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Lippitt and Lippitt, (1986) stated that a business consultancy is “A 2-way interaction – a

process of seeking, giving and receiving help”. As a Business consultant, the first and
foremost duty is to identify and understand the client’s needs, and how to convert them
into a complete analysis that would fulfill clients needs. The analysis of the business
consultant should reflect a complete picture in areas of marketing, finance, human
resource, finance, competitors, opportunities, weaknesses etc. as well as investment
opportunities. The business consultancy compromises of 7 c’s

1- The client: challenging the client for the need of change or justification behind a
specific investment. Identifying your client and /or the stakeholders. Cookman et
al (1992) stresses on Revan suggestions on client system, compromising of
three groups of people: Those who know(superiors), Those who care (people
facing the problem) and Those who can
2- Clarify: clarify or identifying the root cause of a problem, or clarifying a certain
situation.
3- Create: create a solution or a roadmap for accomplishment
4- Change: apply required interventions
5- Confirm: ensure the application of change
6- Continue: ensure continuity, as people are always rejecting to changes.
7- Close
It is duty of a business consultant, to introduce new forms of business
opportunities as well as new modes. Moreover, a business consultant should
have an expert command of analytical methods such as pestle, swot analysis
etc., in addition to high awareness of market from all aspects. High ethical levels
and transparency is essential. A business consultant should present both short
and long term impacts on the business, in his/ her proposal.
The consultancy process
Below is a figure present the seven stages of a consultancy process bu Cockman
et al (1992) from introduction to disengaging .

Client-consultant relationship
Below is a summary of client – consultant relationship proposed by Philip Sadler
(2001)
Reference

Cockman, P., Evans B., and Reynolds P., (1992), Client-Centred Consulting – a
practical guide for internal advisers and trainers, McGraw-Hill, London
Lippitt G., and Lippitt R., (1986) .The Consulting Process in Action, 2nd Edition,
JosseyBass/Pfeiffer, San Francisco
Wood, P. (2003). Consultancy and Innovation: The Business Service Revolution in
Europe. Kogan Limited Page.
Sadler, P. (2001). Management Consultancy: A Handbook for Best Practice, 2 nd
Edition.

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