What are the main features of consulting services?

Because every consulting project is non-standardized and personalized, generally speaking, there is no uniform standard for the cost of consulting projects, and the fees of consulting companies are mainly determined according to the workload, difficulty and working time limit of a consulting service. This mainly includes consulting fees, research fees, information fees, travel expenses, information fees, re-consulting fees, conference fees and so on. However, the cost of consultants often accounts for a large part. The cost of a local senior consultant per effective working hour is generally more than 65,438+0,000 yuan. At the same time, different consulting services have different charging methods, some on time, some on a monthly basis, and some on a project basis. In addition, in order to meet the needs of customers, some projects will also adopt the method of combined charges, linking part of the expenses with the actual effect of the project. Of course, the cost will be relatively high. How do consulting companies keep business secrets for enterprises? Keeping business secrets for customers is an important duty of consulting companies. Due to the need of consulting work, consultants will inevitably come into contact with and involve many business secrets of enterprises, and if these secrets are not kept well, they will bring immeasurable losses to client enterprises. Therefore, standardized consulting companies have established strict confidentiality systems and procedures. For example, when consulting companies sign consulting service contracts with each customer, they all indicate confidentiality obligations and corresponding liabilities for breach of contract. Before the start of the project, the consulting company will also provide a confidentiality undertaking to the client enterprise, stipulating the scope and time of confidentiality. In addition, in terms of internal control, Tonghe Consulting Company has a confidentiality system, and the confidentiality obligations and responsibilities are stipulated in the employment contract with each consultant; Before the start of each project, the participating consultants will sign a confidentiality undertaking, and all kinds of information of the project will be kept by special personnel. After the project is completed, all materials are recycled and archived, and so on. How do enterprises cooperate closely with consulting companies in the process of consulting services? The degree of cooperation between enterprises and consulting companies directly determines the results of consulting. Enterprises and consulting companies should pay attention to the following points: 1, strengthen communication. Because enterprises are not necessarily familiar with the work of consulting companies, and consulting companies need a long time to have a comprehensive and accurate understanding of enterprises, therefore, at the beginning of cooperation, maintaining full and effective communication is the key. The focus of communication is to reach an agreement on the detailed rules such as the content, requirements, objectives and procedures of the consultation. 2. trust. Enterprises should trust the consulting company and tell them all the true information and materials according to the requirements of the consulting company. They should not hide anything or not provide it voluntarily because they think that some situations have nothing to do with the consulting theme. Otherwise, the conclusions drawn by the consulting company will be based on incomplete or even wrong information. 3. got it. In the process of consultation, it is inevitable that both sides will have different views on some issues, and enterprises may also have doubts about some practices and suggestions of consulting companies, and consulting companies will also be puzzled by some inherent management foundations of enterprises. At this time, both sides need to understand each other and coordinate with each other. 4. Be firm. In the process of negotiation, especially in the process of implementation, it will often affect or even destroy the original interest pattern and interest relationship of enterprises, so the voice of questioning and denying the negotiation plan will naturally pop up. At this time, it is necessary for the decision makers of enterprises, especially enterprises, to have firm beliefs, not to yield to pressure, not to give up halfway, but to persevere. Many cases tell us that persistence is victory. What is the result form of negotiation? Is the consultation over after submitting the consultation report? The results of management consulting are first manifested in written consulting report, recommended scheme, implementation method, background materials and data analysis (sometimes orally). Secondly, the achievements of management consulting are further manifested in the specific work carried out by consultants on the basis of written form and the whole process of auxiliary implementation, cooperative management and internal training. Therefore, the consultation result is not only a stack of written reports, but also an important form of the consultation result. Submitting a written report is only an important node in the consultation process, not the end point. How to judge the effect of consulting service? Generally speaking, consulting services are judged from several aspects: 1. Consulting enterprises sell not knowledge products themselves, but services provided by knowledge products to solve customers' actual problems, so the evaluation of consulting services focuses on customers' actual effects. 2. The characteristics of consulting effect are mainly manifested in the client, and it is lagging behind. The consultation results should be original, predictable and operable, and can help customers achieve economic and social benefits. 3. Successful cases of consulting enterprises are important criteria to mark the success of consulting enterprises. In fact, for consulting companies and enterprises being consulted, the generation of a good management consulting scheme should be interactive. In other words, the whole plan should be based on full and extensive communication between the two sides, not behind closed doors. This kind of interaction is not only to reach a knowledge standard with senior managers, but also to reach a knowledge standard with middle-level managers, and then to evaluate the alternatives according to this standard, and finally to get the final plan. This is the so-called "cutting". Only in this way can we ensure the operability of the scheme, and only the scheme with strong operability can bring real value and significance to the enterprise, don't we say? A bad implementation plan has no added value to the enterprise, can't create value for the enterprise, and even misleads the enterprise and wastes human and financial resources.