[教育]戰(zhàn)略咨詢?nèi)腴T—咨詢行業(yè)招聘簡介

1、商業(yè)案例分析Business Case Analysis,,,,Course Teacher: Wilson,未經(jīng)CareerVenture許可，任何個人或機構(gòu)不得用于商業(yè)目的,,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡介,商業(yè)基礎(chǔ)知識,Lesson 1,1,,,校招流程：校招流程,來源：Wilson Fu,篩選標準：實習(xí)、GPA等,Pre-talk/ Workshop/PST,1st & 2nd

2、 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個面官，每個面官1個case，可加behavior,申請分兩步：簡歷關(guān) + 面試關(guān)：（1）簡歷關(guān)大致標準。中高GPA、名企實習(xí)（咨詢、金融、快消類實習(xí)加分，金融類指投行基金風投創(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、案

3、例技巧。商業(yè)直覺來源于專業(yè)學(xué)習(xí)、課余關(guān)注、實習(xí)積累；案例技巧來自case interview的準備與領(lǐng)悟，學(xué)習(xí)、Mock、總結(jié)三步走,2,,,條條大路通咨詢：Bain校招的三大渠道,來源：Wilson Fu,3月中網(wǎng)申，國內(nèi)外Target school,Early Decision,Campus Recruiting,,9月下旬面試，國內(nèi)Star PTA：長期實習(xí)及Mentor推薦案例比賽：冠亞軍、決賽隊伍員工推薦:投行或MB s

4、ummer intern,Summer Intern,10月底11月初，國內(nèi)外Target school 初逐漸變?yōu)檠a充渠道，約占HC名額30%-40%,申請分兩步：簡歷關(guān) + 面試關(guān)：（1）簡歷關(guān)大致標準。海外交流經(jīng)歷（一般3~6個月以上）、高GPA、名企實習(xí)（咨詢及金融類實習(xí)加分，金融類指投行基金風投創(chuàng)投券商等）（2）面試關(guān)依賴商業(yè)直覺、案例技巧。商業(yè)直覺來源于專業(yè)學(xué)習(xí)、課余關(guān)注、實習(xí)積累；案例技巧來自case int

5、erview的準備與領(lǐng)悟，學(xué)習(xí)、Mock、總結(jié)三步走,3,,,條條大路通咨詢：如何邁出咨詢實習(xí)的第一步,來源：Wilson Fu,校園項目、臨時PTA急招、四大、企業(yè)實習(xí),Low tier consultancy,MBB,,ACC、IBM、RB、四大等咨詢公司對PTA需求大推薦是捷徑、推薦也需要實力,泛咨詢項目,Bain和BCG每年2次定期公開招募PTAMck無公開招募，基本靠推薦,申請分兩步：簡歷關(guān) + 面試關(guān)：（1）“臨時項目

6、急招PTA”，進入咨詢?nèi)Φ拇翱?。對外地在校生尤其如此?）“多情”與“專一”的平衡?！岸嗲椤笔菫榱诉^簡歷關(guān)，“專一”有利于深度汲取咨詢思維（3）PTA實習(xí)機會只給用心的人。主動自薦、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）常見誤區(qū)。大部分非京滬學(xué)生，簡歷準備不足；大部分PTA實習(xí)生，Case準備不足；大部分Mock練習(xí)，積累總結(jié)不足。,4,,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡

7、介,商業(yè)基礎(chǔ)知識,Lesson 1,5,,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 Tencent to enter the Internet market of India?,Spring Airline(春秋航空) plans to launc

8、h standing-room-only ticket. How much should they charge?,P&G’s market share is declining in China? Why? How to turn it around?,Alibaba is considering purchasing PPTV. Whether do you think it is a wise idea?,Market E

9、ntry,Profitability,M & A,Organizational Issue,Which candidate would be the best choice to be selected as CEO?,6,,,案例面試考察什么？,來源：Wilson Fu,,表面問題：解決問題、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、還有聆聽的技巧Professiona

