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Analyses the state of the management consultancy industry in Britain, from both a supply and a demand perspective. Aims to help potential clients evaluate and select consultants; to keep academics in business‐related subjects abreast of developments in the field; and to identify growth areas into which consultants might elect to move. Outlines available consulting specialisms, identifies key players in each, and profiles a typical management consultant.

The current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.

Following case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.

It was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.

Adding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

Opportunities for management consultancy exist when a potential client is faced with problems or uncertainties which cannot be overcome by his own resources, but, unless he is aware that a service which may solve his problem exists, he cannot think of using it. It is therefore obvious that a consultancy should very seriously consider marketing itself. Outlines the kind of marketing programme which could be used by a medium‐sized consultancy, and which was used to enable a particular London‐based consultancy to increase its annual turnover by some 300 per cent over a period of five years.

The environmental consultancy market is, by any measure, expanding. Yet, what does the future hold for those entering the market? In essence the market will be split between three types of organizations: large environmental consultancies; niche players; and low‐cost providers of environmental services. Initial advantage will go to those firms offering services relating to energy efficiency and waste minimization. In the long term, however, advantage will go to those consultancies which are willing to use an active and involved approach with their customers, and at a lower margin than they may take now.

This paper aims to explore networks in relation to small professional service businesses. Both the structural and relational components of networks are considered to better understand what networks are and how they operate. The paper investigates the link between networks and marketing and discusses the extent to which small professional service businesses use their networks for marketing activities.

The literature review identifies key elements of professional service businesses, networks and marketing activities. The primary research is qualitative by design and exploratory in nature and used a multi-case study approach. Data were collected from five small management consultancy businesses through in-depth interviews using semi-structured questionnaires.

The study finds that small professional service businesses lack the business/marketing language to articulate their approaches and values. They are increasingly relying on collaboration to deliver changing services. Findings show that “core groups” are highly significant in the structure of their networks. Furthermore, while most connections are work-related, networks are not strategically motivated. Linkages are strong and motivations to network and networking activities are both short and long term. Generating work and developing lasting collaborative relationships is based on similar values and interests.

The study offers insight and practical understanding on the relations that small businesses have with their networks. It also builds and adds value to the theory of network and networking in both the small business field and professional services related industry. It explores networks by considering the structural and relational components separately whilst also highlighting their interconnection.

Organisations bear a graver responsibility than they regularly realise. This chapter expands the foregoing sentence through a reflection on what the other chapters have said – that marketers' responsibility should go beyond the sale of a product and should include the consciousness of the social and environmental consequences of the product and that responsibility should start with strategy and accompany the product or service from ideation to commercialisation. The messages going out from the company about its sustainability initiatives must also be ethical. The chapter also presents the book chapters' practical value for teaching, research and consultancy as well as for business application and policy making or policy advocacy. Finally, the chapter calls for generally acceptable standards to measure product greenness and for more self-regulation especially in less regulated regions. The overall message is that, through the marketing function, managers can and must orient the firm's internal dynamics towards embracing both business goals and the common good by taking all stakeholders into consideration and creating value to be shared by all.

The relationship between consultants and their clients is characterized by a considerable asymmetry of information. In this type of relationship, the client is unable accurately to evaluate the quality of the service or advice purchased. The process of purchasing advice (in terms of both selection and evaluation) appears to be very complex, and most existing models seem unsuitable. However, this does not prevent market actors from developing responses to the problems of information asymmetry which characterize the consultancy relationship. Shows that, while these responses are manifested mainly in the form of visible institutions, non‐institutional responses, including personal relations and networks of contacts and co‐operation, are often more important.

Reviews the available evidence on the use of human resource management consultants, and examines the findings from a study of their use in manufacturing in the North‐East of England. Also considers the following questions: What types of consultants are used and in what areas? How is the HRM consultant sourced, selected, managed and evaluated? What is their relationship with in‐house personnel departments? Concludes by considering the implications of the findings for the future role and status of the personnel function and identifies an agenda for further research. Suggests that the use of HRM consultants does not necessarily undermine the in‐house personnel function and under certain conditions may enhance its reputation.

This paper aims to establish how strategic target-market selection decisions are shaped, challenged and driven in response to the rapidly evolving technological landscape. The authors critically evaluate the implications of these changes for the role of marketers and the organizational function of marketing.

The research uses qualitative methods. Key-informant interviews are conducted among senior organizational practitioners within client-side organizations, digital agencies and strategic marketing consultancies, seeking to contrast their views.

The findings reveal an erosion of responsibility for the integrated strategic role of marketing decision-making. In particular, the authors reveal that the evolving digital landscape has precipitated a sense of crisis for marketers and the role of marketing within the firm. This extends beyond simply remedying a skills-gap and is triggering a transformation that has repercussions for the future of marketing and its practice, thus diminishing functional accountability.

The findings have long-term implications for marketing as a strategic organizational function of the firm and for marketing as a practice.

The study considers an increasingly digitalized marketplace and the associated impact of big data for the function of marketing. It reveals the changing scope of strategic marketing practice and functional accountability.

Examines the characteristics and structure of executive recruitment consultancies in France. Search consultants recruit through “head‐hunting” while selection consultants recruit through advertising. These consultancies play an important part in the market for executive recruitment. The nature of the product has implications for the behaviour of the consultancies and the structure of the industry. There is little or no price competition in the market; instead there is a reliance on non‐traditional non‐price competition. There are two factors which have affected the industry: the recession, which has led to changes in the focus and role of the consultancies; and the creation of the Single European Market, which has led to the increasing internationalization of business.