国际IT咨询公司的竞争力分析体系

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1、1.Introduction2.Previous Research3.Research Tool&Model 4.Selected Variables and Proxies5.Findings6.Result&Statistical Analysis7.Conclusion8.Further Study9.Appendix 3Nowadays,we can not live without competitiveness.To survive in biz world,competitiveness is key factor for success.By Comparing IT Cons

2、ulting Competitiveness of Local IT Companies in Korea,we d like to diagnose w the domestic competitiveness of 3 major local IT Company-Samsung SDS,LGCNS,SKC&Cw the global competitiveness of them We use the generalized double diamond model to calculate competitiveness and globalization indices,and th

3、e statistical analysis.4Consulting services are advisory services to help companies analyze and improve the efficacy of business operations and technology strategies.Influence the adoption of IT.Corporate strategy Review of business plans Business process analysis or re-engineeringConsulting service

4、sBusiness Consulting services Assess different technology strategies Align technology strategy with business or process strategy.Providing strategic,Architectural,operational and implementation planning.IT Consulting services 5Sub-Sub-variablesvariablesVariablesVariablesProxiesProxiesAccentureAccent

5、ureSAMSUNGSAMSUNGSDS SDS SK C&CSK C&CDecisionDecisionFactor Factor ConditionConditionBasicHuman Resource#of consultantVEducation Level of consultantVDeliverability#of solutionVIndustry coverage Industry coverage Reference SitesReference SitesAddedAddedV VR&D InvestmentFinancialCredit rate by current

6、 ratioProfit ratioGlobalization#of oversea branchesGlobalVAdvancedSkill#of skilled consultantVRevenue/#of ConsultantsVSophisticationCustomer Management Innovation SpeedKnowledge ManagementHistory of KMS(years)V#of KM AgentVAccess to global knowledge Access to global knowledge sourcesourceAddedAddedV

7、 V 6Sub-Sub-variablesvariablesVariablesVariablesProxiesProxiesAccenturAccenture eSAMSUNGSAMSUNGSDS SDS SK C&CSK C&CDecisionDecisionDemandDemandSizeTraditional MarketMarket Share in IT Service industryVSI Market Size/PopulationGrowth rategrowth rateSophistica-tionReputationPrice per consultant Price

8、per consultant AddedAddedV VExternal Group Revenue External Group Revenue AddedAddedV VPreferenceConsulting firm preferenceVR&SR&SDirectRelated IndustryAssistance to consulting-related industry revenue VRelated Consulting capability#of Business Consultant#of Business ConsultantAddedAddedV VIndirectM

9、&A ExperienceStrength gained by M&A of Strength gained by M&A of consulting firmconsulting firmAddedAddedV V 7Sub-Sub-variablesvariablesVariablesVariablesProxiesProxiesAccenturAccenture eSAMSUNGSAMSUNGSDS SDS SK C&CSK C&CDecisionDecisionS.S.RS.S.RStrategyCEO Ability CEO Ability CEO WillGross Revenue

10、 target ratioGross Revenue target ratio(3 years)(3 years)AddedAddedV VCEOCEOs will to growths will to growthAddedAddedV VCompensationCompensation&Benefit Level VIndustry LeadershipIndustry Solution Leadership-#of 1st solutionPartnership#of Partnership or Alliance with World Class Consulting FirmVStr

11、uctureProcessCMM Level-Standard ProcessVProcess Sophistication-CoordinationRivalryIntensity of Rivalry#of consulting firmMonopolyMonopoly#of monopolized service#of monopolized serviceAddedAddedV V*References-AccentureConsulting Business Strategy(2001)-Samsung SDSThe Competitiveness of Samsung SDS in

12、 e-Environment(2000)-SK C&CCompetency Analysis of SK C&Cs Consulting Resources(2003)8q Diamond ModelDiamond ModelIT Consulting IT Consulting Market in KoreaMarket in KoreaCEOs WillCompensation&BenefitRecruit PlanPartnership&ProcessMonopolyHuman ResourcesDelivery CapabilitySkillKnowledgeRelated Indus

13、triesRelated ConsultantM&A ExenperienceFactor ConditionsFactor ConditionsTraditional MarketGrowth RateReputationPreferenceDemand ConditionsDemand ConditionsRelated&SupportingRelated&SupportingIndustriesIndustriesStrategy,Structure&Strategy,Structure&Rivalry RivalryIT Consulting IT Consulting MarketM

