MMICC 2009 - 1st Place - USC

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MMICC 2009 - 1st Place - USC

  1. 1. Exeter: Engage, Enhance and Expand Jeff Hassan | Pradyumna Kejriwal | Xiaolin Gong | Seiyonne Suriyakumar Conquest Consulting Team 3
  2. 2. Address Current Projects Ensure Future Growth New Team Policy Project Rankings Short Term Objectives Long Term Value Add Employee Development Domestic Expansion International Expansion Annual Sales (2013) $124M Cumulative Profits (2013) $47M
  3. 3. Address Current Projects Ensure Future Growth New Team Policy Project Rankings Short Term Objectives Long Term Value Add Employee Development Domestic Expansion International Expansion Annual Sales (2013) $124M Cumulative Profits (2013) $47M “ Engage” “ Enhance” “ Expand”
  4. 4. “ Engage” “ Enhance” Address Current Projects Ensure Future Growth New Team Policy Project Rankings Short Term Objectives Long Term Value Add Employee Development Domestic Expansion International Expansion NPV ROI USA Expand Healthcare India Enter into Education and Healthcare “ Expand”
  5. 5. Core Competencies Exeter Top University Recruitment Value Added Focus for Clients Quality over Price Niche Player with Flexibility
  6. 6. Address Current Projects Ensure Future Growth New Team Policy Project Rankings Short Term Objectives Long Term Value Add Employee Development Domestic Expansion International Expansion “ Engage” “ Enhance” “ Expand” Annual Sales (2013) $124M Cumulative Profits (2013) $47M
  7. 7. Potential Short Term Projects Potential Projects Tulane Large University Private University Consulting Company Familiarity Leadership Availability In-House Team Project Size Future Potential (x2) Approval Potential (x3) Favorable Unfavorable Recruiting New Team Ranking
  8. 8. Potential Short Term Projects Potential Projects Tulane Large University Private University Consulting Company Ranking Total Points 21 18 15 20 1 3 4 2 Recruiting New Team Ranking
  9. 9. Tulane University Potential Projects Tulane Large University Private University Consulting Company Familiarity Leadership Availability In-House Team Project Size Future Potential (x2) Approval Potential (x3) Favorable Unfavorable Recruiting New Team Ranking
  10. 10. Tulane University Project Size Future Potential (x2) Approval Potential (x3) <ul><li>1previous </li></ul><ul><li>project </li></ul><ul><li>Deep trust </li></ul><ul><li>from Katrina </li></ul><ul><li>Deny specific </li></ul><ul><li>request </li></ul><ul><li>Grant different </li></ul><ul><li>sr. manager, </li></ul><ul><li>familiar </li></ul><ul><li>mid-level </li></ul><ul><li>manager & </li></ul><ul><li>15 consultants </li></ul><ul><li>Great client </li></ul><ul><li>reference </li></ul><ul><li>Attract </li></ul><ul><li>vendor clients </li></ul><ul><li>Tie up </li></ul><ul><li>resources </li></ul><ul><li>$5M over </li></ul><ul><li>two years </li></ul><ul><li>Tulane IT </li></ul><ul><li>department </li></ul><ul><li>Requested </li></ul><ul><li>sr. manager </li></ul><ul><li>w/ another </li></ul><ul><li>large client </li></ul>In-House Team Leadership Availability Familiarity Recruiting New Team Ranking
  11. 11. Negotiation: Tulane Deny specific manager request Trust our judgment based on past success Exhaust 2 departments’ resources Client Exeter Concerns Compensate with expertise of familiar middle-level manager High investment now for high future return Mitigation Concerns Client Exeter Concerns Recruiting New Team Ranking
  12. 12. Large University Potential Projects Tulane Large University Private University Consulting Company Familiarity Leadership Availability In-House Team Project Size Future Potential (x2) Approval Potential (x3) Favorable Unfavorable Recruiting New Team Ranking
