Bridging the gap between MR and management consultancy

Bridging the gap between MR and management consultancy Uroš Cvetko SEEMAR 2006

Key question(s) ,[object Object],[object Object],?

Short history of management consultancy 1890-1900 1910 - 1930 1960s - Three waves of management consultancy development Operational efficiency consultancy ,[object Object],[object Object],Process techniques consultancy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategic consultancy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The “boom” however happened in the last 20 years of 20 th century Global consulting revenues USD billion Source: Staffan Canback, 1998 ,[object Object],[object Object],[object Object]

Consultants’ value added is based on expertise, methodology and problem solving skills Three models of consultation Purchase of expertise Doctor-Patient Process consultation ,[object Object],[object Object],[object Object],[object Object],[object Object],SCHEIN (1988)

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Why do management consultants exist?

Why do management consultants exist? Management is neither a science nor an art, it is a practice learned through exposure to and experience with a wide variety of companies in a wide variety of industries Executives yearn for objective insights into their management problems. Two reasons for existence of management consulting Managers lack the exposure Managers need outside-in perspective DRUCKER (1979)

Market research data is just one patch in managers’ “Big picture” Internal sales data Business forecasts Intuition Market research Public data Personal Experience Organization and strategy The “Big Picture” Various data sources used for management decision making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Competitive intelligence ILLUSTRATIVE

Pareto’s 80:20 principle or “the rule of thumb” Distribution of wealth in Italy Vilfredo Pareto, 1906 Percent of population Cumulative land ownership ,[object Object],[object Object],[object Object],[object Object],[object Object],Vital few Trivial many

But MR is a science! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ESOMAR 1 st RULE Marketing research must always be carried out objectively and in accordance with established scientific principles . ESOMAR 14 th RULE Researchers must not knowingly allow the dissemination of conclusions from a marketing research project which are not adequately supported by the data (…).

Dilemma facing marketing researchers 100:100 80:20 OR Science Management consultancy Two possible paths for marketing researchers

The future for MR is to reconcile science with consultancy PROs CONs Science Management Consultancy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Actionably insightful marketing research Solution:

Research will be neither a science nor an art… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Tržaška 2 SI-1000 Ljubljana Slovenija +386-1-241-00-66 Info @ cati .si www. cati .si Gazela 2003 SPSS partnerji člani združenja ESOMAR

Dilemma facing marketing researchers ,[object Object],[object Object],[object Object],[object Object],[object Object],100:100 Scientists

Dilemma facing marketing researchers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],80:20 Consultancy

The role of management consulting is to bridge the gap from a challenge to a solution ,[object Object],[object Object],SOLUTION CHALLENGE ,[object Object],[object Object],[object Object],[object Object],Issues that top management face when overcoming business challenges

Bridging the gap between MR and management consultancy

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