10、lism: 自信、成熟、專業(yè)Smarts: 商業(yè)常識、獨特見解Charm：愿意和你同事,7,,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逐步分析案例 Evaluate the Case Using the Framework總結(jié)給出建議 Summarize and Make Recommendat

11、ions,8,,CASE interview 考察的核心,9,,案例面試注意什么？,大膽去問！Don't be afraid to ask questions. Here are some other tips to help with your success.閱讀控制 Review all the case slides quickly - Put aside the slides that seem less imp

12、ortant. There may be several.掌控時間 Do not stare at the slides for more than 20 minutes - The prep time goes FAST.計算準確 Do the math - Figure out what analytics are necessary for your recommendation (e.g. size the opportun

13、ity) and piece the required data together from the slides.凝練簡潔 Be concise - Have the few key messages you want to convey nailed in your handwritten summary. Save the details for your voiceover.務(wù)實落地 Be pragmatic - Craft

14、 a recommendation that can actually be implemented by the client. Have a "Monday morning" plan.抗住追問 Consider both sides - Good discussions focus on the rationale behind your recommendation with consideration o

15、f the strongest arguments against it.相信直覺 Trust your instincts - There is no one "right" answer.,10,,案例面試注意什么？,身份定位：新人向領(lǐng)導(dǎo)匯報！聽清題目，開口確認 Listen to the interviewer and ask questions先理解，再解題 Don’t rush i

16、nto the analysis without developing an understanding of the problem結(jié)構(gòu)化地解決問題 Structure the problem and develop a framework抓住關(guān)鍵 Focus on high-impact issues假設(shè)在心，創(chuàng)新選項 Generate a hypothesis and expl

17、ore options creatively展示商業(yè)判斷 Demonstrate Business Judgment計算準又快 Make quick and accurate calculations綜合思路，得出結(jié)論 Synthesize your thoughts and draw conclusions from your analysis別慌

18、 Don’t panic if the answer is not apparent不要過于固執(zhí)己見 Don’t defend your solution at all costs組織好語言 Think before speaking不要悶聲做題 Don’t internalize your thought process不要固守框

19、架 Don’t stick to an artificial framework,11,,Case interview tips – after interview,Ask interviewer for advice/ feedbackExpress your appreciation to the interviewerDon’t forget to say “good bye”Summarize an

20、d get lessons-learned,,12,Case interview的三個階段,Framework usingStructure / logic flow Hypothesis first 舉例：Canada Co、衛(wèi)浴電商、便利店sizing,,13,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡介,商業(yè)基礎(chǔ)知識,Lesson

21、1,14,,商業(yè)案例分析基本思路 — 問題導(dǎo)向,The profit of company A dropped 30% last yr.,Sales revenue declined while total cost remained stable,Sales of product Y decreased 20% whereas X and Z performed well.,Competitor C launched a new pr

22、oduct T with lower price,15,,商業(yè)案例分析基本思路 — 問題導(dǎo)向,商業(yè)問題分析的邏輯鏈條（Logic flow）,16,,商業(yè)案例分析基本思路 — 問題導(dǎo)向,蘇寧2013年上半年凈利潤同比下降58.3%,營業(yè)總收入554.54億元，比上年同期增長17.51%。,大環(huán)境不景氣,成本大幅攀升,線上線下同價,大力投入物流、電商平臺,京東商場！,17,,,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面

23、試簡介,商業(yè)基礎(chǔ)知識,Lesson 1,18,,Basic knowledge,Economies of ScaleEconomies of scale are said to exist when the average cost (AC) declines as output increased over a range of output. If AC declines as output increases, so mus

24、t the marginal cost (MC) (the cost of the last incremental unit of output). The relationship between AC and MC can be summarized as follows: MC AC = Diseconomies of scale The paradigm shape

25、 of the cost curve is U-shaped. The generally accepted explanation for this is that AC initially declines because fixed costs are being spread over increasing output and then eventually increase as variable costs increa

26、se. The minimum efficient scale (MES) is the minimum level on the average cost curve. Economies of scale are not limited to manufacturing; marketing, R&D, and other functions can realize economies of scale as well.

