Evaluating Growth Strategies for a Boutique Consulting Firm: Which Clients Should JMO Approach?
Evaluating Growth Strategies for a Boutique Consulting
Firm: Which Clients Should JMO Approach?
Case
Author: Shreshthi Mehta, Quinn Olson & Julia Ivy
Online Pub Date: January 03, 2022 | Original Pub. Date: 2022
Subject: Entrepreneurial Strategies, Small Business Management, Competitive Strategy
Level: | Type: Direct case | Length: 4308
Copyright: © Shreshthi Mehta and Quinn Olson 2022
Organization: JMO Consulting | Organization size: Micro
Region: Northern America | State: Pennsylvania
Industry: Computer programming, consultancy and related activities
Originally Published in:
Publisher: SAGE Publications: SAGE Business Cases Originals
DOI: https://dx.doi.org/10.4135/9781529780529 | Online ISBN: 9781529780529
© Shreshthi Mehta and Quinn Olson 2022
The case studies on SAGE Business Cases are designed and optimized for online learning. Please refer to
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Abstract
JMO Consulting is a boutique consulting firm in Philadelphia, United States, which provides services to small tech firms and startups. After a year in business, several new opportunities
have presented themselves and owner Jim Quinn must decide how he should grow the
business. Should he continue pursuing multiple small clients, or pursue a large anchor client?
Conversations with his team have revealed advantages and disadvantages to each approach.
Small clients are generally more attainable but do not provide the payoff and security that a
large anchor client would. On the other hand, while engaging an anchor client would give JMO
consistent billings for the next 5 years, it would also run the risk of being difficult to acquire and
manage. Was it advisable to pursue one large client (a Fortune 500 Company) that would give
JMO Consulting enough business to sustain its operations? Or was it advisable to engage a
number of small tech companies who could not afford the services of large consulting firms?
Quinn’s decision will determine how the firm’s services are priced, set direction for the desired
skill sets and backgrounds of potential new hires, evaluate the type of investments that are most
needed, and finally determine how his company is positioned in the overall consulting industry
marketplace. It was important to take these decisions so that Quinn could determine how he
should grow the firm.
Case
Learning Outcomes
• Evaluate the challenges associated with scaling up a boutique consulting business by considering
external factors such as service offerings of large consulting businesses and the needs of large
versus small business clients.
• Analyze internal forces such the profile of the stakeholders at JMO Consulting and the costs
associated with operating a boutique consulting business.
• Evaluate how target group selection affects pricing strategy and business operating model.
• Suggest a competitive business strategy for a boutique consulting business and drivers to support
the chosen strategy.
JMO Consulting and Jim Quinn’s Strategic Growth Dilemma
JMO is a small, private boutique consulting firm that focuses on sales and strategic management consulting.
While its founder, Jim Quinn, was an executive at Iron Mountain, a large information management company,
his colleagues would from time to time call him for strategic business advice. Quinn did not charge for
these services and believed it would help him in forming or strengthening business relationships over time.
After a while, he noticed that he was receiving at least a dozen calls every week, which were taking up
a significant amount of his time. This gave him an idea to establish his own consulting business. After 40
years of experience working in executive positions at companies including AT&T, Coca-Cola, Sungard, and
Terabeam, opening a boutique consulting company seemed like a walk in the park to Quinn. JMO Consulting
LLC was established in 2017 in Malvern, Pennsylvania.
The primary objective and mission of Jim’s new firm was to assist companies strategically, tactically, and
operationally to achieve their goals. The firm employed three other consultants, Robert Fitzgerald, David
Johnson, and Anne Miller. Fitzgerald was certified in Lean and Six Sigma methodologies, which were useful
while working with information technology (IT) projects. Johnson had expertise in business-to-business (B2B)
sales, which could be utilized on just about any project that worked with businesses as customers. Miller had
decades of experience in IT security, mostly with Fortune 500 companies as opposed to smaller companies
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and startups. As for the founder, Quinn specialized in IT management. JMO’s portfolio included strategic
growth management consulting, project management, and operational excellence management. Because
JMO’s initial clients were small businesses that were profitable and were looking to expand their scale of
operations, strategic growth management was JMO’s specialty. JMO’s staff specialized in writing plans for
growth-related services and go-to-market strategies.
