科爾尼公司簡介及咨詢顧問職業(yè)生涯發(fā)展

“Strategicmanagementconsulting–theA.T.Kearneyperspective”

Warsaw,May28,2001Wy?szaSzko?a

Przedsi?biorczo?ciiZarz?dzania

im.LeonaKo?mińskiego

wWarszawiePresentationanEDScompanyAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefutureofmanagementconsulting

OverviewofmanagementconsultingToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?OverviewofmanagementconsultingOnedefinition....Managementconsulting=

assistingmanagement

infacilitatingchange

togainandsustain

competitiveadvantageOverviewofmanagementconsultingCompaniesengagemanagementconsultantsforseveralreasons—somegood,somenotsogood

SomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally -GoodreasonThecompanyhasneverconfrontedthissituationbefore -GoodreasonManagementneedsfreshideasandanewperspective -GoodreasonManagementwantstheconsultanttoconfirmitsideas -Not-so-goodreasonEveryoneinthecompanyistoobusy -Not-so-goodreasonManagementneedsa“tiebreaker” -Not-so-goodreasonOverviewofmanagementconsultingWhydoesmanagementconsultingseemtobegrowinginimportance?ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOverviewofmanagementconsultingWhydoestherecontinuetobeademandformanagementconsulting?MostcompaniesdonotknowhowtoAnalyze?themselves”inanobjectivewaywhenbusinesssituationschangesignificantlyOperateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonotPreparemanagersfor“exceptions”inbusinesssituationsTeachrealprojectmanagementOverviewofmanagementconsultingInformationtechnologyOperationsStrategySystemstrategycreationInformationsystemsmarketanalysisSelectingappropriateITsolutionsInplementationofselectedITsolutionsProcessoptimalizationChangemanagementBusinessprocessreengineeringStrategicsourcingSupplychainmanagementServicelevelimprovementBenchmarkingOrganizationrestructuringCorporatestrategyStrategicbusinessunitse-businessstrategyProductionstrategyDistributionstrategyMarketentrystrategyRestructuringThemajorglobalmanagementconsultingfirmsconcentrateinthreeareasofconsulting;A.T.Kearney,togetherwithEDS,coverthewholespectrumMcKinseyMonitor,BCG,BainBoozAllenAccentureCSCIndexIBMConsultingA.T.Kearney(EDS)“BigFive”firmsOverviewofmanagementconsultingConsultingIndustryMarketSizeandGrowthRatesMarketSize($B)PerAnnumGrowthRate(%)Source:TheGlobalConsultingMarketplace:KeyData,Forecasts&Trends2000Edition,KennedyInformationResearchGroup.Chartpertainstothemarketforconsultingfirmsindependentofhardware/softwareorganizationsITprojectstorepresentover50percentofthemarketTheworldconsultingmarketisestimatedat$117billionandischaracterizedbyadouble-digitannualgrowth.OverviewofmanagementconsultingTheconsultingservicesinPolandemergedafterthetransformationin1989withprivatization;othersegmentsofthemarketdevelopedlater198919901991199219931994199519961997199819992000DevelopmentoftheconsultingmarketinPolandPrivatizationconsultingAuditandlegalservicesITconsultingHighvalueaddedconsultingStartoftheeconomictransformationOverviewofmanagementconsultingThedevelopmentstagesinPolandweresignificantlydifferentthaninWesternEurope1998-20001994-19971990-1993ExternaltrendsStartofeconomictransformationPrivatizationofstateownenterprisesFastgrowthoftheeconomyDevelopmentofthefreemarketinstitutions(e.g.stockexchange)AcquisitionsbyforeigninvestorsConsolidationoftheeconomyIncreasedcompetitivepreasureAcquisitionsandpostmergerintegrationsBigticketprivatizationsConsultants’valuepropositionPrivatizationFinancialvaluationPrivatization/DueDilligenceITconsultingRestructuringEfficiencyimprovementReorganization/ReengineeringStrategyITconsultingKeyplayersSmallPolishcompaniesSmallerforeigncompaniesspecializedinfinancial/privatizationconsultingBigfiveSpecializedPolishcompaniesBigfiveMcKinseyBCG,...KeyfactorsforsuccessRelationshipsPricesLocalknowledgeQualitystandardsValueaddedGlobalnetworkRelationshipMajorclientgroupStateadministrationLargestPolishstate-ownedenterprisesForeigninvestorsForeigninvestorsLargestPolish,privatelyownedcorporationsOverviewofmanagementconsultingTheconsultingmarketinPolandisstillsignificantlydifferentthaninothercountriesDifferencesDriversLowsophisticationofthemarket.ManypotentialclientsdonotrecognizetheneedforconsultingservicesBrandnamesofglobalplayersnotknownConsultingfeesrelativelyhigherinrelationtopersonalcostsTwogroupsofclients:InternationalcompaniesenteringPolandLargestPolishcompaniesofwhichmanyarestateownedLocalshortageofconsultingandindustryknowledgeandexperienceMarketdominatedbyfinancialandtaxadvisoryLocalconsultanciesenjoyimportantmarketpositioninPolandDifferentproductofferingsandsellingstrategiesfordomesticandforinternationalclientsNeedtotransferknowledgeandexperiencefromdevelopedmarketsOverviewofmanagementconsultingConsultingmarketinPolandisstilldominatedbyfinancialandtaxadvisoryservicesPercentageofcompaniesusingdifferentconsultingservicesSource:BOSS-GospodarkaFinancialandtaxadvisoryQualitymanagementBusinessstrategyHumanresourcesPublicrelationsOtherDonotuseconsultingservicesOverviewofmanagementconsultingInparalleltoworld-widebrands,localconsultanciesenjoyimportantmarketpositioninPolandPolishsubsidiariesofglobalconsultanciesDominantstrategies:Focusonlong-termrelationshipwithclientFocusonseveralkeyproducts/industriesKeysuccessfactorsGlobalnetworkCombinationofindustryandlocalknowledgeTangibleresultsTargetedclientsegmentInternationalcompaniesLargestPolishcorporationsfromstrategicindustriesProductsValueaddedprojectsDominantstrategiesNicheplayersSpecializationinoneproduct/industryKeysuccessfactorsPricePersonalrelationshipsTargetedclientsegmentSmallandmediumenterprisesStateandlocalgovernmentsProductsOff-the-shelfreportsCompanyvaluationsIssuingprospectusesFeasibilitystudiesLocalcompaniesOverviewofmanagementconsultingClientscanbesplitintotwogroupshavingdifferentexpectationsregardingconsultingservicesInternationalclientsLocalclientsProductsMarketentrystrategiesDistributionstrategiesPostmergerintegrationofacquiredlocalcompaniesEfficiencyimprovementinacquiredcompaniesProjectssoldmostlyoutsidePoland(attheHQlevel)Co-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectinvolvementofownstaffValueaddeddrivenProductsStrategydevelopmentMarketingstrategiesRestructuringCostreductionITsystemsProjectssoldinPolandCo-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectconsultantstodo““everything””PricedrivenOverviewofmanagementconsultingGlobalhigh-value-addedconsultingcompanieswillhaveanadvantageoverlocalconsultingcompaniesbecauseglobalcompanies-Canleverageworldwideintellectualcapitalandexperience-StillhavenecessarylocalcapabilitiesGlobalcapabilitiesandsupportOn-lineaccesstointellectualcapital,databases,benchmarksTrainingandglobalprojectexperienceforlocalconsultantsOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmFoundedin1926Internationalscope65officesin34countriesOver3000consultantsSince1996,A.T.KearneyisthesecondlargeststrategicmanagementconsultingfirmintheworldOver3000projectsengagementsperyear1,4blnUSDturnoverin2001Since1995,A.T.KearneyispartofEDS,theinternationalleaderintechnologyinformation80%ofworkforrepeatclientsAverageconsultantworkexperience:17yearsTokyoChicagoNewYorkMadridLondonDüsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHongKongSanFranciscoLosAngelesDallasPhoenixAtlantaMexicoSaoPauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonParisA.T.Kearneyisoneoftheleadinghigh-value-addedstrategicmanagementconsultingfirmsintheworldWarsawPragueA.T.KearneyasastrategicmanagementconsultingfirmA.T.Kearneyisoneofthefewhigh-value-addedmanagementconsultingfirmswhichpossessesthefullrangeofconsultingservicesCompletesetofconsultingskillsBusinessandmarketingstrategyPostmergerintegrationStrategysourcingTransformingtheenterpriseRestructuringTechnologymanagementPhysicaldistribution&logisticsOperationsredesign–Process&structureChangemanagementMulti-functionalbemchmarkingA.T.KearneyasastrategicmanagementconsultingfirmCorecompetenciesSampleofRecentClientsRepresentativeAnnualResultsAchievedAmeritechAnglianBTCarrefourCasinoEuroDisneyGaleriesLafayetteGeneralMotorsHouseofFraserJohnson&JohnsonKeeblerKelloggMetroMonoprixNabiscoNomuraPepsiCoPromodesPrudentialQuelleSearsShellSprintUnileverWal-mart“A.T.Kearneyhashelpedenormouslytoaddressourkeyissues…Wehaveplannedandimplementedcostreductionprogramsthatwillreturnoverhalfabilliondollars”FredSmith,CEO,FederalExpress“…insharpestcontrast…A.T.Kearneyconsultantshelpedengineeroneofthemoststunningcorporateturnaroundsinrecentmemory”(ExcerptaboutSearssuccessworkingwithA.T.Kearney,reviewofDangerousCompanyinFortune,August18,1997)“TheKearneyworkhasmadeusradicallyre-thinkourapproachtothebusiness.Wewouldn’thavedonethatotherwise”Marks&SpencerSupplier“A.T.Kearneyisreallythefatherofourglobalpurchasingsystem.”““Theyareourachievementconsultants”JackSmith,CEO,GM“Wewantedconsultantswhowouldn’’tjustgiveusadviceandwalkaway””JohnRose,CEO,Rolls-RoyceFederalExpress>$500MillionSears>$750MillionRolls-Royce$750millionMarks&Spencer$250millionGeneralMotors>$3.5BillionA.T.Kearneyiscommittedtodeliveringtangibleandmeasurable““bottom-line”resultsforourclientsA.T.KearneyasastrategicmanagementconsultingfirmSource:LouisHarrisSurvey,1998A.T.KearneyisthegloballeaderinclientsatisfactionA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyisaleaderinthefieldofIntegratedSupplyChainManagementDeliveredkeynoteaddressatthe1999NRFannualconferenceonandleadershippracticesindrivingsuccessthroughconsumer-focusedsupplychainsCo-sponsoredAsiaLOGICONconferenceforseniorlogisticsprofessionals(1999)AddressedsupplychainstrategiesandovercominglogisticsobstaclesfortheAsia-PacificregionPresentedresearchfindingsonissues,bottlenecksandIT-relatedconcernsoftheAsiansupplychainFeaturedpresenterfortheCouncilofLogisticsManagement:““WhyEffectivePartnershipsRequireaClearSupplyChainStrategy”Deliveredkeynoteaddressat1999StrategicElectronicCommerceConference,anEDS-sponsoredconferenceFeaturedspeakeratAsiaPorts1998conference-““HowShiftingGlobalSourcingPatternsAreImpactingPortOperations”HostedCEOForumon“ChallengesintheDigitalFutureinthe21stCentury”,withtopicsincludingdigitalsupplychainopportunitiesanddigitaldemandmanagementSponsoringfuturesupplychainindustryseminars:"GlobalExcellenceinOperations"withFortune(2000)"2000SupplyChainManagementConference”(2000)A.T.Kearney/EuropeanLogisticsAssociation:"InsighttoImpact.ResultsoftheFourthQuinquennialEuropeanLogisticsStudy1999“WhitepapersandresearchstudiesA.T.KearneyhasbeencitedinseveralarticlesonsupplychainmanagementLeadershipPastPresidentofCouncilofLogisticsManagementPastPresidentofCanadianAssociationofLogisticsManagementSeminars,ResearchandLeadershipSelectedExamplesA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyfacilitatesnewthinkingonthefutureoftheRetail/ConsumerProductsindustrythroughseveralforumsThoughtLeadershipLeadtheEDS/GMAFutureForcesRoundtable,heldannuallyBringtogethertheCEO’sandPresidentsoftheleadinggrocerymanufacturersandretailersFacilitatediscussionsonfutureoftechnologyandscienceHelptobringtogethernew‘breakthrough’’thinkinge.g.UCCNetwasformedbasedontheactionssetoutinthe1998FutureForcesmeeting.A.T.KearneyisactivewiththeWorldEconomicForumonseverallevelsA.T.KearneyleadstheFoodandBeverageGovernor'sMeetingsinDavosSwitzerlandaspartoftheWorldEconomicForumsannualmeetingPublishesannualwhitepapersonadvancedtopicsofinteresttofoodandbeverageexecutivesaspartoftheWorldEconomicForumproceedingsA.T.KearneyparticipateswithGroceryManufacturersofAmericaonseveralfrontsFacilitateTop-to-TopmeetingsattheannualGreenbrierCEOConference(1999,2001)MasterofCeremoniesattheannualInformationSystems,LogisticsandDistributionconference(1997,2001)Facilitatekeyissuesforumswithexecutivemembers(Presidentsmeeting(2000),BoardofDirectors(1999,2000)WorldEconomicForumSelectedExamplesA.T.KearneyasastrategicmanagementconsultingfirmAssessedDelphiAutomotiveinimplementinga““valuecapture”programforallmodulesofSAP/R3,for50sitesthroughoutEurope,identifyingover$28MMinincrementalsavingsAlignedbusinessandITstrategieswithcoreprocesses,andleveragedexistingERPinvestmentstoderiveadditionalbusinessvalue;LeveragedITassetsbyestablishingITsharedservicescapabilitiesDevelopedacomprehensiveE-Business““l(fā)andscape”andcompetitivestrategy,thenassessedandrealignedERPprioritiestosupportglobalpurchaseordermanagementandsupply-chainstrategiesAssistedHPinconductinganSAPpost-implementationaudit,recapturingover$19MMinnetsavingsIdentifiedover$250MMinunrealizedbusinessbenefitsinoperationsoptimization,fleetproductivity,staffreductionandsourcingasaresultoftheirSAPimplementationPre-mergerassessmentincludingtheERPintegrationoftwoglobalmulti-billiondollarorganizationsandcreationoffinancialandHRsharedservicesorganizations;identified$52MMinITrun-ratereductionsRestructuredandconsolidatedITorganizationtoimproveefficiencyandeffectivenessAssistedwithfunctionalandoperationalrequirementsanalysis,ERPprogrammanagement,globalERPconsolidation,andERPglobaltemplatedesignandintegrationAssistedwithglobalrestructuringandconsolidationofITorganizationsandsystems,toimproveoperationalefficiencyandeffectivenessReinventedITorganization,processes,andinfrastructureaspartofpost-mergerintegrationwithBankofAmericaAlignedandstreamlinedbusinessandITprocessesandsystems;developedanITarchitecture““blueprint”forallenterpriseapplicationsRestructuredbusinessandITprocessesforbetteralignment,andassistedinoutsourcingcertainITfunctionstomodernizetheITinfrastructure;developedtheITblueprinttoleverageERPsystemsInadditiontoamarketleadingreputationinsupplychain,A.T.KearneyhasalsodeliveredsignificantITenabledtransformationinitiativesA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyistherecognizedEuropeanleaderinseveralindustriesMajorclientsperpracticeDeutscheBankBNLBarclaysSocieteGeneraleAXAFinancialinst.Rohm&HaasArjoWigginsBASFPechineyBP/AmocoChemicals/O&GFIATGroupVWGMEuropeDaimlerChryslerRenaultAutomotiveFranceTelecomSiemensDeutscheTelekomLucentPhilipsComm/hi-techVEBA/VIAGDrewagMainovaENELENBW/NeckarUtilitiesCarrefourMarks&SpencerGalerieLafayetteUnileverAuchanConsumer/retailRollsRoyceplc.AerospaceGambroQuintilesMerckHenkelPharma/healthSAirGroupAirFranceLufthansaKLMDeutscheBahnTransportationA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyhaswideexperienceinmanyindustrysectorsinPolandA.T.KearneyasastrategicmanagementconsultingfirmAutomotiveEnergyChemicalBankingInsuranceTelecommunicationsLogisticsanddistributionPublishingSteelFast-movingconsumergoodsRetirementfundsFoodMiningShipbuildingCapitalmarketsMediaRealestateGovernmentinstitutionsExamplesofprojectsrealizedbyA.T.KearneyinPolandNumberonePolishpublisherLeadingshippingcompanyMajorScandinavianbankLeadingautomotivecomponentsmanufacturerStrategyMISOrganisationalstructureGovernmentalassistanceprogrammedevelopmentMarketentrystrategySAPimplementationPublishingTransportationFinancialInstitutionsAutomotiveIndustryClientProjectSelectionMobiletelephonyproviderOperationsimprovementBusinessmarketdiagnosticsLoyaltyprogramTelecomAlternativefixedlinetelephonyproviderBusinessplanningforregionalmarketsProjectmanagementTelecomConsultant’Becomingagoodmanagementconsultantrequirestime,experienceandcertainkeyskillsBusinesseducationBusinessexperienceManagementbackgroundTechnicalbackgroundConsultingexperienceWrittenandoralskillsAnalyticalskillsCreativethinkingManagementConsultingCapabilityConsultant’Sixkeyrules*mustbefollowedbyeverygoodmanagementconsultantKnowwhatyou’redoing!Don’tactbeyondyourcapabilitiesContinuallyaddvaluecommensuratewithyourskillandclientexpectationsKeeptotheagreed-uponprojectscopeHoldclientinformationstrictlyconfidentialBeethicalatalltimes*Source:AndrewThomasKearney,founderofA.T.KearneyConsultant’Inadditionto““time””,experienceandbasicskills,thegoodconsultantrequiresthreedisciplinedcoreconsultingcapabilitiesProposalwriting=sellingtheassignmentProjectmanagement=conductingtheassignmentReportwriting=theproductConsultant’“FeelthatIbelongandampartofsomethinggood”ReliablenetworkofpeopleAppreciationofuniquetalentsCommunicateATK’sdirectionandstrategytoallemployeesExplaininghowtoget

