The secret of being a successful management consultant is to focus on the genuine needs of the client. You need to learn the skills that will help you understand these needs, deliver real value to your clients and help them get the results they want. The Management Consultant shows you how.
The secret of being a successful management consultant is to focus on the genuine needs of the client. You need to learn the skills that will help you understand these needs, deliver real value to your clients and help them get the results they want. The Management Consultant shows you how.
Richard Newton has run his own independent consulting business Enixus, providing services globally, for 15 years. As part of his work, he has advised other companies on setting up consultancies, and on their engagement management processes. He has also held NED roles with consultancies. Before going independent, he worked for the major international consultancies Coopers & Lybrand, Ernst & Young and A.T. Kearney. Through his own business he has worked alongside many of the major consultancies in the world.This is Richard’s 13th full length book. His books which have been translated into 17 languages, and five of his books have gone to a second editions. Some of his books have sold tens of thousands of copies in English alone. His book The Management Book, won the CMI’s Management Book of the Year in 2013. He is also the author of the highly regarded The Management Consultant, which is in its second edition, and has established Richard’s reputation as an expert in consultancy.
Inhaltsangabe
Table of Contents Acknowledgements Preface Introduction Part 1 Understanding consultants and consultancy 1. Consultants and consultancy 2. Why does anyone buy consultancy? 3. Your consulting service 4. The three core processes of client-centric consulting Part 2 Consulting engagements 5. Finding and winning work 6. Transitioning 7. Delivering consulting engagements and satisfying clients 8. The alternative approach – process consulting and facilitation 9. Closing engagements and sustaining results Part 3 High-performance consulting 10. Developing long-term client relationships 11. The ethical dimension 12. The language of consulting 13. Knowing when to say no 14. Key consulting tips 15. The client’s perspective – buying consultancy Conclusion Part 4 Additional resources for consultants A. The tools, processes and materials of a consultancy business B. References C. Sample proposal letter Index
Table of Contents Acknowledgements Preface Introduction Part 1 Understanding consultants and consultancy 1. Consultants and consultancy 2. Why does anyone buy consultancy? 3. Your consulting service 4. The three core processes of client-centric consulting Part 2 Consulting engagements 5. Finding and winning work 6. Transitioning 7. Delivering consulting engagements and satisfying clients 8. The alternative approach – process consulting and facilitation 9. Closing engagements and sustaining results Part 3 High-performance consulting 10. Developing long-term client relationships 11. The ethical dimension 12. The language of consulting 13. Knowing when to say no 14. Key consulting tips 15. The client’s perspective – buying consultancy Conclusion Part 4 Additional resources for consultants A. The tools, processes and materials of a consultancy business B. References C. Sample proposal letter Index
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