  13. 13. Large University Project Size Future Potential (x2) Approval Potential (x3) <ul><li>1 previous </li></ul><ul><li>small project </li></ul><ul><li>Will not work </li></ul><ul><li>with competitor </li></ul><ul><li>Offer 1 Sr. </li></ul><ul><li>manager, 1 </li></ul><ul><li>mid-level </li></ul><ul><li>manager </li></ul><ul><li>& 20 </li></ul><ul><li>consultants </li></ul><ul><li>Synergy with </li></ul><ul><li>Tulane </li></ul><ul><li>project </li></ul><ul><li>Larger </li></ul><ul><li>projects with </li></ul><ul><li>University </li></ul><ul><li>$10M </li></ul><ul><li>contract over </li></ul><ul><li>1-2 years </li></ul><ul><li>Bad & </li></ul><ul><li>ineffective </li></ul><ul><li>“ not going </li></ul><ul><li>well” </li></ul><ul><li>No specific </li></ul><ul><li>request for </li></ul><ul><li>manager </li></ul>In-House Team Leadership Availability Familiarity Recruiting New Team Ranking
  14. 14. Private University Potential Projects Tulane Large University Private University Consulting Company Familiarity Leadership Availability In-House Team Project Size Future Potential (x2) Approval Potential (x3) Favorable Unfavorable Recruiting New Team Ranking
  15. 15. Private University Project Size Future Potential (x2) Approval Potential (x3) <ul><li>2 previous </li></ul><ul><li>projects of </li></ul><ul><li>$1M and $2M </li></ul><ul><li>Will not </li></ul><ul><li>compromise </li></ul><ul><li>on manager </li></ul><ul><li>Send back </li></ul><ul><li>mid manager </li></ul><ul><li>& resumes of </li></ul><ul><li>top 20 </li></ul><ul><li>consultants </li></ul><ul><li>Leverage </li></ul><ul><li>brand </li></ul><ul><li>Larger project </li></ul><ul><li>w/ client </li></ul><ul><li>Low margin </li></ul><ul><li>Compromise </li></ul><ul><li>Exeter model </li></ul><ul><li>Most likely </li></ul><ul><li>small </li></ul><ul><li>Top </li></ul><ul><li>university with </li></ul><ul><li>IT division </li></ul><ul><li>Specific </li></ul><ul><li>consultant is </li></ul><ul><li>unavailable </li></ul>In-House Team Leadership Availability Familiarity Recruiting New Team Ranking
  16. 16. Strategic Consulting Company Potential Projects Tulane Large University Private University Consulting Company Familiarity Leadership Availability In-House Team Project Size Future Potential (x2) Approval Potential (x3) Favorable Unfavorable Recruiting New Team Ranking
  17. 17. Strategic Consulting Company Project Size Future Potential (x2) Approval Potential (x3) <ul><li>New sector </li></ul><ul><li>New client </li></ul><ul><li>Exeter COO </li></ul><ul><li>worked w/ </li></ul><ul><li>client’s IT exec. </li></ul><ul><li>Clarify Exeter </li></ul><ul><li>has final </li></ul><ul><li>authority </li></ul><ul><li>1 mid-level </li></ul><ul><li>manager </li></ul><ul><li>& 4 consultants </li></ul><ul><li>New sector </li></ul><ul><li>Potential </li></ul><ul><li>client referrals </li></ul><ul><li>Conflict w/ </li></ul><ul><li>client’s </li></ul><ul><li>IT team </li></ul><ul><li>Described as </li></ul><ul><li>“ Cheap” </li></ul><ul><li>Growing </li></ul><ul><li>IT division </li></ul><ul><li>New, young </li></ul><ul><li>manager who </li></ul><ul><li>is perfect for </li></ul><ul><li>the job </li></ul>In-House Team Leadership Availability Familiarity Recruiting New Team Ranking
  18. 18. New Team Structuring Policy Capacity Constraints Prevent Unleveraged Senior Managers Senior Mgr  $25M project revenues Decreased utilization due to schedule conflicts Drive Mid-Level manager and young consultant development Recruiting New Team Ranking
  19. 19. New Team Structuring Policy Capacity Constraints Prevent Unleveraged Senior Managers Senior Mgr  $25M project revenues Decreased utilization due to schedule conflicts Drive Mid-Level manager and young consultant development Client 1 Senior Manager 1 Mid-Level Manager ‘X number’ Consultants (min 2:1 ratio) New Team Structure Recruiting New Team Ranking
  20. 20. New Team Structuring Policy Capacity Constraints Prevent Unleveraged Senior Managers Senior Mgr  $25M project revenues Decreased utilization due to schedule conflicts Drive Mid-Level manager and young consultant development Client 1 Senior Manager 1 Mid-Level Manager ‘X number’ Consultants (min 2:1 ratio) New Team Structure Key Takeaways Key Takeaways Need to resolve capacity constraint in order to grow Prevent Unleveraged Senior Managers Use new team structure to ensure senior managers can work on multiple projects at a time Stimulate Internal Managerial Promotions Recruiting New Team Ranking
