应届生求职大礼包-咨询Analyst及Associate篇

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Y i n g J i e S h e n g .C O M

应 届 生

职礼求大包 2009 询咨公司Analyst & Associate 篇

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目录

目录 (2)

一、咨询公司Analyst & Associate概述 (3)

1.1 概念(以麦肯锡为例) (3)

1.1.1 Business Analyst概念 (3)

1.1.2 Associate概念 (3)

1.2 咨询公司Analyst & Associat薪酬状况 (3)

1.2.1 外资咨询公司薪酬水平 (3)

1.2.2 Accenture面经及薪资水平 (4)

1.3 咨询公司工作描述 (5)

1.3.1 Consulting Analyst (5)

1.3.2 Associate (10)

二、成为咨询公司Analyst & Associate (13)

2.1 素质要求 (13)

2.1.1 麦肯锡 (13)

2.1.2 摩立特 (13)

2.1.3 尼尔森 (14)

2.1.4 凯迈 (14)

2.2 咨询公司招聘条件分析（04年） (14)

2.3 贝恩初级咨询顾问典型的一天 (15)

2.4 咨询公司案例面试 (16)

三、咨询公司Analyst & Associate职业发展道路 (22)

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一、咨询公司Analyst & Associate概述

1.1 概念(以麦肯锡为例)

1.1.1 Business Analyst概念

Business analysts (or fellows, junior consultant, as they're called in some offices) take responsibility for a discrete part of the problem solving in each client engagement. They play an important role in data gathering, actively contribute to the team's final recommendations, and present their work to senior client executives. They also have a voice in determining the team's style and pace of work. Business analysts find different ways to continue their personal and professional development. Many leave our firm to pursue advanced degrees or spend time in a new industry or with nonprofits. Other top performers stay with McKinsey and become associates. After pursuing advanced degrees, or gaining additional work experience, strong performers are invited to return to McKinsey as associates.

1.1.2 Associate概念

Associates lead a key portion of an engagement. They apply a broad range of creative problem-solving skills, combining technical and analytical excellence. They synthesize conclusions into recommendations and work directly with senior leaders to implement change. Associates have to develop foundational knowledge across each of the basic functions (e.g., strategy, organization, and finance). Because the starting point for each associate entering McKinsey varies, so will the mix of client exposure and more formal training needed to build capabilities. Generally, most associates identify an area of real interest in their third year and focus on learning more.

1.2 咨询公司Analyst & Associat薪酬状况

1.2.1 外资咨询公司薪酬水平

外资咨询公司，特指麦肯锡、贝恩、波士顿咨询集团、摩立特集团、美世、艾森哲等海外一流咨询公司，其中可分为管理咨询、投资咨询、人力资源咨询、市场咨询、技术咨询等多个板块。咨询公司工资差距比较大，但工作3-5年都能有很大幅度的涨薪，资深咨询师工资不下于投资银行家。在咨询公司申请美国顶级商学院基本都能成功，而且MBA毕业后前途更宽广。

咨询公司参考工资：

麦肯锡、贝恩、BCG、罗兰贝格15万-20万RMB/年，其余略低。

第二年工资涨100%，第三年涨50%-100%，三到四年后年薪一般可超过50万RMB。

麦肯锡（Mckinsey）

行业老大，巨牛无比．但是本科生起步时给的薪水不高，他家Business Analyst起步只有１１万＋Bonus，Junior Information Analyst月薪也才６，７千，非常低，不过就冲着它这块金子招牌，每年争大麦的高手是数不胜数．今年BA在整个上海，本，硕，博加起来才招了５个人．汗！！！！！麦肯锡给给上外面子的原因是麦肯锡的高管层中的一个老大是上外毕业的，这才得以让上外每年都能存在于其招聘的目标院校名单上．

波士顿（Boston Consulting Group)

行业老二．给的薪水非常诱人，年薪２０w + Bonus．去年上外一个学金融的男生进了波士顿，从此之后，上外就在波士顿招聘的目标院校名单上了．

贝恩（Bain)

