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Harvard Case - BMR Advisors - Competing on Quality

"BMR Advisors - Competing on Quality" Harvard business case study is written by Suhruta Kulkarni, Dinesh Kumar Unnikrishnan. It deals with the challenges in the field of General Management. The case study is 23 page(s) long and it was first published on : May 1, 2016

At Fern Fort University, we recommend BMR Advisors implement a comprehensive strategy focused on quality management and organizational change to address their current challenges and achieve sustainable growth. This strategy involves a multi-pronged approach encompassing strategic planning, leadership development, employee empowerment, process improvement, and customer-centricity.

2. Background

BMR Advisors is a mid-sized consulting firm facing increasing competition from larger, more established players. The firm's founder, Bill Miller, recognizes the need to differentiate through quality, but the current organizational structure and culture hinder its ability to deliver consistent high-quality service. The case highlights issues like inconsistent service delivery, lack of client feedback mechanisms, and a reluctance to embrace innovation.

The main protagonists are Bill Miller, the founder and CEO, and his management team, who are grappling with the need to adapt to a changing market landscape.

3. Analysis of the Case Study

Strategic Analysis:

  • SWOT Analysis: BMR Advisors possesses strengths in its experienced consultants and strong client relationships. However, weaknesses include inconsistent service delivery, lack of formal processes, and limited investment in technology. Opportunities lie in expanding into new markets and adopting innovative solutions. Threats include competition from larger firms and the need to adapt to evolving client demands.
  • Porter's Five Forces: The consulting industry is characterized by high competitive rivalry, low barriers to entry, and significant buyer power. This suggests a need for BMR to differentiate itself through quality and customer focus.
  • Competitive Advantage: BMR's potential competitive advantage lies in its ability to deliver high-quality, personalized consulting services. By focusing on quality management and customer experience, BMR can carve out a niche in the market.

Organizational Analysis:

  • Organizational Culture: BMR's current culture is characterized by a lack of formal processes, reliance on individual expertise, and limited emphasis on client feedback. This hinders consistency and hinders the ability to scale operations.
  • Leadership Styles: Bill Miller's leadership style, while effective in the early stages, needs to evolve to empower employees and foster a culture of continuous improvement.
  • Decision-Making Processes: Decision-making is often centralized, hindering agility and responsiveness to market changes.

Financial Analysis:

  • Financial Performance: The case provides limited financial data. However, the need for investment in technology and process improvement suggests a need for financial resources to support the proposed strategy.

4. Recommendations

1. Implement a Comprehensive Quality Management System:

  • Establish clear quality standards: Define specific, measurable, achievable, relevant, and time-bound (SMART) quality standards for all services.
  • Develop robust processes: Implement standardized processes for project management, client communication, and service delivery.
  • Invest in technology: Utilize technology to improve efficiency, track performance, and facilitate client feedback.
  • Implement a quality assurance program: Establish a formal quality assurance program with regular audits and feedback mechanisms.
  • Train employees on quality principles: Provide training on quality management principles, best practices, and client service excellence.

2. Foster a Culture of Continuous Improvement:

  • Promote employee empowerment: Encourage employees to identify and implement process improvements through suggestion boxes, team meetings, and employee recognition programs.
  • Implement a performance management system: Develop a performance management system that aligns with quality standards and provides regular feedback.
  • Encourage innovation: Create an environment that encourages experimentation and the adoption of new technologies.
  • Invest in leadership development: Provide training and mentorship opportunities for managers to develop leadership skills, including quality management and change management.

3. Enhance Customer Focus:

  • Develop a customer relationship management (CRM) system: Implement a CRM system to track client interactions, preferences, and feedback.
  • Conduct regular client surveys: Gather feedback on service quality and identify areas for improvement.
  • Establish a client advisory board: Engage with key clients to gather insights and shape future service offerings.
  • Develop a strong brand identity: Communicate BMR's commitment to quality and customer satisfaction through branding and marketing efforts.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with BMR's mission to provide high-quality consulting services.
  • External customers and internal clients: The recommendations address the needs of both external clients and internal employees by focusing on service quality, employee empowerment, and communication.
  • Competitors: The recommendations help BMR differentiate itself from competitors by focusing on quality, innovation, and customer experience.
  • Attractiveness: The recommendations are expected to improve client satisfaction, increase revenue, and enhance BMR's competitive position.

6. Conclusion

By implementing these recommendations, BMR Advisors can transform its organization into a quality-driven firm capable of competing effectively in the challenging consulting market. The focus on quality management, organizational change, and customer-centricity will enable BMR to achieve sustainable growth and establish itself as a leading provider of high-quality consulting services.

7. Discussion

Alternatives:

  • Merging with a larger firm: This could provide access to resources and expertise, but it could also lead to a loss of control and cultural clashes.
  • Focusing solely on niche markets: This could limit growth potential.

Risks:

  • Resistance to change: Employees may resist the proposed changes, requiring effective communication and change management strategies.
  • Insufficient investment: Lack of financial resources could hinder the implementation of the recommendations.

Key Assumptions:

  • BMR's management team is committed to implementing the proposed changes.
  • The consulting market will continue to demand high-quality services.

8. Next Steps

  • Form a project team: Assemble a cross-functional team to lead the implementation of the recommendations.
  • Develop a detailed implementation plan: Define specific tasks, timelines, and resources required.
  • Communicate the strategy to employees: Clearly communicate the rationale for change and the benefits of the new approach.
  • Monitor progress and adjust as needed: Regularly track progress and make adjustments to the implementation plan based on feedback and results.

By taking these steps, BMR Advisors can successfully navigate the challenges of the consulting market and achieve sustained growth through a commitment to quality, innovation, and customer satisfaction.

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Case Description

Arthur Andersen collapsed in May 2002 and a significant part of Arthur Andersen India merged with Ernst & Young. Bobby Parikh, Mukesh Butani, Rajiv Dimri, Sanjay Mehta and Ajay Mehra, all of whom were senior leaders at Arthur Anderson, had joined Ernst & Young after the merger in various roles; however, they left one by one to establish a firm in their chosen practice areas, which would be differentiated by quality of thinking and enable clients to experience a different way of engagement execution. Thus, BMR Advisors was started to provide high quality professional services; wherein it wanted to differentiate itself and compete solely on quality. BMR started with services in three areas - Tax, Mergers and Acquisitions (M&A) and Risk Advisory - a unique combination which could solve any business problem. Audit services and management consulting were deliberately not offered. BMR focused on maintaining a low leverage ratio, that is, the number of team members per partner, to ensure higher amount of partner time on each assignment. BMR Advisors thus far had achieved success with its low leverage ratio, that is, partner to team members' ratio, which in turn had ensured higher quality of strategic inputs to complex client engagements and higher amount of partner face time with clients. With increased growth in recent times, maintaining a lower leverage ratio was becoming a challenge, since growth entailed more engagements and needed additional team members, which in turn diluted the leverage ratio. New partners had joined from other organization and ensuring a seamless integration of culture was another challenge. Developing the next set of leaders to take over the mantle from the founding partners was one more challenge to be dealt with. Besides these unique challenges, BMR advisors also faced regular challenges such as talent war, technology, undercutting by competition, etc.

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