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: lack of consulting experts, lack of business 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.
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.
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.
The consulting company's service 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: there are differences in the understanding of management consulting enterprises in the national industrial and commercial system;
Lack of standardized industry access standards, and no organization to certify 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 between enterprises and consulting companies also restricts the development of consulting industry to some extent. 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.
1, corporate governance is the key. Taking private enterprises as an example, a series of problems have arisen due to unclear and unreasonable equity and unreasonable board of directors.
2. Salary and welfare performance. Because private enterprises are generally insufficient, many people prefer to choose state-owned enterprises, especially family enterprises, which are sometimes vague, and many things depend on the boss's mood.
3. The system is constantly changing. This can be said to be a big common fault, ranging from the company's strategy to the meeting to the change, which is also a serious injury to flexible private enterprises.
4. sell this piece. This is a problem that every private enterprise must face. In the competition with state-owned enterprises, sometimes it seems very pale and powerless. It can be said that this is the most concerned issue for private enterprises. Because there is no performance, the enterprise has no value of existence and it is difficult to survive.