While each employee had complementary skill sets, their thought process and vision for what clients JMO
should serve were very different. At an all-hands company meeting, Fitzgerald expressed, “In my opinion, I
don’t think we will be able to pursue a large anchor client. Using all our resources to secure one of these
customers would be a high-risk strategy. They are difficult to acquire and we may not have the capabilities
to service that sort of client. I think small tech clients would be far more attainable and strategic growth
consulting services matches small tech companies’ needs.”
On the other hand, Miller expressed the opposite sentiment. “Personally, I think JMO could use the large
anchor client as a springboard to steady growth and profitability. While a large client would be difficult to
acquire in the beginning, it could provide security to the company that smaller tech companies cannot.”
On the issue, Johnson noted, “I think they are both good options. Small tech companies will be easier to
acquire and service, but a large ‘anchor client’ could secure this company with billings for years to come.
Either way I don’t think we could lose; our skill sets can apply to both sorts of companies.”
Quinn took into consideration all the views of his employees; their thoughts were invaluable to him. With
over 120 years of combined experience, JMO’s staff had a wide breadth of experience, from helping firms
recover from financial troubles to expanding core business competencies. The team was able to adapt and
innovate its skill set to new and emerging trends. Since Quinn’s expertise was IT, JMO had gained a unique
reputation among executives in the information management and telecommunications industry, which made it
particularly attractive to tech companies. Information technology had a major influence on the U.S. economy
and it had played a significant role in expanding the potential market, reducing the barrier for starting and
running a business. To top it off, JMO was able to provide this service at a fraction of the cost of other
consulting firms due to its non-traditional business model. Under this model, meetings would typically be
conducted remotely via phone or video conferencing technology. Applications such as Google Hangouts, GSuite, and Zoom were popular. JMO was thereby able to reduce its operating costs and charge less for its
consulting services. Quinn had spent several resources in training his team so that they could learn coding
and utilize digital applications in a more efficient way than they might otherwise if spending time at the client’s
physical site.
The Management Consulting Industry in the United States
The management consulting industry in the United States is composed of a wide range of firms offering
varying services with the same goals: to analyze their client’s business, evaluate their goals, and provide
analysis to cultivate a sustainable competitive advantage. Consultants are used by all different types of
businesses and individuals with the intention of establishing objective strategic approaches to optimizing
existing processes or coming up with new ones.
The market is largely controlled by a handful of consulting firms, known as the “Big Four” and “MBB.” The Big
Four consists of PricewaterhouseCoopers (PwC), Deloitte, KPMG, and Ernst and Young (E&Y), while MBB
consists of McKinsey & Company, Bain & Co., and the Boston Consulting Group. The top 10 consulting firms
in the world by revenue controlled roughly 60% of the market in 2018 (Green Target, 2017).
Due to the high degree of customer loyalty, a number of large established firms and limited potential of new
entrants made the consulting industry a great place for the “big” players. Considering most firms’ services
depended on private primary and secondary data, their data suppliers were incredibly powerful as collecting
relevant data was time-intensive work. Data suppliers leveraged the incredibly high demand for the most
exclusive and recent data to control the competitive consulting industry. This was not necessarily a detriment,
considering the industry’s customers had limited power and there was a low/medium threat of legitimate
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substitutes.
The consulting industry in the United States was forced into a revolutionary change of its own as technology
became a fundamental pillar in the success of the industry’s performance. By optimizing technological
advancements and tools, individual firms faced a digital transformation whereby they were capable of partially
or completely virtualizing processes while adapting to digital business models (Nissen, 2017). This change
was necessary as it optimized performance and service delivery. With that in mind, many consulting firms
combined their traditional approaches with virtualized processes to create a valuable service offering.
Technological advancements gave birth to different trends in consulting: IT consulting and virtual consulting.
In virtual consulting, consultants did not need to be on site to complete their tasks. Although there were some
aspects that still required high contribution from all involved parties, by opening the door to flexible workflows,
virtual consulting optimized resources and time.
