[教育]戰(zhàn)略咨詢?nèi)腴T—咨詢業(yè)簡(jiǎn)介

1、商業(yè)案例分析Business Case Analysis,,,,Jason Zhou,未經(jīng)CareerVenture許可，任何個(gè)人或機(jī)構(gòu)不得用于商業(yè)目的,,At the Very Beginning,我們相信，只要有奮斗，就能看到最大的希望。我們堅(jiān)信，只要有信心，就能戰(zhàn)勝任何的困難。我們篤信，只要有夢(mèng)想，就能獲得最終的勝利。,CareerVenture, where dreams realize.,1,,Rules to Foll

2、ow,No verbal communication or behavioral action that interrupt the listening of other audience is granted in the class.It is allowed to take the bathroom without asking for teacher’s permission.It is advisable to ask a

3、ny question when you are confused about or difficult in understanding knowledge points. But remember to raise your hand up first and speak up only after teacher’s permission. No photo shot is allowed during the whole le

4、cture.No audio recording is allowed during the whole lecture.,2,,Self Introduction,3,Personal experience Why am I doing consulting,,Audience introduction,4,Audience’s background Your aspiration What you want to tak

5、e away from this workshopSpecific questions,5_85,Consulting introduction,5,What is consulting,What about strategy,What clients have no capability to do Problem solving to find solutions to difficult problems and make

6、actionable recommendation Corporate vs. due diligence Strategy vs. operation, IT etc.,7_85 9_85,Vision Where to play How to win Capabilities to realize,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡(jiǎn)介,相關(guān)技巧和材料,6,Lesson 1,,,校招流程

7、：校招流程,來(lái)源：Wilson Fu,篩選標(biāo)準(zhǔn)：實(shí)習(xí)、GPA等,Pre-talk/ Workshop/PST,1st & 2nd R interview,,Pre-talk內(nèi)容：behavior & mini caseWorkshop：小組casePST for Mck：筆試,CV Screen,結(jié)構(gòu)化面試每一輪2個(gè)面官，每個(gè)面官1個(gè)case，可加behavioral questions,申請(qǐng)分兩步：簡(jiǎn)歷關(guān) +

8、面試關(guān)：（1）簡(jiǎn)歷關(guān)大致標(biāo)準(zhǔn)。中高GPA、名企實(shí)習(xí)（咨詢、金融、快消類實(shí)習(xí)加分，金融類指投行基金風(fēng)投創(chuàng)投券商等）、海外交流經(jīng)歷加分（2）面試關(guān)依賴商業(yè)直覺(jué)、案例技巧。商業(yè)直覺(jué)來(lái)源于專業(yè)學(xué)習(xí)、課余關(guān)注、實(shí)習(xí)積累；案例技巧來(lái)自case interview的準(zhǔn)備與領(lǐng)悟，學(xué)習(xí)、Mock、總結(jié)三步走,7,,,條條大路通咨詢：Bain校招的三大渠道,來(lái)源：Wilson Fu,3月中網(wǎng)申，國(guó)內(nèi)外Target school,Early Decisi

9、on,Campus Recruiting,,9月下旬面試，國(guó)內(nèi)Star PTA：長(zhǎng)期實(shí)習(xí)及Mentor推薦案例比賽：冠亞軍、決賽隊(duì)伍員工推薦:投行或MB summer intern,Summer Intern,10月底11月初，國(guó)內(nèi)外Target school 初逐漸變?yōu)檠a(bǔ)充渠道，約占HC名額30%-40%,申請(qǐng)分兩步：簡(jiǎn)歷關(guān) + 面試關(guān)：（1）簡(jiǎn)歷關(guān)大致標(biāo)準(zhǔn)。海外交流經(jīng)歷（一般3~6個(gè)月以上）、高GPA、名企實(shí)習(xí)（咨

10、詢及金融類實(shí)習(xí)加分，金融類指投行基金風(fēng)投創(chuàng)投券商等）（2）面試關(guān)依賴商業(yè)直覺(jué)、案例技巧。商業(yè)直覺(jué)來(lái)源于專業(yè)學(xué)習(xí)、課余關(guān)注、實(shí)習(xí)積累；案例技巧來(lái)自case interview的準(zhǔn)備與領(lǐng)悟，學(xué)習(xí)、Mock、總結(jié)三步走,8,,,條條大路通咨詢：如何邁出咨詢實(shí)習(xí)的第一步,來(lái)源：Wilson Fu,校園項(xiàng)目、臨時(shí)PTA急招、四大、企業(yè)實(shí)習(xí),Low tier consultancy,MBB,,ACC、IBM、RB、四大等咨詢公司對(duì)PTA需求大推

