Reflection 01-04
In ~200 works, describe what you feel are the key learnings from lessons 1-4. How might you use these learnings in your career?
Lesson 4: Deriving Insights from Organization Analysis
IBUS 718:
Consulting & Organizational Development
in the Multinational Corporation
Business Model Canvas Evolves
Source: Wikipedia
• This is the key to investment ROI
• Good resources on this subject
• Geoffrey A. Moore (The Chasm Group)
• Crossing the Chasm
• Inside the
Tornado
• Clayton Christensen
• The Innovator’s Dilemma
Leveraging Opportunity Depends on
Penetration
Market Growth & Adoption Takes Time
Early Market
• Enthusiasts
• Visionary executives
in large organizations
• Strategic competitive
advantage
• Breakthrough
technology or
offering
• Custom project
around core offering
Target
Customer
Buying
Motivation/
Value
Proposition
Product
Emphasis
Chasm
• Old for Enthusiasts
• “Passe” for
Visionaries
• Incomplete solution
for Pragmatists.
• Create whole
product
None
Bowling Alley
• Pragmatist dept. or
BU manager or
executive
• Fix broken business
process
• Ease the pain quickly
• Repeatable whole
product for specific
market segment
Tornado
• Pragmatist
commodity
managers
• Keep up with
competitors
• Deploy everywhere
now!
• Mass market
standard product
Main Street
• Dept. managers
• Lead end-users
• Purchasing agents
• Don’t fall too far
behind competition
• Increase productivity
• Better experience
• Mass customized
whole product
• Extensions
Mass market growth
Grow horizontally
into new channels,
platforms, and
geographies
The Tornado
Niche penetration
Dominate first niche
then go after
adjacent niches
The Bowling Alley
Niche expansion
Grow profitable
revenue from
installed base à
new niches and
mass
customization
Main Street
The Early Market
Close deals !
First customers
Word-of-Mouth
Leverage:
• Same segment
• New applications
Whole Product
Leverage:
• Same application
• New segments
Seg
1
App 1
Seg
2
App 1
Seg 1
App 2
Seg 1
App
3
Seg 2
App 2
Seg 3
App 1
Bowling Alley Model
Leverage is the key!
Word-of-Mouth
Leverage:Whole Product
Leverage:
• Same application
• New segments
Computing
SMT
B2B
ADC
Interposer
(P2B)
Computing • Same segment
• New applications
ATE
Interposer
(B2B)
Interposer
(B2B)
Computing
LGA
socket
Test
Interposer
(P2B)
Interposers
• We will win the business because we solve a big pain by providing
robust mechanical performance at small dimensions.
• This pain is very strong today in board-to-board attach, especially
in the ATE & ADC markets (& the segmented test market)
• The pain is getting worse in the computing markets
Faster
penetration
(tactical)
Slower
penetration
(strategic)
TAM >$250M
ATE
SMT
B2B
Word-of-Mouth
Leverage:
Whole Product
Leverage:
• Same application
• New segments
• Same segment
• New applications
Camera Attach
• We will win the business because we solve a big pain by providing
robust, solder free attach at a lower profile than any other solution.
• This pain is very strong today in cell phones only
• Camera module is an entrée into solving interconnect problems in
mobile applications
Slower
penetration
Faster penetration
(strategic à “own the phone”)
?
Mobile
Embedded
flex
FFC
?
Camera
Mod. Sub.
Mobile
Digital
cameras
Camera
Mod. Sub.
Embedded
contacts
Mobile
• We will win the follow-on business for
FFC & embedded flex because we
provide robust, mechanical performance
at small dimensions and at a lower profile
than any other solution.
• This pain is most strong in cell phones
Mobile TAM >$140M
FFC
Neoconix Product Options
Neoconix Financial Metrics
SAM
Revenue Per Design Win
Margin
Value Proposition
A: Provides modest enhancements
B: Adds substantial new value
C: Gives dramatic productivity gains
D: Changes the competitive field
A B C D
4
3
2
1
Gain
Pa
in
Pain/Gain Analysis
.
Major reengineering, new systems
Broad changes to existing systems
Local changes to existing systems
Integrates with existing systems
The
Dead
Zone
For decision-making managers in the target
segment
Who have the following broken business process
Our product is a new product/service
That provides key problem solved.
