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Table of Contents

Executive Summary

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TABLE OF CONTENTS

Executive Summary

Market Definition

INTRODUCTION

DEFINITIONS

MARKET SECTORS

MARKET POSITION WITHIN EUROPE

Market Size

THE SIZE OF THE CONSULTANCY MARKET

THE EUROPEAN MARKET

THE VALUE OF THE UK CONSULTANCY EARNINGS IN CONTINENTAL EUROPE

MARKET SECTORS

Table 1: Consultancy Fee Income in the UK of the Members of the Management Consultancies AssociationÅ (£m), 1991-1997

Table 2: Analysis of Consultancy Fee Income of Members of the Management Consultancies Association in the UK ( percent), 1993-1997

Table 3: Sector Analysis of Consultancy in the UK for Members of the Management Consultancies Association (£m), 1993-1997

Table 4: Consultancy Income from the Key Economic Sectors Earned by Members of the Management Consultancies Association ( percent), 1993-1997

Table 5: Analysis of Consultancy Fee Income of the Members of the Management Consultancies Association for Work carried out in the EU, outside the UKÅ ( percent),

1993-1997

Industry Background

DEVELOPMENT OF MANAGEMENT CONSULTANCY

CURRENT STRUCTURE OF THE INDUSTRY

PROFITABILITY

TRADE ASSOCIATIONS

Competitor Analysis

THE MARKETPLACE

MAJOR UK SUPPLIERS

MAJOR SUPPLIERS BY MARKET SECTOR

ADVERTISING AND PROMOTION

Table 6: Top 15 Suppliers to the UK Consultancy Market by Turnover (£m), 1997/1998

Table 7: Top 15 Suppliers to the European Consultancy Market by TurnoverÅ (£m), 1996

Strengths, Weaknesses, Opportunities and Threats (SWOT)

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Buying Behaviour

WHY ORGANISATIONS BUY CONSULTANCY

CHOOSING A CONSULTANT

Table 8: UK Clients of Members of the Management Consultancies Association Classified by Size ( percent of total), 1991, 1994 and 1997

Outside Suppliers to the Industry

INTRODUCTION

RECRUITMENT

INFORMATION TECHNOLOGY

AUDIO-VISUAL EQUIPMENT

EDUCATION AND TRAINING

PUBLISHERS

Current Issues

MARKET CONDITIONS

MERGERS AND ACQUISITIONS

NON-MERGERS

COMPANY RESULTS

OTHER CORPORATE NEWS

CHANGES AT THE INSTITUTE OF MANAGEMENT CONSULTANTS

Forecasts

FORECAST 1998 TO 2002

GROWTH SECTORS

WHAT FUTURE FOR THE INDUSTRY?

Table 9: Forecast for Consultancy Services including Management Consultancy, Technical/Technology Consultancy and Facilities Management (£m), 1998-2002

Company Profiles

INTRODUCTION

DEFINITIONS

FURTHER INFORMATION

Further Sources

ASSOCIATIONS

PERIODICALS

DIRECTORIES

GENERAL SOURCES

HBI UK INFORMATION SOURCES

GOVERNMENT PUBLICATIONS

OTHER SOURCES

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EXECUTIVE SUMMARY

The management consultancy market is currently enjoying boom conditions. In 1997, the combined revenues of the largest consultancies rose by 20 percent, with a rise in UK sales as well as increased activity in the rest of Europe.

Key Note estimates that the market is worth £6.33bn, including outsourcing. The market breaks down into nine market sectors: information technology (IT); corporate strategy and organisation development; production and services management; financial and administrative systems; project management; human resources; economic and environmental studies; marketing and corporate communications; and outsourcing. The largest of these sectors is outsourcing (which is sometimes seen as adjacent to the consultancy market rather than inside it), followed by IT, and then by strategy and organisation development.

During 1997, the high growth sectors were outsourcing, production and services management, and project management. Marketing and corporate communications have had minimal growth as sources of consultancy income, but have been an excellent market to advertising agencies and public relations firms.

Indeed consultancy sectors, such as marketing and IT are served by a multiplicity of professionals. Management consultants only occupy part of the market, meaning that the market is actually larger than is usually realised.

The market is served by a wide variety of suppliers, including large international consultancies, IT companies, medium-sized specialists, and thousands of small firms and sole practitioners. Accountancy-based firms and IT-based companies dominate the top 15 consultancies.

There has been more consolidation in the industry, the most obvious example being the merger of Price Waterhouse and Coopers & Lybrand, in July 1998. Meanwhile, the major IT companies, such as IBM, Cap Gemini and Sema are all planning to grow their global consultancy businesses. Another key trend has been a greater accent on education and training, with many new courses and degrees on consultancy, as well as several initiatives from the Institute of Management Consultancy (IMC).

Text © 1998 Key Note

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