ENSR International
Which of the proposed solutions do you favour and why?
Of the 3 options provided, I would choose to implement Anderson’s key account program for several reasons: 1. It will help align employee compensation with overall corporate profit objectives. CSC managers are currently compensated based on their CSCs profit performance. This gives managers the incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the
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Therefore, ENSR might lose out on several clients because the BDOs aren’t able to provide clients with the right knowledge and expertise. 4. In some RFPs, the bid requires the consultant to outline the scientific approach that they would take in resolving the conflict presented. This is a section of the RFP that drives cost and time required to complete the RFP. By implementing a key account program, consultants will be put on projects where they have expertise, and this should allow this process to be as resource efficient as possible. 5. In the case, it states that it is common for some companies to begin discussions with consultants well in advance of actually drafting and distributing an RFP. These discussions helped the company to conceptualize more clearly the nature of the project and the specific consulting needs. Having a key account team will guarantee that the client is getting the right type of expertise, and will increase ENSR’s chance of including its own insights into the drafting of the RFP.
What is the ideal client for ENSR?
The ideal Client for ENSR is clients who have strong relationships with ENSR consultants. ENSR gains from having repeat customers, notably customers willing to partner with ENSR for a sole source contract. Having strong relationships reduces the amount of expended company resources (consultant time and money). Consultants will then be able to spend less time prospecting clients and building relationships,
The management of a consulting project calls on a variety of skills. This is an actuality that has been stressed throughout the course lectures, seminars and cases as well as throughout the course literature. The fact that consultants must integrate their skills when conducting a consulting project is as clear-cut as it is evident.
Those who request these services would be less concerned about the process, caring only about the outcome. The assumption based on this initiative is that “the wisdom of crowds” will come up with optimised ideas for the challenges. Furthermore, clients who are considered as conservative will have a tendency to solve the business problems with internationally well-recognised business consulting companies as they can work collaboratively. They provide more systematic ways of solving problems and can work interactively with the companies as their group of employees will work for the company with well-trained and qualified human labours while it costs more. This may result a high level of client satisfaction rate. Furthermore, there is the likelihood that large sized
strength and position in the market as an “implementation” consulting firm. The firm’s ability to
Some involve clients in planning for service provision and in such activities as Advisory Boards and others. What is the benefit to clients of such opportunities?
of the internal stakeholders best suited to address any concerns they may have. They will also be
2. Ask specific, in-depth questions in regards to the project that the consulting firm will be working on – scope, timeframe, responsibilities of each party, person-in-contact, and terms and conditions to avoid grey areas in the implementation process.
They realize that each project is unique and cannot be done to any formula. That is why they offer hands-on customer service and design. They want to build an on-going, long-term relationship with each client.
Discuss the key differences between internal and external consultants. Discuss which role you think would be more challenging and why.
Additionally, consultant should be part of the client’s team and participate in the process to obtain all information required, diagnose the problem and root causes
Our clients invest significant time and money in our company. Our service to clients determines how fast we grow, the number of employees we can employ, and our profit. To retain and grow our clients, we must ensure we deliver the best possible service quality and value.
This paper discusses the creation of "Just in Time Consulting" and explains the types of services the firm offers to clients. It also explains the roles/responsibilities of each member of the team, and analyzes which University of Phoenix courses helped in the creation of the consulting firm.
Client and the contractor have same priorities. Basically, contractor will make the decision in turnkey approach and client will just accept in silent. In this project, the contractor and the client have the same focus and priorities therefore the relationship between the contractor and client is good and there is no overruns or communication problems between both sides.
Besides, regarding to the clients, the JVI had never build up a connection with the client until the surprisingly got the contract, the existence of hierarchy and non-trust between client and project team lead to the inefficiency of obtaining client information, later resulted in Jack’s misleading proposal for market research. Also, because in the concept of high power distance, decision making process is limited one-way participation and communication (In the Eye of the Beholder, cross cultural lessons in leadership from project GLOBE, Mansour Javidan, Peter W. Dorfma, etc), Jack’s own lack of experience on project management made it is possible for the project to diverge from previous direction under one person’s leadership.
This includes establishing and maintaining relationships at all levels of the client organizations, and increasing client loyalty throughout on-going relationship building activities that deepen trust. This must be achieved through transparency, ethical business transactions, reliable service delivery and clear communication. Consequences of Misalignments: The customer is everything. Without a steady flow of existing customer investment dollars and new customers Manulife does not have a sustainable business model. The competitive nature of wealth management assures that there is an endless line up of others that are attempting to pursuade customers away from Manulife from all angles. Everything else being equal if the customer is not at the centre of everything Manulife in general and CWMPD does, the organization will become redundant faster than any of it’s products or services due to lack of demand.
Deloitte Consulting is one of the largest and most diversified consulting services operating in the United States and major metropolitan centers globally. Deloitte's mission statement is to assist is clients and employees excel (Sidney, 2010). Audit & Enterprise Risk Management Services, Financial Advisory Services, Tax, Deloitte Growth Enterprise Services in addition to fourteen other services comprise the company's portfolio (Sidney, 2010). Deloitte is a world leader in enterprise tax management, risk management and regulatory compliance, in addition to strategic planning for operations, technology adoption and human resources as well. Deloitte is also adept at managing outsourcing consulting across its many business units, a core competency that has given the company formidable competitive depth relative to competitors including Accenture, KPMG, McKinsey & Company and PriceWaterhouse Coopers (PWC). In the last decade Deloitte has practices in twenty different industries, ranging from aerospace and defense, automotive and banking & securities to Oil & Gas, retail and distribution, technology and travel, hospitality and leisure (Sidney, 2010). Deloitte relies on its partners in each of these practice areas to coordinate business-based and technology-related solutions to customers' problems. Often this includes the coordination of large scale project teams where there is the need for extensive cross-functional expertise to solve a