1、Comparing IT Consulting Competitiveness of Local IT Companies Group 2Yun, Dong WonKim, WoongMoon, Jeong NamNang, Hee KyungCha, Chang IKGroup Report.IntroductionPrevious ResearchResearch Tool & Model Selected Variables and ProxiesFindingsResult & Statistical AnalysisConclusionFurther StudyAppendixAGE

2、NDA 1. IntroductionNowadays, we can not live without competitiveness. To survive in biz world, competitiveness is key factor for success.By Comparing IT Consulting Competitiveness of Local IT Companies in Korea, wed like to diagnose the domestic competitiveness of 3 major local IT Company- Samsung S

3、DS, LGCNS, SKC&C the global competitiveness of them We use the generalized double diamond model to calculate competitiveness and globalization indices, and the statistical analysis.1. Introduction Definition of IT ConsultingConsulting services are advisory services to help companies analyze and impr

4、ove the efficacy of business operations and technology strategies. Influence the adoption of IT. Corporate strategy Review of business plans Business process analysis or re-engineeringConsulting servicesBusiness Consulting services Assess different technology strategies Align technology strategy wit

5、h business or process strategy. Providing strategic, Architectural, operational and implementation planning.IT Consulting services2. Previous Research Sub-variablesVariablesProxiesAccentureSAMSUNGSDS SK C&CDecisionFactor ConditionBasicHuman Resource# of consultantVEducation Level of consultantVDeliv

6、erability# of solutionVIndustry coverage Reference SitesAddedVR&D InvestmentFinancialCredit rate by current ratioProfit ratioGlobalization# of oversea branchesGlobalVAdvancedSkill# of skilled consultantVRevenue / # of ConsultantsVSophisticationCustomer Management Innovation SpeedKnowledge Management

7、History of KMS (years) V# of KM AgentVAccess to global knowledge sourceAddedV2. Previous Research - continuedSub-variablesVariablesProxiesAccentureSAMSUNGSDS SK C&CDecisionDemandSizeTraditional MarketMarket Share in IT Service industryVSI Market Size / PopulationGrowth rategrowth rateSophistica-tion

8、ReputationPrice per consultant AddedVExternal Group Revenue AddedVPreferenceConsulting firm preferenceVR&SDirectRelated IndustryAssistance to consulting - related industry revenue VRelated Consulting capability# of Business ConsultantAddedVIndirectM&A ExperienceStrength gained by M&A of consulting f

9、irmAddedV2. Previous Research - continuedSub-variablesVariablesProxiesAccentureSAMSUNGSDS SK C&CDecisionS.S.RStrategyCEO Ability CEO Ability CEO WillGross Revenue target ratio(3 years)AddedVCEOs will to growthAddedVCompensationCompensation & Benefit Level VIndustry LeadershipIndustry Solution Leader

10、ship - # of 1st solutionPartnership# of Partnership or Alliance with World Class Consulting FirmVStructureProcessCMM Level - Standard ProcessVProcess Sophistication - CoordinationRivalryIntensity of Rivalry# of consulting firmMonopoly# of monopolized serviceAddedV* References- AccentureConsulting Bu

11、siness Strategy (2001)- Samsung SDSThe Competitiveness of Samsung SDS in e-Environment (2000)- SK C&CCompetency Analysis of SK C&Cs Consulting Resources (2003) 3. Research Tool & Model Diamond ModelIT Consulting Market in KoreaCEOs WillCompensation & BenefitRecruit PlanPartnership & ProcessMonopolyH

12、uman ResourcesDelivery CapabilitySkillKnowledgeRelated IndustriesRelated ConsultantM&A ExenperienceFactor ConditionsTraditional MarketGrowth RateReputationPreferenceDemand ConditionsRelated & SupportingIndustriesStrategy,Structure & RivalryIT Consulting MarketGlobal StrategyGlobal Brand ImageGeneral

13、ized Double Diamond ModelSize QualityGlobali-zation level3. Research Tool & Model Data Sources and TreatmentCharacteristicsData SourcesTreatmentQuantitative DataInternet, Theses, Articles, Industry JournalsSK C&C Knowledge DBConvert original data into the five scale figureQualitative DataSurvey (Que

14、stionnaire) Statistical Analysis Applied to qualitative data To test hypothesisTest MethodH0 (Null Hypothesis)H1(Alternative Hypothesis)ANOVAThere are no difference among the companiesReject the H0t-TestThere are no difference between specific two companiesReject the H04. Selected Variables and Prox

15、iesDimensionVariablesProxiesSignWeightFactorConditionBasicHuman Resource# of Consultant+15Education Level+10Deliverable Capability# of solution+10# of Industries they can consult+10AdvancedSkillExperienced employee Senior level+15Revenue / # of Consultants+10KnowledgeKMS age +5# of KM Agent+15Global

16、 Knowledge Source+104. Selected Variables and ProxiesDimensionVariablesProxiesSignWeightDemandConditionSizeTraditional MarketMarket Share in IT Services+20Growth RateRevenue Growth Rate (3years)+20SophisticationReputationUnit Price+20External Group Revenue +15PreferencePreference Survey +25R&SDirect