27、,19,,Basic knowledge,Economies of Scope Economies of scope exist if the firm reduces costs by increasing the variety of activities it performs. Whereas economies of scale are usually defined in terms of declining

28、 average cost functions, it is more customary to define economies of scope in terms of the relative total cost of producing a variety of goods together in one firm versus separately in two or more firms. Economies of sc

29、ope may be achieved by leveraging core competencies. For example, it may make economic sense for a manufacturer of tape to get to the business of manufacturing not pads with adhesive backings as there are commonalties i

30、n the two businesses as many points along the value chain.  Learning Curve The learning curve refers to cost advantages that flow from accumulated experience and know-how, often through lower costs, hi

31、gher quality and more effective pricing and marketing. The magnitude of learning benefits is expressed in terms of a “progress ratio” calculated as the unit cost after doubling cumulative production divided by the previ

32、ous cost (C2/C1). A ratio of less than 1 suggests that some cost savings due to learning is taking place. The median appears to be approximately .80, implying that for the typical firm, a doubling of cumulative output

33、is associated with a 20% reduction in unit cost.,20,,Basic knowledge,CSF - Critical Success Factors (or KSF) Key success factors are those factors which are most critical in determining a firm’s ability to survi

34、ve and prosper. Attributes of key success factors are the following: Management can influence themThey impact the overall competitive position of the firm in the industryThey are an interaction of characteristi

35、cs of an industry and each firm’s strategies A firm must supply what customers want and survive competition from other firms, therefore, management should ask: What do customers want?What does the firm nee

36、d to do to survive competition? Key success factors are those factors which lead to the answers to the above questions. For example, for wood products, key success factors are owning large forests, and maximizing

37、 the yield.,21,,Basic knowledge,Core Competencies A concept popularized by Professors Gary Hamel and C.K. Prahalad – core competencies are those competencies which provide a potential access to a wide variety of m

38、arkets, make a significant contribution to perceived customer benefits of the end product, and are difficult for competitors to imitate. The classic example of a company which has effectively leveraged its core competen

39、cies is Honda, which has gained a competitive advantage in numerous product markets through its focus on leveraging its skill at making engines.,22,,Basic knowledge,Vertical Integration In some industries, compani

40、es find it advantageous to integrate backward (towards their suppliers) or forward (towards their customers). Vertical integration makes the most sense from a management and economic perspective when a company wants gre

41、ater control of a channel that has a major impact to its product cost or quality, or when the existing relationship involves a high level of asset specificity (assets that are specific to the relationship the company has

42、 with its supplier or customer).JIT - Just in Time Manufacturing The goal of JIT production is zero inventory with 100% quality. It means that materials arrive at the customer’s factory exactly when needed. I

43、t calls for a synchronization between supplier and customer productions schedules so that inventory buffers are unnecessary. Effective implementation of JIT should result in reduced inventory and increased quality, prod

44、uctivity, and adaptability to changes.,23,,Basic knowledge,Fixed versus Variable Costs Variable Costs (VC): The costs of production (etc.) that vary directly with the quantity (Q) produced: these costs generally

45、include direct materials and direct labor costs. Semi-Variable Costs: The costs of production that vary with the quantity produced, but not directly (typically, these are discrete costs, such as the cost of addin

46、g new production capacity when Q reaches certain levels). Fixed Costs (FC): 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

47、 wealth; present value (PV) minus initial investment. The present value is calculated by discounting future cash flows by an appropriate rate (r), usually called the opportunity cost of capital or the hurdle rate. If C

48、t represents the cash flow at time t, Ct can be negative, as in the initial investment C0), the NPV is calculated as follows: NPV=C0+C1/(1 + r)+C2/(1 + r)2...Ct/(1 + r)t,24,,Basic knowledge,Break-even Point

