Market entry consulting is a professional service that provides companies with feasibility analysis, strategic planning and implementation recommendations for doing business in a new market, industry or region. The effect evaluation of market entry consulting refers to the systematic analysis and evaluation of the process and results of the consulting project to judge whether the consulting service has achieved the expected goal and value. This paper puts forward a set of framework and indicators for evaluating the effect of market entry consultation from the aspects of the objectives, contents, methods, processes and results of the consultation project, and gives some specific evaluation methods and suggestions in the light of the actual case of Shangpu Consulting Company.

Market entry consulting is a comprehensive research that helps enterprises to predict market capacity, competitive landscape, consumer demand and channel status in advance before entering a new industry, new regional market or developing new products. Market entry consultation can help enterprises to formulate reasonable market entry strategies, reduce investment risks, and improve market share and profitability.

The effect evaluation of market entry consulting refers to the systematic analysis and evaluation of the process and results of the consulting project to judge whether the consulting service has achieved the expected goal and value. The effect evaluation of market entry consulting is not only the performance evaluation of the consulting company, but also the investment return evaluation of the client, but also the monitoring of the development trend and opportunity risk of the whole industry.

So, how to evaluate the effect of market entry consultation? This paper puts forward a set of framework and indicators for evaluating the effect of market entry consultation from the following aspects, and combined with the actual case of Shangpu Consulting Company, gives some specific evaluation methods and suggestions.

Objectives of the Consulting Project

The goal of the market entry consulting project refers to the specific effect that the client expects to achieve when entrusting the consulting company to conduct market research. For example, the entrusting party may want to know the basic information such as the scale, growth rate, competition situation and consumption characteristics of a certain industry or regional market through market entry consultation, so as to make a decision on whether to enter the market; Or hope to determine the most potential and advantageous segments, product types, customer groups, channel modes, etc. in a certain industry or regional market through market entry consultation, so as to formulate specific market entry strategies; or you want to evaluate the opportunities and risks in a certain industry or regional market through market entry consultation, so as to formulate corresponding countermeasures.

The objectives of market entry consulting projects should be clear, specific, quantifiable, achievable and time-bound. For example,“In2023By the end of the year, it will occupy the field of China's automotive aftermarket.10%above market share”is a clear and measurable goal; and“To achieve a certain market position in the automotive aftermarket”It is a relatively vague and difficult to assess the target.

The objective of the consulting project is the basis for assessing the effectiveness of market entry consulting and the standard for assessing the quality of the consulting firm's services. Therefore, before conducting market entry consulting, the client and the consulting firm should jointly identify and clarify the objectives of the project and specify them in the project contract. In the process of the project, the two sides should communicate and coordinate regularly, adjust and revise the project objectives in time to adapt to market changes and customer needs. After the end of the project, both parties should evaluate and feedback the process and results of the consulting project according to the project objectives.

Evaluation methods: The main methods for evaluating the objectives of consulting projects are as follows:

Goal achievement: the gap between the actual results of the comparative consulting project and the expected goal, expressed as a percentage or absolute value. For example, if the goal of a consulting project is2023By the end of the year, it will occupy the field of China's automotive aftermarket.10%above market share, while the actual result is to occupy8%market share, the target achievement is.80%or-2%。

Target contribution: the contribution of the comparative consulting project to the performance or value of the client, expressed as a percentage or absolute value. For example, if the consulting project helps the principal in2023year realized.1billion in operating income, while the principal's2022Operating income for the year0.8billion, the target contribution is25%or0.2Billions of dollars.

Objective satisfaction: to compare the client's satisfaction with the results of the consulting project, expressed as a score or grade. For example, if the client is very satisfied with the results of the consulting project, the target satisfaction is5points orAlevel; if the client is not very satisfied with the results of the consulting project, the target satisfaction is3points orCLevel.