行业老三，给的薪水也非常诱人，年薪１８w + Bonus．贝恩的人力资源总监是上外毕业的一个超级漂亮的美女，这才得以让上外存活于贝恩的目标院校名单当中．

奥纬（Oliver Wyman）

行业老四，给的薪水超级诱人，年薪至少２０w＋Bonus，今年上外有一个牛人，学金融的女生最终进了这个公司，难得难得啊．

奥维今年在上海笔试过后的小组名单上的人就只有三个学校：复旦，交大，上外

其它的不详细说了，大致有：

1.摩立特（Monitor）月薪 12000左右

2.艾意凯（L.E.K）月薪 7000－9000

3.科尔尼（AT Kearney）月薪 9000-11000（里面一堆上外毕业的学长，学姐）

4.博思艾伦（Booz Allen）月薪 12000左右 （从来只要复旦和交大的）

5.IBM GBS月薪 6000-7000（前几年每年上外都有人进的，但这两年不行了）

6.DTT consulting 德勤月薪 6000-7000

7.罗兰贝格（Roland Berger）月薪 12000左右 （从来只要复旦和交大的）

1.2.2 Accenture面经及薪资水平

因为当时Accenture上海的电信与高科技组临时需要一个叫PMO的职位，Project Manager Officer 的主要指责是Team Logistics，包括安排team member的行程，会议，做会议笔录，买机票什么的。但是PMO除了这些工作之外还需要和analyst一样的工作。我只面了一次，只有四个candidates。一个是技术背景的，以前连accenture都不知道。另外两个是长江商学院的（苦啊！MBA也来申请这样的职位）。

我们是一起被面的，面我们的正式这个project的manager，一个JJ，听说是MIT的supply chain硕士，南大毕业的，现在美国国籍（爽啊！拿的的是美国那边的工资，听说在上海好几套房子）。

问我们的问题很实际，上来第一个问题就是“你觉得PMO应该有哪些职责？”其实这就是一个

case，在事先不了解情况的时候要自己去挖掘信息。两个长江的似乎都由project的经验，可是我一点也没有，所以我的策略是先听别人的回答，然后从中学习，这招还是挺有用的。第二个问题是“如果现在项目上PM不在，由PMO暂时代替他的位置，但是客户突然说要更改原来计划，你要如何处理？”后来还有要我们用英语说了一下为什么要加入accenture。面试管曾经在开始的时候问我们喜欢用什么语言回答问题，我但是没有作声，一个长江的说还是用中文吧。之前的问题由于我没有工作经验，所以不可能第一个发言，但是到了这个一个问题，我就抢在第一个。对英语还是很有信心的，我后来也发现，其他三个的英语水平确实比较烂。最后又让我们用English给team members和客户写一封email回应客户提出的要求。给team members的信的难点在于如何告诉他们又要加班了。

我的这次面试其实不是很正规的咨询公司面试，因为他们要人很急。Accenture在国内的咨询业就好像big4一样，员工很多，而且不停招人。他们在国内做的非常不错，前一段时间还那些了上海证券交易所的一个项目，然后工资发得比较抠门。几乎是所有外资咨询公司里面最低的。刚进去做analyst是6200月薪。再加上1200/月用来缴4金，剩下多余的就当成了住房公积金了吧。但是这笔钱只能两年拿一次。同时，工资每年重新评定一次，我一个朋友在里面得到的评级很高，但是只加了250/月，而且听说算高的了。每天的出差补贴是140RMB，但是必须用发票来冲帐，什么发票都可以。如果你每天都出差，那么一个月下来就必须自己去搞约3000的发票。不知道公司是如何处理这些发票的，如果是算在客户的头上，那客户实在是冤大头了。如果是算在自己的头上，那么这部分补贴公司无需缴税，同时也无需因为员工实际工资的上升而交纳更多的公积金。后来听说至少又另一家（Monitor）咨询公司也这么做，Monitor出差补贴是200，如果不出差也有100的饭贴，也必须用发票来冲。但是在Accenture，工资不高，所以很多人都将出差补贴作为收入来源之一，公司也似乎并不反对，但是在Monitor，工资已经可以了（月薪10000），大家的冲动就会小很多。

我相信很多本土企业也这样来做事情，而且外资的企业到了中国也似乎入乡随俗了。另外，consulting各个都违反劳动法：每天加班超过3小时而且没有加班费。Accenture的offer里面是这样写的：6200的月薪已经包括所有的这些费用，我觉得有点无耻，不过其他的咨询公司也应该是这样的吧。怪就怪中国人太多了，那么多大学毕业生要找工作，自然就变成了买方市场了，在便宜的价格也有人来应聘，而且中国也没有真正意义上的工会......

还有，在Accenture似乎是来去自由的，此致也不用缴违约金，offer对违约金的规定是很含糊的。

1.3 咨询公司工作描述

1.3.1 Consulting Analyst

z摩立特

咨询顾问的主要工作就是要为提高客户的长远竞争力和业绩提供立竿见影的、直接的贡献。为了实现这一目标，咨询顾问需要展开以下工作：

1．与客户一起对客户想要解决的问题进行定义

2．对于客户的问题，建立一些假设，收集相关的一手数据和二手数据

3．比较并决定最恰当的分析问题的工具和方法

4．用恰当的方法、模型将收集到的数据进行整合，提炼关键点并制定战略

5．因为摩立特是一个集团公司，咨询顾问也有可能与集团公司旗下的其他公司业务部门进行合作，或一起工作

6．参加公司提供的各种正式培训和在职培训，提高各方面的技能，获得更快的职业发展

z尼尔森

Analyst, BASES

To assist with the execution of marketing research studies by compiling, analyzing, and interpreting marketing research data, writing client reports, and constructing presentations.