  21. 21. Recruitment: Consultants Internal Professional Development Incentives <ul><li>Rotational Programs </li></ul><ul><li>Blended Teams </li></ul>External Target Client Universities <ul><li>Periodic Career Presentations </li></ul><ul><li>IT Case Competition </li></ul>Young Consultants Recruiting New Team Ranking
  22. 22. Recruitment: Consultants Internal Professional Development Incentives <ul><li>Rotational Programs </li></ul><ul><li>Blended Teams </li></ul>External Target Client Universities <ul><li>Periodic Career Presentations </li></ul><ul><li>IT Case Competition </li></ul>External Recruitment Agencies <ul><li>Utilize independent </li></ul><ul><li>recruitment agencies </li></ul>Internal Employee Recommendations <ul><li>Promotion through peer </li></ul><ul><li>recommendations </li></ul>Young Consultants Senior Managers Recruiting New Team Ranking
  23. 23. Recruitment: Consultants Internal Professional Development Incentives <ul><li>Rotational Programs </li></ul><ul><li>Blended Teams </li></ul>External Target Client Universities <ul><li>Periodic Career Presentations </li></ul><ul><li>IT Case Competition </li></ul>External Recruitment Agencies <ul><li>Utilize independent </li></ul><ul><li>recruitment agencies </li></ul>Internal Employee Recommendations <ul><li>Promotion through peer </li></ul><ul><li>recommendations </li></ul>Young Consultants Senior Managers Key Takeaways Aggressive expansion requires aggressive recruitment Need internal and external recruiting Recruiting New Team Ranking
  24. 24. “ Engage” “ Enhance” “ Expand” Address Current Projects Ensure Future Growth New Team Policy Project Rankings Short Term Objectives Long Term Value Add Employee Development Domestic Expansion International Expansion Annual Sales (2013) $124M Cumulative Profits (2013) $47M
  25. 25. Domestic Expansion: Offices Leverage strong background in Higher Education Open new office in San Francisco Domestic International
  26. 26. Domestic Expansion: Healthcare Domestic International Revenue Potential Healthcare Consulting fees are least volatile Hospitals looking to lower costs through IT Government gives $10 billion a year for healthcare IT Over 7% growth expected in Info Systems & EMRs
  27. 27. Domestic Expansion: Healthcare Capturing Market Share Cross Sell Leverage higher education clients for university hospital Leverage EGS department to get public health contracts Advertise in Trade Magazines Attend major trade shows “Modern Healthcare” “Asian Healthcare” MedTrade EMS Today Annual Six Sigma Domestic International
  28. 28. International Expansion: India Why India <ul><li>30% annual growth in IT </li></ul><ul><li>consulting customers </li></ul><ul><li>15 years of experience in </li></ul><ul><li>country </li></ul>Where in India <ul><li>Mumbai </li></ul><ul><li>Complements Bangalore </li></ul><ul><li>office </li></ul><ul><li>Major financial and </li></ul><ul><li>healthcare hub </li></ul>Bangalore Mumbai Key Domestic International
  29. 29. India: Healthcare Domestic International Market Potential IT can reduce length of hospital stay by 39% Healthcare IT expenditure growing at 22% annually Over 75% of industry spending from private players No current dominant player
  30. 30. India: Higher Education a basic diagram showing a transition arrow between a book or paper sheets to a computer or laptop Domestic International Market Potential Centralized E-Library Universities looking to go digital for easy archival and retrieval Improved Training Resources Industry has grown almost 300% in last 10 years
  31. 31. Implementation Timeline <ul><li>Young Consultant </li></ul><ul><li>Senior Consultant </li></ul>Q1,2 2009 Q3,4 2009 Q1,2 2010 Q3,4 2010 Phase I Recruitment Initiatives
  32. 32. Implementation Timeline <ul><li>Tulane </li></ul><ul><li>Large University </li></ul><ul><li>Private University </li></ul><ul><li>Consulting Company </li></ul>Q1,2 2009 Q3,4 2009 Q1,2 2010 Phase II Current Projects Q3,4 2010 1 2 3 4
  33. 33. Implementation Timeline Expansion-USA Expansion-India 3. Healthcare 4. Offices-Bombay <ul><li>Healthcare </li></ul><ul><li>Offices- San Francisco </li></ul>Q1,2 2009 Q3,4 2009 Q1,2 2010 Q3,4 2010 Phase III 1 2 3 4