49、60;Break-even analysis is a managerial planning technique using fixed costs, variable 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

50、. The necessary sales are called the BEQ (break-even quantity). This technique 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 ma

51、rket. The BEQ is calculated by dividing the FC by the price minus the VC per unit (P - VC):  BEQ=(FC) / (P - VC) The price minus the variable cost per unit is called the contribution margin. It r

52、epresents the amount left after the sale of each unit and the paying of the variable costs in that unit that “contributes” to paying the fixed costs. To determine profit, multiply the quantity sold by the contribution m

53、argin and subtract the total FC: Profit = Q (P - VC) - FC,25,,Basic knowledge,Pareto Principle (aka 80/20 Rule) The Pareto principle refers to the situation in which a large amount of the total output co

54、mes from a small amount of the total input. This is typified by the “80/20 rule” which states that 80% of the output comes from 20% of the input. Typically, a Pareto analysis is conducted to determine the areas on whic

55、h management should focus its efforts. For example, 80% of total downtime on a 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

56、products.Bench Mark,26,,Economics Theory The Supply CurveThe higher the price or service, the greater thequantity of the item that producers will be willing tomake available (i.e. supply). Conversely, the

57、lowerthe price of a product or service, the smaller thequantity producers will be willing to make available.The Demand CurveThe lower the price of a product or service, the greater the quantity of the item that con

58、sumers willbe willing to buy (i.e. demand). Conversely, the higher the price of a product or service, the smallerthe quantity consumers will be willing to buy.Elasticity of Demand,Basic knowledge,Economics Theory,2

59、7,,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，revenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟學(xué)原理，怎樣提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪些區(qū)域代表revenue的變化。Kellogg 2001,Basic knowledge,Economics Theory,28,curr

60、ent supply curve,,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，revenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟學(xué)原理，怎樣提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪些區(qū)域代表revenue的變化。,Basic knowledge,Economics Theory,29,Qu

61、antity(Q),Price(P),Demand curve,current supply curve,New supply curve,,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，revenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟學(xué)原理，怎樣提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪

62、些區(qū)域代表revenue的變化。,Basic knowledge,Economics Theory,30,Price(P),,,,,,,Economics Theory What is Supply Chain Management? “The process of planning, implementing, and controlling the efficient, cost effective flow an

63、d storage of raw materials, in-process inventory, finished goods, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements.”縱向一體化庫存！庫存！,Basi

64、c knowledge,Economics Theory,31,,Frameworks for Case Interviews,Financial Statement Basics,32,,Frameworks for Case Interviews,其他一些概念例題，一個公司ROI 下降了，問原因，怎么辦？（此處舉例不做具體計算）Two types of products各占50%，custom displays定制產(chǎn)

65、品、standard displays標準產(chǎn)品Revenue增長了25%，Costs of production (materials, labor, SG&A, etc.)保持80% of sales不變No new investments in property, plant, and equipment (PP&E)Total number of .standardized. products has in

66、creased from 5 to 12；5 standardized products account for 80 percent of sales in standardized products;Inventory levels have increased by 300% during last three years (primarily in finished goods), from $25 million to $7

67、5 million,33,,Frameworks for Case Interviews,其他一些概念凈推薦指數(shù) NPS相對市場份額 Relative Market Share (RMS 或 RSOM)GMROI 以及其他一堆財務(wù)公式,34,,Frameworks for Case Interviews,Porter’s Five ForcesA tool of Competition Analysis,,,Por

68、ter’s Five Forces,35,,Entry Barriers:Economies of ScaleProprietary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantagesProprietary learning curveAcc

69、ess to necessary inputsProprietary low-cost product designGovernment policyExpected retaliation,Rivalry Determinants:Industry growth Fixed (or storage) costs/value addedIntermittent overcapacityBrand identitySwi