1.Participate in writing research proposal and design of projects with supervision

2.Review data for errors and inconsistencies and summarize the data for the production of tables,

charts, and graphs

3.Prepares inputs and runs forecasting models and develop forecast summaries

4.Analyze in-market data

5.Analyze study results to draft letters, reports, and presentations

6.Prepare initial client correspondence

7.Interacts with client staff on routine issues and attends client meetings and presentations

Analyst, Nielsen Analytic Consulting

Responsible for managing technical and statistical aspects of modeling and analytical projects that are sold to clients and for ensuring that projects are delivered to the high quality standards and timeline agreed with clients.

This role will involve working closely with country AC manager and AC regional team.

1.To manage the technical and statistical aspects and key charting outputs for any Analytic

Consulting project.

2.To ensure that clean, robust and meaningful results are delivered in response to commercial brief

and also assist in the initial preparation of project de-briefs to the client.

3.To identify and solve quality and statistical data issues that may arise throughout the course of the

project

4.To support AC manager in the initial specification of the project and in answering technical

questions that may arise in final results presentation to clients

5.To continually review and challenge existing AC modeling and analytical processes

6.To liaise with AC regional team in order to be constantly updated and trained in new or alternative

modeling and analytical techniques and procedures

z麦肯锡

A week in the life of Michael（Business Analyst）

Case Study: Building trust in change

Goal for the week I was working for a consumer electronics client in Asia that needed help with one of its core business units. Our study was split into two separate but related sets of work: revenue growth and cost-cutting. We spent a week working as a team to integrate the U.S.-based team’s revenue growth

analyses with the Asia-based team’s cost-cutting analysis.

Findings I think we all underestimated the amount of resistance the client would have to our recommendations. At the same time, it was great to see the leaders of the firm stick to their guns and really defend our work. I think the initial resistance made us more patient, and helped us better articulate our final recommendations.

Impact on the client study We had extremely good discussions with the client during this week. The client organization had some poor incentives in place, and was attached to a certain way of doing things because they needed to be large at any cost. This was the action week: very fast-paced with a lot of discussions to challenge the client’s assumptions and incentives.

08:00

Drive to client site

Our team got up early and drove to the client’s office. We spent the taxi ride talking about analyses and problem solving.

10:00

Meet with client executive

My engagement manager, Josh, and I met with the manager in charge of one of the client’s product lines to syndicate our strategy with him. Part of that strategy involved discontinuing some of the unprofitable product lines and exiting some markets. We knew the conversation was going to be tense and it was no surprise that the client manager registered his disagreement. The session was both an attempt to listen and understand, but ultimately, its purpose was to communicate our recommendations.

Monday

15:00

Team working session

We spent time bringing together the findings from the revenue growth work and the cost-cutting work. Understanding which products the client should be selling is dependent upon how profitable they are, which is dependent upon what the client can do operationally. We had to reconcile the two strategies and put together an integrated perspective. We were syndicating our strategy with business unit heads, and at the same time evaluating the financial impact, how quickly the client could grow, and where that growth would come from.

Tuesday 11:00

Check numbers with client analyst

I met with an analyst in one the client’s business units to do some fact checking. It was important for us to reconcile the data that we had gotten externally with the numbers the client had about the market. The meeting went pretty well: there weren’t too many issues or differences at all. It was important that we verified our facts by talking with as many people from the client organization as possible.

13:00

Lunch with client and McKinsey team

The client had a huge cafeteria. It was a place with a long line where you picked up your tray and just marched through the different sections and had food put on your plate. It was very different from the typical U.S. lunch, but it was an important daily time for us. We wanted to build a good relationship with the client team members who would be managing the work on a daily basis so we could really understand their concerns and issues. During this particular Tuesday lunch, we discussed the Korean vs. U.S. educational systems.

14:30

Meet with client managers

My engagement manager, the associates on the team, and I met with client managers in charge of downstream sales and the marketing organization. Our team was communicating a big gap in performance. We were working with a message that seemed inconsistent to the client on the surface: They needed to reduce cost, but at the same time spend more on marketing. That message was tough for the organization, so we needed to clearly describe the facts of our case in order to gain the client’s support.

09:30

Work planning with team

This was a day before a big client meeting to present our recommendations. Our entire team spent the day in a team room, making sure the presentation was solid, and then getting it translated into the local language. We had to be very precise with our language and invest time in making the wording right so our message would be understood. We spent the first part of the day making sure our English words were coordinated across the different pieces of analyses before giving it to the translator.