14、arket Global StrategyGlobal Brand ImageGeneralized Double Diamond ModelGeneralized Double Diamond Model Size Quality Globali-zation level 9 Data Sources and TreatmentCharacteristicsData SourcesTreatmentQuantitative DataInternet,Theses,Articles,Industry JournalsSK C&C Knowledge DBConvert original dat

15、a into the five scale figureQualitative DataSurvey(Questionnaire)Statistical Analysis Applied to qualitative data To test hypothesishypothesisTest MethodH0(Null Hypothesis)H1(Alternative Hypothesis)ANOVAThere are no difference among the companiesReject the H0t-TestThere are no difference between spe

16、cific two companiesReject the H0)3 2 1(10DimensionVariablesProxiesSignWeightF a c t o rConditionBasicHuman Resource#of Consultant+15Education Level+10D e l i v e r a b l e Capability#of solution+10#of Industries they can consult+10AdvancedSkillExperienced employee Senior level+15Revenue/#of Consulta

17、nts+10KnowledgeKMS age+5#of KM Agent+15Global Knowledge Source+10 11DimensionVariablesProxiesSignWeightD e m a n dConditionSizeTraditional MarketMarket Share in IT Services+20Growth RateRevenue Growth Rate(3years)+20SophisticationReputationUnit Price+20External Group Revenue+15PreferencePreference S

18、urvey+25R&SDirectRelated IndustryRevenue in SI Area+40Related Consultant#of Business Consultant+30IndirectM&A ExperienceStrength of M&A of consulting firm+30 12DimensionVariablesProxiesSignWeightS.S.RStrategyCEO WillGross Revenue target ratio(3 years)in consulting+15CEOs Will Survey+15Compensation C

19、ompensation&Benefit Level-Survey+15Recruit Plan#of increased employee in next year+15Partnership#of Partnership or Alliance with World Class Consulting Firm+15StructureProcessCMM level+15RivalryMonopolymonopolized service-Survey+10 13DimensionVariablesProxiesSignWeightGlobalFactorGlobalization Level

20、#of Global Branches+50Abroad Rev./Total Rev.+50DemandSizeRevenue-Global market size+50Quality#of national having global relation+50R&SGlobal BrandGlobal Brand Awareness-Survey+100S.S.RGlobal StrategyGlobalization Standard-Survey+100 14ProxiesWeightSDSLGCNSSK C&C#of Consultant15140209105Education Lev

21、el1042.9%79%27%#of solution10171110#of Industries they can consult101396E x p e r i e n c e d e m p l o y e e Senior level1577%52%41%Revenue/#of Consultants101.070.940.62KMS age 5645#of KM Agent1532012070Global Knowledge Source10E&YEDS(Old)N/ATotal 15ProxiesWeightSDSLGCNSSK C&CMarket Share in IT Ser

22、vices2015,50011,6178900Revenue Growth Rate2013%28.5%25%Unit Price202,0001,8001,100External Group Revenue 156,9754,650900Preference-Survey*25752730582Total Survey -Sample Size:34 persons -7 items,5 scale each 16ProxiesWeightSDSLGCNSSK C&CRevenue in SI Area4015,35011,4218835#of Business Consultant3050

23、383Strength of M&A of consulting firm30 N/AN/ATotal 17ProxiesWeightSDSLGCNSSK C&CGross Revenue target ratio(3 years)in consulting1530%25%30%CEOs Will Survey*1513914199Compensation&Benefit Level Survey*1511711475#of increased employee in next year152509035#of Partnership or Alliance with World Class

24、Consulting Firm15664CMM level15Level 2Level 3Level 2monopolized service Survey*10731704555Total*Survey -Sample Size:34 persons -1 item with 5 scale*Survey -Sample Size:34 persons -7 items,5 scale each 18PartProxiesWeightSDSLGCNSSK C&CFactor#of Global Branches50262Abroad Rev./Total Rev.509.8%5.1%4.5%

25、DemandRevenue-Global market size501530600400#of national having global relation501494R&SGlobal Brand Awareness Survey*100827846S.S.RGlobalization Standard Survey*10010310071Total*Survey -Sample Size:34 persons -1 item with 5 scale 19ProxiesWeightSDSLGCNSSK C&C#of Consultant153.35.02.5Education Level

26、102.75.01.7#of solution105.03.22.9#of Industries they can consult105.03.52.3Experienced employee 153.33.33.3Revenue/#of Consultants105.04.42.9KMS age55.03.34.2#of KM Agent155.01.91.1Global Knowledge Source105.02.50.04.284.823.15Total 20ProxiesWeightSDSLGCNSSK C&CMarket Share in IT Services205.03.72.