11、薦是捷徑、推薦也需要實(shí)力,泛咨詢項(xiàng)目,Bain和BCG每年2次定期公開(kāi)招募PTAMck無(wú)公開(kāi)招募，基本靠推薦,申請(qǐng)分兩步：簡(jiǎn)歷關(guān) + 面試關(guān)：（1）“臨時(shí)項(xiàng)目急招PTA”，進(jìn)入咨詢?nèi)Φ拇翱?。?duì)外地在校生尤其如此（2）“多情”與“專一”的平衡?！岸嗲椤笔菫榱诉^(guò)簡(jiǎn)歷關(guān)，“專一”有利于深度汲取咨詢思維（3）PTA實(shí)習(xí)機(jī)會(huì)只給用心的人。主動(dòng)自薦、換位思考、精益求精。PTA工作能學(xué)到多少取決于用心程度。（4）常見(jiàn)誤區(qū)。大部分非京滬學(xué)生，

12、簡(jiǎn)歷準(zhǔn)備不足；大部分PTA實(shí)習(xí)生，Case準(zhǔn)備不足；大部分Mock練習(xí)，積累總結(jié)不足。,9,,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡(jiǎn)介,相關(guān)技巧和材料,10,Lesson 1,,商業(yè)案例的主要類型 — 按案例類型分,Market Sizing,Pricing,How many bottles of coke are sold annually in China?,Does it make sense for

13、 Tencent to enter the Internet market of India?,Spring Airline(春秋航空) plans to launch standing-room-only ticket. How much should they charge?,P&G’s market share is declining in China? Why? How to turn it around?,Aliba

14、ba is considering purchasing PPTV. Whether do you think it is a wise idea?,Market Entry,Profitability,M & A,Organizational Issue,Which candidate would be the best choice to be selected as CEO?,11,,,案例面試考察什么？,來(lái)源：Wils

15、on Fu,,表面問(wèn)題：解決問(wèn)題、思考方式、結(jié)果正確、工作習(xí)慣深層內(nèi)容包括Communication: 不止是英文表達(dá)、還有聆聽(tīng)的技巧Professionalism: 自信、成熟、專業(yè)Smarts: 商業(yè)常識(shí)、獨(dú)特見(jiàn)解Charm：愿意和你同事,12,,CASE 解題四步,充分理解題目 Establish Understanding of the Case建立自有框架 Set Up the Framework逐

16、步分析案例 Evaluate the Case Using the Framework總結(jié)給出建議 Summarize and Make Recommendations,13,,CASE interview 考察的核心,14,,Case interview的三個(gè)階段,1.Process excellence vs. specific answer (Repeatable vs. Got Lucky)2.Logical, da

17、ta-driven analysis3. Synthesis (The Big Picture) & Presentation of conclusions,,15,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡(jiǎn)介,相關(guān)技巧和材料,16,Lesson 1,,商業(yè)案例分析基本思路 — 問(wèn)題導(dǎo)向,The profit of company A dropped 30% last yr.,Sales revenu

18、e declined while total cost remained stable,Sales of product Y decreased 20% whereas X and Z performed well.,Competitor C launched a new product T with lower price,17,,商業(yè)案例分析基本思路 — 問(wèn)題導(dǎo)向,商業(yè)問(wèn)題分析的邏輯鏈條（Logic flow）,18,,商業(yè)案例分析

19、基本思路 — 問(wèn)題導(dǎo)向,蘇寧2013年上半年凈利潤(rùn)同比下降58.3%,營(yíng)業(yè)總收入554.54億元，比上年同期增長(zhǎng)17.51%。,大環(huán)境不景氣,成本大幅攀升,線上線下同價(jià),大力投入物流、電商平臺(tái),京東商場(chǎng)！,19,,Framework – profitability,,20,,Framework – business situation,,21,,Process,22,,1.ASK for any info on where to sta

20、rt2.State a HYPOTHESIS3.PICK a branch of framework to start4.Identify KEY ISSUES within BRANCH5.Ask STANDARD QUESTIONS to gather initial dataExample: Let’s start by looking at revenues.Example of STANDARD QUESTIO

21、N:”Have Revenues Gone Up, Down or Stayed The Same”6.Go DEEPER down the branch if data suggests to do so, or go UP a level and work a different branch7.REFINE hypothesis as you discover more insights8. Synthesize you

22、r findings and communicate 9. Conclude and recommend,Case example,23,The profitability of a white goods company has been declining and the CEO wants your recommendation on why it happens and actions to restore profitabi

23、lity,5_85,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡(jiǎn)介,相關(guān)技巧和材料,24,Lesson 1,,Tips,25,,Tips for Analyzing Cases? Think Out Loud? Use “hypothesis” a loto Educated guesso Gather data to test validityo Modify hypothesis (and say

24、you are doing so)o Ask for more data to test revised hypothesis? Critical COMPARISON of Numberso Company vs. Competitors(Company-Specific or Industry-Wide Problem)o Current Year vs. Previous Year(Find The Trend)?