Recommendation: When evaluating the objectives of a consulting project, the above methods should be considered together and weighed and analyzed in the light of specific circumstances. For example, if a consulting project has a high degree of goal achievement but a low degree of goal contribution, it means that the project may not have selected the right market or product; if a consulting project has a low degree of goal achievement but a high degree of goal satisfaction, it means that the project may have high expectations or low requirements. Therefore, in the development and evaluation of consulting project objectives, should fully consider the market environment, customer needs, competition and other factors, so that it is both challenging and feasible.

CONTENT OF CONSULTING PROJECT

The content of the market entry consulting project refers to the specific market research report or strategic advice provided by the consulting company to the client. The content of the market entry consulting project should be reasonably designed and planned according to the needs and objectives of the entrusting party, as well as the general process and methods of market entry consulting.

The content of the market entry consulting project usually includes the following parts:

Market Overview: Introduce the background, development history, scale, growth rate, structure, characteristics, trends and other basic information of the market, as well as market opportunities and risk analysis.

Competitive analysis: an overview of the main competitors in the market, strategies, strengths, weaknesses, market share, profitability and other information, as well as competitor behavior and reaction analysis.

Consumer analysis: Introduce the characteristics, needs, preferences, behaviors, motivations and other information of the target consumers in the market, as well as the analysis of consumer satisfaction and loyalty.

Channel analysis: introduces the type, scale, distribution, efficiency, cost and other information of the main channels in the market, as well as channel cooperation and conflict analysis.

Market entry strategy: according to the market overview, competition analysis, consumer analysis and channel analysis, put forward the market entry strategy suitable for the client, including target market selection, product positioning, price strategy, promotion strategy and channel strategy.

Implementation plan: according to the market entry strategy, formulate specific implementation plan, including timetable, resource allocation, division of responsibilities, budget control, etc.

Evaluation mechanism: According to the implementation plan, establish an effective evaluation mechanism, including evaluation objectives, evaluation indicators, evaluation methods and evaluation frequency.

The content of the market entry consulting project is an important basis for evaluating the effect of market entry consulting, and also an important way to show the professional level and service quality of the consulting company. Therefore, the following principles should be followed when designing and writing the content of market entry consulting projects:

Customer orientation: that is, taking the needs and goals of the entrusting party as the starting point and destination, fully understanding and meeting the expectations and requirements of the entrusting party, and providing valuable and useful information and suggestions.

Data support: that is, based on objective and reliable data, through effective and scientific data collection and analysis methods, to provide evidence-based and persuasive information and suggestions.

Results-oriented: that is, to achieve the desired goals oriented, through specific and feasible strategies and plans, to provide operational and executable information and recommendations.

Evaluation methods: The main methods for evaluating the content of consulting projects are as follows:

Content integrity: I .e. whether the content of the comparative consultation project covers all necessary parts and information, expressed as a percentage or absolute value. For example, if the content of the consulting project includes seven parts: market overview, competitive analysis, consumer analysis, channel analysis, market entry strategy, implementation plan and evaluation mechanism, the content integrity is.100%。

Content accuracy: that is, whether the content of the comparison consultation project conforms to the facts and logic, expressed as a percentage or absolute value. For example, if the consulting project content has10If the data or conclusion is wrong or unreasonable, the content accuracy is.90%or-10/100。

Content validity: whether the content of the comparison consultation project can help the client achieve the goal and solve the problem, expressed as a percentage or absolute value. For example, if the consulting project content has80%If the information or advice is valuable or useful, the content is effective.80%or80/100。

Recommendation: When evaluating the content of a consulting project, you should consider the above methods and weigh and analyze them in the light of specific circumstances. For example, if the content integrity of a consulting project is high, but the content accuracy is low, it means that the project may not have sufficient data collection and analysis; if the content accuracy of a consulting project is high, but the content effectiveness is low, it means that the project may not fully consider the needs and objectives of the client. Therefore, when designing and writing the content of consulting projects, we should balance the breadth and depth, combine theory and practice, and pay attention to quality and effect.

Methods of Consulting Projects

The market entry approach to consulting projects refers to the specific techniques and tools used by consulting firms to complete market research and strategy development. The method of market entry consulting project should be reasonably selected and applied according to the general process and method of market entry consulting, as well as the needs and objectives of the entrusting party.

