McKinsey & Company Brand Perceptions 2017
Brand Perception Summary 2017
By Alison Huntington.
Youngme Moon’s book, Different: Escaping the Competitive Herd, came to mind when writing up our most recent research into clients’ perceptions of leading consulting firms in the US. In it, Moon makes the case that in trying to differentiate in so many ways—adding product here, bolting on something else there—companies have actually ended up doing the opposite. Instead of coming up with something truly different, they follow what others have done, and ultimately, end up looking more and more like the rest of the competition.
I think we’re seeing something similar in the US consulting market. Every year, we ask senior end-users of consulting to tell us about three firms that they either work with or know by reputation, asking them to rate firms for the quality of their work. What’s striking this year is just how little perceptions vary from firm to firm.
Blog | 6th June 2017 | Read more
By Fiona Czerniawska.
This is the number of solutions McKinsey says it has developed, recognising the need for ‘new forms of expertise and insight’ and the fact that ‘the line between advisory and execution work has blurred’. We’ve also counted at least seven distinct sub-brands aimed at fostering cross-practice working and at promoting its new approach to the market.
Blog | 2nd March 2017 | Read more
By Fiona Czerniawska
We’ve done a lot of research into how clients think about the value consultants add. The best way is one of the simplest: to ask someone whether a firm has added value over and above the fees they charged. It’s a question a client can instinctively relate to and, by adding some supplementary questions about value as a multiple of fees charged, we can also gauge the extent to which this perceived value has been marginal or genuinely game-changing.
Blog | 1st February 2017 | Read more