When many companies choose a consulting company, they often look at the knowledge products and results they provide. If the knowledge product and the results are more and the content is novel, the value of the money is considered. On the surface, companies have made an independent choice to meet their needs. In fact, they may just buy a piece of paper with reference value. This money is worthless!
In real life, there are not a few companies that have spent a lot of money. The problem is not whether the result is worthwhile, but because the company is caught in the misunderstanding of ambiguous demand. To give a simple example, a customer wants to buy a 2-inch drill bit. In fact, he wants to get a 2-inch drill hole and use this hole to hang up the famous painting he bought at a high price. This is a question of thinking. The problem that the customer needs to solve is to hang up the famous paintings bought. Buying drill bits and drilling holes is a way for him to solve the problem. He hides the final demand (named painting) in the indirect demand (buy a 2-inch drill) Behind it, there is a manifestation of the ambiguity of demand.
There is a more general story about the need for ambiguity: a manager asks analysts to search for a technique for producing clearer copy paper because he needs clearer copy paper. The analyst then asked: “Why do you need clearer copy paper?†The manager explained: “The existing copy paper is not clear enough for the salesperson to read.†After some exchanges, the fundamental goal was to let the salesman (salesman There are 400 people who can read the data clearly, and the existing online query system can be solved by adding a small function. The manager is making such a mistake. He translates the goal into what he thinks needs to be solved, and thus becomes ambiguous about his real needs. Once he solves the problem according to his ideas, he will reach the goal. The goal is very inefficient.
In the actual consulting needs, many companies will also fall into the misunderstanding of demand ambiguity. Some enterprises find consulting companies to do corporate culture construction projects because they feel that their core concepts are not prominent, employees have no enthusiasm for corporate culture construction activities, and corporate culture has not played its due role. In fact, after in-depth analysis and research by Renda, the reason why the company has such a situation is that the parent-subsidiary group culture has not been built well, and the main diversification has not been built well because of the chaos of the parent-subsidiary organization structure. The confusion of the organizational structure stems from the uncertainty of the strategic management of the group company. The problem lies in the strategic objectives and group management, but the company has problems in corporate culture. According to the needs of enterprises, even if the consulting company does a good job in corporate culture construction projects, it will still not solve the original problems. The company has spent a lot of consulting fees to buy a corporate culture manual, which has a certain degree of use value, but can this use value be converted into the practical value of the enterprise?
For consulting companies, it is easier to produce a consultation report and a cultural manual. However, if you want to be a respected consulting company, it is not a success to get the consulting fee. On the contrary, they will pay attention to business consulting. After the operation, the problem is solved. When the enterprise problem is solved, the enterprise is successful, the consulting work is considered successful, and the enterprise problem is not solved. Even if the consulting fee is taken, it is also a failure. The cost of the consultation should reflect the value of the consultation result. If the company only obtains the consultation report that will not be used, the value will be greatly reduced. If the enterprise obtains a solution, the value will increase. . This is the so-called "taking people to fish, it is better to be fished."
Faced with the ambiguous perception of the company's needs, as a professional consulting company, we should see the real needs of customers behind the ambiguous demand. Customers only know that their company has some problems, but what they see may be just the appearance. The substantive problems behind the appearance require consultants to delve into it. Therefore, giving customers a consultation report is not as good as teaching customers a solution, so that the customer's consulting costs are worthwhile, even value for money. Adhering to the application-oriented consulting model, facing the customers and analyzing the real problems behind their needs, it is not just to provide a consulting report for customers, but to provide customers with solutions to problems. Because we not only teach them how to take off, but also teach them how to land. In this market, we only care about the market competition where the company is not flying high enough. We also care about whether they are tired, flying, and stable. After the consultation period expired, the customer's harvest was double. They got the "fish" and learned the "fishing".
The need behind ambiguous needs is what people really need but don't realize or express. For our consulting organizations, the need behind mining customer ambiguity is to provide customers with a set of ideas and methods to solve practical problems, so that customers become participants in solving their own problems rather than bystanders. Because customers don't just want to know what to do, they care more about what to do.
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