At the beginning of 2000, there was such a figure. At present, the number of China consulting companies in industrial and commercial registration is 654.38+0.3 million, of which 654.38+0% ~ 654.38+0.5% are engaged in management consulting. I think that among the 10% ~ 15% at that time, less than 5% companies actually did management consulting, and most of the others were supported by internal training or open class training. In fact, the figure of 5% is still very large. I think there are about 200 truly excellent management consulting companies in China. And most of them are concentrated in Beijing and Shanghai, followed by Shenzhen and Guangzhou. Among more than 200 management consulting companies, less than 10 can really do strategic consulting.
The main management consulting companies currently existing in China:
type
On behalf of the company
Product content
Information consulting industry
Gallup (China) Consulting, Zero Survey, South China International Market Research, etc.
Information investigation, collection, collation and analysis provide accurate and perfect auxiliary information for enterprise decision-making.
Management consulting industry
Human resource consultation
Beijing taolve human resources
Beijing Zuo you human resources
Post talent structure design, salary structure design and salary level setting, personnel performance appraisal, human resources training, etc.
Financial accounting consultation
PwC, KPMG, Ernst & Young
Deloitte, Andersen
Provide accounting, auditing, property evaluation, tax consultation, etc.
coug of marketing
Beijing Paili marketing consulting company
Marketing planning, marketing strategy, brand marketing, etc.
Quality management consulting
Beijing Colet
Shenzhen kangdaxin authentication
Total quality management, ISO9000 training and certification, etc.
Entrepreneurial management consulting
Peking university zongheng management consulting company
Research on Beijing Hejun Entrepreneurship
Serving entrepreneurs, consulting on business management, conducting business management training, assisting entrepreneurs to prepare business plans and helping entrepreneurs to raise funds; Serving venture capitalists, entrusted to find venture capital projects, entrusted to evaluate venture capital projects, entrusted to carry out venture capital, consulting services, etc.
IT management consulting industry
Shanghai Hampton, AXA (Andersen, now Accenture, Accenture)
Enterprise management mode design, business process reengineering, management information solution design and management software system implementation and application.
Strategic management consulting industry
McKinsey, Boston, Roland? iceberg
Beijing Zhuo Yuan management consulting company
Provide strategic design, competitive strategy, business field analysis and planning and design services for enterprises.
These consulting companies are roughly divided into three levels:
The first echelon: an international multinational company with McKinsey as the leader and typical representative, with its rich experience and outstanding talents occupying the main body of the market. McKinsey, Andersen, roland berger and other international consulting companies account for more than 50% of the market.
The second echelon: a relatively stable consulting company with more than 5 years experience in China, which constitutes the main force of China consulting company at present. This includes Xinhua letter, CITIC Consulting, Paili Marketing and other consulting companies. Companies in the second echelon are also dividing. Some companies have developed rapidly due to clear strategies, while others have entered a period of slow development due to various reasons. The market share of this branch is estimated to account for 20% of the whole market.
The third echelon: there are many emerging companies in China that have been established for less than three years, with a large number and relatively clear segmentation. These companies can be divided into: consulting companies specializing in venture capital-related consulting; Consulting company specializing in IT computer related technologies; Companies specializing in human resources; Companies specializing in marketing planning; Companies specializing in training account for about 30% of the market.
In addition, for quite some time, more than 90% of the high-end markets are still in the hands of foreign companies, so we can't do it, such as mergers and acquisitions of large enterprises, super-large enterprises and enterprise groups, corporate governance structure of large groups, consulting services for overseas transnational operations, and so on. In addition, they have the most advanced ideas and management methods, and we still lack long-term accumulated data support. Others have hundreds of thousands or millions of projects, and we can't stop them in several projects. So they still account for a considerable proportion of the total turnover. But we can do the mid-end market and the low-end market, that is, small and medium-sized enterprises, such as private enterprises, township enterprises and institutions. This piece is our market, so we should pay attention to it and study it.