25、SEGMENT your Numbers? ASK FOR DATA,Tips,26,General tips Rule #1The Consultant’s Motto:“Often Right, Never WithoutData-Driven Justification”Rule #2:“It’s Not About Being Right,It’s About Being Right In ACLIENT FR

26、IENDLY Way”HOW You’re Right Matters… A LOTRule #3:“Don’t Be An A**hole”Hint: A**holes are not “client friendly”(See Rule #2),,案例面試注意什么？,大膽去問(wèn)！Don't be afraid to ask questions. Here are some other tips to help wi

27、th your success.閱讀控制 Review all the case slides quickly - Put aside the slides that seem less important. There may be several.掌控時(shí)間 Do not stare at the slides for more than 20 minutes - The prep time goes FAST.計(jì)算準(zhǔn)確 Do

28、 the math - Figure out what analytics are necessary for your recommendation (e.g. size the opportunity) and piece the required data together from the slides.凝練簡(jiǎn)潔 Be concise - Have the few key messages you want to convey

29、 nailed in your handwritten summary. Save the details for your voiceover.務(wù)實(shí)落地 Be pragmatic - Craft a recommendation that can actually be implemented by the client. Have a "Monday morning" plan.抗住追問(wèn) Consider b

30、oth sides - Good discussions focus on the rationale behind your recommendation with consideration of the strongest arguments against it.相信直覺(jué) Trust your instincts - There is no one "right" answer.,27,,案例面試注意什么？

31、,身份定位：新人向領(lǐng)導(dǎo)匯報(bào)！聽(tīng)清題目，開(kāi)口確認(rèn) Listen to the interviewer and ask questions先理解，再解題 Don’t rush into the analysis without developing an understanding of the problem結(jié)構(gòu)化地解決問(wèn)題 Structure the problem and develop a fram

32、ework抓住關(guān)鍵 Focus on high-impact issues假設(shè)在心，創(chuàng)新選項(xiàng) Generate a hypothesis and explore options creatively展示商業(yè)判斷 Demonstrate Business Judgment計(jì)算準(zhǔn)又快 Make quick and accurate cal

33、culations綜合思路，得出結(jié)論 Synthesize your thoughts and draw conclusions from your analysis別慌 Don’t panic if the answer is not apparent不要過(guò)于固執(zhí)己見(jiàn) Don’t defend your solution at all costs組織好語(yǔ)言

34、 Think before speaking不要悶聲做題 Don’t internalize your thought process不要固守框架 Don’t stick to an artificial framework,28,,Case interview tips – after interview,Ask interviewer for advice

35、/ feedbackExpress your appreciation to the interviewerDon’t forget to say “good bye”Summarize and get lessons-learned,,29,Resources,30,Caseinterview.com Articles – read all! A series of free intro video Look over m

36、y shoulder How to succeed in management consulting Case books Wharton is the best Case in point for reference Consulting companies website,5_85,Thank you!,31,,Basic knowledge,Economies of ScaleEconomies of scale a

37、re said to exist when the average cost (AC) declines as output increased over a range of output. If AC declines as output increases, so must the marginal cost (MC) (the cost of the last incremental unit of output). The

38、 relationship between AC and MC can be summarized as follows: MC AC = Diseconomies of scale The paradigm shape of the cost curve is U-shaped. The generally accepted explanation for this is

39、that AC initially declines because fixed costs are being spread over increasing output and then eventually increase as variable costs increase. The minimum efficient scale (MES) is the minimum level on the average cost

40、curve. Economies of scale are not limited to manufacturing; marketing, R&D, and other functions can realize economies of scale as well.,32,,Basic knowledge,Economies of Scope Economies of scope exist if the f

41、irm reduces costs by increasing the variety of activities it performs. Whereas economies of scale are usually defined in terms of declining average cost functions, it is more customary to define economies of scope in te

42、rms of the relative total cost of producing a variety of goods together in one firm versus separately in two or more firms. Economies of scope may be achieved by leveraging core competencies. For example, it may make e

43、conomic sense for a manufacturer of tape to get to the business of manufacturing not pads with adhesive backings as there are commonalties in the two businesses as many points along the value chain.  Learning

44、 Curve The learning curve refers to cost advantages that flow from accumulated experience and know-how, often through lower costs, higher quality and more effective pricing and marketing. The magnitude of learnin

45、g benefits is expressed in terms of a “progress ratio” calculated as the unit cost after doubling cumulative production divided by the previous cost (C2/C1). A ratio of less than 1 suggests that some cost savings due to

