麦肯锡模式对我国中小管理咨询公司营销策略的启示

摘要

In our country, consulting as a new industry, is the need of economic development, but also the result of market development. With the continuous development of China's enterprises, China's management consulting market will continue to grow, management consulting industry in China will have a very broad space for development. The management consulting industry in China has a lot of problems, such as the lack of brand, lack of enterprise's main products and competitiveness, customer satisfaction degree is relatively low, the majority of customers are less recognition of the consulting industry, and so on. At present, China's domestic enterprises lack a certain cognition and attention, so there is not enough practical marketing experience to learn, can only through learning western countries excellent management consulting enterprise's successful marketing strategy, and with China's management consulting industry, especially small and medium consulting enterprises marketing strategy to make a contrast research, to strengthen the domestic management consulting company market awareness, enhance the enterprise soft power, enhance the enterprise market influence, occupy market share, and international well-known consulting firm to compete with important guiding significance.%在我国，咨询业作为一种新型行业的出现，是经济发展的需要，也是市场发展的结果。我国管理咨询行业跟西方国家非常成熟的咨询行业相比较，还存在着许多的问题，比如没有塑造品牌、缺少企业主要产品和竞争力、顾客满意程度相对较低、大部分客户对咨询行业的认可度较低、规模发展小等。目前我国国内企业对咨询行业普遍缺少一定的认知和重视，所以并没有足够的现成的实际营销经验来学习，只能通过学习西方国家优秀管理咨询企业（例如麦肯锡）的成功营销策略，并与我国管理咨询行业特别是中小型咨询企业的营销策略来进行对比研究，以强化国内管理咨询公司市场意识，提升企业软实力，增强企业市场影响力，进而占领市场份额。