By Nithin Vinyak ‘10, MBA in Global Management
Our team’s second day in Nha Trang was our first official business day. The client invited our team for a ‘Meet & Greet’ session at the K-biz office. We felt prepared as we approached the client’s office for the first time. We knew the objectives for the consulting engagement, and had thoroughly familiarized ourselves with K-biz’s product/service offerings and organizational structure. We had developed certain schemas regarding how to approach the project, and were ready to hit the ground running. However, this ‘Meet & Greet’ session presented a new reality and immediately put us into ’scramble-mode’. We had expected to use this initial meeting to speak with the company founders and confirm our project goals. Instead, we met with several ‘coordinators’, or consultants, who took turns informing us what they hoped to gain from our engagement. As we began to make changes to our schema and assumptions, we pondered, “Had we not understood the client during our phone calls prior to traveling to Vietnam?”

First team meet & greet
This session was followed by a feast of authentic Vietnamese cuisine at a beach-side restaurant during which we validated certain assumptions and answered few of our own questions. A ’20 minute walk home’ (which was actually about an hour) helped us recover from the surprising project changes and aided the digestion of the heavy meal.
Soon thereafter, a lengthy meeting with Hang, and Selene, an Australian expat and Hang’s trusted adviser, again at a beautiful sea-side restaurant, helped clarify several assumptions and served as the first step toward confirming the client’s goals and re-defining our project objectives. We spent the next couple of days engaged in brainstorming activities both with our client and internally, and modified our initial work plan accordingly.

Discussing the revised plan.
During the contracting phase, we developed a plan to execute our consulting project and fulfill our client’s expectations. We adopted a new methodology to execute the project, which was then reviewed and officially approved by the client.
The following is a brief explanation of our overall methodology for the engagement. The discovery and analysis aspects of the consulting project were carried out in four stages:
a. Departure Analysis: An analysis of K-biz’s current state. An inventory of their competencies, services offered, and historical activity. This stage described the current position of K-biz that would provide a fixed point in developing strategies to move to their target destination.
b. Arrival Analysis: An analysis of K-biz’s aspirations regarding where they want the company to go based on their vision, mission, and the opportunities within the local business environment. This provides a fixed point for K-biz that would help develop strategies to move from where they are.
c. Gap Analysis: An analysis and assessment of the gap between the point of departure and the point of arrival, and recommendations on how to address this gap through practical and feasible action.
d. Implementation Timeline: A timeline for each of the recommendations that help K-biz move from current state to proposed state. The timeline was divided into short-term (0-6 months), medium-term (7-18 months) and long-term (18+ months).
Below is a schematic representation:

Each section mentioned above consisted of several sections and sub-sections such as competencies, tools/products, organizational structure, human resources, marketing, processes, and so on. The main responsibility of each of these sections was allocated to one team member based on his preferences and strengths.
Analysis and assessment for all four stages was carried out based on three functions:
i) Internal Consultation: Consulting internally with employees, coordinators and co-founders of K-biz.
ii) External Consultation: Consulting with external stakeholders such as government entities, associations, NGO’s, domestic and foreign business owners and most importantly K-biz’s prior and potential customers.
iii) Team Consultation: Consulting with all members of the team. This played a vital role in proposing most feasible recommendations.

Another internal team meeting at one of our 'offices'.
Below is a graphical representation of the different stages and the allocated timeline (in weeks):

At the end of each stage, our team had a discussion with the client to collect feedback regarding our findings. Based on this feedback, we made modifications to our final recommendations. After successfully completing all four stages of our analysis, we provided K-biz with a final report that included our findings, analysis, and recommendations.
After allowing our client to digest our final deliverable for a few days, we reconvened with Hang and another co-founder, Minh, to give them an opportunity to clarify any doubts and to ensure that they understood our expectations on how to implement our strategic recommendations. To our delight, not only had Hang already met with her network of consultants and employees to discuss and implement the proposed recommendations, but she had acquired a new client for her first marketing project. Hang indicated that our guidance and methods gave her the confidence to take on this new client. Needless to say – we were thrilled.
The conclusion of this meeting signified the end of our official consulting engagement, but not our time in Vietnam. That evening, Hang and her colleagues treated us to a wonderful final dinner in a beautiful Vietnamese restaurant located in the countryside.
Having returned home to Glendale, we all feel a sense of accomplishment with respect to our work as consultants in Nha Trang. Throughout the engagement, our client expressed appreciation for our work. However, seeing our client modify their behavior and adopt our recommendations into their long term-plans provided us with the professional satisfaction of having added value to K-biz through this one of a kind opportunity.