problemsresolvedRespectemployeesbyprovidingtimelyand

intelligentinformation“Constantlygrow,learnanddevelop”InterestingmixofworkGoodprojectexperiencesConstructivefeedbackUnderstandingthemeasurementprocessOpportunitiestodevelopUpwardfeedbackinitiatives“Beabletobalanceworkandlife”ProvideamorebalancedqualityoflifeTailorworkrequirementsto

individualneedsServicestohelpbalanceworkandpersonallife-434U -Vacationbuy-backprogram-Part-timeprogram-Conciergeservices“Workhard;berewardedwell”Provideappropriatecompensations

acknowledgesthedemandsofthebusinessBeingrecognizedforoutstanding

performanceProvideinputintocompensationinitiativesSalaryincreasesformid-yearpromotionsServiceincentiveprogramsPrincipalLTIoptionsA.T.KearneyadherestofourkeypointstohireandretainthebestconsultingtalentWealthGrowthPrideTeamingSource:GPTWConsultant’ThefutureofmanagementconsultingTheGlobalConsultingMarketbyMajorRegionNorthAmericaWesternEuropeAsia-PacificLatinAmericaRestofWorldRegion19982003CAGRMarketSize($B)CAGR(%)NorthAmericaandWesternEuropeareprojectedtobetheleadinggrowthmarketsSource:TheGlobalConsultingMarketplace:KeyData,Forecasts&Trends2000Edition, KennedyInformationResearchGroup.Chartpertainstothemarketforconsultingfirmsindependentofhardware/softwareorganizationsThefutureofmanagementconsultingGlobalConsultingMarketSizeandGrowthRatesbyVerticalIndustry($Billions)1998IndustrySize201998––2003CAGR15105$5$10$15$20Manufacturing$33.2FinancialServices$33.8Government$15.3Communications$19.8Wholesale/Retail$11.9Healthcare$7.9Energy/OilandGas$9.9HighTechnology$8.0Utilities$7.3BusinessServices$3.6Transportation$2.5Med./Ent./Pub.$2.9Miscellaneous$2.4Traditionalindustrieswillcontinuetogrow....2003Industry