Unlike competitors,
We have the whole product solution to help you
solve your problem.
Positioning Statement
Customer
Problem
Solution
Differentiation
Value Proposition
A: Provides modest enhancements
B: Adds substantial new value
C: Gives dramatic productivity gains
D: Changes the competitive field
4: Major reengineering, new systems
3: Broad changes to existing systems
2: Local changes to existing systems
1: Integrates with existing systems
Pain/Gain Analysis
P2B Interposer Pain/Gain
Positioning Statement
For computing and other electronic system designers,
Who have problems with true electrical compliance and reliability at
tight pitch processor/package attach,
Our product is an LGA connector,
That provides good working range and reliability at tight pitch,
Unlike stamped spring, polymer, or dense metal-based LGA
connectors.
We have the whole product solution to help you solve your problem.
P2B Interposer Positioning Statement
Revenue Per Design Win
Camera Module Substrate Pain / Gain
Positioning Statement
For camera module manufacturers and mobile product designers,
Who want to reduce the profile and cost of the cell phone,
Our product is a camera module substrate with embedded contacts,
That provides low profile, low cost, reliable interconnection,
Unlike any camera module sockets.
We have the whole product solution to help you solve your problem.
Camera Module Substrate Positioning
Statement
Current drop-in is low
pain, low gain. Difficult
for Neoconix to break
into entrenched space.
Next generation:
Similar footprint,
better force
uniformity
FFC Connectors Pain / Gain
A: Provides modest enhancements
B: Adds substantial new value
C: Gives dramatic productivity gains
D: Changes the competitive field
4: Major reengineering, new systems
3: Broad changes to existing systems
2: Local changes to existing systems
1: Integrates with existing systems
Pain/Gain Analysis
Opportunity Mapping
Key Criteria
(5=agree to 1=disagree)
Description Seg 1
App 1
Seg 2
App 1
Seg 2
App 2
etc…
Accessible, well-funded target customer Visionary or pragmatist manager. Well funded
organizations suffering competitive pressure.
Compelling reason to buy Strategic competitive advantage or broken mission-
critical process causing dire consequences.
Feasible whole project/product Core product + complementary products & services
deliverable within 60 days.
No entrenched competition No other projects or in-house systems, workarounds,
point solutions, other whole-product vendors.
Good follow-on segment potential Another custom project or whole-product leverage
or word-of-mouth leverage.
Total score Highest number is most compelling
• Assess Market Segments, Applications, Customers, etc.
Customer / Market Segment – Opportunity
Mapping
Walmart Analysis
Individual Assignment
~1,000 word written report
(plus charts & graphs)
Feb. 2, 2023
Discuss Walmart’s Globalization
Strategy
• Where did the retailer struggle?
• Where did it do well?
• Can location characteristics explain
the differences in Walmart
performance?
• Are there general insights that can be
derived?
Summary of this Lesson
In this lesson:
• You exercised the business model canvas and value proposition
canvas and explored how these can evolve over time and can
inform strategic decisions for the multinational corporation.
• You also analyzed various patterns in the business model canvas
as a tool to explore business model innovation.
• You started to work on an analysis of Walmart as the first step of
your main individual project for the course.
Lesson 2: Fundamentals of Organizational Analysis
IBUS 718:
Consulting & Organizational Development
in the Multinational Corporation
Quantitative Assessment
• Quantitative Test
• Estimation Questions
Hypothetical Situation Case Interviews
• Candidate-Led Case Interview
• Interviewer-Led Case Interview
• Written Case Interview
• Group Case Interview
• Presentation Case Interview
Source: Victor Cheng, Case Interview Secrets
Types of Cases
• Precise arithmetic with large numbers
e.g. Market of 2 million buyers, market share
of 15%, average revenue per buyer of $300 à
What is estimated total revenue
Source: Victor Cheng, Case
Interview Secrets
• Precise arithmetic with large numbers
• Rounding numbers intelligently
e.g. We need a market of at least $1.5 billion
54 million buyers, 17.5% market share, $300 ASP
54 million x 17.5% x $300
Source: Victor Cheng, Case
Interview Secrets
• Precise arithmetic with large numbers
• Rounding numbers intelligently
e.g. We need a market of at least $1.5 billion
54 million buyers, 17.5% market share, $300 ASP
50 million x 17.5% x $300
Source: Victor Cheng, Case
Interview Secrets
• Precise arithmetic with large numbers
• Rounding numbers intelligently
e.g. We need a market of at least $1.5 billion
54 million buyers, 17.5% market share, $300 ASP
50 million x 20% x $300
Source: Victor Cheng, Case
Interview Secrets
• Precise arithmetic with large numbers
• Rounding numbers intelligently
e.g. We need a market of at least $1.5 billion
50 million x 20% x $300 = $3 billion
54 million x 17.5% x $300 = $2.835 billion
We were too high by $165 million or ~5.8%
Source: Victor Cheng, Case
Interview Secrets
Big Picture Estimates
How many gallons (or litres) of gasoline does a
typical gas station pump each week?
