Developing Business Aptitude Skills

Developing Business Aptitude Skills




Developing Business Aptitude Skills

1. Analyze the problem presented by the client. Can their problem(s) be re-presented as opportunities?

The client is worried about other developers using his software and duplicating it in the market, as this will lead to loss of market share. The competitors are more likely to copy his software because of the success it has gained. They will use different tactics to entice the customers in the market, such as lowering the costs of installation and providing other services. Some of the client’s potential customers are bound to take the competitors’ offer because of the incentives promised. The client’s suggestion to develop other software application is a way of ensuring that he remains relevant in the market by providing additional services to the customers. It is also a backup plan which the client can use incase the competitors manage to encroach the market.

The client’s problem can be represented as an opportunity. The client’s concern is the exploitation of his product by other developers. This would mean that his competitors find other effective and cheaper ways of developing the software, which would lower the production costs. The low costs would make it easier for the client to develop other analytical software. The competitors can improve the existing software. They can then market it by highlighting the superiority of the new software. This will benefit the client when he decides to develop the new software. He has knowledge of the original concept and the new features in his competitors’ software will give him ideas of how he can make his own applications better. The customer can take advantage of the competitors’ interest in the software and the success it has had in the market. He can sell the software to the highest bidder and benefit financially from it. This will give him the opportunity to pursue other interests.

2. Formalize four objectives for the project

The first objective is to identify the opportunities presented, based on the clients problems. The main purpose that the client has of seeking consultation is to raise his concerns and predicaments concerning the future of his program in the current market. The client wants to find out the possibilities of pursuing other interests. The second objective is to determine the necessity for developing the new software. The client shares information concerning his proposal with the consulting team. They can determine whether it is necessary to proceed with the project based on the problems of the previous application. They can also decide to forge ahead with the project based on its practicability. Once the team has determined the potential problems and challenges of the new program, as well as any opportunities presented, it will be possible for them to determine whether to proceed with its development.

The third objective is to determine the feasibility of the new software. The team will discuss whether it is financially feasible to proceed with developing the project, and whether the market is ready for such a project. This will involve formulating questions regarding the relevance and achievability of the project, as well as its sustainability. The team will recommend other alternatives regarding the proposed software. This will include determining whether there is a different way to develop the software. For instance, the consultants can decide to develop an application to increase the signal strength of cell phones instead of developing one that only checks the signal strength. The realization of this objective will involve conducting intensive research. The fourth objective is to draft a finance proposal based on the feasibility study. We will determine the information requirements for the project and analyze all the data we will get (Kubr, 2002).  

3. Consider what problems might emerge in reconciling the client’s objectives with your own as a consulting team

The client may not agree on the suggestions presented or he might do so reluctantly. For instance, he might reject the idea of selling ownership rights to his competitors. Since he developed the software, he has an attachment to it and he feels that it is his property. The client may feel that the consulting team does not understand his concept fully, especially regarding the new project (Berridge & Kirven, 2008). Although the consulting team may base its decision on reliable research, the client may still oppose the ideas presented. For instance, the client may not appreciate the team’s suggestion to change some elements of the application. The client may decide not to respond to the suggestions made and this will create a problem, since the team will not know how to proceed. This is mostly a communication problem whereby the client feels that the consulting team is not listening to him (Kipping & Clark, 2012). This prevents the team from getting enough information concerning the clients’ proposals, needs, and suggestions.

The client can have unrealistic expectations, such as requiring the consultants to do more than they can. He can present unrealizable objectives, which are beyond the capabilities of the team. This is a huge problem because the client tends to think that the consultants are not competent enough. The team can prevent such as a situation from happening by making their roles and responsibilities clear to the client. The client may feel that the consultants are undervaluing his project. This can happen when the consultant team suggests that the client adopts a different strategy or approach. The consultants may not have the capabilities, resources, knowledge, or expertise required to complete the project based on the client’s demand. Instead of missing the opportunity, they will suggest a change of approach, which will ensure that they deliver their own objectives and not those of the clients (Perchhold & Sutton, 2010).


Berridge, E., & Kirven, M. (2008). Iterate or die: Agile consulting for 21st century business success. Bloomington, IN: AuthorHouse

Kipping, M., & Clark, T. (2012). The oxford handbook of management consulting. New York, NY: Oxford University Press

Kubr, M. (2002). Management consulting: A guide to the profession, 4ed. Switzerland: International Labour Organization

Perchhold, G., & Sutton, J. (2010). How to lead consultants to exceed expectations. Ivey Business Journal. Retrieved from

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