Mastering Management Consultancy by Markham Calvert;

Author:Markham, Calvert;
Language: eng
Format: epub
Publisher: Legend Business Books

JOINT VENTURES AND STRATEGIC ALLIANCES

Moving from fashion to food as an analogy, in many respects, consultancy product development has characteristics similar to cookery. A skilled chef, working from a small range of ingredients, can create a wide variety of appealing dishes. In a similar way, consultants put together capabilities to create offerings attractive to clients.

In Chapter 1, we saw that consultants associate for this purpose, but often the capabilities required do not lie within a single firm of consultants and so they engage in joint ventures. ‘Capabilities’ in this context may not simply mean technical abilities – it might mean access to a market, or a depth of resource. For example, in entering a foreign market a consultancy might seek a joint venture partner.

Although it may not be involved in a strategic alliance, a large consultancy will need to become accustomed to forming consortia to bid for major projects. Resources required for projects in these circumstances will be drawn from subcontractors and joint ventures, working within a framework of the consultancy’s own methodologies.

Having defined the consultancy product, the firm now needs to decide how best to project it to its target market sectors.

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