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Service quality in consulting: what is engagement success?

Service quality in consulting: what is engagement success? There are various views about the nature of service quality in a consulting engagement. This paper utilises literature from a number of disciplines, along with exploratory interviews with seven consultants and one client, to address one question, namely, “What is engagement success in consulting, from both the client and consultant points of view?”. In addressing this question, the paper considers distinctions between types of consulting, client expectations and needs, and short‐ and long‐term revenue streams. It concludes by suggesting that a consulting engagement is successful if the consultant has met client expectations (by improving one or more of client performance, client capabilities, or organisational culture, without making any category worse) – whether or not a core need has been addressed – and the consultant has enhanced his/her reputation, with expectations of future revenue streams – whether or not any immediate income has been received. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managing Service Quality Emerald Publishing

Service quality in consulting: what is engagement success?

Ron McLachlin
Managing Service Quality , Volume 10 (3): 10 – Jun 1, 2000
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References (39)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0960-4529
DOI
10.1108/09604520010336669
Publisher site
See Article on Publisher Site

Abstract

There are various views about the nature of service quality in a consulting engagement. This paper utilises literature from a number of disciplines, along with exploratory interviews with seven consultants and one client, to address one question, namely, “What is engagement success in consulting, from both the client and consultant points of view?”. In addressing this question, the paper considers distinctions between types of consulting, client expectations and needs, and short‐ and long‐term revenue streams. It concludes by suggesting that a consulting engagement is successful if the consultant has met client expectations (by improving one or more of client performance, client capabilities, or organisational culture, without making any category worse) – whether or not a core need has been addressed – and the consultant has enhanced his/her reputation, with expectations of future revenue streams – whether or not any immediate income has been received.

Journal

Managing Service Quality – Emerald Publishing

Published: Jun 1, 2000

Keywords: Consultancies; Service quality; Organizational development; Success

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