The course “Consultant Behaviour” was offered to Master’s students following the Master in Management from ESCP Business School as part of the specialization “Consulting dynamics and practices”. It aims at providing, through a transversal approach, a deep knowledge of the Consulting practice and the different aspects of the consulting work. This session sums up the lifecycle of a mission with a focus on how to qualify the need of a client and a consultant toolbox.

1. Spring 2021
1
Consulting Behaviour
Stream A7
Dr. Benjamin Lehiany
& Stéphane Lesage
Session 3:
The mission life-cycle
& consultant toolbox

2. 1. The consulting industry,
actors & hot topics
2. Consulting jobs &
careers
2
3. The mission lifecycle &
consultant toolbox
4. The commercial
proposal
5. The Consultant posture,
ethics & time management
COURSE STRUCTURE & CONTENT

3. 3
The mission life-cycle
The big picture
PRE-SALES
• Prospection
• Promotion
• Call for tenders
POST-MISSION
• Satisfaction survey
• References
QUALIFYING THE NEEDS
• Transform needs into opportunities
• Screen decision process & budget
• Commercial proposal:
• Approach and action plan
• Quotation
PITCH & SELECTION
• Pitch front of the client to
introduce approach, action plan
and submit a quotation
• Selection of the consulting firm
• Bargain before the deal
EXECUTION
• Data collection
• Analysis, Diagnosis
• Project management
• Conclusions and deliverables
CLOSING
• Internally: return on experience /
Knowledge Management
• Externally: Identification of new
needs / joint opportunities

4. 4
The mission life-cycle
1. Pre-sales
PRE-SALES ORGANIZATION
ALL BUSINESS DEVELOPMENT ACTIVITIES
▪ Calling, prospecting (LinkedIn, Twitter…)
▪ Catalogue of differentiating offers
▪ Watch over market trends (sectorial specificities,
regulation, market trend, proactive offers…)
▪ Networking and promotional events (conference, forum,
thematic workshop,…)
▪ Commercial referencing
▪ Business lunches (before COVID19)
▪ …
WHO’S IS IN CHARGE?
Depending on firms’ structure and organization, business
development can be handled:
▪ By Partners
▪ By dedicated Business developers
▪ By Managers / Principals
▪ By everyone

5. 5
The mission life-cycle
1. Pre-sales
Reputation is a KSF of the industry
Consultants by their daily duties are the best
ambassadors of their firm
▪ Quality of the job delivered
▪ Professional and proactive mindset
▪ Listening to customer problems / needs
▪ Coffee machine entrepreneurship…
« Hello Benjamin
Tu es trop fort ! tu arrives toujours à me
refourguer des projets !
Quel montant pour ton projet? »

6. 6
The mission life-cycle
2. Qualifying the client’s needs
> Customer’s needs can take various forms and come from various origins
NON-FORMAL NEED
> Opportunity identified or revealed
through prospecting
+/- FORMAL REQUEST
> Formal demand expressed within the
context of commercial relationship
CALL FOR TENDER
> Several consulting firms in competition
IN ANY CASES, QUALIFY THE NEED
BEFORE SUBMITTING THE PROPOSAL
> Customer context
> Key success factors
> Expected deliverables
> Methodology when required
> Workload & quotation

7. 7
The mission life-cycle
2. Qualifying the client’s needs
Understanding the
client’s need is vital
and not obvious !
Developed
by DirCom
Approved
by the strategy
Designed
by engineers
Installed
by technicians
Announced
by CEO
Asked
by the client

8. 8
The mission life-cycle
2. Qualifying the client’s needs
DEFINE THE KEY QUESTION
> Understand the SITUATION
> Determine the COMPLICATION
> Formulate the KEY QUESTION
DESIGN THE PYRAMID FROM THE KEY STATEMENT TO THE ROOT CAUSES
> Put the key statement answering the key question at the top of the pyramid
> Drill down key statement into relevant issues
> Follow each path to identify the root causes
CHECK WHETHER ALL REQUIREMENTS OF THE PYRAMID ARE FULFILLED
> The pyramid must answer the key question
> It must be MECE
> It must be built in a logical vertical (deductive or inductive) order
Source : BCG
> BCG APPROACH : THE PYRAMID STRUCTURE

9. 9
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
> BCG APPROACH : THE PYRAMID STRUCTURE
1
DEFINE THE KEY QUESTION
Formulate the key question by applying
the SCQ method (Situation-
Complication–Question) and agree on it
The key question needs to be
• Crisp
• Actionable
• Unambiguous
2
DESIGN THE PYRAMID FROM THE KEY
STATEMENT TO THE ROOT CAUSES
2.1 Put the key statement answering your key
question at the top of the pyramid
2.2 Drill down key statement into relevant issues
• Differentiate between issues and sub-issues and
sort them logically
2.3 Follow each path to identify the root causes
3
CHECK WHETHER ALL THE REQUIREMENTS
OF THE PYRAMID ARE FULFILLED
Check whether your pyramid:
• Answers the key question
• Is built in a logical vertical order
• Is MECE
• Has the lowest possible number of issues
per layer or sub-issues per group
• Is designed applying a logical order
(inductive or deductive)

