Consulting company's business plan

the first part? Management system

1. Company type

Limited liability company

2. Job responsibilities and resume of the core management manager

3. Staff arrangement (department, number of people, specific responsibilities)

4. Total investment

The total investment is 2 million yuan.

V. Form of ownership

The investor is composed of natural persons.

xx Company invests and holds shares, and employees of Shandong Bureau of Quality and Technical Supervision and xx Company are recruited as natural persons on a voluntary basis. Among them, xx Company holds 4% of the shares as the main investor; Natural persons account for 6% of the shares in total.

VI. Board of Directors

Principles for the establishment of the Board of Directors (including the principles for the selection of the chairman, directors and shareholders' representatives)

Responsibilities and authority of the Board of Directors

Main working procedures of the Board of Directors (decision-making procedures, various meeting procedures, etc.)

VII. Schedule for the establishment of the company

VIII. Remuneration

Principles and procedures for shareholders

Employee remuneration plan. Market analysis

1. Background

nStatus quo of certification market

Since China introduced and developed certification from foreign experience in 1993, the certification market has achieved unprecedented development and prosperity. By the end of 23, more than 1, enterprises had actively introduced iso standards (including iso9, iso14, ohsas18, etc.) and obtained certification certificates. The certification project has gradually expanded from the initial quality management system certification to environmental management system, occupational health and safety management system, automobile industry quality management system, social responsibility management system and so on. The number of institutions providing certification, audit and registration services has also grown from several to nearly 1 today. Due to the low threshold of certification consulting institutions, the number of consulting institutions has increased exponentially, and the competition is becoming increasingly fierce. The problems in the certification market are also increasingly prominent, which are mainly reflected in the following aspects:

1. Low-price vicious competition

Due to the increasing number of institutions providing certification services and the one-sided understanding of obtaining certification by enterprises as the main body of consumer certification services, the certification market is gradually decreasing, which leads to the situation of low-price vicious competition in the certification service market. Take the provision of certification services for small and medium-sized enterprises as an example. At present, the charging standard of certification institutions providing certification audit and registration services has been reduced to about 3% before 2. The fees of consulting institutions have been reduced to about 2% before 2.

2. Pay attention to the quantity of the market and neglect the quality of certification services

Indifference in providing certification consultation, certification audit and registration services will inevitably lead to vicious competition at low prices, and vicious competition at low prices will inevitably lead to a decline in the quality of certification services. A large number of customers are constantly flowing from institutions with high prices to institutions with low prices. Take xx Company as an example, in 23 alone, 258 companies were suspended or cancelled, with a suspension cancellation rate of about 17%. After the 2 edition of iso9 standard was invalidated, * * * 21 enterprises did not re-evaluate the edition in xx Company, and the turnover rate was 14%; Among them, 42 enterprises have been transferred to other certification bodies, accounting for 3%; There are 168 enterprises that have not done the certification shift work, accounting for 11%. The reasons why these enterprises have not done the shift work include losing confidence in certification registration and transferring to other institutions for certification registration.

in order to save the market, many certification bodies and consulting institutions have continuously lowered their fees, and the vicious reduction of fees has greatly reduced the quality of certification services, and at the same time led to the further loss of the certification consulting market.

3. The market demand is changing quietly

With the continuous promotion of certification in China, the demand for enterprises to accept certification services has gradually changed from just getting a certificate and following the fashion to introducing advanced management mode, improving management ability and improving enterprise competitiveness. From the results of the customer satisfaction survey of xx Company in 23, among the 332 questionnaires, 25 customers gave their opinions and suggestions on providing further services and helping enterprises to improve their management level, and about 8% of them paid attention to the quality of certification services and improving their management ability, which indicated that the market demand had gradually transitioned to maturity. In addition, the feedback from consulting institutions, certified customers and government departments shows that customers are increasingly demanding post-certification services from certification institutions.

from the above certification market status, the vicious price competition in the certification market is close to the limit, and the quality of certification services and certification brands will become the focus of a new round of competition. As a well-known brand certification institution in China, Fiona Fang Certification should make timely decisions, make full use of its own advantages and conduct more effective market competition.

