Small Business Entrepreneurship

Download Choosing & Using Consultants & Advisers: A Best Practice by Harold Lewis PDF

Posted On March 4, 2017 at 3:07 am by / Comments Off on Download Choosing & Using Consultants & Advisers: A Best Practice by Harold Lewis PDF

By Harold Lewis

There comes a time within the lifetime of small companies while outdoors recommendation is needed and proprietor managers have to name within the experts. Lewis makes use of his event on either side of the company dating to supply a balanced view of the entire strategy. He describes the method of selecting and utilizing specialists to accomplish objectives comprehensively. aimed toward small and medium-sized businesses, the publication is helping proprietors establish the place and why they want a expert and assists with functional concerns, reminiscent of drawing up contracts.

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Extra info for Choosing & Using Consultants & Advisers: A Best Practice Guide to Making the Right Decisions and Getting Good Value

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Some organizations that call themselves professional bodies have a questionable attitude both to membership and to professionalism: their most demanding entry qualification is often the ability to pay a membership fee. Don’t even consider using an adviser whose sole credential is membership of an unknown or untraceable body. QUALITY ACCREDITATION: WHAT’S IT WORTH? On letters and brochures from some consultants you may see an ISO 9001 quality mark or an Investors in People logo. What do these mean and are they important?

For example, if a consultant does two hours’ work the client is charged for half a day, and if six or seven hours are worked the charge is for a full day. If you encounter this policy, it is worth questioning the reasoning behind it. Consultants often work on more than one contract at a time; the hours not spent on one client’s work can be used for another client; and, if not, those spare hours give the consultant an opportunity to deal with general business matters. Why should you pay for that?

This reflects a pattern that is the norm in consultancy firms. As people take on management roles, the proportion of their time that can be spent on chargeable work reduces, while their salary levels in the firm rise. The implications for the fees that clients are asked to pay are noted in Chapter 3. n Though the size of a firm may not always be significant when selecting consultants (Chapter 5), some businesses find that in general they get the best quality of response from firms that match their own size and scale of operations.

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