In today's commercial society, in order to adapt to the changes in the external environment, enterprises must grasp the market dynamics in time and accurately, and take effective measures to adapt quickly.
It is a strategic decision for enterprises to make this choice.
The focus of modern enterprise management has turned to management, and the focus of management has turned to strategic decision.
Western entrepreneurs call today's era "the era of strategic victory".
Therefore, enterprise strategic consulting has a first-class important position in modern management consulting.
The questions that enterprise strategy needs to answer often include: How will we compete in the market and maintain our advantage? How will we find new profit growth points? How will we continue to add value to our customers? Strategic consultation is a service activity with strong policy.
Moreover, it predicts the future changes of enterprise environment and points out the direction of enterprise business activities.
Therefore, the strategic consulting project is exploratory and the proposed scheme is risky.
Business strategy is not to imitate others blindly, but to be successful, it must be original.
The consultant's proposal must analyze the key issues that affect the development of the enterprise, analyze its essence, and really put forward new ideas that are both far-sighted and practical.
It's no use just writing the strategy on paper.
When making a strategy, we should fully consider the customer's strategic execution ability, so that the strategy can be implemented.
No strategy is permanent and effective, and the rapid change of market environment means that the formation and test of strategy must be a process of continuous progress.
Therefore, consultants should not only ensure the smooth implementation of the consulting scheme to a certain extent, but also help to cultivate customers' strategic adaptability to new opportunities and pressures.
Second, the financial consultation of a financial consulting company refers to the relevant financial management experts' in-depth investigation and research on the enterprise site, starting with the analysis of economic indicators that comprehensively reflect the company's financial management, looking for weak links, in-depth analysis of financial factors and management factors that affect these indicators, and finding out key influencing factors.
Then, according to the requirements of the company's strategy for financial management and the actual situation of the company, it puts forward specific improvement measures and guides a series of activities to implement them.
Financial consultation pays attention to collecting data, and through financial consultation, objectively and correctly evaluates the production and operation results and financial status of enterprises, so as to understand the position of enterprises in the market competition of the same industry.
The results of financial consultation will provide the correct direction and goal for other aspects of enterprise management consultation.
It should not be ignored that through financial consultation, new concepts and technical methods of financial management can be introduced to enterprises from different angles, and the financial management ability and level of enterprises can be continuously improved.
3. Marketing Consulting Marketing consulting refers to that consultants use the theories and methods of marketing to conduct in-depth investigation and analysis on the marketing environment and marketing activities of enterprises, find out the risks, threats, recession crisis and market opportunities of enterprise development, help enterprises solve existing problems, improve and innovate marketing activities, and make enterprises better avoid risks, meet challenges, overcome recession crisis, seize and create market opportunities, and promote enterprises to achieve rapid and sustained prosperity and development.
Different industries have different product values, uses and ways of use, as well as different product life cycles and stages, so consumers have different motivations and habits to buy different products.
So in different industries, the marketing of enterprises will be very different.
If an enterprise wants to survive and occupy a place in the market, it is inseparable from the contest with its competitors.
Therefore, marketing consulting should strive to formulate competitive strategies and tactics for enterprises that can overcome real competitors and potential competitors and remain invincible.
Four. Human resource consultation Under the condition of market economy, human resource is the most precious strategic resource and the most important material basis for enterprises to survive and develop in the competition. It is not only an important basis for formulating enterprise strategy, but also a supporting point for implementing enterprise strategy.
Human resource consultation is to use the theory and method of human resource development and management to analyze the development and management of human resources in enterprises, find out the weak links and improve them, so as to promote enterprises to develop human resources correctly and effectively and manage human resources reasonably and scientifically, and create sustainable competitiveness for enterprises.
The consulting contents include: human resource management training, human resource management consulting, human resource function outsourcing, labor dispatch, human information solutions, headhunting and other intellectual consulting services for enterprise human resource management consulting departments.
Verb (abbreviation of verb) Corporate culture consultation Corporate culture consultation is to clarify the key success factors (KSF) of an organization, the driving factors of industry value, form the same beliefs within the organization, and guide unified actions, clearly define the core value system of the organization, that is, the corporate culture system, shape the brand belief of the organization based on the unified core value system, integrate the intangible assets of the enterprise, improve the basic policies and systems of the organization based on the unified core value system, and effectively improve the synergistic efficiency of organizational operation.
Take the services of Zhiyide Management Consulting Company as an example, and provide enterprises with personalized corporate culture consulting services in the following aspects: 1. Construction of organizational culture system.