11:30

Wrap up analyses

I cross-checked several pieces of the analyses and put together a set of back-up research for those analyses. I burned that on a CD for the client.

Wednesday

16:00

Help associate check facts

I was working with the revenue growth strategy of one of the client’s consumer products. At the beginning of this study, we all started out having pure product responsibilities. During that process we each got to understand a certain market–I was responsible for marketing channels and advertising in the U.S. I spent time helping one of the associates on my team work with one of the client’s consumer electronics products to check facts and ensure the wording in his recommendations was correct.

Thursday 07:00

Drove to client site

We were all quite tired from having worked late the previous night, so we dozed during the long car ride to the client site.

10:00

Client review meeting

We got to the client meeting and found a packed room of client executives and managers. This was a very formal meeting. We started out with an introduction to thank everyone for attending. The person hosting the meeting asked the most senior person in the room to share a few words. It was an interesting experience because the meeting was conducted entirely in the local language. My role was to contribute when needed and to answer questions. We walked through our document, which we thought was pretty good work. We knew the bold recommendations would meet with quite a bit of resistance, and they did, but we had a very good outcome.

13:00

Team wrap-up

We discussed the client meeting and finalized the analyses that the client had more detailed questions about. We burned our final presentation on a CD to hand over to the client.

18:00

Barbeque with client

We had a huge dinner with about 25 client and McKinsey team members sitting around long tables, eating beef barbecue and having drinks. It was a very social dinner, with everyone talking about work and non-work things. After we finished eating, we went to a karaoke bar. The clients and the consultants from the Seoul office sang first, and while we Americans were more timid about it, we eventually got around to rapping. Our French associate principal and U.S. partner put the rest of us to shame with a pretty good version of an Eminem song.

11:00

Touring sights

The team leadership gave us a day off given the hard work we had put in throughout the week, particularly on Wednesday. I traveled to the demilitarized zone between North Korea and South Korea and toured the mineshaft, museums, and train station.

Friday

18:00

Flight to the U.S.

We were a bit delayed taking off, so the pilot came out and talked to everybody in our cabin before we taxied out. I was wearing a Texas shirt, and the pilot asked if I as a big Texas fan. I told him I was and he said, “Well they’re playing Iowa State today and we’ll make sure we get you some scores.” Mid-flight he had the flight attendant print out some score reports for me.

z埃森哲

Consulting analyst– IT Consulting

Accenture’s Consulting workforce is at the heart of our ability to innovate and deliver results that help create high performance. With deep specialist knowledge in business, industry, technical and functional areas, consulting people is involved in management consulting, process design work and the application of technologies to business.

A career in Consulting is varied and stimulating because each project presents a new challenge and will give you exposure to new clients, business issues, technologies and people. You will hone your skills in one of 2 consulting groups: Management Consulting and Systems Integration & Technology Consulting. This consulting group structure provides outstanding opportunities to develop highly specialized skills that will help you advance in your career.

Technology Consulting professionals are responsible for delivering technology innovation and providing the backbone of our systems integration business. Technology Infrastructure professionals focus on the technology foundation required to enable enterprise/agency-wide applications such as e-mail, voice mail, messaging, security, and database software (for functionally specific applications). They have skills in hardware, common carrier bandwidth, onsite communications equipment, storage, and related software.

Systems Integration Consulting professionals are responsible for delivering large-scale, complex programs that marry processes with technology to help our clients achieve high performance. ERP system professionals design, implement and deploy ERP system solutions to achieve defined business goals. They maintain skills in ERP system applications process design and configuration; ERP system application design, development, integration, testing and deployment; and ERP system application technical architecture.

Key responsibilities may include:

· Documenting business requirements

· Performing application design activities (e.g., designing user interface, usability testing)

· Assisting in conducting gap analysis between business requirements and software

· Creating functional requirements as an input to application design

· Preferred exposure to/experience in ERP system

· Ability to meet travel requirements, when applicable

· Participating in performing portions of technology diagnosis and assessment activities (i.e., creating surveys, conducting interviews, collecting and comparing benchmark data)

· Becoming familiar with common, relevant architecture frameworks and being able to use them in diagnosing and assessing architectures

· Assisting in contributing to the high level design in constructing a robust technology solution, taking into account the user requirements, technical requirements, etc.