As the world’s largest economy by nominal GDP and the second-largest by purchasing power parity, the GDP
of the United States was USD 19.5 trillion and made a 2.3% growth in 2017 with a 5-year compound annual
growth of 2.2% (World Bank, 2017). The annualized nominal GDP reached USD 20.1tr in the first quarter
of 2018. Quinn observed that this was the first time the United States’ GDP exceeded the USD 20 trillion
level. The growth of GDP suggested growth in business opportunities all over the country, which increased
opportunities to provide for consulting services.
The favorable business climate, along with the strengthening of the U.S. economy, had created many
opportunities for small businesses. The number of small businesses in the United States had also risen from
29.6 million in 2017 to 30.2 million in 2018. These companies usually hired 100 employees or so and were
essential for the economy. In 2015, small businesses employed 58.9 million people, or 47.5% of the private
workforce. As per Consulting.US (2021), small businesses had a greater tendency to engage consultants.
This led to an increase in the demand for consulting services and the demand for niche or tailored consulting
experiences (U.S. Small Business Administration, 2018). The U.S. Small Business Administration provides
financial and administrative assistance to support the growth of small businesses.
The United States, as a region, had the largest market size of the all other global regions for consulting. In
2017, global consulting had a total of USD 261.8 billion market size, and the United States held up to 26.16%
of total market share alone (Green Target, 2017). The growth in consulting services was projected at a rate
of 0.9% in the U.S. market (Green Target, 2017). IT and operational consulting were growing quickly, up by
7.8% since 2014 (Green Target, 2017).
Benefits of JMO’s Nontraditional Operating Model
Boutique consulting firms operate differently than traditional consulting firms such as MBB and the Big Four.
In the traditional consulting model, the consultants are deployed at the client site from Monday to Thursday, 4
days a week until the conclusion of the project. The consultants travel back to their office site every Friday to
exchange notes with their team and formulate the ongoing business strategy. The client company is usually
billed at a higher rate to cover the costs of lodging, travel, and food for the consultants of these big companies.
In comparison, many boutique consulting firms like JMO prefer to avoid additional costs such as lodging,
travel, food, overheads, and office space that larger firms can afford. This is because boutique firms do not
have the reputation or brand equity to charge an extra 25–50% on top of their engagement cost. Boutique
firms have to compete on price and do everything they can to “trim the fat.” According to Rocket Blocks, a
website dedicated to management consulting, up to 25% of a million-dollar McKinsey engagement could go
on costs such as lodging, transport, and food (Kivestu, 2017). This cost does not even include the premium
that the client would pay just to have McKinsey consultants walk through the door. A McKinsey Partner,
who is an executive and a shareholder in the company, could bill the client upwards of USD 750 per hour
(Kivestu, 2017). This is a high amount in comparison to the USD 250 hourly rate that Jim Quinn would
charge his customers. To highlight the differences further, a client could use USD 1million to avail the services
of McKinsey consultants for 12 weeks, while the same amount could engage JMO for the same services
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for close to a year. Ultimately, it is the low cost coupled with experience that is the selling point for JMO
Consulting.
Generally, a consulting assignment at JMO would have the consultants deployed at the client site from
Monday through Thursday, for on-site interviews, during the first week only. After collecting data, the
consultants would discuss their findings and begin analyzing the data gathered over Google Hangouts. JMO
does not have physical office space. The team is based out of the Greater Philadelphia area and, as a
result, would meet at Quinn’s residence when required. With initial observations made, the consultants would
then go back on-site after a few weeks to confirm with the company leadership that the observations make
sense. Afterwards, additional information may be gathered, but ultimately recommendations are finalized in
this phase.
Once the final recommendations are made, JMO presents its final report to the company’s leadership team,
who then decide if they like what they heard. If the leadership team approve of the report, then the consultants’
work is finished. However, if they do not like the report, then consultants would have to make the necessary
changes and resubmit the report.
Client engagements at JMO are set up on a case-by-case basis with the customer. With each client’s needs,
wants, and requirements varying to a wide degree, each engagement has to be tailored to each customer. As
a result, some clients require two consultants at 20 hours per week while others require all the consultants at
JMO full-time. Depending on the needs of the clients, a consulting assignment lasts from 3 to 6 months on an
average.
