Tough times for gurus

Article Abstract:

The management consultancy industry in Scotland is re-evaluating their strategies in response to several changes. One of these developments is the increased entry of sole practitionersinto the field. These consultants pose competitive threats to established consultancies because these new entrants charge significantly lower fees. Client-wise, the majority of the customers of consultancy services are now small-to-medium entreprises (SMEs) which are thriving better than larger companies due in part to the assistance of local enterprise councils. This compels the industry to refocus their consultancy services to the needs of these SMEs. On the other hand, the growing selectiveness of large-business clients are also causing consultants to rethink their services. They increasingly prefer to work with consultancies specializing in their type of business. They also demand closer involvement with consultants, particularly inthe implementation phase of consultation.

Management consulting services, Evaluation, Scotland, Business consultants, Management consultants

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Are you ready, EDI, go?

Article Abstract:

The electronic data interchange (EDI) technology is increasing in sophistication and usefulness. Efforts are being made, both nationally and internationally, to standardize the countless number of networks available and the kind of messages that are carried. One of the most significant development in this area is the project EDIFACT, or EDI for Administration, Commerce and Transport. This project, which is under the supervision of the United Nations, aims to develop structured messages for use internationally. Other fields are also making progress with the EDI, including the accountancy profession which is working on the international exchange of accounting information. There are still many issues that need to be resolved before EDI can be used to its fullest potentials. One of these is the existing legal systems of some countries which do not consider non-paper documents to be legally binding.

Innovations, Electronic data interchange, EDI (Electronic data interchange)

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Changing direction

Article Abstract:

Burson-Marsteller non-executive director Robin Baillee joined the UK advertising and public relations group in 1987 after spending almost four decades as a highly successful bank executive. A grave illness forced him to give up his banking career in favor of his new role as an independent director on corporate boards. Baillee currently sits on the boards on no less than eight highly different companies. He notes that non-executive directors should have three important characteristics: appropriate business experience, independent-mindedness, and objectivity.

Public relations services, Management, Officials and employees, Corporate directors, Public relations firms, Public relations agencies, Burson-Marsteller, Baillie, Robin

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