• Finding a Proxy
• Identifying how your proxy is imperfect
• Segmenting estimates to minimize proxy imperfections
• Solving sub-estimates via assumptions
Source: Victor Cheng, Case
Interview Secrets
Hypothesis
Issues tree / framework
Drill-down analysis
Synthesis
Hypothesis 5
minute
rule
Hypothesis is
true if…
Condition #1
Condition #2
Condition #3
Sub-condition #1A
Sub-condition #1B
Sub-condition #1C
Sub-condition #2A
Sub-condition #2B
Sub-condition #2C
Sub-condition #3A
Sub-condition #3B
Sub-condition #3C
Issue Tree
Etc.
• State Hypothesis
• MECE
• Conclusive
Profit
Revenue
Cost
Price/Unit
Units Sold
Example: Profit Framework
Cost/Unit
Units Sold
Fixed Cost/Unit
Variable Cost/Unit
Hypothesis
is true if…
Customer
Example: Business Situation Framework
Product
Company
Competition
• Who is the customer (segmented)
• What does each customer segment want?
• Price sensitivity
• Distribution channel preference by segment
• Nature of the product (value proposition)
• Commodity of differentiable good?
• Complementary goods and services?
• Substitutes?
• Life cycle
• Packaging
• Capabilities and expertise
• Distribution channels
• Cost structure (fixed v. variable)
• Investment costs if applicable
• Intangibles
• Financial situation
• Organizational structure
• Competitor market share concentration
• Competitor behaviors
• Best practices (are they doing something we are not?)
• Barriers to entry
• Cupplier concentration
• Regulatory environment
Source: Victor Cheng,
Case Interview Secrets
Customer
Example: M&A Framework
Product
Company
Competition
Customer
Product
Company
Competition
Customer
Product
Company
Competition
Company A + Company B = Merged Company
Overall Market
Market Share
Segment
Prioritize
Example: Capacity Framework (Supply/Demand)
Industry Supply
Effect on Prices
Possible Benefits
Productivity
Real Costs
Opportunity Costs
Alternatives
Demand Supply Cost of Expansion
Image: Alex Snow
Source: Victor Cheng, Case Interview Secrets
• Start with branch that eliminates most uncertainty
• Quantitative & Qualitative (~ 70/30)
• Don’t stop drilling down a branch until you reach a
conclusion
• Be efficient – get to the minimally necessary data
• Use diagrams to take notes
• Use the logic to communicate with the client
Drill
Down
Synthesis
Action-oriented recommendation/conclusion
Supporting point 1
Supporting point 2
Supporting point 3
Restate recommendation/conclusion
A company wants to launch a new product.
If it does (at a cost of $5 million), there is a 20% chance that annual
operating profits (not counting launching costs) will be $4 million, 50%
chances of $6 million, 25% of $8 million and 5% of $17.5 million.
On the other hand, if the company sticks to its current product portfolio,
there is 60% probability of annual operating profits of $1.5 million, and
40% probability of annual operating profits of $3 million.
They hire you as a highly paid consultant to advise them. In about 3-
8 sentences answer the following… Should they launch the new product
or not? Why or why not?
Market Accessiblity
M
ar
ke
t G
ro
w
th
(A
ttr
ac
tiv
en
es
s)
Low
Lo
w
H
ig
h
High
?