At present, there is still a big gap between China management consulting industry and foreign management consulting industry. To sum up, these disadvantages are mainly: management consulting owners lack accurate core business positioning; Limited financial strength, low consulting quality, small management consulting team and low quality, weak organization and management of the whole industry. The most real and fundamental thing is that the theoretical system of enterprise management in China has not really formed.
However, China's management consulting industry has its own advantages. For example, managers in China's management consulting industry have a deeper, more comprehensive and more specific understanding of China's national conditions, history and culture than foreign management consulting companies. Can minimize costs and transaction costs; Have a better understanding of market segment information; Easy to contact and maintain more customer relationships and marketing channels; Better communication with customers and so on. The advantages of China's management consulting industry are well proved by McKinsey's failure.
However, there are still many problems in the management consulting industry in China. Mainly includes:
1) academic consultation is difficult to do. Academic consultation is also common in western developed countries, and its most obvious advantage is the precipitation of theory and thought. However, the main problems are shown in two aspects: first, although the consulting scheme is systematic, it lacks effective operability, and the ultimate goal of management consulting is to enable enterprises to implement it effectively. Second, it lacks the necessary organizational system and human resources system for a real consulting company. Tutors usually lead several students to do consulting for enterprises, but they lack a core system of information, research and development, consulting, training and development that consulting companies must have.
At present, there are many (academic) consulting companies with universities as the background in China, such as Peking University-based Peking University Zongheng Management Consulting Company, Guanghua School of Management's Elrida Management Consulting Company, Tsinghua University-based Noah Management Consulting Company, Jiuluo Management Consulting Company and so on.
2) Apart from academic consulting, there are various consulting companies active in the management consulting market in China, but there are also many problems. Mainly manifested in:
L lack of consulting experts, lack of enterprise management theory and experience base. Consulting companies use their knowledge, wisdom and long-term accumulated experience to help others succeed, which requires consulting companies to have enough expert groups and expert networks to meet the consulting needs. Therefore, consulting experts are also the key elements of consulting enterprises. However, due to the short history of the consulting industry in China, the lack of talent accumulation in the development process, and the lack of talent in the consulting industry in China, the resulting lack of business management theory and experience has become very serious.
L Most management consulting enterprises lack core competitiveness. Every industry has its own unique competitive factors. There are many factors that determine the competitiveness of consulting industry, but values and market positioning are very important. Values are the core of consulting companies, such as McKinsey & Company's professional ethics concept of "customers' interests are above everything else". Market positioning is also very important, which represents the product positioning provided by consulting companies. For example, McKinsey has positioned the customer base at the decision-making level of leaders such as CEO. Looking at the domestic management consulting industry, there is no obvious trend in this regard.
L lack of corporate brand. There is a strange phenomenon in the consulting industry in China: there are ten planners in China, but none of the consulting enterprises are blurted out by the insiders. There are thousands of consulting enterprises in China, but so far there is no widely expected management consulting authority.
L the service of the consulting company is not standardized. There is still a certain gap between domestic consulting companies and large foreign consulting companies, with no formed consulting system, no consulting case base and insufficient dynamic information sources. In this way, at least one enterprise cannot provide rigorous, meticulous and standardized stylistic expression, so the obvious feeling of the consulting demander is that the product has no grade.
3) The lack of supporting environment and operating rules is also an important factor restricting the development of management consulting industry and enterprises. This includes:
L there are differences in the understanding of management consulting enterprises in the national industrial and commercial system;
L lack of standardized industry access standards, and there is no organization that certifies management information engineers and consultants;
The news media's coverage of the consulting industry is also very vague.
As a result of the above policies, the consulting industry does not have its own industry organization, operating rules, values and professional ethics. It is precisely because the whole industry has no operating rules, the interests of enterprises lack effective protection, and enterprises also lack responsibility constraints and moral constraints. In this case, enterprises cannot continue to grow and develop, and it is normal to have no well-known enterprises.
