What Differentiates One Consulting Firm From Another?

What differentiates one management consultant from another? In bulk terms, consultants differ on several fronts – billing rates, customer expectations, their profiles, and internal firm organization. And everything is intertwined.

Some strategy consulting firms have a very high average daily billing rate, some of which are close to $3,000. As a result, the impact is substantial on the resources available to these firms. Employee salaries are, on average, 70% higher (excluding partners’ wages) and they are generally much better based on support: information search, sliding, assistants, reprography.

Management firm activities

Management consulting activities are on the rise, both in business services and in public and private organizations. These activities involve a good understanding of what the field covers and the challenges associated with it.

At a “micro” level, management consulting is a relational practice that essentially links three components: a consultant, an advisory structure, and clients. Since clients are interested in the interactions between these components, which are systematically related to each other, consultants work to express the foundations of management consulting. At the same time, they will include and document actual practices.

Consulting and involvement

On his or her part, the client can approach the consultant from two very different perspectives. They may want to contact a consultant because he or she feels more or less confused that something is wrong with their business. In another way, the client may already have an idea of what the problem is and the solutions to implement.

These situations fully justify what is called “demand analysis,” which is the heart of any consulting business. There are two primary characteristics to be considered: the intention of the applicant and the nature of the problem to be treated. These characteristics are subjected to cognitive and affective influences.

It is mostly a matter of weighing the respective proportion between the importance of the problem, which is at the origin of the use of the consultant, and the underlying processes which are due to the particular functioning of the firm. It is up to the consultant to take charge of the problem and to find suitable technical solutions. As a result, the consultant determines the cause of the problem and proposes an appropriate solution. Contact David Johnson Cane Bay for more information.