咨詢技巧：咨詢建議書的準(zhǔn)備和演示-在線瀏覽
2025-02-27 18:11本頁(yè)面
【正文】 lusions 21 LSL Consulting XYZ公司：將研究發(fā)現(xiàn)、結(jié)論和咨詢建議聯(lián)系起來 ? 背景信息： – XYZ公司從事通訊設(shè)備的產(chǎn)品開發(fā)、制造、市場(chǎng) 銷售、分銷和售后服務(wù) – 咨詢?nèi)蝿?wù)的目標(biāo)是提高公司的盈利 ? 要求你 : – 將相關(guān)的研究成果歸類 – 從每一類研究成果中提煉出相應(yīng)的結(jié)論 – 在此基礎(chǔ)上準(zhǔn)確的表述咨詢建議 22 LSL Consulting ? Findings ? F1. Profit margins vary widely by product line ? F2. Process standard time is outdated and process cost data lacking ? F3. Average product life is only three years in current market ? F4. Target profits are based strictly on part year performance ? F5. Product development has been recognised as truly innovative ? F6. Product costs are generally above industry average ? F7. Raw material costs are in line with the petition ? F8. Product lines have turned over on approximately a threeyear cycle ? F9. Promotional budgets are set as a fixed per cent of product volume ? F10. Over 70% of the sales dollar is in low margin lines ? F11. Products are rated consistently superior in market research findings ? F12. Customers are willing to pay a premium for high quality product ? F13. Raw materials are 60% and processing is 30% of finished product costs ? F14. Company profits have been 40% below industry average for past five years ? F15. Market is responsive to product innovation ? F16. 80% of product development funds are allocated to low margin lines ? F17. Output and yields are well below the performance offered by latest equipment ? F18. Sales incentives are based on straight dollar volumes XYZ Company 23 LSL Consulting ? 研究發(fā)現(xiàn) ? F1. 利潤(rùn)率因產(chǎn)品品類的不同而有很大差異 ? F2. 流程標(biāo)準(zhǔn)時(shí)間早已過時(shí)，流程成本數(shù)據(jù)缺失 ? F3. 產(chǎn)品平均壽命在現(xiàn)有市場(chǎng)僅三年 ? F4. 目標(biāo)利潤(rùn)嚴(yán)格的以當(dāng)年部分時(shí)間的業(yè)績(jī)?yōu)榛A(chǔ) ? F5. 產(chǎn)品開發(fā)被認(rèn)為是真正的創(chuàng)新 ? F6. 產(chǎn)品成本一般高于行業(yè)平均水平 ? F7. 原材料成本符合競(jìng)爭(zhēng)水平 ? F8. 產(chǎn)品線大致每三年周轉(zhuǎn)一次 ? F9. 促銷預(yù)算根據(jù)產(chǎn)品量的固定百分比設(shè)定 ? F10. 超過 70%的銷售額來自于低利潤(rùn)產(chǎn)品品類 ? F11. 市場(chǎng)研究表明產(chǎn)品得到的評(píng)價(jià)始終比較高 ? F12. 消費(fèi)者更愿意為高質(zhì)量多付錢 ? F13. 產(chǎn)成品的成本中，原材料占 60%，流程成本占 30% ? F14. 過去五年公司利潤(rùn)較行業(yè)平均水平低 40% ? F15. 市場(chǎng)對(duì)產(chǎn)品創(chuàng)新積極響應(yīng) ? F16. 80%的產(chǎn)品開發(fā)資金被用于低利潤(rùn)產(chǎn)品線 ? F17. 產(chǎn)量和收益都遠(yuǎn)遠(yuǎn)低于最新設(shè)備 ? F18. 銷售人員的激勵(lì)基于直接的銷售額 XYZ 公司 24 LSL Consulting ? Conclusions ? C1. Current profit goals are too conservative ? C2. Consistent product innovation can be a key strength in the volatile market ? C3. Outdated processes and plants are shrinking profit ? C4. Greater concentration on high margin lines offer profit improvement potential ? C5. Premium pricing offers a profit improvement potential ? Remendations ? R1. Discard present profit planning system ? R2. Relate promotion funding to profit margins ? R3. Concentrate product development on high margin premium lines ? R4. Increase sales incentive for high margin lines ? R5. Revise process standard time and install process costing system ? R6. Raise prices where high quality mands premium prices ? R7. Upgrade production plant to improve output and yields ? Improvement Goal ? G1. Set _____% as shortterm profitimprovement goal XYZ Company 25 LSL Consulting ? 結(jié)論 ? C1. 當(dāng)前的利潤(rùn)目標(biāo)太保守 ? C2. 在這個(gè)變化莫測(cè)的市場(chǎng)上，持續(xù)的產(chǎn)品創(chuàng)新是一個(gè)關(guān)鍵的優(yōu)勢(shì) ? C3. 過時(shí)的流程和廠房讓利潤(rùn)縮水 ? C4. 賦予高利潤(rùn)生產(chǎn)線更大的關(guān)注將是利潤(rùn)改善的潛力 ? C5. 提價(jià)提供一個(gè)利潤(rùn)改善的潛力 ? 咨詢建議 ? R1. 拋棄現(xiàn)有的利潤(rùn)規(guī)劃系統(tǒng) ? R2. 將促銷資金和利潤(rùn)率聯(lián)系起來 ? R3. 將產(chǎn)品開發(fā)集中于高利潤(rùn)產(chǎn)品線 ? R4. 增加對(duì)高利潤(rùn)產(chǎn)品的銷售激勵(lì) ? R5. 修改流程標(biāo)準(zhǔn)時(shí)間，安裝流程成本系統(tǒng) ? R6. 實(shí)行高質(zhì)高價(jià) ? R7. 升級(jí)制造廠房，從而改善產(chǎn)量和收益 ? 改進(jìn)目標(biāo) ? G1. 將 ___% 設(shè)定為短期的利潤(rùn)改善目標(biāo) XYZ 公司 26 LSL Consulting XYZ Company – Logic Diagramme XYZ公司 邏輯結(jié)構(gòu)圖 FINDINGS 研究發(fā)現(xiàn) CONCLUSIONS 結(jié)論 RECOMMENDATIONS 咨詢建議 IMPROVEMENT GOAL 改進(jìn)目標(biāo) 27 LSL Consulting Proactive management of the implementation process is critical to the success of a consulting project clearly the roles of the client and the consultant the scope of the consultant’s tasks the implementation approach 1. Totally handsoff (no involvement) 2. Fully handson (full project management including retention to implement the remendations 3. Subcontract, outsourcing, shared services ? Support the client
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