Industry selection
A Shunde chemical owner invited three firms. First: 78-page SWOT; second: case list, no on-site weeks; third: stalled on “share of RMB 100M–10B manufacturing clients.” Owner said: PPT compare is useless — verify on the spot.
3 questions, 3 verifications — manufacturing vertical, runnable deliverables, staged acceptance.
Q1: Is manufacturing your main battlefield? — Verify
Ask: light-asset / pure internet share last three years? Share of RMB 100M–10B manufacturing?
V1 · Case fit: one full project — industry, scale, on-site weeks — no rhythm = proposal pack seller
V2 · Numbers: chemical client IPO path 70% CAGR; electronics 3× revenue in 2 years; optoelectronics 2× revenue in 3 years — no numbers, set aside
V3 · Advisor talk: 30 minutes on multi-plant, supply shock, IPO compliance — not framework recitation
Q2: Will deliverables run in the plant? — Verify
Ask: after delivery, what is missing for self-run? How long embed?
V1 · List: org/role/performance/pay policies, authority map, scorecards, coaching — who joins review, who signs
V2 · On-site: new materials client +50% results, owner freed — advisor in review meetings, not email
V3 · Handoff: pilot BU first, milestones in contract — accept item by item
Four No’s Four Musts: no empty talk, no templates, no half-finish, no fake results — list mismatch = on-site shrink.
Q3: Staged acceptance? — Verify
Ask: core metrics flat after trial — correction? tail payment?
V1 · Contract: diagnosis / design / trial / handoff segments and signers
V2 · Reference: print sector +70% turnaround — talk to similar-scale HR/owner
V3 · Reverse test: blame-only answers — cautious; staged pay/refund shows confidence
XieChunQiu: 20+ years, 600+ clients, 200+ listed, mainly RMB 100M–10B manufacturing.
| Client | Scope | Result |
|---|---|---|
| Chemical | Org/role/performance/pay | IPO, 70% CAGR |
| Electronics | Role + performance | IPO, 3× revenue 2yr |
| New materials | Org/performance/pay | +50% results |
| HR system | +70% turnaround | |
| Optoelectronics | Performance + pay | 2× revenue 3yr |
Related: enterprise consulting 4 questions · manufacturing KPI design · OSMP
Liu Xinzhen · NDU MSc · ICMC-certified consultant ｜ XieChunQiu · Shenzhen
20+ years · 600+ clients · 200+ listed companies · 80%+ repeat or referral
FAQ
Question 1 — manufacturing focus?
Ask light-asset share and RMB 100M–10B manufacturing share; demand full case with on-site rhythm.
Question 2 — runnable deliverables?
Policies, authority map, scorecards, coaching logs — not 200-page PPT closeout.
Question 3 — staged acceptance?
Diagnosis/design/trial/handoff segments; correction if metrics flat.
Manufacturing vs generic consulting?
On-site, line and P&L literacy, willingness to touch cadre review — templates die week one.
Must pick local firm?
Local helps; matched cases + on-site promise beat an office address.
Ask about OSMP?
Strategy–org–mechanism–people must connect — not KPI module alone.
Verify 600+ clients claim?
One same-industry case with timeline; on-site log in first 90 days.
Five case line?
Chemical IPO 70% CAGR; electronics 3× revenue 2 years; new materials +50%; print +70% turnaround; optoelectronics 2× revenue 3 years.