10. 10
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
Situation Complication Key Question
Define the overall context
within which the problem
to be resolved
• Internal economics
• Competitive advantage
• Industry environment
Describe and define the
cause of the problem
• New competitors from
unrelated industries
• Technologies challenging
the cost base
Set a clear constraint on the problem
to be tackled. Key question should be
crisp, actionable and unambiguous
•How can we stay competitive given
new threats?
•Can we adapt to the new
technologies?
Definition
Company A has been
undisputed leader for 10
years
In the last year, Company A
lost 10% share to new
market entrant X
•How can we compete with X to
maintain our position as market
leader?
•Should we dive into new markets?
Common issues
Examples
> BCG APPROACH: DEFINE THE KEY QUESTION BY APPLYING THE SCQ METHOD

11. 11
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
TEAM WORK:
BCG has just started a strategy project for new client Phoenix. You have been staffed as the only
consultant on the project, along with a very busy project leader. Just before leaving for a trip overseas,
the project leader has left you a voicemail asking you to think through key issues and analyses. She told
you that :
• Phoenix manufactures and installs hot water systems based on solar energy for
residential/commercial use
• They have 8,700 employees and generate ~€900M last year
• Phoenix is quality leader in the market
• Preliminary analysis of key financial results shows that key competitor Thermo has achieved
profitability three years after entering the market
• Two Asian competitors are about to move into the market
• After many unsuccessful cost cutting initiatives motivation among the staff is low
• The owners have requested the CEO –who hired BCG –to make Phoenix profitable over the next
two years
DEFINE THE KEY QUESTION
> BCG APPROACH: DEFINE THE KEY QUESTION BY APPLYING THE SCQ METHOD
Before you dig into work you want to align the 'introduction’(situation, complication,
key question) with her before she gets on the plane

12. 12
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
A POSSIBLE SOLUTION TO THE PHOENIX CASE :
• Phoenix is quality leader; but unprofitable
• Key competitor is profitable
SITUATION
COMPLICATION
KEY QUESTION
Client's demand in a highly challenging context :
• Low motivation of staff after unsuccessful cost cutting
initiatives
• Threat from market entry of Asian competitors
Which levers are available and realistic to make Phoenix
profitable within the next two years considering the
current challenges of low motivation and increasing
competitive pressure?
Which
information is
relevant in the
actual
context?
Why BCG has
been hired? To
solve which
problem?
Can final
outcome be
visualized?
> BCG APPROACH: DEFINE THE KEY QUESTION BY APPLYING THE SCQ METHOD

13. 13
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
> BCG APPROACH : THE PYRAMID STRUCTURE
1
DEFINE THE KEY QUESTION
Formulate the key question by applying
the SCQ method (Situation-
Complication–Question) and agree on it
The key question needs to be
• Crisp
• Actionable
• Unambiguous
2
DESIGN THE PYRAMID FROM THE KEY
STATEMENT TO THE ROOT CAUSES
2.1 Put the key statement answering your key
question at the top of the pyramid
2.2 Drill down key statement into relevant issues
• Differentiate between issues and sub-issues and
sort them logically
2.3 Follow each path to identify the root causes
3
CHECK WHETHER ALL THE REQUIREMENTS
OF THE PYRAMID ARE FULFILLED
Check whether your pyramid:
• Answers the key question
• Is built in a logical vertical order
• Is MECE
• Has the lowest possible number of issues
per layer or sub-issues per group
• Is designed applying a logical order
(inductive or deductive)

14. 14
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
> BUILDING THE HYPOTHESIS TREE
Attempts to formulate the possible result of the project
Hypotheses help to be specific and focused
• Forces you to be explicit about what you expect to achieve in the project
• More telling than a set of open questions
Hypotheses are allowed to be wrong
• Their use is to structure and focus the project
• No preclusion of the results
The hypothesis will be adapted to the findings during the project
• More and more specific
• Changing as the evidence evolves
ROLE OF THE HYPOTHESIS
A CLEAR HYPOTHESIS SAVES
YOU FROM ‘BOILING THE
OCEAN’

15. 15
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
A STEP BY STEP APPROACH
The key statement Issues / sub-issues Root causes
The key statement answers the
key question (formulated using
the SCQ approach)
Drill down the key statement into
relevant issues
• Follow a logical approach asking
the “5 whys”
• Make sure that the sum of the
issues matches the whole
picture of the key statement
• Drill down issues into sub-issues
using the same approach
Repeat drilling down as long as
necessary to identify possible
root causes and check them on
their impact as key driver and
addressability
> BUILDING THE HYPOTHESIS TREE
1 2 3

