MARKETING MANAGEMENT CONSULTANCY

IMPLEMENTATION

Prof. Estuardo Lu

CONTENT

IMPLEMENTATION.

THE CONSULTANT ROLE IMPLEMENTATION.

PLANNING AND MONITORING IMPLEMENTATION.

TRAINING AND DEVELOPING CLIENT STAFF.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS.

MAINTENANCE AND CONTROL OF THE NEW PRACTICE.

CONSULTING PROCESS

ENTRY

DIAGNOSIS

ACTION PLANNINGIMPLEMENTATION

TERMINATION

First contacts witch client. Preliminary problem

diagnosis. Assignment planning Assignment proposal to client Consulting contract

Fact finding. Fact analysis and synthesis. Detailed problem

examination.

Developing solutions. Evaluating alternatives. Proposals to client. Planning implementation.

Evaluation. Final report. Settling commitments Plans to follow-up. Withdrawal.

Assisting with implementation.

Adjusting proposals. Training.

IMPLEMENTATION

Implementation is the culmination of the consultant’s and the client’s joint effort. To implement changes that are real improvements from the client’s points of view is the basis purpose of any consulting assigment.

If there is no implementation, the consulting process cannot be regarded as completed.

If the client does not accept the consultant’s proposals at the end of the action-planning phase, the assigment has been poorly managed by both parties.

THE CONSULTANT ROLE IMPLEMENTATION

“It is the client, not the consultant, who makes all the management decision and sees to it that they are put into effects”.

The consultant does not involved in implementation:

If the problem is relatively straightforward and no technical or other difficulties with implementation anticipated.

If joint work during the diagnostic and action-planning phases shows that the client ahs developed a good understanding of the problem and capability to implement the solutions proposed without further assistance.

THE CONSULTANT ROLE IMPLEMENTATION

FINDING A SUITABLE ARRANGEMENT.

The size of the consulting team present at the client’s premises will be gradually reduced during the implementationphase.

Only one consultant will stay during whole implementation phase.

The consultant will deal only with the more difficult tasks implementation, leaving all others to the client.

The consultant will visit the client periodically, or at agreed points during implementation, to check progress and provide guidance.

The consultant will intervene only at the client’s special request.

PLANNING AND MONITORING IMPLEMENTATION

Steps to take. Planning acampaign to introduce a new method or system is an instance of the usefulness of network planning or bar-charting techniques.

Defining new responsabilities and controls. Implementation will create new tasks and relationships, while abolishing old ones. If people’s commitment and participation is to be solicited, their contributions must be specified.

PLANNING AND MONITORING IMPLEMENTATION

Pace and lead-time of implementation. Various technical and resource factors will have a bearing on the pace and leadtime of implementation. As a matter of principle, the consultant should aim to schedule implementation in the client’s best interest.

Built-in flexibility and contingency. The more complex and innovative the assigment, the greater the chance that the work programme will need to be adjusted several times during the implementation phase.

PLANNING AND MONITORING IMPLEMENTATION

Detailing procedures. When a good deal of new methodology is involved,it is usual to prepare a manual for guidance in the procedures to be followed.

Monitoring implementation. When implementation is about to start, the consultant checks that all conditions have been fullfilled and allprerequisites are to hand.

TRAINING AND DEVELOPING CLIENT STAFF

DEVELOPING THE COOPERATING TEAM.

Perhaps the most interesting and efficient method of developing client personnel is through knowledge transfer during direct cooperation with the consultant during the assignment.

In a small enterprise, the owner–manager may be personally involved.

In other organizations, some managers, the liaison officer and other members of the team who are responsible for the project will work jointly with the consultant.

TRAINING AND DEVELOPING CLIENT STAFF

TRAINING FOR NEW METHODS AND TECHNIQUES.

On-the-job training by the consultant. Training of in-company trainers by the consultant. Training of experimental groups whose members will then train the

remaining staff. Formal in-company training courses (run by the consultant, by special

trainers brought in for this purpose, or by the organization’s internal trainers);¿.

Participation of selected staff in external training courses. Appreciation programmes for those who are not directly involved, but

should be informed.

TRAINING AND DEVELOPING CLIENT STAFF

STAFF DEVELOPMENT IN COMPLEX ASSIGNMENTS.

The more sophisticated and complex the problems tackled by the consultant, the more difficult it is to design and organize related training and development of staff.