Market access to consulting projects usually includes the following aspects:

Data collection method: refers to the method used to obtain market-related information, mainly including secondary data collection (Secondary Data Collection) and primary data collection (Primary Data Collection). Secondary data collection refers to the use of existing data sources, such as official statistics, industry reports, network information, etc., for information collection. Primary data collection refers to the use of self-designed data sources, such as questionnaires, interviews, observational studies, etc., to collect information.

Data analysis methods: refers to the methods used to process and interpret market-related data, including qualitative analysis (Qualitative Analysis) and quantitative analysis (Quantitative Analysis). Qualitative analysis refers to the use of non-numerical data, such as text, images, sound, etc., for information analysis. Quantitative analysis refers to the use of numerical data, such as numbers, percentages, ratios, etc., for information analysis.

Strategy development method: refers to the method used to determine and optimize the market entry strategy, including the strategic model (Strategic Models) and strategic tools (Strategic Tools). Strategic model refers to the theoretical framework or logical process established to guide strategy formulation according to the general principles and laws of market entry consulting. Strategic tools are technical means or tool software designed to assist in strategy development based on the specific circumstances and needs of market entry consulting.

The method of market entry consulting project is an important means to evaluate the effect of market entry consulting, and also an important symbol to show the professional ability and service level of consulting company. Therefore, the following principles should be followed when selecting and applying the market entry approach to consulting projects:

Applicability: the selection and application of methods appropriate to the objectives, content and process of the market entry consulting project.

Effectiveness: the selection and application of methods that improve the quality and efficiency of market research and strategy development.

Innovation: the selection and application of methods that break through traditional thinking and regular practices.

Evaluation methods: The main methods for evaluating consulting project methods are as follows:

Method rationality: that is, whether the comparison consulting project method conforms to the general process and method of market entry consulting, expressed as a percentage or absolute value. For example, if the consulting project methodology includes three phases: data collection, data analysis, and strategy development, the reasonableness of the methodology is100%。

Method applicability: that is, whether the comparative consulting project method is applicable to the objectives, content, process, etc. of the market entry consulting project, expressed as a percentage or absolute value. For example, if the consulting project method has80%If the technology or tool is related to market entry consulting, the method is applicable.80%or80/100。

Method effectiveness: I .e., whether the comparative consulting project approach improves the quality and efficiency of market research and strategy development, expressed as a percentage or in absolute terms. For example, if the consulting project method has60%If the technology or tool is capable of improving the accuracy and speed of data collection and analysis, the effectiveness of the method is60%or60/100。

Methodological innovation: I .e., whether the comparative consulting project approach is able to break through traditional thinking and regular practices, expressed as a percentage or in absolute terms. For example, if the consulting project method has40%If the technology or tool is capable of providing novel and unique information and advice, the degree of methodological innovation is.40%or40/100。

Suggestion: When evaluating the consulting project method, the above methods should be considered comprehensively, and the balance and analysis should be carried out according to the specific situation. For example, if the method rationality of a consulting project is very high but the method applicability is very low, it means that the project may not fully consider the needs and objectives of the client; if the method applicability of a consulting project is very high but the method effectiveness is very low, it means that the project may not fully utilize the existing technologies and tools; if the method effectiveness of a consulting project is very high but the method innovation is very low, it shows that the project may not give full play to their professional advantages and creativity. Therefore, in the selection and application of consulting project methods, we should balance rationality and applicability, combine effectiveness and innovation, and pay attention to the selection and use of technology and tools.

Consulting Project Process

The process of market entry consulting projects refers to the specific activities and steps carried out by the consulting firm to complete market research and strategy development. The process of market entry consulting project should be reasonably arranged and executed according to the general process and method of market entry consulting, as well as the needs and objectives of the entrusting party.

