interprets management consulting as a strategic task wherein company stability
and development have priority. Accordingly, SMC's support offers services
from the development of alternative strategic concepts to visualize the
"theoretical" options of action to the provision of day-to-day
support required in the implementation of certain measures in daily business.
These services are completed by an appropriate success control of particular
measures or a comprehensive success control of the entire company
in light of criteria for future-oriented evaluation.
terms of management consulting, it is essential to include key employees
in the process and develop a common understanding of the defined goals.
There are a few exceptions, though, when this method would not be applied.
employees possess a high-potential of "know-how"-critical for
success-which should definitely be applied in a useful way. Utilizing
this existing internal know-how with regard to the task-definition best
possible as to time and contents is extremely important. When further
knowledge or information gaps appear, then external professionals with
specific expertise would become involved to fill these gaps.
consulting ranges from the intensive support of day-to-day business practices
in the event of restructuring or turn-around-situations to the supervision
of management board meetings and/or cross-functional strategy meetings
to the occasional exchange of ideas with the management about certain
market or company developments, as the case may be.
the context of a strategic market understanding, specific information
must be available as a basis before future-oriented concepts can be developed
and decisions can be taken. Some important issues are mentioned in the
of Marketing and Sales Activities
are the expected growth rates for specific markets?
are future a/b/c/d customer potentials?
are the expenses per customer?
is the company's market share for the individual customer?
what does this market share depend?
are the expenses per customer strategically required to achieve a
strategic information results from the combination of customer profit
and loss calculation and customer's potential expectations?
of Products and Services
of the strategic positioning of products and services (market share
in combination with life-cycles)
of an appropriate pricing policy in the market (price maximums and
products and services profit and loss calculation on the basis of
the company's profit and loss statement (the relationship of possible
market prices and a company's costs)
of volume-levels, margin-levels, and lifecycle-levels
and re-positioning of the products and services
of organizational and corporate development costs and their effect
on the competitiveness of the products and services.
towards an Optimum Organizational Design
of key actions and expenditure in the competitive market
to the cost structure of international competitive markets
of strategic benchmarks
of adequacy of expenditure and services provided by analysis of processing
of corporate processes in view of future tasks (Out-sourcing/In-sourcing)
Strategic Human Resources Management as a Key Element for
of job requirements for each employee with respect to the future planning
of company goals
of the potential of current employees to the profile required in the
of whether or not deficient potential can be built up with the present
human resource potential
in adequate time (inter alia: identification of deviations concerning
know-how, leadership and flexibility)
of measures for optimum qualification of employees or for the supplement
the deficient know-how by hiring new qualified employees or by contracting
external experts temporarily
of a system of periodic employee evaluation in consideration of qualitative
quantitative success components (e.g.regarding their contribution
to turnover/gross margin and concerning their education and training)
how the pursued company goals are actually reflected in the action
and structure of
the company and determining when those goals can be realized