أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
Filming new operations
Secure administrative support
Identify opportunities for re-engineering
Identify enabling technologies
In line with the company's strategy
Initiate change
Form a team to re-engineering
Performance targets scheme
The diagnostic process
Description of existing operations
Detecting diseases in existing operations
The redesign process
And conceptualize alternative process
The development of new design process
Engineering design of human resources
Determining IT program
Develop a comprehensive scheme and gather feedback
Reconstruction
Develop / install IT solutions
Establish a process changes
Monitoring process
Performance measurement, including time, quality, cost, and performance of information technology
The link to the continuous improvement
I've answered a similar question regarding the business development strategies. Please refer to my answer there.
Here are 7 lessons I learned from running a consulting company:
Consulting companies have a high churn rate. Some consultants claim that they have never lost a client, but that’s a bunch of horse crap. If a customer doesn’t renew their contract, I consider that a lost client.
You never know how long a client is going to last, so make sure you do everything possible to keep them. Here’s what I used to do to ensure that clients stay as long as possible:
You are always going to have clients telling you what they want. And although they are paying you, they shouldn’t be telling you what you should be doing.
See, you were hired because you have a specific expertise that they don’t have. This is why it should be you telling the client what is best for them. It doesn’t matter if they like what you have to say or not. Your job as a consultant is to do what’s best for the client.
If you focus on doing what’s best for them, your work will provide better results for their company.
When trying to do what’s best for your client, you will run into roadblocks. The best way to be prepared for this is to show them data that backs up what you want to do and that shows that it is the best solution for them.
Every once in a while, you’ll have clients who will make snarky remarks about how much they are paying you or that they feel they can do your job better than you can. Don’t take crap from clients; make sure you show them that you’re worth every penny.
You can do this by showing their return on investment. For example, with my consulting company, we looked at three numbers: average revenue per transaction, conversion rate, and search engine traffic. We used those metrics to show how much additional revenue we brought in through our efforts.
This shows how valuable of an asset you are, assuming you are actually providing results. The next time they are thinking about canning you, they’ll think twice because they know you actually bring in more money than you cost.
I already mentioned it last week, and I say it again: you have to dress to impress. The better you dress, the higher of a consulting rate you can demand.
When I started off as a consultant, I dressed like a bum, and I wasn’t able to make more than $100 an hour. Once I started to dress a bit nicer, I was able to go up to $250 an hour. And when I dressed really nicely, I was able to command rates in the four-figure range.
Not only does a nice wardrobe show potential clients that you are successful, but it will help boost your confidence. Plus, clients want to pay people who are successful as they hope they can bring that same success to their company.
One of the first things I learned is that there is an inverse correlation between how much a client pays you and how many times they complain. In other words, the more money a client pays you, the less they will complain.
Large paying clients usually have a lot more cash, so spending it isn’t that big of a deal. They know that if they want to continue to grow, they have to spend money. And when doing so, sometimes things work out, while other times they don’t, but at the end of the day, they have to keep on making bets.
Smaller clients, on the other hand, don’t have that much money. So, if they hire you and you mess up, they usually don’t have the luxury of hiring someone else like the larger clients do.
When you first start off, you may have to take on smaller paying clients, but your goal should be to transition to the larger paying ones as quickly as possible.
As I mentioned in Lesson #5, you should be going after larger paying clients. If you don’t have a bunch of case studies or years of experience under your belt, don’t worry. You can still lock in the big guys.
All you have to do is figure out what separates your consulting company from the larger ones. Big clients typically pay big consulting companies, but if you can show why you are better than the bigger ones, you will lock them in.
At my consulting firm, I realized that clients loved the fact that I myself would work on their projects compared to the practice of bigger firms assigning junior consultants to them. Once I found this out, I would tell potential clients that I personally would be working on their projects, which they would not get with the bigger firms.
Like I mentioned earlier, you are going to lose clients. It’s just a matter of time. Because of this, you should try to conserve as much cash as possible. When things go south, you don’t want to have to fire people; instead, you want to operate off your reserves.
A few ways you can conserve cash is:
Running a consulting company isn’t easy. It’s a lot of work, and you have tons of bosses (each one of your clients is your boss). Although it can pay very well, at the same time it can be very stressful.
If you want to reduce your stress as a consultant, make sure you learn from your mistakes and only take on clients you can actually provide results to because being with a client is like being in a marriage. Sometimes you get into it for the wrong reasons, and eventually it hits you in the face.
So do yourself a favor, don’t get into a marriage unless you know it will work.
I agree with the answer of Mr.Georjei
......I agree with MR ACHMAD and MR GEORGEI
Thanks for the invite and leave the answer for the professionals in the field
1. expertise rapid solution and reportAt competitive prices Customer Relationship Management and other agencies the task knowledge of the market and its practices and its problems integrated solutions not only priceThe use of technical systems
Thanks for the invite .............. Support answer Mr. georgei assi
Thanks for invite , by good planning , administration , according markets demand