Question Marks
Cash CowsDogs
Competitive Advantage, Value Proposition
BCG Growth-Share Matrix
Selectively Invest Invest
Stars
Divest Protect
Market Share
Crossing the Chasm
Business Process Modeling
Source: Wikipedia
Summary of this Lesson
In this lesson, you focused on the fundamentals of organizational
analysis and exercised a number of tools used by consultants
including the following:
– Frameworks in general
– Porter’s 5 forces
– BCG Matrix
– Crossing the Chasm
– Blue Ocean Strategy
– Ansoft Matrix
© 2021 University of South Carolina. All rights reserved. 28
Lesson 3:
Business Model Canvas
IBUS 718:
Consulting & Organizational Development
in the Multinational Corporation
Business Model Canvas
Business Model Analysis
How do we make money?
(Revenue mix)
Value
Business Model Analysis
How do we make money?
(Revenue mix)
How do we structure both revenues and costs?
(Revenue mix & Cost structure)
ValueEfficiency
Business Model Analysis
How do we make money?
(Revenue mix)
How do we structure both revenues and costs?
(Revenue mix & Cost structure)
How do we design and evolve reinforcing business
models
(The whole is greater than the sum of the parts)
• Mass Market
• Niche Market
• Segmented
• Diversified
• Milti-sided
Professor Dirk Brown
• Newness
• Performance
• Customization
• “Getting the job done”
• Design
• Brand/status
• Price
• Cost reduction
• Risk reduction
• Accessibility
• Convenience/Usability
Professor Dirk Brown
Channel Types Channel Phases
Own
Direct
Sales Force 1.Awareness
How do we raise
awareness about
our company’s
products and
services?
2. Evaluation
How do we help
customers
evaluate our
organization’s
Value
Proposition?
3. Purchase
How do we allow
customers to
purchase specific
products and
services?
4. Delivery
How do we deliver
a Value
Proposition to the
customers?
5. After Sales
How do we provide
post-purchase
customer support?
Web Sales
Indirect
Own Stores
Partner
Partner Stores
Wholesaler Professor Dirk Brown
• Personal assistance
• Dedicated assistance
• Self-service
• Automated services
• Communities
• Co-creation
• Asset sale
• Usage fee
• Subscription fees
• Lending/renting/leasing
• Licensing
• Brokerage fees
• Advertising
• Fixed vs. dynamic pricing
Professor Dirk Brown
• Physical
• Intellectual
• Human
• Financial
Professor Dirk Brown
• Production
• Problem solving
• Platform/network
Professor Dirk Brown
• Optimization and economy of scale
• Reduction of risk and uncertainty
• Acquisition of particular resources and activities
• Cost-driven
• Value-driven
• Fixed costs
• Variable costs
• Economies of scale
• Economies of scope
Business Model Canvas Evolves
Source: Alexander Osterwaldes & Yves
Pigneur, Business Model Generation
Professor Dirk Brown
Professor Dirk Brown
Professor Dirk Brown
Professor Dirk Brown
Professor Dirk Brown
Professor Dirk Brown
Patterns
• Product
Innovation
• Infrastructure Management
• Customer Relationship Management
Unbundling Business Models
Installed
Customer Base
Acquisition
Retention
Retail
Voice
Data
Content
Network
Maintenance
Services
Provisioning
Marketing
Content dev.
Network
Brand
Customer Base
Telcom
Equipment
Suppliers
Voice
Data
Service Revenues
Network Maintenance
Marketing
Network
Management
Product
Innovation
Customer
Relationship
Original Telco.
Network
Maintenance
Services
Provisioning
Marketing
Content dev.
Installed
Customer Base
Acquisition
Retention
Retail
Voice
Data
Content
Network
Brand
Customer Base
Telcom
Equipment
Suppliers
Voice
Data
Service Revenues
Network Maintenance
Marketing
Product
Innovation
Customer
Relationship
Network
Management
Telcos
Network
Infrastructure
Operation &
Maintenance
Network
Maintenance
Services
Provisioning
Network
Service RevenuesNetwork Maintenance
(Economies of Scale)
Unbundling Telco.
Network
Maintenance
Services
Provisioning
Marketing
Content dev.
Installed
Customer Base
Acquisition
Retention
Retail
Voice
Data
Content
Network
Brand
Customer Base
Telcom
Equipment
Suppliers
Content
Providers
Voice
Data
Service Revenues
Network Maintenance
Marketing
Product
Innovation
Customer
Relationship
Telcos
New
Products &
Services
R&D
Intellectual
Property
Licensing Fees
Unbundling Telco.
