Alexander Idrisov: Well, always participate in tenders either us or McKinsey, or BCG, a Bain. We ar

Alexander Idrisov created a strategic consulting company Strategy Partners Group with revenue per employee of 300 thousand dollars a year. The company competes with Bain, BCG and McKinsey, providing advice to large corporations and even countries. Alexander Idrisov said Oleg Anisimov about this indoor market and shared his thoughts about what is waiting for the Russian economy.
Oleg Anisimov: illuminate consulting group Hello. Internet accounting "My business" continues the cycle of interviews with entrepreneurs. Today our guest is the founder of Strategy Partners Group Alexander Idrisov. His company is engaged in strategic consulting, the scope of which in the world are engaged in a high level of matter. In fact, Strategy Partners Group, competes with such world brands as McKinsey, Bain. Alexander, thank you for coming and the first question: How did you get into this narrow range of strategic illuminate consulting group consulting?
Alexander Idrisov: I had to work for quite a long period. Was formed as a company we have started only in the early 2000s, when I was joined by a former McKinsey partner Philip Modiano. He laid the right foundation of this business. Plus other officers who came to the company: someone was from BCG, someone illuminate consulting group - from ATKearney, someone - from Roland Berger. The result illuminate consulting group was a mix of best practices.
Alexander Idrisov: In fact, very much depends illuminate consulting group on the specifics of the business and the specificity is reflected in a team of consultants who work with the client. At the head of the pyramid is usually a partner, a senior employee of the company at the bottom of the analyst. Pyramid in strategy consulting is very narrow. That is, there are partners at the top, at the bottom there is a maximum of 5 people, consultants, analysts and managers. And if you look at the IT-consulting, for example, it does not mean that it is good or bad - it is a different business model. There can be up to 50 consultants for a partner - this flat pyramid.
David Master identified three such groups. The first is called Brain, it is just a strategic consultant. As a rule, this is a very experienced staff, who have positioned themselves in the market as the most intelligent, the most interesting, making the most creative solutions.
There is a second group of consultants, usually in this category include lawyers and consultants, experts in operations, then there are people who say: "we are the most experienced, we worked on the 50 enterprises to reduce costs." illuminate consulting group
There is a third group called "We are the most efficient in the process", it is usually IT-consultants, auditors. illuminate consulting group They have a clear methodology and 50-100 people who follow their leader and by this method work hard. Therefore, the most efficient processes. illuminate consulting group
Here are three different categories of companies, a strategic consultant refers to the first. As a result, it makes more advice, because the group's these people who are high-level, get more counting on the same team.
Alexander Idrisov: Well, always participate in tenders either us or McKinsey, or BCG, a Bain. We are always faced with these companies. Company is also involved Big Four, but there is no direct illuminate consulting group competition, simply administrative somehow happens in tenders. Just there a company that has chosen a customer, or a very large amount of work, where you have a large number of employees. In this case, the Big Four is set. Direct illuminate consulting group competition is only three companies McKinsey, illuminate consulting group BCG and Bain. More Roland Berger, ATKearney.
Alexander Idrisov: In fact, the market has changed dramatically in 2008-2009. If you look at the Russian market, it is really very special. We had to dramatically change their strategy. Until 2009, our main customers are high-growth companies, but with good circulation - 200-300 million dollars. It was not the start-ups, but there were companies with high growth potential. Typically, a client came to us and said he wanted to grow up to a billion, and said, "Show me how can I do that?" illuminate consulting group
For us, it was the typical customer with the typical ambition, with the typical project. And we were in the lead in the market segment. Perhaps it was not so interesting for McKinsey and BCG, because they tried to start with a billion dollars in revenue.
We took these customers move to us they were interested in. But after 2009 these customers actually left. Most of the clients started to ask a question, how to grow, how prostroen exit strategy, so first all froze, and then this segment was not. This is the moment for us was very serious, we had to rebuild and stand on a par with McKinsey and BCG, target the same customers: large oil and gas companies, illuminate consulting group steel companies, illuminate consulting group large retail. Whether we like it or not (we do not like), but we had to restructure its business.
Oleg Anisimov: Well, how now we can solve the problem illuminate consulting group with the exit strategy, given that output illuminate consulting group abroad is now almost gone, and sell the business illuminate consulting group Nebo