4) The lack of understanding and knowledge between enterprises and consulting companies also restricts the development of consulting industry to some extent (training CD-ROM, open class, internal training). Because consulting service provides an intangible and dynamic knowledge product, and the consulting fee paid by users is tangible and static, both supply and demand sides should make efforts in sales, development and fairness. For consulting service providers, it is necessary to refine the consulting scheme as much as possible to improve operability, and at the same time pay attention to establishing credibility and enhancing the confidence of buyers by shaping successful cases; For the demand side, it is necessary to evaluate the work of consulting companies with forward-looking, phenomenal and innovative value scales. Correctly evaluate the important role of innovative planning concept, scientific management, methods and marketing model in optimizing enterprise resource allocation, improving efficiency, reducing costs and improving benefits under the new economic conditions. However, many enterprises often see tangible material wealth, and their understanding of the overall penetration and restriction of intellectual assets such as innovative management concepts, scientific management models and mechanisms in the process of creating tangible material wealth is still very vague.
There is also a certain gap in understanding between consulting demanders and consulting service providers. Consultation demanders don't know what they need to consult, and who to choose to provide consulting services. The distrust of both parties and the deviation of time, cost and consulting objectives in the consultation process greatly reduce the success of consultation.
Although the development of China's management consulting industry is still far behind that of foreign countries, since 2002, China's management consulting industry has developed very rapidly, which has been described by the industry as "the spring of management consulting". Beijing Xinhua letter management consulting company in 2002 to China management consulting industry survey concluded that:
1) The management consulting market in China is growing rapidly.
In 2002, the number of new clients of management consulting companies increased by 80%, and the market penetration rate increased by 32.5% (see figure 1). The number of consulting projects is even more gratifying. In 2002, the number of consulting projects entrusted by listed companies was equivalent to the sum of the previous three years, which was 2.2 times that of 200 1. note:
Number of new customers in that year = number of new customers who received consulting services for the first time in that year.
Market penetration rate = number of listed companies consulted (consultation time is not limited)/total number of listed companies.
2) There are huge regional differences in the degree of customers' acceptance of management consulting.
The markets in Beijing, Shanghai and Guangdong are leading. It is worth mentioning that Beijing's market penetration rate is also among the best, reaching 74%, making it the most mature regional market. From the perspective of development speed, the development of the east is faster than that of the west, and the growth rate of the east is as high as 125%, which is obviously higher than the annual growth rate of 29% in the west.
3) The market share of strategic and human resources consulting is the largest, and the growth rate of executive incentive consulting is the fastest.
Although the market share of executive incentive consulting is only 9%, it is growing very fast. On July 22, 2002, People's Daily published "Actively and steadily promoting the reform of state-owned enterprises and economic system", which mentioned: "Establishing a modern enterprise system is the direction of the reform of state-owned enterprises ... The relationship between the government and enterprises has not really turned to the track suitable for the requirements of the market economy, and the corporate governance structure with responsibilities, coordinated operation and effective checks and balances has not really taken shape. Even though the labor, personnel and distribution systems within enterprises have been reformed, they still need to be reformed. On June 5438+1October 65438+April, 2003, the Third Plenary Session of the 16th Central Committee of the Communist Party of China (CPC) adopted the Decision of the Central Committee of the Communist Party of China on Perfecting the Socialist Market Economic System, which once again emphasized: "Improve the corporate governance structure. According to the requirements of modern enterprise system, standardize the rights and responsibilities of shareholders' meeting, board of directors, board of supervisors and managers, and improve the appointment system of enterprise leaders. "It is foreseeable that with the vigorous promotion of the reform of state-owned enterprises in recent years, executive incentive consulting and corporate governance-related consulting will continue to develop at an excessive speed and eventually win a place in the future management consulting market.
Therefore, 2008 is a turning point in the development of management consulting industry in China. After ten years of market cultivation, the management consulting company is finally delighted to see that the spring of consulting has arrived. The reasons are not only the management consciousness and financial strength of Chinese enterprises, but also the encouragement of national policy environment, and it is also inseparable from the long-term efforts and accumulation of management consulting practitioners. Management consulting has finally embarked on the fast track, which is a great event for the management consulting industry itself, for the business community in China and for our country!