In terms of fees and expenses, JMO operates with a fixed-fee engagement structure. This means that an
upfront cost is determined and billed to the client as hours are submitted. Each consultant is assigned an
hourly rate based on experience and expertise and the hours that they worked is determined by the bill rate
and the demand of the consultant’s skill set (see Table 1). Additionally, 5% of the engagement value is added
on top of total project value to cover travel expenses.
Table 1. Sample Engagement Fee Structure
Consultant Bill rate (USD) Hours
Jim Quinn 250 320
Robert Fitzgerald 150 320
David Johnson 150 150
Anne Miller 125 150
Total engagement value = USD 115,500.
While many big consulting firms have fancy offices in major cities, their employees fly first class and enjoy a
life of luxury on the road, JMO runs a lean operation. JMO has no office and no other tangible assets. There
are no office parties, nor are there large yearly bonuses. This lean operation allows JMO to set engagement
prices at a level far below the market rate, opening doors to market segments deemed unprofitable by larger
consulting companies that needed far bigger margins to cover operating costs.
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Quinn Reflects on JMO’s Other Value Offerings
Despite offering similar services to firms like McKinsey, Bain, and BCG, boutique consulting firms are different.
Boutique consulting firms primarily pride themselves on their client relations. While larger consulting firms
have the potential to neglect establishing meaningful relationships with their clients, the size and structure of
boutique consulting firms makes it far easier to create family-like bonds and long-lasting connections.
Large consulting firms offer narrow but focused services for their clients. For example, enterprise resource
planning (ERP) system implementations/upgrades can require dozens of consultants and deep subject matter
expertise; as such, some of these engagements can cost tens of millions of dollars. JMO is not able to
offer such a specialized service, as it does not have the personnel or expertise to complete such a large
undertaking. Consequently, the largest consulting firms typically serve Fortune 500 companies with deep
pockets to pay for expensive and specialized services. Boutique consulting firms like JMO, on the other hand,
look to hire professionals who are skilled in broad areas of consulting. For example, a broad business service
that JMO offers is go-to-market strategy consulting, which requires years of industry experience. The JMO
consultants would review the client organization’s processes and give advice in such a way that their internal
resources could be utilized to develop a unique value proposition. This would help the client in developing a
competitive advantage. These engagements require JMO to work with the highest levels of management and
require a deep understanding of the marketplace as a whole.
The ability to conduct engagements of this nature has been JMO’s “bread and butter.” Experience and
expertise with consulting services such as go-to-market strategies coupled with a low-cost footprint are the
driving force behind the firm’s success to date. To give some perspective, while many boutiques offer broad
business services, these firms still have physical office space, full-time employees, large bonuses, and enjoy
luxurious amenities. JMO, on the other hand, has none of those costs and as a result its services are typically
20% cheaper than other boutique firms (Ceriusadmin, 2015). Table 2 shows a competitor analysis for JMO.
Table 2. JMO Competitor Analysis
Firm name Size Focus area Cost of
services
LS Management Consulting Micro (1–10) Financial strategy Medium
Marcos Consulting, LLC Micro (1–10) Leadership strategy/change
management Medium
Nav Consulting LLC Small (11–50) Small business consulting Low
Big Four (Deloitte, PwC, E&Y, KPMG) Large (~200,000
globally per firm)
Audit/tax/advisory (strategy,
management, tech) High
McKinsey, Bain & Co, Boston
Consulting Group (BCG) Medium (~20,000) Advisory (strategy, management,
tech) Very high
Note: Some names have been changed for privacy purposes
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1.
2.
3.
4.
5.
Evaluating Options: What Type of Customer Should JMO Pursue?
Customers who are buying consulting services have varying needs and requirements. Some of these
companies require broad expertise, while others require narrow but focused expertise, as described in the
example above. In general, large companies, such as Fortune 500 firms, require narrow but focused expertise
(Ramanan, 2012). This is because, within a large organization, there tends to be a wide range of resources
to fill in knowledge gaps (such as internal consulting teams) but some areas are better filled than others. This
is where consulting firms come in. A large company identifies a knowledge gap, then hires a consulting firm
to fill that gap. Generally, large companies hire the best in class because they can afford it. Price is not a pain
point for them, or even if it is, it is lower down the priority list than filling their specific knowledge gap. With that
said, JMO could still offer its expertise and experience in areas such as corporate strategy or service/product
differentiation strategy. This is especially true for larger companies that are struggling and may find it difficult
to hire expensive consulting firms.
