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Entry Phase Rasina

The consulting process involves several key steps: 1. Entry, where the consultant and client meet to discuss the reasons for bringing in a consultant and learn about each other. 2. Diagnosis, where the consultant conducts a preliminary problem diagnosis to understand the client's past, present, and future state as well as their strengths, weaknesses, and opportunities for improvement. 3. Action planning, where based on the diagnosis, the consultant and client identify actions to address issues and plan next steps in the consulting process.

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95 views17 pages

Entry Phase Rasina

The consulting process involves several key steps: 1. Entry, where the consultant and client meet to discuss the reasons for bringing in a consultant and learn about each other. 2. Diagnosis, where the consultant conducts a preliminary problem diagnosis to understand the client's past, present, and future state as well as their strengths, weaknesses, and opportunities for improvement. 3. Action planning, where based on the diagnosis, the consultant and client identify actions to address issues and plan next steps in the consulting process.

Uploaded by

aarti Hinge
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Consultation

Process
Presented by Rasina v
CONSULTING PROCESS
ENTRY

IMPLEMEN DIAGNOSI
TTION S

ACTION
PLANNIN
G
ENTRY
• It is the initial phase in any consulting process.
During entry the consultant and the client
meet , try to learn as much as possible about
each others , discuss and define the reason
for which the consultant has been brought in

Client Consultant
Initial contacts
• Consultant makes the contract
• If the Consultant contracts a client about
whom he has a certain amount of
information , and can show that he knows
about that clients problems and intentions
and has something relevant to offer
Initial contacts
• The client makes the contract
• In he most cases it will be the client who
makes he first contract . His implies that he
or she is aware of problems and need for
independent advice in his or her organization
Reasons for approaching a
consultant
• He or she has heard about the consultants
profession reputation
• A business friend who was satisfied with the
consultants services ( recommended)
• the client found the consultant is a registered
• The consultants publications or interventions
at management conferences have impressed
the client
Preparing
for initial
meeting

First
meeting
Agrement Agenda for
on how to the
proceed meeting
Preparing for initial meeting

• Initial meeting require thorough preparation


by the consultant. He or she should collect
essential orientation information about the
client ,the environment , and the
characteristic problems of the sector
• The consultant could start by finding out what
products or services the client provides .
• Usually he or she will gather information on :
Commonly used terminology
Nature and location of markets
Names and location of main producers
Types and sources of raw materials
Laws rules and customs governing the industry
History and growth
Business methods and practices peculiar to the
industry
Agenda for the first meeting
• The first meeting is a form of investigational
interview in which each part seek to learn about
the other . The consultant should encourage the
client to do most of the talking about the firms
difficulties , hopes and expectations
• In lisining all this questions into frame , the
consultant assesses the client needs in teams of
management and business practice , future
development prospects, personal concerns
Agreement on how to proceed
• If the consultant and the client conclude that they
are interested in principle in working together .
Then the discussion can move on to the
arrangement for it covering :-
– Scope and purpose of preliminary diagnosis
– Records and information to be mad available
– Who should be seen and when
– How to introduce the consultant
– Attitude of the staff to the matter to be surveyed
– Payment for the diagnosis
Preliminary problem diagnosis
• PPD should start from the moment the
consultant is in touch with the client.
• The consultant has to complete the picture by
getting some hard data and looking at the
problem from new angles
• Example – by talking to those people other
than those involved in the first meeting
Preliminary problem diagnosis
Past , present , future ( state of
client affairs )

Strengths & weaknesses

Finding possible improvement ,


opportunities

Action

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