· Performing portions of technology architecture and infrastructure design activities

· Participating in performing portions of technology build, test and deployment activities

· Assisting in refining and enhancing architecture and framework

· Participating in troubleshooting and debugging technology integration problems

1.3.2 Associate

z ZS Associates

Business Assoicate——Marketing Project

Monday

AM: Usually on Monday mornings, I like to settle in at my desk with a cup of coffee and review my to-do list and the deadlines for the week. This week I'm continuing to work on two market research projects: the first project is in the initial questionnaire design stage, while the results of the second will be presented next week. The first project is for an antibiotic drug in the pre-launch phase, and I am working with my team at ZS and at the client site to assess the current market landscape for launch. ZS market research projects typically last up to six months, with waves of physician interviewing occurring every two months. My second project is now in its fifth month, and we are tracking the effects of our competitors' Direct-To-Consumer (DTC) advertising campaign. This morning I focused on revising the questionnaire for the launch of my client's new antibiotic. About mid-morning, I called my contact at the client to clarify the launch date, and got feedback on the draft questionnaire.

PM: After incorporating the client's changes, I sent off draft 2 of the launch questionnaire to my project team, Norman and Ann, the consultant and manager on the project. As we outlined on Friday, they will review the questionnaire today and we will finalize it during our project team meeting tomorrow morning. After that, I switched gears and got back into the data analysis mode. During our last meeting, Tim and Amy, the manager and consultant on my defensive-tracking project, decided that we should study the correlation between physicians' views of current drugs in the market and their actual prescribing behavior. Using SPSS and Microsoft Excel?, I looked at statistical significance in the data, and summarized the findings in Microsoft PowerPoint?. This took the rest of the afternoon, but I found some very interesting distinctions among different segments of physicians.

Tuesday

AM: Before my 9:30 am meeting to finalize the launch questionnaire, I reviewed the client's suggestions and my own notes on what we want to accomplish from this research. At 9:30, Norman and I headed into Ann's office to get to work. We started off by reviewing the overall objectives of the project, and made sure that we had everything covered in the questionnaire. We debated the merits of a few questions, and I explained some of the client's needs on specific questions. By the end of the morning, we had a final questionnaire to send to our data collection agency for pre-testing. After the meeting, I called our data collection agency and scheduled a time to review the final pre-test questionnaire with the interviewers for later this afternoon.

PM: After lunch, I headed over to the data collection agency. After the agency's project manager and 15 or so interviewers were gathered together, I reviewed the objectives of the project and ran through the questionnaire, question by question. I answered any of the interviewers' questions and pointed to areas in the questionnaire that physicians might have difficulty answering. While I was there, I reviewed the methodology and sampling of the study with the agency's project manager. I returned to ZS in time for a planning meeting about our annual barbeque. Each year, we host several events where we bring together ZS families and local underprivileged families. The barbeque is in a couple of weeks, and at this meeting, we delegated responsibilities. I am in charge of coordinating the games (water balloons?).

Wednesday

AM: This morning I continued working on analyzing data from the defensive-tracking study. Amy, Tim and I have a meeting scheduled this Friday to review the final packet for next week's meeting with the client. Each of us is working individually on different aspects of the research, although more often than not,

I find myself working with both of them to get everything done. This morning was no exception; I spent the majority of the morning in Amy's office, with both of us working together to answer the "whys" of physicians' current prescribing preferences.

PM: At 1 pm, I listened in on the first pre-test with Norman. We took notes on possible areas to expand upon in the interview. Once the launch product pre-test ended we called Ann and reviewed our notes with her. Based on this, we decided to add a section to probe physicians' use of combination therapy. I made all of the necessary changes to the questionnaire, and sent the final version to the data collection agency. I then reviewed the changes with the agency's project manager and had her review the changes with the interviewers. I then ran to the recruiting school team leaders' meeting. As a second-year Business Associate, I will have more responsibilities in the recruiting process starting this September. At the meeting we discussed potential recruiting avenues, delegated responsibilities, and began brainstorming the cases for final round interviews. I will be in charge of organizing recruiting advertising at Princeton University.

Thursday

AM: This morning the fielding of the launch questionnaire began. I listened in on a few more interviews just to make sure physicians were understanding the questionnaire. I spoke with the project manager at the data collection agency a few times to clarify a few of her questions about the coding of responses. After answering all of her questions I left the fielding of the survey to 100 physicians to the agency and went back to analyzing data for the other defensive-tracking DTC study. At 11:30 am I met the other BAs in the Princeton office for our monthly cross-office BA meeting. This month, one of the Evanston BAs presented a pain management therapeutic class summary, and another presented for the MAPS? continuing education series. These meetings allow us to share knowledge and experience across the offices.

PM: This afternoon Amy, Tim, and I had an impromptu team meeting. We analyzed our secondary data, and found interesting competitive advantages that our client's product has based on their DTC campaign. At 5:30, I packed up, changed into sweats, and went for a run around the complex with a few other ZSers. I know I got lapped at least once.

