Competitive Strategy

Punya Trivedi PGDM Executive 2012-13

Agenda
Layers & Players Segmentation Family Tree Global Consulting Industry How are other players doing things differently then the comparison companies Global footprint, Sectors supported, Clients Approach to the market What makes them unique SWOT McKinsey was Blamed Game Changer

Layers & Players

Segmentation

Source: Insead Consulting Club Book 2011

Family Tree

Source: Insead Consulting Club Book 2011

Market Size

How players are differentiating?

Specialization Information technology consulting, human resource consulting, virtual management consulting Local/National/International Premium Product/Service McK charges as high as 25% premium over BCG Fixed & Variable Pay There is more contingency and variable pay now

Global Footprint
BCG
78 offices in 43 countries Africa has 2 offices No presence in Russia US, Europe & Middle East A pioneer in Asian Consulting with more than 50% business coming from this region.

McKinsey
102 offices in more than 50 countries Africa has 5 offices No presence in Russia US, Europe & Middle East

Practice Areas (Functional)

BCG McKinsey

Industries Served
BCG McKinsey

Clients Served
BCG
BSNL (2009) Wal*mart (Consumerist August 22, 2013) Pemex (CNBC 16th August, 2013) Bank of Baroda Our clients include many of the worlds most ambitious organizations. Many of them rank among the worlds 500 largest companies, but we also advise midsized businesses, nonprofit organizations, and government agencies.

McKinsey
- Serbia hires McK as a consultant to its finance minister (Reuters 13th August, 2013) - Infosys (Mint 19th August, 2013) - Bank of Cyprus (Financial mirror 19th August, 2013) - World Bank (Devex-15-Aug-2013) Our clients include the majority of the 100 largest industrial corporations in the world.

Source: Based on various press releases

Approach Process
"We don't sell, they come to us Most common answer ----------------------------------------------------------------------------------- A very deliberate process (e.g., here are X companies that are not currently clients, but that are a priority for us to land - we will develop a plan to be introduced to key stakeholders and pitch Y services)

A much more organic process (introductions / referrals from past clients at the same or different companies, or selling additional work extending from a current project) - anecdotally, this is the most common way for projects to get sold A client sends out a Request For Proposal (firms then submit proposals based on the requirements of the RFP, and the client holds a 'bake-off' for the firms vying for the project) by a Bain Consultant

Source: http://www.quora.com/What-are-sales-processes-like-at-top-tier-management-consulting-firms-likeMcKinsey-BCG-Bain-etc

What makes them unique

BCG
Comes out with a thought provocative monthly Mag BCG Perspectives Contributed concepts like Experience Curve, BCG Matrix Reputation/culture: Very academic, innovative; relatively more family oriented In a nutshell BCG has far more flexibility on functioning modes

McKinsey
Famous quarterly magazine McKinsey Quarterly with high quality research Spends highest on information collation and research Strongest alumni network of more than 26000 Given credit for outsourcing boom in India Reputation/culture: Gold standard, elite If you look for "military" process then go for McKinsey There is definitely a McKinsey way to do things

Compiled from various sources

BCG SWOT

McKinsey SWOT

McKinsey was Blamed

Advocating side pockets and off balance sheet accounting to Enron, it became known as the firm that built Enron (Guardian, BusinessWeek) General Electric lost over $1 billion after following McKinseys advice in 2007 just before the financial crisis hit. (The Ledger) Advising AT&T (Bell Labs invented cellphones) that there wasnt much future to mobile phones (WaPo) Swissair went into bankruptcy after implementing a McKinsey strategy (BusinessWeek)

British railway company Railtrack was advised to reduce spending on infrastructure leading to a number of fatal accidents, and a subsequent collapse of Railtrack. (Property Week, the Independent)

Game Changer
Consultants today cannot just deliver a slideshow and pocket fat fees. Even the elite three now make most of their revenue from implementing ideas, from finding ways to improve clients internal processes and from other tasks not traditionally considered Strategy consulting The Economist

Thank you!
Source: ET Apr 2, 2013