Smaller companies, on the other hand, require broad but shallow expertise (Ramanan, 2012). Given that
these companies only employ 10–50 employees, they need advice in all areas of their company, including
marketing, supply chain, IT, finance, accounting, etc. The businesses they are operating do not have the core
capabilities to turn a profit year over year. As a result, these firms either hire someone for their internal team
who has broad business capabilities or hire a consultant—albeit, many of these smaller companies do not
have the capital to hire expensive consultants or staff and will sometimes entice consultants with the promise
of equity along with cash. This is where JMO comes in. The firm can build out core capabilities for the client
company to allow it to operate across most, if not all, functional areas. Additionally, the strategic advice JMO
brings to these small firms can be invaluable, given the difficulty of being a small company in a competitive
market. Ultimately, small companies just need the bare minimum to stay afloat, and do not care much about
the brand name of the firm, just as long as the job is done right.
Valuing Sustainability
“It is imperative we figure out which sort of client JMO approaches. Our current engagement is set to finish
in a few months and we need to secure a new client before billings cease.” As Quinn thought about what
he should do, he weighed his options heavily. Apart from the financial goals Quinn has set for himself, he
would ultimately like JMO to be a self-sustaining firm from which he can build a legacy. Ultimately, getting the
business to grow to a point where he can take a step back and manage less of the day-to-day and spend more
time on his “legacy” (i.e., writing a book, attending speaking events, etc.) is imperative. With his retirement
only a few years away, he would like to grow as fast as possible, but realizes that there are risks with pursuing
each option. He also knows that he must decide soon, as market opportunities come and go quickly.
How should Quinn grow his business? Should JMO take on numerous new low-paying tech clients, or go for
a risky “anchor” client that could serve as a long-term foundation for the growth of the firm? Quinn had many
different factors to consider and he wanted to come to a decision before the end of the quarter in March. The
decision to expand or not would help define what kind of consulting firm JMO would be. It was important to
him to come to a well-thought-out decision so he knew where to focus his attention for rest of the year. He
wanted to do what was best for JMO and cement it as a successful firm, but also needed to consider his own
stake in deciding to expand.
Discussion Questions
Analyze and evaluate JMO Consulting in terms of its internal environment. What are the greatest
strengths and weaknesses?
Analyze and evaluate JMO Consulting in terms of its external environment. What are the greatest
opportunities and threats?
Do you think JMO Consulting should pursue large “anchor” clients or small tech companies? Why?
What type of growth strategy would you recommend based on the client type selected?
How would you implement this strategy within JMO Consulting?
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Acknowledgments
This case and teaching note was developed under the guidance of Professor Dr. Julia Ivy at Northeastern
University in her Strategy in Action course.
Further Reading
2019 Index of Economic Freedom, USA. https://www.heritage.org/index/country/unitedstates
Amadeo, K. (2019, August 24). 5 reasons why no one can copy Silicon Valley’s success.
https://www.thebalance.com/what-is-silicon-valley-3305808
Barnes Reports. (2020). Worldwide management consulting services industry report. Bonita Springs, FL.
Blackmore, D. , et al. (2019). Market share analysis: Consulting services, worldwide, 2018. www.gartner.com/
en/documents/3907120/market-share-analysis-consulting-services-worldwide-2018.
Consulting 4.0: The Future Of Consulting Or Just A Trend? (n.d.). R https://www.consultingsearcher.com/eng/
Cardea-competence-centre/The-consulting-market/Consulting-4.0-The-Future-of-Consulting-or-just-a-Trend
Country Comparison. (n.d.). https://www.hofstede-insights.com/country-comparison/the-usa/
Data Access and Dissemination Systems (DADS). (2010, October 5). American FactFinder—Results.
factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk.