The more sophisticated and complex the problems tackled by the consultant, the more difficult it is to design and organize related training and development of staff.

These may include seminars, working groups, discussion groups, special project teams, individual project work, exchange of roles, counselling by the consultant and by in-plant trainers.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 1: The best method.

The essential point is that they require commitment, involvement or participation by the person doing the changing.

The change must be tested by the individual as he or she moves from the general (identification) to the specific (internalization).

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 2: Spaced practice.

Improvement in performance occurs more quickly, in greater depth and lasts for a longer time.

If new approaches are introduced in relatively short periods, with ample provision for rest periods, than if continuous or massed practice periods are employed.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Comparisson of spaced practice with continuous or massed practic un terms of performance.

Improvement using spaced practice is quicker, i.e. the performance curve is sharper.

Improvement using spaced practice is greater, i.e. the performance curve is higher.

Improvement lasts longer, i.e. the decay or extinction curve is shallower.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 3: Rehearsal.

Where skill is involved, results constantly improve with spaced practice, provided, of course, that the correct procedures are followed.

Constant practice can eventually lead to a condition known as over-learning, in which routine and procedures become virtually automatic reactions.

The consultant must therefore make provision for appropriate training and practice sessions (rehearsals) when introducing new approaches.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 4: Moving from the known to the unknown.

There is considerable evidence that the knowledge of a prior skill can have either a positive or negative transfer effect on the acquisition of a new skill.

The consultant is usually faced at the beginning with the need for an “unfreezing” phase, designed to break down old habits.

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 5: Setting demanding but realistic goals.

The consultant has to ensure that all those Involved readily understand what this means in terms of goals.

Goals should be:

Quantitative (able to be measured in numerical terms);

Qualitative (able to be described specifically);

Time-phased (provision of commencement dates and expected duration before final attainment).

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 6: Respecting the absorptive capacity.

The information can first be presented as a whole and then broken down into subunits for more detailed study, or it can be built up gradually by synthesis of the individual parts.

The method chosen will depend on the nature of the problem, the composition of the audience and the consultant’s personal preference.

Generalized illustration of the high points in attention level of a captive audience

SOME TACTICAL GUIDELINES FOR INTRODUCING CHANGES IN WORK METHODS

Tactic 7: Providing evidence and feedback.

The consultant must keep records of all performance improvements as support for the change process.

Successful introduction of change requires presentation of appropriate feedback information to permit those undertaking the change process to adjust as necessary.

The consultant must make provision for review and reporting sessions, not merely as morale-boosting devices, but as a requisite for control and correction.

MAINTENANCE AND CONTROL OF THE NEW PRACTICE

BACKSLIDING.

Paperwork. When a new documentation procedure is installed, the stock of old forms should be destroyed.

Filing. When a new filing system becomes operational, old files should be closed and their contents inserted in the new files, moved to archives

Operating standards. The maintenance of factory work standards requires vigilance.or destroyed.

Drawings. In an engineering drawing office it must not be easier to make a new drawing for a part than to find whether an existing part may be used.

MAINTENANCE AND CONTROL OF THE NEW PRACTICE

CONTROL PROCEDURES.

A system of control does not necessarily stop at maintenance in the narrow sense of keeping a scheme in the same state.

Changing influences may render it less and less appropriate; the objective for which it was designed may no longer be there. Without a means of control, opportunities to modify and develop in line with changing circumstances may be lost.

MAINTENANCE AND CONTROL OF THE NEW PRACTICE

FURTHER IMPROVEMENTS.

It would be unrealistic and totally wrong to assume that the implementation of the consultant’s proposals will make the client’s business perfect and that for a long time no further changes will be required.

Improvements may be suggested by the managers, specialists and workers involved in a new scheme, by customers, by the consultant personally or by other professionals working for the same client.

Improvements may become possible and necessary due to developments in information technology and other changes that could not be fully considered in the course of the current assignment.

MAINTENANCE AND CONTROL OF THE NEW PRACTICE

IMPLEMENTATION

MARKETING MANAGEMENT CONSULTANCY

CONSULTING AND CHANGE

Prof. Estuardo Lu

CONTENT

UNDERSTANDING THE NATURE OF CHANGE.

HOW ORGANIZATIONS APPROACH CHANGE.

GAINING SUPPORT FOR CHANGE.

MANAGING CONFLICT.

UNDERSTANDING THE NATURE OF CHANGE

Change is the reason of being of marketing Management Consulting.