Friday

AM: I arrived at ZS in time for the monthly Friday Morning Mingle. I grabbed a bagel and chatted with Keisha, my Professional Development Manager, about her recent vacation and the possibility of getting on that new internal market research compilation project. Keisha assured me that she would bring my name up at the next staffing meeting. After mingling with my co-workers, Amy, Tim and I met in Tim's office to review the final packet. We wrote the Executive Summary outlining our findings, including those added in yesterday's meeting with Jenn. We highlighted the recommended strategy to shift resources from journal advertising to direct-to-consumer television ads.

PM: After a quick lunch with Amy to celebrate finalizing the packet, I returned to my office, and put the finishing touches on the defensive tracking packet. On Monday, we will fly to the client site for the meeting with the directors of sales and marketing. Towards the end of the day, I respond to an email from the Training Coordinator, confirming I will be available to teach "Basic Statistics" for the upcoming New Employee Orientation. Finally, I spent some time brainstorming ideas for a "Basic Stats" presentation before packing up and heading home for the weekend.

二、成为咨询公司Analyst & Associate

2.1 素质要求

2.1.1 麦肯锡

McKinsey consultants excel in four areas

We hire exceptional people with outstanding capabilities and great potential in four areas. Each area is critical to success in our day-to-day work.

Problem solving. McKinsey consultants help leaders solve their toughest and most urgent problems. You must have superior intellectual abilities as well as a practical sense of what works in complex organizations.

Achieving. Our consultants strive to deliver distinctive and lasting client impact. This requires tremendous energy, determination and judgment, particularly when working with multiple stakeholders under tight deadlines.

Personal impact. McKinsey consultants work closely with a wide range of people in their daily jobs. This calls for strong communication skills—particularly when addressing conflicting points of view. You have to be adept at building trusting relationships with clients to enlist their participation and support.

Leadership. Leading people and fostering productive teamwork are critical to success here. You need excellent leadership skills to bring people together to drive positive change within organizations.

Our consultants are accomplished and well-rounded, with diverse backgrounds and experiences. They’re also fun to work with. Our clients and colleagues value this unique mix of talent, skill and character.

2.1.2 摩立特

摩立特是一个多样化的群体，我们在甄选人才的过程中并不遵循单一的模式或标准。我们的同事有国内一流大学的本科生，有海外留学归来的研究生，也有工作经验丰富的专业人士。他们的专业范围很广--从东亚研究到计算机，从应用化学到市场营销--涉及文理工商的各个领域。然而，这些有着不同文化背景和生活经历的同事拥有着一些共同的特性：分析问题和交流沟通的能力、不断学习的潜力以及对咨询工作的投入。

能力（Capabilities）

我们将通过面谈的方式测试申请人是否具有成为优秀咨询顾问所必需的分析问题和交流沟通的能力。

潜力（Capacity to Learn）

现有能力固然是我们必须考虑的一个关键因素，而不断学习新技能的潜力也同样重要。我们希望能够看到申请人具有接受反馈、不断学习并举一反三的能力。

投入（Commitment）

我们认为对咨询工作的兴趣和热情是成为优秀咨询顾问的必要条件。通过对工作的投入，我们才能更好地为客户解决各种各样的商业问题，同时为公司创造更多的机会。咨询行业是一个充满挑战并但又面临众多机遇的领域，我们希望摩立特的每一位雇员都能在这个环境中获得长远的发展，并能为我们所在的集体做出贡献。

2.1.3 尼尔森

At Nielsen, the emphasis when hiring new staff is placed on personality rather than qualifications or skills. We need people who are curious about what's happening in the market and the world - and with consumers. We need someone who can basically interpret numbers and figures into strategic insights and provide tailor-made recommendations for our clients.

We're looking for passionate people-orientated candidates to join our fast-growing, and rapidly-changing industry. We're looking for people from any discipline or educational background. They will join an exciting industry, mingle with a diverse group of associates, socialize with top-tier clients and learn the various functions of our business.

Internally, the company often encourages employees to rotate amongst different positions and expose themselves to the various services that the company has to offer.

2.1.4 凯迈

作为一家专业的顾问机构，凯迈咨询常年欢迎优秀的您成为全职管理顾问：

1、教育背景：国家重点全日制大学硕士毕业或者MBA毕业；或者国家重点全日制大学本科毕业（特别优秀）；专业不限；

2、素质：自信、诚实、责任、合作、灵活

3、能力：聆听、沟通、学习、创新、共享

4、职业气候：善意、精干、高效、自我领导

2.2 咨询公司招聘条件分析（04年）

智联招聘统计显示，管理咨询业的招聘行情连连走高，全国范围的招聘比例从今年1月的6.09%稳步攀升到7月的6.39%，上海表现得尤为明显。据估计，这一势头还将持续到年底。面对一向门槛甚高的咨询业，如何才能“挤”进去呢？上周，多家咨询公司入市求才的情况显示出，如果有一张MBA证书，进入咨询业的几率会高出许多。