17、Related IndustryRevenue in SI Area+40Related Consultant# of Business Consultant+30IndirectM&A ExperienceStrength of M&A of consulting firm+304. Selected Variables and ProxiesDimensionVariablesProxiesSignWeightS.S.RStrategyCEO WillGross Revenue target ratio(3 years) in consulting+15CEOs Will Survey+1

18、5Compensation Compensation & Benefit Level - Survey+15Recruit Plan# of increased employee in next year+15Partnership# of Partnership or Alliance with World Class Consulting Firm+15StructureProcessCMM level+15RivalryMonopolymonopolized service - Survey+104. Selected Variables and ProxiesDimensionVari

19、ablesProxiesSignWeightGlobalFactorGlobalization Level# of Global Branches+50Abroad Rev. / Total Rev.+50DemandSizeRevenue - Global market size+50Quality# of national having global relation+50R&SGlobal BrandGlobal Brand Awareness - Survey+100S.S.RGlobal StrategyGlobalization Standard - Survey+1005. Fi

20、ndings Factor ConditionsProxiesWeightSDSLGCNSSK C&C# of Consultanducation Level1042.9%79%27%# of solution10171110# of Industries they can consult101396Experienced employee Senior level1577%52%41%Revenue / # of Consultants101.070.940.62KMS age 5645# of KM Agent1532012070Global Knowledge

21、Source10E&YEDS (Old)N/ATotal5. Findings Demand ConditionsProxiesWeightSDSLGCNSSK C&CMarket Share in IT Services2015,50011,6178900Revenue Growth Rate2013%28.5%25%Unit Price202,0001,8001,100External Group Revenue 156,9754,650900Preference - Survey *25752730582Total Survey - Sample Size : 34 persons -

22、7 items, 5 scale each5. Findings R & SProxiesWeightSDSLGCNSSK C&CRevenue in SI Area4015,35011,4218835# of Business Consultant3050383Strength of M&A of consulting firm30 N/AN/ATotal5. Findings S.S.RProxiesWeightSDSLGCNSSK C&CGross Revenue target ratio(3 years) in consulting1530%25%30%CEOs Will Survey

23、 *1513914199Compensation & Benefit Level Survey *1511711475# of increased employee in next year152509035# of Partnership or Alliance with World Class Consulting Firm15664CMM level15Level 2Level 3Level 2monopolized service Survey *10731704555Total* Survey - Sample Size : 34 persons - 1 item with 5 sc

24、ale* Survey - Sample Size : 34 persons - 7 items, 5 scale each5. Findings Global PartProxiesWeightSDSLGCNSSK C&CFactor# of Global Branches50262Abroad Rev. / Total Rev.509.8%5.1%4.5%DemandRevenue - Global market size501530600400# of national having global relation501494R&SGlobal Brand Awareness Surve

25、y*100827846S.S.RGlobalization Standard Survey *10010310071Total* Survey - Sample Size : 34 persons - 1 item with 5 scale6. Result & Statistical Analysis Factor Condition6. Result & Statistical Analysis Demand Condition6. Result & Statistical Analysis R & S 6. Result & Statistical Analysis S.S.R6. Re

26、sult & Statistical Analysis Global 6. Result & Statistical Analysis Survey Analysis Survey 1The preference of the company ( Composed of 7 survey items )Hypothesis H0 : There are no differences among the companies H1 : H0 is not trueTest MethodANOVAResultWe cant say that Null Hypothesis is true.So, I

27、n terms of preference of the company some differences are exists.6. Result & Statistical Analysis Survey Analysis Survey 1The preference of the company ( Composed of 7 survey items )Hypothesis H0 : There is no differences between SAMSUNG and LG H1 : H0 is not trueTest Methodt-TestResultWe can say th

28、at Null Hypothesis is true.So, In terms of preference of the company no differences are existsbetween two companies.7. Conclusion - DomesticAreaSDSLGCNSSK C&CLocalFactor4.28 4.82 3.15 Demand4.46 4.36 3.07 R&S5.00 3.53 1.57 S.S.R4.54 4.06 3.04 S.S.RR&SDemandFactorSDSLGCNSSK C&CSDS is superior to othe

29、rs except factor condition.LGCNS has excellent human resources.LGCNS marked relatively weak in R&S - business consultant is smaller than SDSSKC&C is inferior in all attributes, especially in R&S.- in short term, SKC&C has to focus on enhancing R&S by Increasing consultant- In long term, all four att

30、ributes should be increased simultaneously. 14.3334.8441.657. Conclusion GlobalAreaSDSLGCNSSK C&CGlobalFactor3.33 3.80 1.98 Demand5.00 2.59 1.37 R&S5.00 4.76 2.80 S.S.R5.00 4.85 3.45 S.S.RR&SDemandFactorSDSLGCNSSK C&C41.6710.4730.70SDS is superior to others in all attributesGlobal market revenue of LGCNS is relatively less tha