If diverse consulting assigments have any common characteristic, it is that they assist planning and implementing change in client organization.

However, organziational change is full of difficults and pitfalls.

To avoid this, every management consultant needs to be aware of the complex relationships involved in the change process, and must know how to approach various change situations and help people to cope and change.

UNDERSTANDING THE NATURE OF CHANGE

“Change implies that there is a perceptible difference in a situation, a person, a work team, an organization or relationship, between two successive points in time”.

UNDERSTANDING THE NATURE OF CHANGE

ENVIRONMENTAL CHANGE.

Today’s organizations operate in an environment that is continually changing. The ability to adapt to changes in the environment has become a fundamental condition of success and survival in business.

Environmental considerations, increased mobility of people and changing social values have created new contraints and new oppotunities for decision-makers responsible for running business firms.

This is where management consultants can step in to render an invaluable service to their clients.

UNDERSTANDING THE NATURE OF CHANGE

ORGANIZATIONAL CHANGE.

Organizations are continually forced to adapt to the environment within which they exist and operate, and to react to new environmental changes, constraints, requirements and opportunities.

CHANGE IN PEOPLE.

Is the behaviour of the people in the organization – its managerial and technical staff, and other workers- that ultimately determines what organizational changes can be made and what real benefits will be drawn from them.

UNDERSTANDING THE NATURE OF CHANGE

RESISTANCE TO CHANGE.

People resist and try to avoid changes that will leave them worse off in terms of job content, conditions of work, workload, income, relationships, presonal power-base, lyfestyle and the like.

Some reasons: lack of conviction that change is needed, dislike of imposed change, dislike of surprises, fear of the unknown, reluctance to deal with unpopular issues, fear of inadequate and failure, etc.

Unconscious

IncompetentCompetent

Conscious

The Comfort Zone

LandingAnguish

Practical concernSecurityAbility

ComfortDistractionRoutine

The comfort zone is the set of beliefs and actions to which we are accustomed and we are comfortable with them and you do not want changes

Reaction to the Change Transition

Denial

Anxiety

Shock

Entusiasm

Energy

Confidence

Impatience

Aceptance

Reconciliation - Evation

Skepticism

Creativity

Fear

Anger Frustration Confusion

Stress

TERMINACION Termination Exploration New Start

TERMINACION Reconciliation Reorientation Compromise

HOW ORGANIZATIONS APPROACH CHANGE

The planning of change enables the organization to be proactive, and not reactive, for the purpose to “create the future”.

E.g.: To shape its environment and its own profile and outperform competition by creating new products and services, influencing consumer taste and demand, restructuring the key organizational processes before competition does so, and pushing for changes in the regulatory environment.

HOW ORGANIZATIONS APPROACH CHANGE

Participative change is ever more pronounced in most part of the world than the imposed change. People want to know what changes are being prepared, and to be able to influence changes that concern them.

Changes requires leadership, and it is natural that this should be provided by the managers who are principally responsible for running organization.

A change effort requires a succesful start. There must be people who have critical and innovative minds.

GAINING SUPPORT FOR CHANGE

Support for

change

Drawing attention to the need for

change.

Getting support for

specific proposals.

Personality composition

of the audience. Handling

objection to change.

Handling objection to

change.

MANAGING CONFLICT

In planning and implementing change, interpersonal or intergroup conflicts may be develop for a number of reasons:

Poor communication.

Disagreement on objectives and results to be pursued.

Difference over the pace of change.

Resistance to change.

Competition for resource.

Non-respect commitments.

MANAGING CONFLICT

Methods of resolving

interpersonal conflicts

Withdrawal

Smoothing

Compromising

Forcing

Confrontation

MARKETING MANAGEMENT CONSULTANCY

TERMINATION

Prof. Estuardo Lu

CONTENT

TERMINATION.

THE WITHDRAWAL.

EVALUATION.

FOLLOW-UP.

FINAL REPORTING.

CONSULTING PROCESS

ENTRY

DIAGNOSIS

ACCTION PLANNINGIMPLEMENTATION

TERMINATION

First contacts witch client. Preliminary problem

diagnosis. Assignment planning Assignment proposal to client Consulting contract

Fact finding. Fact analysis and synthesis. Detailed problem

examination.

Developing solutions. Evaluating alternatives. Proposals to client. Planning implementation.

Evaluation. Final report. Settling commitments Plans to follow-up. Withdrawal.

Assisting with implementation.