2. Organizational culture system management.
3. Organize cultural system training.
Corporate culture consulting service goal 1, unify thoughts, gather strength to build excellent team 2, effectively improve management ability and quality 3, effectively improve company performance and operational efficiency 4, build a competitive corporate culture system 5, design corporate visual identity system 6, strongly shape corporate image, highlight brand value 7, establish learning organization, realize cultural management 8, and clarify key behavior standards of enterprises. Fully standardize employee behavior. Match enterprise strategy 10, improve enterprise basic policies and systems 12, realize knowledge management 12, realize all employees' high awareness, recognition, acceptance and acceptance of corporate vision, mission and core values 13, and realize the harmonious unity of employee value and enterprise value 13. 54666.66666666666
The concept of intransitive verb process management consulting process management 2.0 marks a new stage in the development of domestic management consulting.
In the past, the general process of consulting projects was consulting research, consulting analysis, consulting suggestions and consulting reports, with consulting work as the core form. The participation of enterprises mainly includes cooperative research and program evaluation, and the participation is not deep and the scope of personnel is not wide, which often leads to the shelving of consulting programs, because few people really understand the consulting programs, let alone the implementation after understanding them.
After years of practical experience in management consulting, the main members of Tuoguang Consulting gradually practiced and finally summed up the concept of process management 2.0, which is a sublimation of the traditional consulting model.
Formally, under the consulting mode of Process Management 2.0, enterprises are the main body of work, and consultants are the providers of ideas and methods and the promoters of processes.
In the process of cooperation, through frequent training of consultants and step-by-step discussion, members of the enterprise are organized to practice a series of process management processes, such as process description, process crosstalk, process verification, process publicity, process inspection, etc. While mastering the process concepts and methods, the process consciousness and process methods of all employees are formed through the gradual expansion of personnel radiation circle in the process.
The main difference between process management 2.0 and traditional process consulting is that it pays more attention to the process of process carding, so that enterprises can master the process management methods and establish their own continuous process management capabilities on this basis.
Process management 2.0 requires consultants not only to know themselves, but also to guide enterprises to establish their own "self-awakening" ability, so in fact, it puts forward higher requirements for consultants, including communication ability and promotion ability, especially the promotion ability is more prominent.
Judging from the results, one of the * * * results is a series of process documents, the difference is that exporters are different, one is the enterprise as the main body, and the other is the consultant as the main body.
The biggest achievement of Process Management 2.0 is to help enterprises cultivate and establish process management teams, which can promote a series of processes from process architecture to cross-departmental process establishment and combing, and how to effectively implement processes through systematic process publicity and inspection.
From another perspective, it has trained a group of people who think from the perspective of enterprises, not just departmental interests, and accumulated a group of reserve management talents for enterprises.
Another soft achievement of process management 2.0 is to stimulate enterprise self-reflection. Attention is enterprise self-reflection.
Process management 2.0 caused great emotion among the participants: it was not like this; It is easy for you to understand, but it is more difficult for others to understand.
The way of expression has also changed a lot. From the beginning, only talking about "I" or "our department" to "we" and "this process" embodies the sense of transposition and the overall concept in communication, rather than the closed self-protection counterattack in the past.
Seven, supply chain management consulting leads to supply chain problems. Generally speaking, there are two deep-seated reasons. One is the cooperation of sales, planning, production, procurement, logistics and other departments. Their respective goals are not completely consistent, and the information is insufficient and the cooperation is not in place; Second, the theories, methods and tools of supply chain management are unprofessional.
The specific symptoms are: ■ The delivery rate promised in the contract is low, and the customer satisfaction is low.
■ Unreasonable inventory structure, on the one hand, emergency procurement for "fire fighting"; On the one hand, the inventory backlog is serious and the inventory turnover rate is low, which affects the normal operation of enterprises. The quality of supplier resources is mediocre and does not match the actual needs of enterprises. Internal friction is serious and the atmosphere is getting worse. The performance measurement method is rough. The measurement results can neither help the supply chain to self-repair the existing problems, nor improve the enthusiasm of organizations and personnel. Solution: The change of supply chain management obeys the basic framework of the five-force balance model of change. At the same time, SCOR model is the supply chain management from the perspective of supply chain management technology.
The basic principles of building an integrated supply chain include: ● subdividing customers to make the supply chain meet the needs of different types of customers.
● Pay attention to market and customer signals and integrate the supply and demand planning of the whole supply chain.
● Change from "push" supply chain operation to "pull" supply chain operation.
● Introduce SCOR mechanism.
● Delay strategy.
● Develop partnerships with major suppliers.
● Measure and evaluate the performance of the supply chain.
● Develop information technology (IT) strategically to support the supply chain.