以战略咨询顾问为例，上周有三家较有名气的咨询公司提出了此类人才要求。这三家公司分别是：欧亚战略咨询公司、北京新华信咨询公司上海分公司和上海华彩咨询公司。三家公司提出的要求大同小异，概括起来有这么几条：

1、持有与项目相关的专业本科学历。如欧亚要求是化学或药学专业，新华信则要求是劳动经济、

心理学、营销等专业。

2、硕士学历，熟谙经济或金融知识，对企业管理、经济财务、市场营销、人力资源管理等都有系统的了解。

3、有与项目相关的行业经验。欧亚要求有丰富的化工或制药企业工作经验；新华信要求有消费品营销管理、销售管理经验等。

4、有一定战略管理工作经验。如华彩要求在大型企业从事过投资或战略管理，有项目实际操作经验。

5、优秀的中英文读写听说能力。

6、良好的沟通谈判技巧。

7、年龄要求基本在30岁以上。

三家公司在上述条件之外还不约而同地提出：MBA优先。也难怪，一个MBA可以比较轻松地兼具一些硬件要求，如既有硕士学历，又懂经济管理，还有若干年的工作经验，年龄也适合等等。站在咨询公司的立场，把MBA作为一条招聘标准，虽然可能漏掉一些优秀人才，但搜寻工作会大大简化。

专家分析，加盟咨询业好处多多：具有很好的成长机会；企业注重员工培训；接触面广，可以了解不同行业；积累一定工作经验后，跳槽较容易。因此如果你手持MBA证书，不妨去咨询业找找机会。

2.3 贝恩初级咨询顾问典型的一天

说明：本文翻译自《At Bain: Challenged and Loving It》

作者David Goldman是宾大沃顿商学院的学生，去了贝恩做Associate Consultant（初级咨询顾问），按理说这个级别应该是企业的中坚力量，应该是最辛苦的那群人，结果他一周只用工作50-60个小时，真是爽啊！

以下是正文：

我的典型的一天：

9：00 我只需要花5分钟便能到办公室，泡一碗速溶麦片，打开电脑，浏览新闻标题。这里是波斯顿，生机勃勃的大城市，充满社会和人文气息，轻易便把我俘虏了。

9：15 打开我昨天深夜才搞定的客户资料文档，再查看一遍，并做一些重要的图表，直到完成了所有的分析才算大功告成。有趣的一点是，无论之前你的Excel技术怎么样（不少新员工对此几乎一窍不通），贝恩总会让你在短短的几个月中成为一个专家。

10：30 检视我数据分析的结果，并想：我能得到什么样的结论呢？我又该如何将这些观点更好地传达给我的客户？大多数的数据会证实我们的团队在最初所做的假设，当然也会有一些结论会比较奇怪。我需要做一些演示文档来简洁地展示我的发现，并将我的发现用电子邮件发送给我的上级，以得到修改意见。

11：55 读10封发送给所有高级咨询顾问的讨论午餐的邮件。今天的午餐是在当地的一家三明治店吃素三明治，看来已经得到了大家的一致赞同了。尽管我像其他人一样也非常喜欢素三明治，但是我已经和我的mentor商量好了要一起午餐。我当前的项目即将结束，我希望能从我的mentor那里

得到一些建议，好清楚我该去做哪些类型的项目。我也希望讨论一下我转到国外其他办公室工作的设想。

1：00 和同事一起过一遍我上午做的文档，他指出了几处需要进一步分析的地方。他的建议提醒了我在以前用过的一种商业战略分析方法，我觉得应该能够用到这里。修改完了之后，我把我们两个人做的文档合在了一处，并发送给了我们项目小组经理。

2：45 在开会之前我查看了一下电子邮件和语音邮件，有一封来自波斯顿办公室的合伙人的语音邮件，他通报了公司最近又争取到了哪些客户，并对大家的贡献表示感谢。

3：00 在10楼的会议室，我们项目小组成员（合伙人、经理和咨询顾问）同客户一起开电话会议，内容涉及到文档中的草案，我们需要从客户那里获得哪些更多的信息，以及我们关于这个项目的进度安排。客户提出了一些问题，其中涉及到我上周所做的分析。经理向我示意：“这是你做的分析，你来回答吧”，经过我两分钟的解释后，客户看起来还算是满意，并进入到下一个问题。

