xx 20xx 20xx 20xxRevenue ($ Billions) ? Higher barriers to entry than B2C ? More sustainable business models The B2B market appears most attractive The future of management consulting 40 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj ClientMarket Positioning Matrix Pure EBusiness EBusiness Related Traditional Services Brick amp。 Mortar (incl. Dot Corp’s) ’s Clients Therefore, the new Economy requires a new positioning and new innovative clientservice relationships Traditional Client Base Management Consultants New Client Base Venture Capitalist / Incubators ?New Economy Consultants― The future of management consulting 41 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj Endtoend eservices will have a petitive advantage over functional specialists Paradigm shift in IT services provision Plan Traditional ITservices delivery chain ebusiness delivery chain Implement Build Vision The future of management consulting 42 . Kearney / Szko?a Biznesu im. Kozminskiego / May 28, 20xx / shj So, and esolutions are implementing the ebusiness solutions for startups and established clients to provide truly endtoend capabilities ? . Kearney together with is enabling the enterprise to offer endtoend ebusiness solutions from strategy to implementation ? EDS implementation services including branding/marketing, web design and esolution implementation Stategy Operations Implemen tation WebDesign EBusiness Solution EndtoEnd Solution Process EDS Kearney Interactive . Kearney ?eSpace (incubator) ? EBusiness Practice Marketing The future of management consulting 43 . Kearney / Szko?a Biznesu im. Kozmin