管理咨询方法简介(英文版)(ppt 34页)

管理咨询方法简介内容摘要：
Lay out a systematic approach to solving business problems –“Structured Problem Solving ”
Establish a common “modus operandus” for Consulting teams
Practice the suggested process on a real-life example
Strategy is about making decisions”
The best strategy “makers” are able to blend analytic techniques with an understanding of the future uncertainties and simple good luck
Based on often imperfect information they make decisions and then drive implementation
Think through these three stages as you create a hypothesis to help you plan out how you will test it:
What is the issue?
What is the underlying opportunity?
Where is the advantage?
What do you think causes the issue?
What are the key drivers of the process?
What is the impact of the issue?
How can we tell there is an opportunity?
Why do we care?
Situation
Kmart and Wal*Mart operate similar chains of Full line Discount stores
Different pricing strategies: Kmart follows a promotional pricing strategy of weekly sales, offering discounts on selected items, Wal*Mart follows an EDLP strategy (EDLP = Every Day Low Prices);  Kmart's regular prices are higher than Wal*Mart’s, its sales prices are lower
Wal*Mart has a better price perception than Kmart
Kmart has a higher GM than Wal*Mart (23% vs. 21%)
Kmart has significantly higher SG&A as percent of sales, which eliminate Kmart's Gross Margin advantage over Wal*Mart
Wal*Mart’s scale advantage is not driven by the number of stores, but by its sales per store (better sales per square foot)
Kmart has significantly lower sales per square foot sales than Wal*Mart ($170 vs $250).  With Wal*Mart’s sales productivity, Kmart would be about as profitable as Wal*Mart
..............................

上一篇：某轮胎公司管理咨询项目建议书(ppt 74页)

下一篇：咨询顾问职业生涯发展(英文版)(ppt 44页)

某公司办公行政管理制度(DOC 70页)

世捷咨询公司及业务介绍(pdf 71页)

中行佛山分行管理咨询调查问卷(doc 14页)

建设项目全过程造价咨询规程概述(PPT 241页)

北大纵横-北京阳光协和-企业咨询项目建议书(doc 33页)

某市老年客群旅居养老需求分析教材(PDF 23页)