46、 learning is taking place. The median appears to be approximately .80, implying that for the typical firm, a doubling of cumulative output is associated with a 20% reduction in unit cost.,33,,Basic knowledge,CSF - Criti

47、cal Success Factors (or KSF) Key success factors are those factors which are most critical in determining a firm’s ability to survive and prosper. Attributes of key success factors are the following: Man

48、agement can influence themThey impact the overall competitive position of the firm in the industryThey are an interaction of characteristics of an industry and each firm’s strategies A firm must supply what cust

49、omers want and survive competition from other firms, therefore, management should ask: What do customers want?What does the firm need to do to survive competition? Key success factors are those factors whi

50、ch lead to the answers to the above questions. For example, for wood products, key success factors are owning large forests, and maximizing the yield.,34,,Basic knowledge,Core Competencies A concept popularized b

51、y Professors Gary Hamel and C.K. Prahalad – core competencies are those competencies which provide a potential access to a wide variety of markets, make a significant contribution to perceived customer benefits of the en

52、d product, and are difficult for competitors to imitate. The classic example of a company which has effectively leveraged its core competencies is Honda, which has gained a competitive advantage in numerous product mark

53、ets through its focus on leveraging its skill at making engines.,35,,Basic knowledge,Vertical Integration In some industries, companies find it advantageous to integrate backward (towards their suppliers) or forwa

54、rd (towards their customers). Vertical integration makes the most sense from a management and economic perspective when a company wants greater control of a channel that has a major impact to its product cost or quality

55、, or when the existing relationship involves a high level of asset specificity (assets that are specific to the relationship the company has with its supplier or customer).JIT - Just in Time Manufacturing The g

56、oal of JIT production is zero inventory with 100% quality. It means that materials arrive at the customer’s factory exactly when needed. It calls for a synchronization between supplier and customer productions schedule

57、s so that inventory buffers are unnecessary. Effective implementation of JIT should result in reduced inventory and increased quality, productivity, and adaptability to changes.,36,,Basic knowledge,Fixed versus Variable

58、 Costs Variable Costs (VC): The costs of production (etc.) that vary directly with the quantity (Q) produced: these costs generally include direct materials and direct labor costs. Semi-Variable Costs: Th

59、e costs of production that vary with the quantity produced, but not directly (typically, these are discrete costs, such as the cost of adding new production capacity when Q reaches certain levels). Fixed Costs (FC

60、): The costs of production that do not vary with the Q produced.NPV - Net Present Value The NPV is a project’s net contribution to wealth; present value (PV) minus initial investment. The present value is calc

61、ulated by discounting future cash flows by an appropriate rate (r), usually called the opportunity cost of capital or the hurdle rate. If Ct represents the cash flow at time t, Ct can be negative, as in the initial inve

62、stment C0), the NPV is calculated as follows: NPV=C0+C1/(1 + r)+C2/(1 + r)2...Ct/(1 + r)t,37,,Basic knowledge,Break-even Point Break-even analysis is a managerial planning technique using fixed costs, va

63、riable costs, and the price of a product to determine the minimum units of sales necessary to break even, or to pay the total costs involved. The necessary sales are called the BEQ (break-even quantity). This technique

64、 is also useful to make go/no-go decisions regarding the purchase of new equipment, the decision to produce a new product, or enter a new market. The BEQ is calculated by dividing the FC by the price minus the VC per un

65、it (P - VC):  BEQ=(FC) / (P - VC) The price minus the variable cost per unit is called the contribution margin. It represents the amount left after the sale of each unit and the paying of the vari

66、able costs in that unit that “contributes” to paying the fixed costs. To determine profit, multiply the quantity sold by the contribution margin and subtract the total FC: Profit = Q (P - VC) - FC,38,,Basic kn

67、owledge,Pareto Principle (aka 80/20 Rule) The Pareto principle refers to the situation in which a large amount of the total output comes from a small amount of the total input. This is typified by the “80/20 rule

68、” which states that 80% of the output comes from 20% of the input. Typically, a Pareto analysis is conducted to determine the areas on which management should focus its efforts. For example, 80% of total downtime on a

69、production line is attributed to 2 out of 10 manufacturing steps. Alternatively, 80% of a company’s profits may be generated by 20% of its products.Bench Mark,39,,Economics Theory The Supply CurveThe higher

70、the price or service, the greater thequantity of the item that producers will be willing tomake available (i.e. supply). Conversely, the lowerthe price of a product or service, the smaller thequantity producers will

71、 be willing to make available.The Demand CurveThe lower the price of a product or service, the greater the quantity of the item that consumers willbe willing to buy (i.e. demand). Conversely, the higher the price