The process of market entry consulting projects usually includes the following stages:

Start-up phase: refers to the signing of a contract between the two parties, the determination of the project objectives, content, scope, time, costs and other basic matters, and the establishment of the project team, communication mechanism, management system and other basic conditions.

Research phase: refers to the collection of market-related information according to data collection methods, and the processing and interpretation of market-related data according to data analysis methods.

Strategy stage: refers to the determination and optimization of market entry strategies according to the strategy formulation method, and the formulation of implementation plans and evaluation mechanisms.

Delivery phase: to point to the client to submit market research reports or strategic recommendations, and project reporting, discussion, feedback and modification.

Closing stage: refers to the project summary, evaluation, acceptance and settlement of both parties, as well as project archiving, knowledge sharing and follow-up.

The process of market entry consulting project is an important link to evaluate the effect of market entry consulting, and also an important performance to show the professional attitude and service level of consulting company. Therefore, in the process of arranging and executing market entry consulting projects, the following principles should be followed:

Normative: that is, in accordance with the general process and methods of market entry consulting, as well as the project requirements agreed in the contract, the organization and implementation of the project.

Efficiency: that is, under the premise of ensuring the quality of the project, as far as possible to shorten the project cycle, reduce project costs, improve project efficiency.

Collaborative: that is, within the project team and with the client, establish a good communication and coordination mechanism, solve problems in a timely manner, and jointly promote the project.

Continuity: that is, after the end of the project, continue to keep in touch with the client, provide the necessary support and services, and establish a long-term cooperative relationship.

Evaluation methods: The main methods for evaluating the consulting project process are as follows:

Process specification: that is, whether the process of the comparative consulting project conforms to the general process and method of market entry consulting, as well as the project requirements agreed in the contract, expressed as a percentage or absolute value. For example, if the consulting project process includes five phases: the start-up phase, the research phase, the strategy phase, the delivery phase, and the end phase, the process specification is.100%。

Process efficiency: that is, to compare whether the consulting project process is in the premise of ensuring the quality of the project, as far as possible to shorten the project cycle, reduce project costs, improve project efficiency, expressed as a percentage or absolute value. For example, if the consulting project process is completed within the expected time and does not exceed the budget, the process efficiency is100%。

Process collaboration: that is, whether a good communication and coordination mechanism has been established within the project team and between the client in the process of comparing and consulting the project, whether the problem has been solved in a timely manner, and the project has been jointly promoted, expressed as a percentage or absolute value. For example, if there are90%If the problem is communicated and solved in a timely manner, the process collaboration degree is90%or90/100。

Process continuity: that is, after the end of the comparative consulting project process, whether to continue to keep in touch with the client, provide the necessary support and services, and establish a long-term cooperative relationship, expressed as a percentage or absolute value. For example, if the consulting project process is completed80%If the principal of the company expresses its willingness to cooperate again, the process continues to a degree.80%or80/100。

Recommendation: When evaluating the consulting project process, the above methods should be considered comprehensively and weighed and analyzed in light of the specific situation. For example, if a consulting project has a high degree of process standardization but a low degree of process efficiency, it means that the project may not have effective time and resource management; if a consulting project has a high degree of process efficiency but a low degree of process collaboration, it means that the project may not have sufficient communication and coordination; if a consulting project has a high degree of process collaboration but a low degree of process continuity, it means that the project may not have effective customer relationship management. Therefore, when arranging and executing the consulting project process, it should balance standardization and efficiency, combine cooperation and continuity, and pay attention to the arrangement and execution of activities and steps.

Results of the consulting project

The result of the market entry consulting project refers to the specific effect and value brought by the market research report or strategic advice provided by the consulting company to the client. The results of the market entry consulting project should be reasonably measured and evaluated according to the needs and objectives of the client, as well as the general process and methods of market entry consulting.

The results of market entry consulting projects usually include the following aspects:

Information effect: refers to the effect of market-related information provided by market research reports or strategic suggestions on the client's knowledge growth and decision support.

Strategy effect: refers to the effect of the market entry strategy provided by the market research report or strategy suggestion on the market entry action of the client.

