Management Consulting

SMC 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.

In 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.

Usually, 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.

Management 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.

In 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 check-list below:

Qualification of Marketing and Sales Activities

What are the expected growth rates for specific markets?
Which are future a/b/c/d customer potentials?
What are the expenses per customer?
What is the company's market share for the individual customer?
On what does this market share depend?
What are the expenses per customer strategically required to achieve a certain position?
Which strategic information results from the combination of customer profit and loss calculation and customer's potential expectations?

Classification of Products and Services

Evaluation of the strategic positioning of products and services (market share in combination with life-cycles)
Verification of an appropriate pricing policy in the market (price maximums and minimums)
Individual 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)
Definition of volume-levels, margin-levels, and life–cycle-levels
Adjustments and re-positioning of the products and services
Controlling of organizational and corporate development costs and their effect on the competitiveness of the products and services.

Steps towards an Optimum Organizational Design

Definition of key actions and expenditure in the competitive market
Comparison to the cost structure of international competitive markets
Definition of strategic benchmarks
Verification of adequacy of expenditure and services provided by analysis of processing costs
Re-definition of corporate processes in view of future tasks (Out-sourcing/In-sourcing)
Transparent expenditure-use-monitoring

Strategic Human Resources Management as a Key Element for Company Success

Description of job requirements for each employee with respect to the future planning of company goals
Comparison of the potential of current employees to the profile required in the future
Analysis 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)
Development of measures for optimum qualification of employees or for the supplement of the deficient know-how by hiring new qualified employees or by contracting external experts temporarily
Installation of a system of periodic employee evaluation in consideration of qualitative and quantitative success components (e.g.regarding their contribution to turnover/gross margin and concerning their education and training)
Monitoring how the pursued company goals are actually reflected in the action and structure of the company and determining when those goals can be realized