16. 16
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
THE PHOENIX CASE
• Phoenix is quality leader; but unprofitable
• Key competitor is profitable
SITUATION
COMPLICATION
KEY QUESTION
Shareholders push for profitability during highly
challenging times
• Low motivation of staff after unsuccessful cost
cutting initiatives
• Threat from market entry of Asian competitors
• Which levers are available and realistic to make
Phoenix profitable within the next two years
considering the current challenges of low
motivation and increasing competitive pressure?
Decrease cost Increase revenue
Phoenix can maintain double-digit
profitability
Decrease
procurement
cost
Decrease
production
cost
Decrease
Distribution
cost
Decrease
Administration
cost
Decrease
Financing
cost
Decrease
variable
cost
Decrease
fixed
cost
Decrease
marketing
cost
Decrease
sales-
related
cost
Decrease
logistic
cost
Decrease
cost per
outlet
Decrease
numb. of
outlets
Increase
price
Increase
volume
sold
Increase
sales of
existing
products
Introduce
new
products






   

✓
✓
✓
✓
✓
✓
✓
> BUILDING THE HYPOTHESIS TREE - EXERCICE

17. 17
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
KEY STATEMENT: A COFFEE HOUSE WANTS TO INCREASE ITS REVENUE
Increase price
of beverages
Introduce
new products
Sell more
products
Sell more to
existing
customers
Increase
prices of hot
drinks
Increase
price of
products
Increase
prices of
snacks
Increase
price of
cold drinks
Increase the
number of
traditional
products sold
Sell to new
customers
Increase
price of
souvenirs
> BUILDING THE HYPOTHESIS TREE - EXERCICE

18. 18
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
A coffee house
wants to increase
its revenue
Sell more products Increase prices of
products
Sell more to existing
customers
Increase prices of hot
drinks
Increase price of
cold drinks
Sell to new
customers
Increase price of
beverages
Introduce new
products
Increase price of
snacks
Increase sales of
existing products
Increase price of
souvenirs
> BUILDING THE HYPOTHESIS TREE - EXERCICE
KEY STATEMENT: A COFFEE HOUSE WANTS TO INCREASE ITS REVENUE

19. 19
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
> BCG APPROACH : THE PYRAMID STRUCTURE
1
DEFINE THE KEY QUESTION
Formulate the key question by applying
the SCQ method (Situation-
Complication–Question) and agree on it
The key question needs to be
• Crisp
• Actionable
• Unambiguous
2
DESIGN THE PYRAMID FROM THE KEY
STATEMENT TO THE ROOT CAUSES
2.1 Put the key statement answering your key
question at the top of the pyramid
2.2 Drill down key statement into relevant issues
• Differentiate between issues and sub-issues and
sort them logically
2.3 Follow each path to identify the root causes
3
CHECK WHETHER ALL THE REQUIREMENTS
OF THE PYRAMID ARE FULFILLED
Check whether your pyramid:
• Answers the key question
• Is built in a logical vertical order
• Is MECE
• Has the lowest possible number of issues
per layer or sub-issues per group
• Is designed applying a logical order
(inductive or deductive)

20. 20
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
> THE “MECE” PRINCIPLE
IMAGINE OUR TASK TODAY IS TO SEGMENT ESCP STUDENTS IN CLEARLY
DISTINGUISHABLE GROUPS WITHOUT IGNORING ANY GROUP OF STUDENTS
WHAT WOULD BE THE CRITERIA?

21. 21
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
« ME » STANDS FOR « MUTUALLY EXCLUSIVE »
Definition : Two sets of elements are mutually exclusive when they don’t overlap
Advantages :
• You consider each element only once, hereby ensuring not to duplicate efforts
• You are forced to consider the details, seeing the individual tree as opposed to the forest
A1 A2
Example : consider age groups as the segmentation criteria
Born between 1950 - 1980 Born between 1981 - 1990
Born between 1991 - 1995 Born between 1996 - 2000
> THE “MECE” PRINCIPLE

22. 22
The mission life-cycle
2. Qualifying the client’s needs
Source : BCG
« CE » STANDS FOR « COLLECTIVELY EXHAUSTIVE »
Definition :
Sets of elements are collectively exhaustive when they fully
cover the superior item you want to segment in more detail
Advantages :
• You ensure that you do not forget elements
• You are forced to be innovative, viewing the forest as
opposed to individual trees
A1 A2 A
=
+
Data of age groups from
currently studying at
ESCP (6 campuses)
Example :
segmentation is collectively exhaustive
Every student currently registered in one of
ESCP’s 6 campuses
> THE “MECE” PRINCIPLE

23. 23
The mission life-cycle
2. Qualifying the client’s needs
> WHEN THIS METHOD DOES NOT WORK…
This pyramid method is very efficient to
solve logical problems.
It is weak for solving problems requiring
creativity.

24. 1. The consulting industry,
actors & hot topics
2. Consulting jobs &
careers
24
3. The mission lifecycle &
consultant toolbox
4. The commercial
proposal
5. The Consultant posture,
ethics & time management
COURSE STRUCTURE & CONTENT
Next session