Management consulting has historically evolved in close connection with changes in economic structures, managerial ideologies, and technological paradigms. In recent decades, digital transformation, enterprise mobility, the Internet of Things (IoT), and new business model logics have profoundly reshaped how consulting services are designed, delivered, priced, and evaluated. This research article develops an integrated theoretical and methodological analysis of contemporary management consulting by synthesizing insights from business model innovation, value proposition design, consulting theory, and digital infrastructure studies. Drawing strictly on the provided literature, the article examines how consulting firms construct and communicate value propositions, how pricing operates as a strategic positioning mechanism, and how trust, outsourcing, and networked reputation shape consulting relationships. Particular emphasis is placed on small and medium-sized enterprises (SMEs), whose consulting needs are increasingly complex yet resource-constrained. The study adopts a qualitative, interpretive research methodology grounded in systematic literature analysis and conceptual modelling. Findings indicate that effective consulting in digitally intensive contexts depends less on standardized solutions and more on co-created value, contextualized business models, and adaptive consulting roles. The discussion highlights theoretical implications for strategy-as-practice, consulting professionalism, and value co-creation, while also identifying limitations related to contextual specificity and methodological scope. The article concludes by proposing future research directions focused on longitudinal studies of consulting engagements and deeper integration of digital capability frameworks into consulting methodologies.

Management consulting, value proposition, business models, digital transformation

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