FRED. (2017, December 20). Real gross domestic product per capita. https://fred.stlouisfed.org/series/
A939RC0A052NBEA
GEP. (2016, March 18). How technology is impacting management consulting. https://www.gep.com/mind/
blog/how-technology-impacting-management-consulting
Hilsenrath, J. (2019, December 9). Five cities account for vast majority of growth in tech jobs, study
finds. https://www.wsj.com/articles/five-cities-account-for-vast-majority-of-growth-in-tech-jobs-studyfinds-11575867660
IPRI. (2019). www.internationalpropertyrightsindex.org/ipri-downloads.
Kaplan, S. (2017, September 11). The business consulting industry is booming, and it’s about to be disrupted.
https://www.inc.com/soren-kaplan/the-business-consulting-industry-is-booming-and-it.html
Mazareanu, E. , (2019a, June 3). Consulting market size in the United States, 2018. https://www.statista.com/
statistics/793147/consulting-market-size-united-states
Mazareanu, E. (2019b, August 19). Consulting firms: Global market share by company 2018.
https://www.statista.com/statistics/624204/market-share-of-leading-consulting-firms-worldwide/
Mazareanu, E. (2019d, December 10). Global consulting market size by sector 2016.
https://www.statista.com/statistics/624426/global-consulting-market-size-by-sector/
Methi, V. (2019, August 30). Consulting industry 2020—trends signaling imminent disruption.”
www.acuitykp.com/blog/consulting-industry-2020-trends-signaling-imminent-disruption/
Oberlo. (2021). How many small businesses are there in the U.S. in 2020? https://www.oberlo.com/statistics/
number-of-small-business-in-theus#:~:text=The%20strengthening%20United%20States%20economy,(99.9%20percent)%20US%20businesses
OECD. (n.d.). Better Life Index, United States. https://stats.oecd.org/Index.aspx?DataSetCode=BLI
PwC. (2019, May 1). Financial effectiveness benchmark report 2019. https://www.pwc.com/us/en/services/
consulting/finance/finance-effectiveness-benchmark-study.htm
Rousset, S. (2019, June 19). How technology is disrupting the consulting industry.
https://www.consultancy.eu/news/2879/how-technology-is-disrupting-the-consulting-idustry
Stott, P. (2016, August 24). What makes Big 3 consultants different?: CLS executive search.
clsexecutivesearch.com/articles/what-makes-big-3-consultants-different.
Turner, A. N. (1982, September). Consulting is more than giving advice. https://hbr.org/1982/09/consulting-ismore-than-giving-advice
U.S. Census Bureau. (2017). Quick facts: United States. https://www.census.gov/quickfacts/fact/table/US/
AGE775219
References
Ceriusadmin. (2015). Interim executives vs. management consultants—what’s the difference and costs?
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Should JMO Approach?
https://ceriusexecutives.com/management-consultants-whats-the-difference-costs/
Consulting.US. (2021, April 19). The consulting industry is about to see a major disruption.
https://www.consulting.us/news/5876/the-consulting-industry-is-about-to-see-a-major-disruption
Green Target. (2017). 2017 management consulting outlook. https://greentarget.com/wp-content/uploads/
2017/03/Management-Consulting-Outlook-2017-Final.pdf
Kivestu, K. (2017, April 27). How much do McKinsey, BCG and Bain charge clients for a consulting case?
https://www.rocketblocks.me/guide/business-model.php
Nissen, V. (2017). Introduction and overview. In Digital transformation of the consulting industry (pp. 1–58).
Springer. https://www.doi.org/10.1007/978-3-319-70491-3_1
Ramanan, R. (2012, July 9). What value do consulting firms like McKinsey, Bain, et al. really add to
an operation? https://www.forbes.com/sites/quora/2012/07/09/what-value-do-consulting-firms-like-mckinseybain-et-al-really-add-to-an-operation/?sh=4c980e0352ba
U.S. Small Business Administration. (2018). 2018 small business profile. https://www.sba.gov/sites/default/
files/advocacy/2018-Small-Business-Profiles-US.pdf
World Bank. (2017). Country data: United States by year. https://data.worldbank.org/country/US
https://dx.doi.org/10.4135/9781529780529
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Evaluating Growth Strategies for a Boutique Consulting Firm: Which Clients Should JMO Approach?
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