Performance effect: refers to the effect of market entry actions brought about by market research reports or strategic recommendations on the performance and value of the principal.

The results of market entry consulting projects are an important criterion for evaluating the effectiveness of market entry consulting and an important proof of the professional value and service level of the consulting firm. Therefore, the following principles should be followed when measuring and evaluating the results of market entry consulting projects:

Objectivity: that is, based on objective and quantifiable data and indicators, through effective and scientific measurement and evaluation methods, the measurement and evaluation of results.

Relevance: that is, based on the data and indicators associated with the objectives, content, process, etc. of the market entry consulting project, the results are measured and evaluated through effective and scientific measurement and evaluation methods.

Timeliness: The results are measured and evaluated through effective and scientific measurement and evaluation methods based on data and indicators appropriate to the time, stage and frequency of market entry into the consulting project.

Evaluation methods: There are several methods for evaluating the results of consulting projects:

Information effectiveness assessment methods: there are mainly the following:

Knowledge growth rate: that is, to compare the client's mastery of market-related information before and after accepting market research reports or strategic recommendations, expressed as a percentage or absolute value. For example, if the client has a good grasp of market-related information before accepting a market research report or strategic proposal.40%, and after acceptance, the mastery of market-related information is80%, then the knowledge growth rate is100%or40%。

Decision support rate: that is, to compare whether the client's decision on whether to enter the market or how to enter the market is supported after receiving market research reports or strategic recommendations, expressed as a percentage or absolute value. For example, if the client has made a decision on whether or how to enter the market after receiving a market research report or strategic advice.90%is consistent with or similar to the report or recommendation, then the decision support rate is90%or90/100。

Methods for assessing the effectiveness of strategies: there are the following:

Strategy implementation rate: that is, the comparison of the client's implementation of the market entry strategy after accepting the market research report or strategy recommendation, expressed as a percentage or absolute value. For example, if the principal, after accepting a market research report or strategy recommendation, has a80%is implemented or is being implemented, the policy implementation rate is80%or80/100。

Strategy adaptation rate: that is, the comparison of the client's adaptation to market changes or problems in the process of implementing the market entry strategy, expressed as a percentage or absolute value. For example, if the principal is sensitive to market changes or problems in the course of implementing a market entry strategy.70%is able to be adjusted or resolved in a timely manner, then the strategy adaptation rate is70%or70/100。

Performance effectiveness assessment methods: there are the following:

Market share growth rate: that is, the comparison of the client's market share in the target market after the implementation of the market entry strategy, expressed as a percentage or absolute value. For example, if the principal's market share in the target market changes from10%Growth15%, then the market share growth rate is50%or5%。

Profitability growth rate: that is, the change in profitability obtained by the client in the target market after the implementation of the market entry strategy, expressed as a percentage or absolute value. For example, if the principal implements a market entry strategy, the operating income in the target market is from.1Billions of dollars grew1.5billion, while operating costs from0.8Billions of dollars grew1billion, then the profitability growth rate is66.67%or0.5Billions of dollars.

Return on investment: that is, the ratio between the return on investment obtained by the client after the implementation of the market entry strategy and the amount of money invested, expressed as a percentage or absolute value. For example, if the principal implements a market entry strategy, the return on investment is0.6Billions of dollars, while the funds invested were0.4billion, the return on investment is150%or0.2Billions of dollars.

Recommendation: When evaluating the results of a consulting project, the above methods should be considered comprehensively and weighed and analyzed in the light of specific circumstances. For example, if the information effect of a consulting project is very high, but the strategy effect is very low, it means that the project may not provide a suitable market entry strategy; if the strategy effect of a consulting project is very high, but the performance effect is very low, it means that the project may not consider the actual market situation and customer execution ability; if the performance effect of a consulting project is very high, but the return on investment is very low, it means that the project may have excessive costs or risks. Therefore, when measuring and evaluating the results of consulting projects, we should balance the effectiveness of information and strategy, combine performance effects and return on investment, and pay attention to the measurement and evaluation of data and indicators.