Business Consulting Services and Utilized

Question: Discuss about the Business Consulting Services and Utilized. Answer: Introduction The professional consultants offer business consulting services that are utilized by the management board of organizations in addressing business-related problems. These services are based on the knowledge transfer and therefore, they are intangible in nature, with clients viewing a high level of risk involved in the identification of consulting service providers. Management consulting service helps the business organization to track the progress of the project and make necessary adjustments to ensure that set objectives of the project are achieved within the required time. Consulting services also enable the project managers to determine human, financial and physical resources required in the implementation of the project. Thereby, this paper seeks to focus on the factors that influence the establishment of a strong client-consultant relationship. Leadership competencies Leadership competencies are key determinants of the success of the consultant projects, which leads to a strong relationship between the client and consultant. Therefore, Consultants must display leadership skills such as problem solving, stakeholder management and planning. Problem-solving skills help the consulting service managers to address the challenges that may inhibit the success of the project. Logistical and technical challenges may delay the implementation process of the project. Also, risks such as natural disasters may have adverse effects on the success of the project (Belkhodja, Karuranga Morin 2012). The consultants must possess problem-solving skills to address such project-related problems. Effective communication helps the project consultant to convey crucial information to the various stakeholders in the business organization. The consultant should act as a team player in the project management by involving all stakeholders in the implementation of the project. T he employees of the organization, shareholders, business managers and community members are integral parts of the business project. Consultants should consider the views of all the stakeholders while providing professional services to the clients. The project managers are required to demonstrate planning skills while executing their roles. Planning refers to the process of determining what should be done in future. It helps the managers to evaluate the financial costs and resources required to achieve the goals of the project (Lalonde Adler 2015). Quality services Provision of quality services is a key factor in establishing a strong relationship between the client and the consultant. According to Chelliah and Davis (2011), high-quality services promote the profitability of the project, increases clients loyalty and satisfaction, as well as creating a lasting relationship between the clients and consultants. Quality service is perceived as the main factor of the competitive ability of the consultants because it strengthens the image of the consultants to the clients. Time Management Time management is also important in establishing a long-term relationship between the clients and the consulting firm. Time is a crucial factor in the production process, and the success of the project depends on the strict adherence to set deadlines. The consultant should estimate the time required for the formulation, implementation, and evaluation of the project. The firms that provide consulting services should enhance efficiency in the implementation of the project through optimal utilization of the available time (Coelho, Cunha Souza 2015). Conclusion The success of the project depends on the quality of the services offered by the consultants. The Provision of quality services leads to the establishment of a long-term relationship between the consulting firm and the clients. Application of leadership competencies such as communication, strategy formulation, planning, problem-solving and stakeholder management improves the quality of services offered by consultants to the clients. References: Belkhodja, O., Karuranga, . and Morin, G. (2012). Reflections on the client-consultant relationship. Journal of General Management, 37(3). Chelliah, J. and Davis, D. (2011). What clients really want from management consultants: evidence from Australia. Journal of International Management Studies, 6(1), p.1. Coelho, T.R., Cunha, M.A. and de Souza Meirelles, F. (2015), May. The client-consultant relationship in the implementation of ERP in government: exploring the dynamic between power and knowledge. In Proceedings of the 16th Annual International Conference on Digital Government Research (pp. 140-149). ACM. Lalonde, C. and Adler, C. (2015). Information asymmetry in process consultation: An empirical research on leader-client/consultant relationship in healthcare organizations. Leadership Organization Development Journal, 36(2), pp.177-211.