[2] One approach is to separate services into five broad service delivery families, considering the managers they are targeting: A consulting firm's model of business may be compared to staffing, wherein the objective is to lower labour costs for clients for an intended result, or relative to an intended result or output, in order to charge for a profit margin for the consulting firm.
Consulting firms sustain their revenues from a labour economic point of view as a method for distributing labour, where certain positions, roles or fields of expertise within the labour market find it more suitable for contract work, as contrasted to in-house employment, for a few conceivable reasons: Aside from the economic arguments stated above, consulting also acts as a corporate services model: consequently acting as a source of profit for clients, consulting firms and society as proffered.
[14][15] Today it is not rare for consulting firms to offer what may be considered turnkey solutions to clients.
[23] These results were achieved by advertising a consulting program to 432 enterprises and recorded data on the positive effects.
The impact of consulting firms on local businesses in emerging economies do not always have positive effects.
Another reason firms in emerging economies struggle to effectively use consulting services is that innovation is very costly and risky.
Notable firms include KPMG, Boston Consulting Group, Deloitte, PwC, and Ernst & Young.