After Chinese open and reform police, small and medium enterprises mushrooms and grows in dramatically way. However, due to naturel cause of organization and grim macroeconomic condition, the average lifespan of SMES in China is no more than three years. Due to complexity of environment and tightly controlled by regulation, entrepreneurs in China badly need some help from outside think tank.
SMEs in China hold strange motivation to grow, as operation environment is most tough in the world: entrepreneur is treated as tool to gain taxation and resources of some gray money of government and relationship between entrepreneurs and government officials is of crucial importance of their success. As owner of SMES is generally less educated and arrogant natural, lays greatest barrier for Chinese consultant to overcome: access to entrepreneurs and inform them that they need some help and eventually get contract. Some Chinese consulting firm， from education perspective, using telesales and training program as powerful weapon to get contact and win contract. Some CEO training classes design to make entrepreneurs realize that they still get bottlenecks and should improve in order to get more market share and more revenue. But the training program promise more and subsequently consulting project deliver less which makes consulting firm and entrepreneurs both loss during the process, and especially consulting firm is hated and consultant treated as scalawag and humiliated.
Potentiality of SMEs consulting in China is estimated about 30 billion RMB, but as inception industry, management consulting firm in China cannot find suitable way to gain consulting business among SMEs and provide value to clients. New methodology and consulting tool must be redesigned and tailored to SMEs in China and consulting firm in China should rethinking their business model to win contract and get consulting business.