n China's management consulting industry has great development potential

According to China Statistical Yearbook, in 2, China's GDP was 8.9 trillion yuan, but the turnover of management consulting industry was only nearly 1 billion yuan, accounting for only .11% of the consulting industry, and the 1 billion yuan also included immigration, study abroad services and some advertising revenue. According to estimates, the turnover of real business strategy and management consulting does not exceed 1 billion yuan, accounting for only one tenth of the gross domestic product. At the same time, according to the preliminary estimates of the companies in the industry, the growth of management consulting industry in China in 2 was conservatively estimated to be over 5%, and the business volume of some companies increased by over 1%. Management consulting industry is one of the most promising and fastest-growing industries in China.

II. Industry and Industry Analysis

The xx consulting company to be built belongs to the management consulting industry. According to the investigation of the management consulting industry, the situation of the consulting industry in China is analyzed as follows:

1. Brief introduction of the development of the management consulting industry in China

In the mid-198s, the development of China's consulting industry first originated from the establishment of consulting enterprises by the government, mainly focusing on investment, science and technology and financial consulting, which is more than foreign management. In the 199s, the consulting industry was mainly embodied in financial accounting and enterprise training. Around 2, marketing, management informatization, enterprise strategy, production operation management, it consulting and so on began to emerge gradually.

At present, China's management consulting industry is still in its infancy. However, with foreign management consulting companies attacking China market in recent years, internationally renowned management consulting companies such as McKinsey, Andersen, Boston and PricewaterhouseCoopers have set up camp in China. Some management consulting companies in China, such as Peking University Zongheng, Hejun Consulting, Paili Marketing, Xinhua Xin and Hampton Consulting, have begun to stand out in the fierce competition in the market. China's management consulting industry has been full of competition from the beginning.

2. The consulting market has started, and the demand for consulting services has increased rapidly

A. With the continuous development and improvement of China's market economic system, the market competition has become increasingly fierce, and the motivation for enterprises to demand change has been continuously strengthened.

B. More and more returnees and mba-educated students from domestic business schools have graduated and taken up management leadership positions at all levels of the company. Their new market economy management concepts and recognition of management consulting have increased the demand for consulting.

c, with China's accession to the WTO, many private enterprises that grew up in the irregular competition of market economy felt the pressure of international competition. In order to prevent their enterprises from falling down in the new round of competition, they turned their attention to management consulting and financing listing to improve their competitive strength. As for state-owned enterprises, in order to meet the requirements of China's entry into wto, the China government constantly requires state-owned enterprises to carry out management reform and innovation.

All these factors are promoting the rapid increase of the demand for consulting services, which is also the driving force for the rapid development of management consulting industry in China.

3. Charges for management consulting services

4. Small scale and large number of companies

Due to the increasing demand in the domestic consulting market, the price of consulting services is also rising, and the cost of human resources in China is not high, consulting companies make considerable profits in doing a project; On the other hand, the barriers to entering the management consulting industry in China are not high (even no barriers), which leads to the emergence of many consulting companies in China, but most of these companies are very small, and some even have only 2~3 people. The emergence of many consulting companies has dispersed a small number of consulting teams, and the core competitiveness of consulting companies lies in their consultants. Due to the long-term lag of mba training in China, there is a great shortage of managers with formal education in China, especially the sudden start of the management consulting market, and the gap of professional management consulting talents that is difficult to replicate quickly in a short period of time suddenly emerges.

5. Current service projects of management consulting companies

a Analysis of service projects provided by management consulting companies:

b Analysis of management consulting services selected by enterprises:

As can be seen from the above two pie charts, on the one hand, the services provided by management consulting companies are similar, and a large number of core consulting services targeted by consulting companies flock to strategic management, human consulting management and other service projects; On the other hand, enterprises have diversified characteristics in the selection of consulting services.

similar to the development law of many industries, once the management consulting industry is fully started, the diversified service products will be presented. Generally speaking, service products are from low-level and universal services to advanced and more subdivided professional products.

