Professional Documents
Culture Documents
Future Prospects
PREDICTIONS
1. Management Consulting will become even more
specialized.
2. Consultants orientation will be toward insight
provider, creator and sharer of information
3. Management Consulting firms will tend to
remain small or to become quite large
4. Consultants will develop more sophisticated
means of marketing their services.
5. Graduates of Accounting, Management and Business
schools will continue to be attracted to careers in
management consulting.
Chapter 2
Areas of Management
Advisory Services
Part I
Types of MAS Engagements
SIX DIMENSIONS
MARKETING RESEARCH
PRIMARY REASEARCH
- Quantitative Research
- Qualitative Research
SECONDARY RESEARCH
MARKETING STRATEGY
DEVELOPMENT
DEVELOPING PROMOTIONAL
CAMPAIGN
PLANNING SALES FORCE ACTIVITY
NEW PRODUCT DEVELOPMENT
DEVELOPING PROPOSALS FOR
FINANCIAL SUPPORT
STAFF RECRUITMENT
EXPORTING AND INTERNATIONAL
MARKETING
Chapter 3
Areas of Management
Advisory Services
Part II
MCS by CPAs can be categorized as:
TRADITIONAL SERVICES
A. MANAGERIAL ACCOUNTING
B. DESIGN AND APPRAISAL OF ACCOUNTING SYSTEM
C. FINANCIAL MANAGEMENT-RELATED SERVICES
D. PROJECT FEASIBILITY STUDIES
EMERGENCY CONSULTANCY SERVICES
E. GLOBAL RISK MANAGEMENT SOLUTION (Financial,
Strategic, Operational & System Compliance and Internal
audit)
F. TRANSACTION SERVICES
G. FINANCIAL ADVISORY SERVICES
H. PROJECT FINANCE AND PRIVATIZATION
I. VALUATION SERVICES
J. BUSINESS RECOVERY SERVICES
K. DISPUTE ANALYSIS/INVESTIGATIONS
L. COMPUTER RISK MANAGEMENT
M. APPLICATION SOFTWARE SELECTION AND
IMPLEMENTATION
Determining the
Scope of Service
TYPES OF CLIENTS SERVED:
CONTACT CLIENTS
INTERMEDIATE CLIENTS
PRIMARY CLIENTS
UNWITTIN CLIENTS
INDIRECT CLIENTS
ULTIMATE CLIENTS
GROUP OF CLIENTS:
1. Privately-owned business firms
2. Governmental agencies and organizations
3. Not-for-profit nongovernmental organizations
4. Professional Associations
5. Others
HOW CONSULTING ADDS VALUE TO THE
CLIENT:
The decision to use consultant.
Provision of information, Special expertise new
perspective, for internal arguments and support in
Gaining a critical resource.
Facilitating organizational change.
Chapter 5
1. Integrity
2. Objectivity
3. Professional Competence and Due Care
4. Confidentiality
5. Professional Behavior
Some Ethical Issues
DO THE RIGHT THING. YOU CANT DO MUCH
BETTER THAN CONSISTENTLY TRY TO DO
THE RIGHT THING.
SOME ETHICAL ISSUES
1. Should You Change the Highest Fees You Can Get Away
With?
2. Should You Travel First Class and Bill the Client?
3. Bill More Than One Client for the Same Basic Expenses?
4. Should You Accept an Assignment from a Clients
Competitor?
5. Should You Use Tickets by Your Client to Bring Your
Spouse Along?
GUIDELINES THAT A CONSULTANT FIND USEFUL IN
DETERMINING WHETHER HE IS DOING THE RIGHT THING
OR NOT ARE:
1. Does the activity improves the clients condition or merely his
own?
2. Is the activity something that one will be comfortable
explaining to the client?
3. Is the activity something that the consultant could be proud
of and would publicize as a trait?
4. Is there harm being done to anyone without their being able
to respond?
5. Is this treatment something the consultant would willingly
subject himself to?
CODE OF ETHICS FOR
MANAGEMENT CONSULTANTS
Code of Conduct- Represents the attitude, principles and principles
that have been found to contribute most to success and make for
equitable and satisfactory client relationship.
COMMON PRINCIPLES IN CODE OF ETHICS
I. Basic responsibilities
II. Practice Standards
III. Fee arrangement
IV. Business Conduct
I. BASIC RESPONSIBILITIES OF
MANAGEMENT CONSULTANTS
a.Integrity and Objectivity
b.Independence
c.Confidential Information
II. PRACTICE STANDARDS FOR
MANAGEMENT CONSULTANTS
a.Professional Competence
b.Planning, Supervision and due care
c.Reporting Results
III. FEE STRUCTURE STANDARDS FOR MANAGEMENT
CONSULTANTS
Organization and
Management of
MAS Practice
Developing MAS Practice
Must assess his or her own talents and expertise
1. Engineering
2. Industrial Management
3. Marketing
4. Business Management
5. Financial Areas
Goals and Objectives
Senior Managers
2 1-3 Managers
Supervisors
Senior Consultant
3
1-5 Senior
Associate Consultant
4
2-6 Staff
Billing Rates
Level 1 P 6,000 to P 12,000 per hour
1. Review the economic region in w/c the consulting firm draws or expects to draw,
most of its clients
2. Inventory the services required by the existing clients the consultant would like to
add (e.g. related to audits, reviews and tax planning
3. Select services from this inventory that will be provided
4. Acquire the competence needed to provide the selected services
5. Notify clients and potential clients that the consulting firm is able and willing to
perform the selected advisory and consulting services
2. Service Variety
Planning, control and reporting systems
Operational computer system analysis, design, implementation and
evaluation
Specialized technical services
3. Client Requirements