Installed
Customer Base
Acquisition
Retention
Retail
Voice
Data
Content
Marketing
Brand
Customer Base
Telcom
Equipment
Suppliers
Content
Providers
Voice
Data
Service Revenues
Marketing
Licensing Fees
Unbundling Telco.
The
Long Tail
Niche Content
Providers
Internet
Large Scope of
Niche Product
Platform
Management
Service
Provisioning
Promotion
Platform
Niche Content
Providers
Selling less of more
Platform management
and development
User
Generated
Content
Content
Production
Tools
Many Niche
Segments
Long Tail
Multi-Sided
Platform
Platform
Management
Service
Provisioning
Promotion
Platform
Platform management
and development
Customer
Segment 1
Customer
Segment 2
Customer
Segment 3
Etc.
Value prop. 1
Value prop. 2
Value prop. 3
Revenue flow 1
Revenue flow 2
Revenue flow 3
Including FREEIncluding Revenue Flow Subsidy?
Etc.
Multi-Sided Platform
Platform
Management
Platform
Brand
Platform management
and development
Storage costs
Casual
users
Premium
users
(e.g. high
volume)
Free basic
service
Paid
premium
service
Free limited basic account
Subscription premium account
Mass
customized
Switching costs
InternetOpen Source
Insurance
Freemium
Customers
Free or
cheap
product/
service
Subscription
or “Blades”
Free or Cheap
“Lock-in”
Recurring Revenues
Bait & Hook (Razor & Blades)
Source: Prof. Henry Chesbrough, UC Berkeley, Open Innovation: renewing Growth
from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis, Sept 27, 2004
Source: Prof. Henry Chesbrough, UC Berkeley, Open Innovation: renewing Growth
from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis, Sept 27, 2004
Outside-in
Innovation
Partners
Research
Community
Screening
Managing
network
Exploring
secondary
markets
Screening
capabilities
Access to
innovation
network
Externalizing
development costs
Outside-in (Buy Innovation)
Source: Prof. Henry Chesbrough, UC Berkeley, Open Innovation: renewing Growth
from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis, Sept 27, 2004
Inside-out
R&D results
Unused
intellectual
property
Secondary
market
Licensees
Innovation
customers
Sale, License fees, Spin-off
Inside-out (Sell Innovation)
• Unbundling & Bundling
• Bait & Hook
• Long tail
• Outside-in
• Inside-out
• Multi-sided platform
• Freemium
• Open source
• Insurance
Business Model Canvas
Patterns
Patterns
You can’t disrupt your own industry
if you don’t know what customers want.
Professor Dirk Brown
Value Proposition Customer Needs
Value Proposition Canvas*
* Strategyzer
Value Proposition Canvas*
* Strategyzer
Source: Alexander Osterwaldes & Yves
Pigneur, Business Model Generation
Professor Dirk Brown
Source: Alexander Osterwaldes & Yves
Pigneur, Business Model Generation
Source: Wikipedia
Business Model Canvas Evolves
Source: Alexander Osterwaldes & Yves
Pigneur, Business Model Generation
Professor Dirk Brown
Summary of this Lesson
In this lesson:
• You exercised the business model canvas and value proposition
canvas and explored how these can evolve over time and can
inform strategic decisions for the multinational corporation.
• You also analyzed various patterns in the business model canvas
as a tool to explore business model innovation.
Le
s
son 1: Fundamentals of
Consulting
IBUS 718:
Consulting & Organizational Development
in the Multinational Corporation
Introductions
SOSB
Mymediatones
Pandoodl
e
SPIN
Professor Dirk Brown
Why do we need to leverage Innovation
to create sustainable value?
The world is changing…
Disrupt or be disrupted.
fast.
“Success is a lousy teacher.
It seduces smart people into
thinking they can’t lose.”
