Success Strategies and Knowledge Transfer in Cross-Border Consulting Operations analyzes the international operations of consulting firms. Apart from developing a theoretical framework which differs from traditional theories about international trade, the main issues analyzed in this book are: 1) Success determinants when tendering for international consulting contracts; 2) The choice between exports, acquisition of a local firm or establishing a greenfield office when entering foreign markets; 3) The extent and nature of knowledge transfer to emerging markets; 4) The role of development agencies in international consulting projects; 5) The trend towards, and consequences of, more management services included in international projects; 6) The effects on competition when state-owned consulting firms are allowed to operate in the international market. The empirical analysis of these issues is based on a unique database of individual tender documents which Swedish consulting firms have submitted abroad.

1 Introduction.- 1.1 The Consulting Sector Deserves more Attention.- 1.2 The First Book about International Consulting Operations.- 1.3 Unique Data on Tender Documents.- 1.4 The Role of Consulting Firms and their Services.- 1.5 Outline of the Book.- 2 Theoretical Framework.- 2.1 The Nature of Consulting Services: Long-Term Relationships.- 2.2 The Nature of Consulting Firms.- 2.3 The Market Structure: Scope Economies.- 2.4 The Customers: The Clients.- 3 International Consulting.- 3.1 International versus Domestic Consulting.- 3.2 The Demand Shock Theory.- 3.3 The Entry Mode Choice by Nordic Consulting Firms.- 3.4 Summary.- 4 Development Agencies, Clients and Consulting Firms.- 4.1 The Role of Development Agencies.- 4.2 Bilateral versus Multilateral Development Agencies.- 4.3 Procurement Rules.- 4.4 Summary.- 5 Knowledge Transfer.- 5.1 Knowledge Transfer in the Consulting Sectors.- 5.2 Organization Mode and Development Level.- 5.3 Transfer through Training and Cooperation.- 5.4 Summary.- 6 Success Factors when Tendering.- 6.1 Alternative Tender Systems.- 6.2 Competition Step 1: Prequalification and Invitation.- 6.3 Competition Step 2: Tender Document and Final Selection.- 6.4 Negotiated Contracts.- 6.5 Summary.- 7 Management Services and State-Owned Consulting Firms.- 7.1 Engineering versus Management Services.- 7.2 Consequences of the Trend toward Management Services.- 7.3 Privately Owned versus State-Owned Consulting Firms.- 7.4 Predation by Putting Rivals at a Cost Disadvantage.- 7.5 Consequences of the Exclusive Dealing Contract.- 7.6 Summary.- 8 Success Strategies and Competitiveness in the Global Market.- 8.1 Focus on Specific Host Countries.- 8.2 The Modern Consulting Firm.- 8.3 Typical Mistakes.- 8.4 Cooperation with Contractors.- 8.5 Government Assistance and Subsidies.- 8.6 Swedish Consulting Firms and Multilateral Development Agencies.- 8.7 Summary.- 9 Conclusions.- Append.- A Swedish and Nordic Consulting Exports.- A.1 Databases and Sample Selection.- A.2 History of Swedish Consulting Firms.- A.3 Basic Statistics on Firms.- A.4 Statistics on Sectors and Regions.- A.5 Statistics on Tender Documents.- B Questionnaires.- B.1 Questionnaire on Firms.- B.2 Questionnaire on Proposals.- References.- Abbreviations.