ORGANIZATION AND MANAGEMENT

OF MAS PRACTICE

STEPS IN STARTING THE MAS PRACTICE

Determine and make a list of services that one
can truly offer
Review a client list and prepare a package
tailored to fit the firms competence
Prepare a line-up of MAS personnel
Seek out advisory engagements

MARKET RESEARCH
Study listings of consultants or firms currently
offering consultancy services
Determine possible saturation
Identify new services that may be provided with
a competitive edge

SETTING GOALS

Professional viewpoint:
What

sort of professional firm do we want to be?

What will be our culture, our consulting philosophy,
our role in solving clients problems?
Do we want to become leaders in technical terms?
Shall we confine to one service area or widen the
range of services?

*Kubr, M. Management Consulting

SETTING GOALS

Commercial/Business viewpoint:
What

does our firm want to achieve as a business?

Should our strategy ensure mere survival,
moderate growth or rapid expansion?
What position in the market do we want?
What profits and earnings should we aim for?
What should our firms financial strength and
independence be?
*Kubr, M. Management Consulting

POSSIBLE CLIENTS
Privately-owned business firms
Governmental agencies and organizations
Not-for-profit NGOs
Professional associations
Others

Labor

unions, sports organizations etc.

CLIENT CLASSIFICATION

Contact

Primary

Affected by a consultants intervention but they are not aware of it

Indirect

Works with the consultant and provides information

Unwitting

Most immediately affected by a problem

Intermediate

One who approached the consultant and acts on behalf of the client
organization

Affected by a consultants intervention and they are aware of it

Ultimate

Total community affected by the consultants intervention

ORGANIZATION

Partners/Principals/Directors
Most

experienced, highly paid professional

responsible for the successful completion of
engagements, dealing directly with clients, and for
selling work
planning,

administering, developing practice

Consulting with top-client managers
Approving engagement reports
Managing client crises

ORGANIZATION

Senior managers/Managers/Supervisors
Performs

week-to-week management of the

engagements and are responsible for identifying
new client process and assisting in the sales
process
Planning

engagements
Evaluating, supervising consultants
Writing proposals
Reviewing working papers and reports

ORGANIZATION

Senior Consultants/Seniors
Typically

have 2-3 years of consulting experience

and supervises the daily work of staff

Associate Consultant/Staff
Usually

have less than 2 years of consulting

experience

CAREER STRUCTURE

ANALYSTS

SENIOR
CONSULTANTS
OR MANAGERS

CONSULTANTS

DIRECTORS
OR
PARTNERS

BUSINESS
DEVELOPMENT
MANAGERS

FINANCIAL ASPECTS

Initial capital:
Working

capital
Office facilities

Billings and collection

Basis

for billing: Per diem; Project basis

Billing rates
Out-of-pocket expenses