– Bill Gates
Since 2000, 52% of companies in the Fortune
500 have either gone bankrupt, been acquired
or ceased to exist. (2012)
Constellation Research, “Research Summary: Sneak Peeks From
Constellation’s Futurist Framework And 2014 Outlook On Digital
Disruption”, February 2014
Average Company Lifespan on S&P 50
0
7-year rolling average
Ye
ar
s
The Fault Line
R
et
ur
ns
(
$)
The Fault
Line
Investment
Earnings Dilution
Out of the
Woods
Old
paradigm
New
paradigm
OLD
Paradigm
NEW
Paradigm
Time
* Clayton Christiansen
The Innovators Dilema*
Source: U.S. Census Bureau Business Dynamics Statistics
Dr. Dirk Brown
Large Companies Can Innovate Successfully
Sources: www.heritage.org, Terry Miller and Anthony B. Kim, 2016
Index of Economic Freedom (Wachington, DC: The Heritage
Foundation and Dow Jones & Company, Inc., 2016) and Legatum
Institute Foundation, “2015 Legatum Prosperity Index”, 2015
(accessed December 8, 2015)
Free Enterprise
– Rule of Law
– Government Size
– Regulatory Efficiency
– Open Markets
50
55
60
65
70
75
80
85
90
2007 2009 2011 2013 2015 2017
Ec
on
om
ic
F
re
ed
om
S
co
re
Year
China
The World
USA
Singapore
Source: The Heritage Foundation (www.heritage.org)
2010 Economic Landscape
2020 Economic Landscape
0
100000
200000
300000
400000
500000
600000
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
United States of America
Source: WIPO
Pa
te
nt
F
ilin
gs
0
100000
200000
300000
400000
500000
600000
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
China
United States of America
Source: WIPO
Pa
te
nt
F
ilin
gs
0
100,000
200,000
300,000
400,000
500,000
600,000
1787 1837 1887 1937 1987 2037
U.S. Patent Applications
China
Wolfgang Amadeus Mozart
Michael JacksonPa
te
nt
F
ilin
gs
Section 4
Commutation of Punishment and Release on Parole
Article 29 If a prisoner sentenced to life imprisonment or fixed-term imprisonment
has shown true repentance or rendered meritorious service during the term of
imprisonment, his sentence may be commuted on the basis of the result of the
assessment made by the prison. If a prisoner has rendered one of the following
major meritorious services, his sentence shall be commuted:
(1)having stopped a grave criminal activity of another person;
(2)having reported a grave criminal activity inside or outside prison which has
been ascertained to be true;
(3)having made an invention or a major technical innovation;
(4)having risked his or her life to save others in daily production or life;
(5)having made remarkable performances in fighting against natural calamities or
in avoiding or removing grave accidents; or
(6)having made other major contributions to the State or the society
Prison Law of the People’s Republic of China
Share of TEA and EEA by region
• TEA = Total Early-Stage Entrepreneurial Activity
• EEA = Entrepreneurial Employee Activity
• Includes people involved in both
Share of TEA and EEA by region
• TEA = Total Early-Stage Entrepreneurial Activity, EEA = Entrepreneurial Employee Activity
• Includes people involved in both
© imagehitasia, 123RF Free Images
6
Skill Areas
“De-construct”
Analyze
Quantify
Develop Hypotheses
Data Development
Communication
SOSB
Mymediatones
Pandoodl
e
SPIN
Exercise Hard and Soft
Skills
Set Expectations Well!
SOSB
Mymediatones
Pandoodl
e
SPIN
Exercise Hard and Soft
Skills
Set Expectations Well!
How to Teach This?
How to Teach This?
The core business
knowledge and tools are
largely the same
Read + Class Participation
Case Studies – Analysis
Case Studies –
Strategy
Analysis & Critiques
Client
Proposal
Consulting Engagement
(20%)
(15%)
(20%)
(10%)
(15%)
(20%)
Companies Chosen
First meeting
Weekly Updates
Client Proposals
Proposal Critiques
Interim Project Presentations
Final Report Outline
Final Recorded Presentations
Final Presentation Q&A
Your Name:
Your Project name: Cont. %
You: – 20%
Team member: 20%
Team member: 20%
Team member: 20%
Team member: 20%
100% OK
Notes on your group / experience:
Your Name: Mickey Mouse
Your Project name: Disneyland for pets Cont. %
You: Mickey Mouse 20%
Team member: Donald Duck 15%
Team member: Goofy 5%
Team member: Minnie Mouse 35%
Team member: Pluto 25%
100% OK
Notes on your group / experience:
Donald Duck’s father got sick and he had to travel a lot back
and forth so didn’t have time to do much on the project but he
tried hard to help.