27、9Revenue Growth Rate202.35.04.4Unit Price205.04.52.8External Group Revenue155.03.30.6Preference255.04.93.94.54.43.1Total 21ProxiesWeightSDSLGCNSSK C&CRevenueofrelatedIndustry405.03.72.9#of Business Consultant305.03.80.4StrengthofM&Aofconsulting firm305.03.01.05.003.531.57Total 22ProxiesWeightSDSLGCN

28、SSK C&CGrossRevenuetargetratio(3years)in consulting155.04.25.0CEOs Will Survey154.95.03.5Compensation&Benefit Level-Survey155.04.93.2#of increased employee in nextyear155.01.80.7#of Partnership or Alliance withWorld Class Consulting Firm155.05.03.3CMM level152.03.02.0monopolized service-Survey105.04

29、.83.84.544.063.04Total 23ProxiesWeightSDSLGCNSSK C&C#of Consultant153.35.02.5Education Level102.75.01.7#of solution105.03.22.9#of Industries they can consult105.03.52.3Experienced employee 153.33.33.3Revenue/#of Consultants105.04.42.9KMS age55.03.34.2#of KM Agent155.01.91.1Global Knowledge Source105

30、.02.50.04.284.823.15Total 24Survey 1The preference of the company(Composed of 7 survey items)Hypothesis H0:There are no differences among the companies H1:H0 is not trueTest MethodANOVAResultWe can t say that Null Hypothesis is true.So,In terms of preference of the company some differences are exist

31、s.:SAMSUNG3575221.4857121.19832LG3573020.8571422.42017SK3558216.6285720.00504 F P-F 488.45712244.228611.515963.09E-053.0854612163.210221.207842651.657104 25Survey 1The preference of the company(Composed of 7 survey items)Hypothesis H0:There is no differences between SAMSUNG and LG H1:H0 is not trueT

32、est Methodt-TestResultWe can say that Null Hypothesis is true.So,In terms of preference of the company no differences are existsbetween two companies.t-:SAMSUNGLG21.4857142920.8571428621.1983193322.420168073535 068t 0.563058291P(T=t)0.287623544t 1.667572178P(T=t)0.575247088t 1.995467755 26AreaSDSLGC

33、NSSK C&CLocalFactor4.28 4.82 3.15 Demand4.46 4.36 3.07 R&S5.00 3.53 1.57 S.S.R4.54 4.06 3.04 S.S.RR&SDemandFactorSDSLGCNSSK C&C SDS is superior to others except factor condition.LGCNS has excellent human resources.LGCNS marked relatively weak in R&S -business consultant is smaller than SDS SKC&C is

34、inferior in all attributes,especially in R&S.-in short term,SKC&C has to focus on enhancing R&S by Increasing consultant-In long term,all four attributes should be increased simultaneously.14.3314.3334.8434.8441.6541.65 27AreaSDSLGCNSSK C&CGlobalFactor3.33 3.80 1.98 Demand5.00 2.59 1.37 R&S5.00 4.76

35、 2.80 S.S.R5.00 4.85 3.45 S.S.RR&SDemandFactorSDSLGCNSSK C&C41.6741.6710.4710.4730.7030.70 SDS is superior to others in all attributes Global market revenue of LGCNS is relatively less than SDS,so demand condition is weak than other attributes.SKC&C is inferior in all attributes,especially in Demand

36、.-SK C&C has very small global markets 28AreaSDSLGCNSSK C&CLocalFactor4.28 4.82 3.15 Demand4.46 4.36 3.07 R&S5.00 3.53 1.57 S.S.R4.54 4.06 3.04 GlobalFactor3.33 3.80 1.98 Demand5.00 2.59 1.37 R&S5.00 4.76 2.80 S.S.R5.00 4.85 3.45 TotalFactor7.61 8.62 5.13 Demand9.46 6.95 4.43 R&S10.00 8.28 4.38 S.S.

37、R9.54 8.91 6.49 S.S.RR&SDemandFactorSDSLGCNSSK C&C166.73166.7351.9451.94133.90133.90 29 We ll go further study by two parts.The first one isw To expand the number of companies to the global IT company like IBM BCS consulting.w To compare the competitiveness of the domestic and global IT companies having same history and business model.The second one isw To expand the scope of companies to global consulting service,I.e,Accenture,KPMG,BCG,and Deloitte consulting which has downstream strategy from general business consulting.30