  34. 34. Financial Summary
  35. 35. 4 Projects’ Revenues & Profits Tulane, Consulting Firm Worst Tulane, Large University, Consulting Firm Conservative All 4 Best Project Scenario
  36. 36. 4 Projects’ Revenues & Profits 35% Effective Tax Rate $489,600 Annual Salary of Senior Consultant $307,200 Annual Salary of Associate Consultant $86,400 Annual Salary of Young Consultant 50,000 +1.50% Managerial Overhead (Flat + Variable) 1.50% Coding Costs Per As Percent of Project Bid $255 Hourly Wage Paid to Senior Consultant $160 Hourly Wage Paid to Associate $45 Hourly Wage Paid to Young Consultant 48 Average # of Weeks Worked per Year 40 Average # of Hours per Week Billed $300 Hourly Bill Rate of Senior Consultant $200 Hourly Bill Rate of Associate Consultant $60 Hourly Bill Rate of Young Consultant Key Assumptions (in $ U.S)
  37. 37. Domestic Long-Term Growth
  38. 38. International Education
  39. 39. India Healthcare Growth
  40. 40. Exeter: Engage, Enhance and Expand Jeff Hassan | Pradyumna Kejriwal | Xiaolin Gong | Seiyonne Suriyakumar Conquest Consulting Team 3
  41. 41. Outline: Presentation <ul><li>Presentation Outline </li></ul><ul><li>Value Proposition </li></ul><ul><li>Core Competencies </li></ul><ul><li>Decision Matrix </li></ul><ul><li>Project Ranking </li></ul><ul><li>Tulane University </li></ul><ul><li>Large University </li></ul><ul><li>Private University </li></ul><ul><li>Consulting Company </li></ul><ul><li>New Team Policy </li></ul><ul><li>New Team Structure </li></ul><ul><li>Recruitment: Young Consultants </li></ul><ul><li>Recruitment: Senior Managers </li></ul><ul><li>Domestic Expansion: Offices </li></ul><ul><li>Domestic Expansion: Healthcare </li></ul><ul><li>International Expansion: India </li></ul><ul><li>International Expansion: Higher Education </li></ul><ul><li>Implementation Timeline: Overview </li></ul><ul><li>Financials Outline </li></ul><ul><li>Financials: Overview </li></ul><ul><li>Financials: Immediate Initiative </li></ul><ul><li>Financials: Domestic Long-Term Growth </li></ul><ul><li>Financials: International Education </li></ul><ul><li>Financials: International Healthcare </li></ul><ul><li>Excel Model </li></ul><ul><li>Appendix Outline </li></ul><ul><li>New Consultant Hierarchy </li></ul><ul><li>Risk Mitigation </li></ul><ul><ul><li>Large University </li></ul></ul><ul><ul><li>Private University </li></ul></ul><ul><ul><li>Consulting Company </li></ul></ul><ul><li>Success Drivers for India </li></ul><ul><li>Recruitment: Headhunters </li></ul>
  42. 42. Consultant Hierarchy Senior Managers Mid-Level Managers Consultants, Young Consultants
  43. 43. Risk Mitigation: Large University New Team Policy Project Ranking Project Cost of $10 Million Client Concerns Detailed assessment & roadmap identifying true project scope Mitigation Breaking implementation contract with vendor Negotiate bid price & pay termination fee with vendor if resulting margin is satisfactory Emphasize importance of Exeter methodology & better efficiency
  44. 44. Risk Mitigation: Private University New Team Policy Project Ranking Quality of work Client Concerns Previous recommendation produced star liaison Mitigation No room for negotiation. Drop client if necessary. Implicit intent to hire Exeter consultant
  45. 45. Risk Mitigation: Consulting Firm New Team Policy Project Ranking IT team conflict Client Concerns Successful track record shows value of Exeter approach Mitigation New Delhi team may be less stringent about consulting firm’s methods
  46. 46. India: Why We Will Succeed <ul><li>We have 15+ years of experience in the country </li></ul><ul><li>We are the best at healthcare and higher education </li></ul><ul><li>Our clients include the most prestigious names in America including Harvard, UC Berkeley and MIT </li></ul><ul><li>Since most spending is private, there is no significant bias for indigenous providers (IBM is a perfect example of this) </li></ul>
  47. 47. Recruitment: Headhunters Over 1 million resumes Office in Boston International Presence Exclusive provider for American Hospital Association Career Builder Inc.

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