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Table of Contents

Executive Summary

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TABLE OF CONTENTS

Executive Summary

Market Definition

INTRODUCTION

DEFINITIONS

MARKET SECTORS

A EUROPEAN PERSPECTIVE

Market Size

THE TOTAL MARKET

BY MARKET SECTOR

OVERSEAS CONSULTANCY

Table 1: The Total Fee Income of the Members of the Management Consultancies Association (£m), 1996-1999

Table 2: The UK Consultancy Fee IncomeÅ of the Members of the Management Consultancies Associationby Market Sector ( percent), 1996-1999

Table 3: The UK Private- and Public-Sector Fee Income of the Members of the Management Consultancies Association(£m), 1999

Table 4: Breakdown of the UK Private-Sector Fee Income of the Members of the Management Consultancies Association(£m), 1999

Table 5: Breakdown of the UK Public-Sector Fee Income of the Members of the Management Consultancies Association(£m), 1999

Table 6: The UK Market for Consultancy ServicesÅby Value (£bn), 1996-1999

Table 7: The Consultancy Fee IncomeÅ of the Members ofthe Management Consultancies Association fromWork Carried Out in the European UnionÎby Market Sector

( percent), 1996-1999

Industry Background

HISTORICAL BACKGROUND

INDUSTRY CONCENTRATION

INDUSTRY PROFITABILITY

TRADE ASSOCIATIONS

Competitor Analysis

THE MARKETPLACE

MARKET LEADERS

SECTOR LEADERS

ADVERTISING AND PROMOTION

Table 8: The Top 15 Management Consultancies Operatingin the UK Market by Consultancy Fee IncomeÅ (£m), 1999

Table 9: Main Media Advertising Expenditure by Management Consultancies (£000), Year to September 1999

Strengths, Weaknesses, Opportunities and Threats (SWOT)

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Buying Behaviour

THE RATIONALE FOR BUYING CONSULTANCY

DIFFERING APPROACHES

WHAT CLIENTS SEEK

THE SIZE OF THE CLIENT

Table 10: UK Clients of the Members of the Management Consultancies Association by Number of Employees( percent), 1994, 1997 and 1998

Outside Suppliers to the Industry

INTRODUCTION

RECRUITMENT CONSULTANTS

INFORMATION TECHNOLOGY SUPPLIERS

AUDIO-VISUAL EQUIPMENT SUPPLIERS

TRAINING COMPANIES AND INSTITUTIONS

PUBLISHERS

Current Issues

THE STATE OF THE CONSULTANCY MARKET

A TIGHT LABOUR MARKET

TRAINING

THE GROWTH OF SMALL FIRMS

THE IMPACT OF ELECTRONIC BUSINESS

MERGERS AND ACQUISITIONS

NEW PERSPECTIVES ON CONSULTING

Forecasts

FORECASTS 2000 TO 2004

FUTURE TRENDS

CONCLUSION

Table 11: The Forecast UK Market for Consultancy ServicesÅby Value (£bn), 2000-2004

Company Profiles

INTRODUCTION

DEFINITIONS

FURTHER INFORMATION

Further Sources

ASSOCIATIONS

PERIODICALS

DIRECTORIES

GENERAL SOURCES

BONNIER INFORMATION SOURCES

GOVERNMENT PUBLICATIONS

OTHER SOURCES

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EXECUTIVE SUMMARY

The UK management consultancy market is currently growing very quickly -- almost as quickly as the last peak in 1987/1988. Then, the market was growing by around 20 percent to 25 percent a year. Over the 3 years between 1996 and 1999, the market grew by an estimated 54 percent, to £7.24bn, and Key Note forecasts that it will be worth £8.47bn by the end of the year 2000. These figures include revenues from outsourcing as well as conventional consultancy.
The market is made up of nine sectors: information technology (IT); corporate strategy and organisation development; production and services management; financial and administrative systems; project management; human resources (HR); marketing and corporate communications; economic and environmental studies; and outsourcing/facilities management. Of these sectors, outsourcing is the largest, followed by IT and corporate strategy.
The key client sectors in 1999 were financial services (banking, insurance and other financial services), communications, and the energy and water industries. Other current growth areas include project management and electronic commerce (e-commerce). All the major consultancies are trying to get into e-commerce consulting, but they are finding it difficult, as there is a shortage of experienced people in this field.
The management consultancy market has an ever widening range of providers. They include the management consultancy firms, IT companies, business schools, training companies, accountancy firms, and advertising and marketing firms. As IT becomes ever more important in this market, the IT companies (from IBM and EDS to Cap Gemini and Logica) look set to grow in influence. This influence was underlined recently when it was announced that Cap Gemini had agreed to merge with the massive consultancy business of Ernst & Young, one of the famous `Big Five` accountancy-based firms.
All the large accountancy-based firms are under pressure from US and EU (European Union) regulators to separate their audit and tax work from their consultancy work, and the future of these companies is as yet unclear. Apart from incurring the criticism of the regulators, they have had problems in creating integrated global practices. Meanwhile, they continue to acquire new businesses. The task ahead -- managing ever larger organisational structures -- is going to be difficult.
Indeed, it has been suggested that the future will favour those firms that can provide high levels of specialist expertise, are willing to share some of their knowledge and are prepared to form partnerships with their clients. Whether specialist firms will emerge as the winners is debatable, but they are likely to command a greater role in the market.
Key Note forecasts that the UK consultancy market will grow to £9.32bn in 2001 and to £11.63bn by 2004.

Text © 2000 Key Note

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Last updated by Duncan Nottage 5th August 2000