Team Effort
Reading and Class Participation (20%)
Module 2
Analysis of the
Corporation
Case Study Analysis
(15%)
Consulting Proposal (15%)
Feedback to others (5%)
Module 1
Fundamentals of
Consulting and
Organizational Analysis
Module 3
Consultant-Client
Interactions and Log-Term
Strategy
Case Study Analysis (20%)
Consulting Proposal (20%)
Feedback to others (5%)
35% 45%
5
Phases
of
Consulting
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
5
Phases
of
Consulting
Proposal
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
Proposal
Client relationship
Project clarity
Data availability
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
Client relationship
Project clarity
Data availability
Producing the
Presentation
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
Examples
McKinsey
BCG
Bain
Etc.
5
Phases
of
Consulting
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
5
Phases
of
Consulting
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or
Termination
5
Phases
of
Consulting
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
If I had an hour to solve a
problem and my life depended
on the solution,
I would spend the first 55
minutes
determining the proper
question to ask…
– Albert Einstein
Entry and Contracting
Discovery and Dialogue
Analysis and the Decision to Act
Engagement and Implementation
Extension, Recycle, or Termination
• Commitment to a future action (actions)
• Constraint on actions available
• Legal: Offer / Acceptance / Consideration
• Promises, Offers, Requests
• Explicit and Implicit
• Often context dependent
• Understand, clarify, and describe potential
consequences
• Don’t assume client has full knowledge
• Don’t be afraid to ask “dumb” questions or say
“I don’t know but I will find out”
• Responses to an offer or request
• Yes, No, or Renegotiate/Defer
• “Maybe”, “We will try”, “We will do our best“
are unclear and subject to
misunderstanding
Contract
(Commitment)
• Commitment to a future action (actions)
• Constraint on actions available
• Legal: Offer / Acceptance / Consideration
• Promises, Offers, Requests
• Explicit and Implicit
• Often context dependent
• Understand, clarify, and describe potential
consequences
• Don’t assume client has full knowledge
• Don’t be afraid to ask “dumb” questions or
say “I don’t know but I will find out”
• Responses to an offer or request
• Yes, No, or Renegotiate/Defer
• “Maybe”, “We will try”, “We will do our
best“
are unclear and subject to misunderstanding
Gain shared understanding of the
Why – The purpose of the
engagement
What – The intended outcomes
When – The timeframe
How – The plan of action
Who – The resource allocations
Contingencies & Dependencies
What is the overall intent
of a business contract?
What are some things
that prevent closure?
Gain shared understanding of the
Why – The purpose of the
engagement
What – The intended outcomes
When – The timeframe
How – The plan of action
Who – The resource allocations
Contingencies & Dependencies
• No explicit request (so no promise)
• No commitment (“we’ll see”)
• Miscommunication about fulfillment
• Change in circumstances
• Promisor fails to deliver
• Fulfills the letter but not the intent
• Conditions of satisfaction are revealed
late or change during the process
• No explicit request (so no promise)
• No commitment (“we’ll see”)
• Miscommunication about fulfillment
• Change in circumstances
• Promisor fails to deliver
• Fulfills the letter but not the intent
• Conditions of satisfaction are revealed
late or change during the process
• Explore the context
• Repeat and reframe
• Explore the edges
• Measure progress
• Communication
How do we address
(and avoid) a broken
commitment?
Proposals
10 minute live
presentation
Feb. 3, 2023
10+ slides
A. Background
• Summarize current situation
B. Objectives / Deliverables
• Clearly identify the goals and scope
C. Outline Approach
• Propose the methodology / model / hypotheses
to be tested and any success measures
• Can include here any initial results or relevant
information or data
D. Outline a resource-based plan
• Include both resources and responsibilities
• Quantify costs (in this case time)
• Define processes (reporting, control, escalation)
E. Define benefits of a successful outcome and
potential range of outcomes
• Include dependencies and risks (cover yourself!)
Summary of this Lesson
In this lesson:
• You focused on the importance of consulting in the multinational
corporation in a rapidly changing global landscape.
• You also reviewed the 5 phases of consulting and the importance
of drafting a rigorous consulting proposal as the first step.
• You started to work on a consulting proposal for a multinational
corporation as the first step in your main group project for the
course.
© 2023 University of South Carolina. All rights reserved. 66
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