3. Customer analysis

1. Demand analysis

The starting point for enterprises to choose management consulting companies is nothing more than to meet the needs of market competition or management adjustment. The reasons for choosing a consulting company to help them eliminate their puzzles and difficulties can be summed up as follows:

l The need for specialized division of labor and cost reduction

As an internal management of an enterprise, there are always two aspects of daily company operation management (allocating resources to complete the enterprise's goals) and enterprise reform (adjusting, improving and solving problems, etc.). The consulting services that general enterprises need, including strategic adjustment, process improvement and/or reorganization, tqc, jit, solving current problems, etc., all belong to the scope of enterprise reform, and these tasks are generally phased tasks, once completed, there is no need to make major changes in a short period of time, and at the same time, it requires strong professional skills to complete these tasks. In this way, it is much more economical to introduce management consulting service than to keep an enterprise's own team all the time, that is, it can convert fixed expenses (internal staff salaries and benefits) into variable expenses (consulting service fees), release occupied resources, streamline management team, and make enterprises focus on business development.

As an excellent professional consulting company, it has experience in consulting enterprises in different regions and industries. These companies have a complete database and a set of successful working methods proved by practice, and the accuracy and speed of their information and services are self-evident. In today's fleeting business opportunities, no enterprise can ignore the benefits brought by speed. Consulting customers can use their professional knowledge, experience and knowledge base of consulting companies to cooperate with enterprise managers and give full play to their respective advantages to solve practical problems of enterprises with higher efficiency and quality.

l use the advantages of specialization to solve problems, and use the power of external resources

For the sake of market competition, professional consulting companies always pay attention to the most cutting-edge changes in the fields of science and technology and management, in order to compete for customers with the latest and best services, so as to survive and develop in the highly competitive consulting market. On the contrary, the internal managers of general enterprises will not have too many opportunities to contact with the new concepts of the outside world in their daily work. Through the introduction of management consulting, in fact, it has also conducted a training for the managers of enterprises, so that they have the opportunity to get in touch with the most advanced management concepts and skills in the world.

l foreign monks can chant Buddhist scripture-promoting the internal management reform of enterprises with the help of external forces

When enterprises make decisions on major issues, they often need to evaluate related issues from a novel and objective perspective. As an outsider, the advice provided by management consultants is often more objective and fair than that from within the enterprise. It is difficult for an internal employee working in an enterprise to ask him to completely abandon his personal feelings and be outspoken on all sensitive issues when making decisions.

To sum up, the demand of enterprises for management consulting services can be summed up as follows:

ü Being able to provide advanced management concepts and skills training and guidance services in a certain field;

ü Use the scientific working methods and rich experience of consultants to quickly and accurately identify, analyze and diagnose the problems existing in the enterprise, and put forward suggestions to solve the problems, so as to help the enterprise eliminate the puzzles and difficulties encountered in the management and operation process;

ü objectively and fairly analyze the problems existing in the enterprise and put forward solutions;

2. The current distribution of enterprises seeking management consulting services

A. The geographical distribution of enterprises providing consulting services

B. The industry distribution of enterprises choosing consulting services

IV. Competitive analysis

nCore competitiveness analysis

The core competitiveness of management consulting companies is human resources, that is, the knowledge and experience of consultants. A management consulting company can be established in a short period of time, but a mature consultant needs a long period of training and tempering. At present, the number of domestic management consulting companies has increased exponentially in just a few years, which will inevitably lead to the continuous upgrading of talent competition for management consulting companies.

At present, the human resources owned by xx Company are mainly related to the diagnosis and integration of standardized management system, including about 3 full-time auditors of quality, occupational health and safety and environmental management system level and about 3 part-time auditors. These auditors have an average of 3-4 years of experience in auditing quality, occupational health and safety and environmental management system, and have the ability to diagnose problems existing in enterprise standardized management system. Among these full-time and part-time staff, about 1% have 3-4 years of consulting experience in establishing and integrating quality, occupational health and safety and environmental management systems, and these personnel have the ability and experience to help and guide enterprises to quickly establish standardized management systems. Xx company has talent advantages in the diagnosis, establishment, integration and optimization of standardized management system that other management consulting companies do not have at present.

The personnel currently owned by XX Company also have the following defects:

1. Most of them have not received professional and systematic management knowledge training;

2. There is a serious shortage of knowledge and skills in management;

3. Lack of knowledge of management consulting skills and working methods, basic.