evel are the few well established major names in management consulting. Most of these are organized as partnerships established in major markets around the world, linked together by interconnecting directors and sharing the name and corporate wisdom. Some evolved from accounting companies (e.g. Arthur Anderson, Touch Ross) and some from management consulting (McKinsey, Bain). These companies charge very high rates for consulting, and maintain relatively high overhead structures and fulfillment structures based on partners selling and junior associates fulfilling. At the intermediate level are some function specific or market specific consultants, such as the market research firms (IEDC, Dataquest) or channel development firms (ChannelCorp, Channel Strategies, ChannelMark). Some kinds of consulting is little more than contract expertise provided by somebody looking for a job and offering consulting services as a stop-gap measure while looking. 4. 2. 2 Distribution Patterns Consulting is sold and purchased mainly on a word-of-mouth basis, with relationships and previous experience being by far the most important factor. The major name-brand houses have locations in major cities and major markets, and executive-level managers or partners develop new business through industry associations, business associations, and chambers of commerce and industry, etc., even in some cases social associations such as country clubs. The medium-level houses are generally area-specific or function specific, and are not easily able to leverage their business through distribution. 4. 2. 3 Competition and Buying Patterns The key element in purchase decisions made at the Progressive client level is trust in the professional reputation and reliability of the consulting firm. 4. 2. 4 Main Competitors ?The high-level prestige management consulting: Strengths: international locations managed by owner-partners with a high level of presentation and understanding of ge...