ConsultingMarketSizeEarlyE-BusinessAdoptersThefutureofmanagementconsultingPureE-BusinessStart-upe-businessWebstrategy,designandimplementationE-strategy,marketing,operationsTypeofServiceBrickandMortarD19982003$63.0$68.019982003$0$20.019982003$63.0$48.019982003$24.0$75.019982003$4.5$19.019982003$19.5$56.019982003$1.5$16.019982003$1.0$11.019982003$0.5$5.0AllClientsE-BusinessRelatedTraditionalconsultingserviceswithe-focusTraditionalConsultingStrategyOperationsITChangemanagementSources: E-commerceConsultingKennedy;A.T.KearneyanalysisBreakdownofGlobalConsultingMarketSegments(U.S.$Billions)TotalGlobalConsultingMarket(U.S.$Billions)ShareofConsultingMarket:10%47%43%....but,e-BusinesswillbethemaindriveroffuturegrowthThefutureofmanagementconsultingExpectedGrowthinE-BusinessB2BServices

1999–2002AnnualGrowthRate(%)InternetStrategy/AdviceDigitalValueChain(2)InternetSoftwareandServicesInternetOutsourcing(1)B2C(BusinesstoConsumer)B2B(BusinesstoBusiness)Notes: (1)InternetoutsourcingincludesInternetprojectmanagementandweb-hostingservices(2)Digitalvaluechainincludessupplychain,ERP,integration,CRM,businessintelligenceandASPservicesSources: ForresterResearch,IDC,A.T.KearneyanalysisB2BIsEclipsingB2C:

ExpectedGrowthinE-BusinessRevenue($Billions)HigherbarrierstoentrythanB2CMoresustainablebusinessmodelsTheB2BmarketappearsmostattractiveThefutureofmanagementconsultingClient-MarketPositioningMatrixPureE-BusinessE-BusinessRelatedTraditionalServicesBrick&Mortar(incl.DotCorp’s)D’sClientsTherefore,thenewEconomyrequiresanewpositioningandnewinnovativeclient-servicerelationshipsTraditionalClientBaseManagementConsultantsNewClientBaseVenture

Capitalist/

Incubators?NewEconomyConsultants“ThefutureofmanagementconsultingEnd-to-ende-serviceswillhaveacompetitiveadvantageoverfunctionalspecialistsParadigmshiftinIT-servicesprovisionPlanTraditionalIT-servicesdeliverychaine-businessdeliverychainImplementBuildVisionThefutureofmanagementconsultingSo,A.T.Kearneyande-solutionsareimplementingthee-businesssolutionsforstart-upsandestablishedclientstoprovidetrulyend-to-endcapabilitiesA.T.Kearneytogetherwithe.solutionsisenablingtheenterprisetoofferend-to-ende-businesssolutions-fromstrategytoimplementationEDSe.solutions/KearneyInteractiveneedtohaveabroadrangeofdesignandimplementationservices-includingbranding/marketing,webdesignande-solutionimplementationStategyOperationsImplemen-tationWeb-DesignE-BusinessSolutionEnd-to-EndSolutionProcessEDSe.solutions/KearneyInteractivee-Space(incubator)E-BusinessPracticeMarketingThefutureofmanagementconsultingA.T.Kearneyofferscomprehensivesupporttostart-upsandnewventures.ComprehensivestrategicandoperationalsupportDedicatedteamLong-termcommitmentandflexiblecompensationBusinessPlanLaunchGrowthIPO/Sale…Start-upServicePracticeSharesOthers$A.T.Kearney

Start-up

Network+SupportthroughallbusinessphasesThefutureofmanagementconsultingQuestions&AnswersanEDScompany9、靜夜夜四無無鄰，，荒居居舊業(yè)業(yè)貧。。。12月月-2212月月-22Sunday,December25,202210、雨中中黃葉葉樹，，燈下下白頭