Adjusting proposals. Training.

TERMINATION

Termination is the final phase of the consulting process.

Every assigment or project has to be brought to an end once its purpose has been achieved and the consultant’s help is no longer needed.

Termination applies to two equally important aspects of the consululting process:

The job for which the consultant was brought in, and the consultant-client relationship.

THE WITHDRAWAL

PLANNING FOR WITHDRAWAL

Some assigments may be terminated too early, or too late than necessary.

To avoid these situations, the question of timely withdrawal should be discussed at the beginning of the consulting process.

EVALUATION

Evaluation is the most important part of the termination in any consulting process.

Without evaluation, it is impossible to assess wether the assigment has met its objectives and wether the results obtained justify the resources used.

Neither the client nor the consultant can draw lessons from the assigment if there is no evaluation.

EVALUATION

Who should evaluate?

The firm management or the consultant?

“Effectives evaluation requires collaboration.

Both the client and the consultant need to

kow whether the assigment has

achieved its objectives and can be qualified as a succes story”.

EVALUATION

Evaluation will seek answer to the following questions:

a) Has the assigment achieved its purpose?

b) What specific results and benefits to the client have been achieved?

c) What expected results could not be achieved?

d) Has the assigment achieved some unexpected and supplemntary results?

EVALUATION

KINDS OF BENEFITS OR RESULTS OF THE EVALUATION.

New capabilities: Diagnostic and problem-solving skills, change-management skills, or technical or managerial skills in the particular areas affected by the assigment.

EVALUATION

New systems: Many assigments help to introduce changes in specific systems, such as for information management, marketing, production and quality management, personnel recruitment and appraisal, and preventive maintenance.

EVALUATION

New opportunities: The consultancy may have indentified potential new markets, cheaper sources of raw materials, new technologies to be explored, land and buildings to be aquired, an do on.

New behaviour: Changed behaviour is a term applied mainly to interpersonal relations. However, it also embrances individual behaviour in work situations.

EVALUATION

New performance: Is achieved if changes on the five areas mentioned above produce improvements in economic, financial, social or other indicators used to measure performance.

The changes can be observed (workstation), unit (workshop, team, group, plant, department), or organizational (enterprise, agency, ministry) level.

EVALUATION

EVALUATING THE CONSULTING PROCESS.

The design of the assignment (the contract). It is useful to begin by examining the start of the relationship.

The quantity and quality of inputs. In addition to assessing the original. definition of required inputs in the assignment plan, evaluation should examine the inputs that were provided by the consultant and the client.

The management of the assignment by the consultant and the client. Gaps and errors in the original assignment plan can be corrected and modifications required by changed conditions can be made if the assignment is aptly managed by both partners.

EVALUATION

EVALUATION TOOLS. Classical techniques are used, including interviews, observations, questionnaires and discussions at meetings.

WHEN TO EVALUATE. The end-of-assignment evaluation is certainly the most important one. But it should not be the only one.

INDEPENDENT EVALUATION BY THE CONSULTANT. To a consultant, assignment evaluation is one of the basic tools for managing quality, controlling and developing staff, and building excellent relations with existing clients.

FOLLOW-UP

A follow-up service is an invaluable way of learning about the real impact of operating assignments and about new problems that may have arisen in the client organization.

Many clients may also find that follow-up services are a useful form of assistance through which new problems and opportunities can be discovered and addressed before they become serious.

CLIENT

CONSULTANT

FINAL REPORTING

REPORTS:

The report in which the assignment was proposed, based on a preliminary diagnostic survey.

In some instances an inception report, prepared shortly after the start of the assignment, outlining a detailed plan of work;

Progress reports, whose number and scope varies, in which modifications in problem definition and assignment plans may have been proposed;

Reports and documentation linked with the submission of proposals for the client’s decision prior to implementation.

FINAL REPORTING

Report to the client. it should tidy up all the loose ends and cover the essential end-of-assignment facts and confirmations.

Evaluation of benefits. Through the evaluation of real benefits the consultant demonstrates the correctness and accuracy of both the preliminary assessment and the evaluation of alternative solutions.

FINAL REPORTING

Suggestions to the client. The consultant can show that he or she sees the client organization in perspective by pointing out possible further improvements, opportunities, bottlenecks, risks, action that should not be delayed, and so on.

CONSULTANT VS CLIENT

CONSULTANT AND CLIENT

Thank you

EXITOS!!!