3：58 会议结束。去厨房抓起一个香蕉，并又去参加下一个会议。

4：00 我和两位咨询顾问一起讨论某个关于慈善的项目，这是我们正常工作项目之外的项目。而且由于在这个项目小组中只有咨询顾问参加，因此我能有机会成为一个小领导。

5：00 我与我们当前项目中的咨询顾问碰头，并简要地讨论了一下我们在未来几天的工作。我也就我这几周来的工作向他征询了意见。

5：30 做工作计划安排。通常在我工作之前，我会制定一些计划，以便使我的工作更有条不紊。在做项目时经常会碰见很多挡路石，因此计划做的越多，在项目开展的时候就能够做的更好一些。由于明天要参加一场招聘会，因此我要空出时间来好早一点离开。我看了看表，现在差不多6点了，我想去找些乐子。当然在我离开之前，我给我的客户发了一封邮件，来索要在下一任务中需要用到的一些数据。

6：00 离开公司去“经理人酒吧”，这是我们每月一次的娱乐活动。上个月由于工作忙缺了一次。我每周典型的工作时间大概是50-60个小时，而今天，正好处于项目的空档期。

8：00 晚餐结束后回家，看了会儿电视，读了会儿书，并且就周末计划发了封邮件。

半夜再检查一遍黑莓手机，上床睡觉。明天11点之前我没有任何的事情要做，希望会是一个安静的早晨吧！

2.4 咨询公司案例面试

a) Causion

案例面试之前一定要做好充分的准备，把这些管理模型全部熟记在心。在解决案例问题时，你应该将管理模型在头脑中想一遍，看哪一个最适合用来解决问题。一些管理模型的记忆术听起来有些可笑，如3C’S、4P’S或7S’S，但在解决案例问题时，它们可以帮助求职者整理思路；除了有助于思考之外，管理模型还能使你的分析过程更加清晰，有助于面试官的理解。

其次在你准备应用模型的时候，无论你对模型是多么的熟悉多么的引以为豪，都不能声称你打算应用***模型了。如果你以为说出“Porter’s 5 forces”、“SWOT Analysis”这些名词会让人觉得你很聪明，

那你就是“关公面前耍大刀”了！而且这些模型即使再完美也只是理论，现实中的案例能完全符合这些模型的少之又少（如果符合的话那咨询公司也就完全没有存在的必要了！）。所以你可以用这些模型作为你的分析思路，联系模型当中所有你认为合适解题的概念，把它们综合起来灵活应用。但永远不要提及你正在应用某一特定的模型。

最后要提醒大家你的是，只有在你完全理解了提出的问题后，才应该选择相应的管理模型。所以你在解决问题时应该认真选择或设计出一个或几个适当的管理模型来解决案例问题。另外，不同层次的求职者对这些管理模型的掌握并不一定必须处在同一水平上。如果你是商学院的学生，你应该完全掌握这些管理模型，并知道如何正确使用它们；如果你是其他专业的研究生、改行者或本科生的话，你只需熟悉这些管理模型即可，你对模型的掌握并不一定必须达到商学院学生的水平。

由于篇幅受限，这里列出来的只是一些咨询师爱用的一小部分模型，并只进行一些简单的介绍。如果你想从其他面试者中脱颖而出，显示出你出众的分析推理能力的话，那么你在分析案例问题的时候还要尽量发挥出你的创造力和想象力，甚至创造出自己的管理模型。面试官一向欣赏有创造力的求职者，会对你勇于冒险的精神给予肯定！

b) 常春藤案例分析系统

在哈佛大学毕业生就业指导中心担任指导教师的马克P.科森提诺（Marc P.Cosentino），总结了十余年辅导学生准备咨询公司面试的经验，开发出了一套案例分析框架，这一框架在成千上万次的案例面试中得到了成功应用。之后，他又对这一框架进行了进一步的完善和精简，形成一套全新的案例分析系统，并将其命名为常春藤案例分析系统。

常春藤案例分析系统分为商业战略和商业运营两个子系统。内容包括4个起步的简单步骤，以及10种最常见的案例脚本，每个脚本配有一系列的理念和问题以帮助大家构思余下的案例分析。这里我们就简单介绍一下开端四步法和10种案例类型及其分析工具。

开端四步法

第一步：总结归纳问题

这是一个很好的习惯，既表明你认真倾听了问题，又给了自己一次确认问题的机会。

第二步：确认目标

咨询顾问初次会见委托人时他们肯定会对目标加以确认。客户公司的期望是什么？这些期望是否现实？即使案例中的目标是显而易见的，也经常会有可能存在另一个附带的深层目标或其他隐藏的目标。所以，你需要确认：目标之一是提高利润，是否另有其他我应了解的目标？如果没有，那你就可以直接对号入座，选择相应的案例类型及其分析方案。如果主考官告诉你另有一个目标，那你就要将案例一分为二，分清主次一一进行分析。

第三步：提出澄清性问题

提问应该先从较为宽泛的开放性问题开始提起，这样可以帮你缩小收集信息的范围、确定重点信息，而且随着案例分析的进展，你提的问题也必须越来越详细、越来越具体，否则主考官会认为你在企图诱使他们帮你解答问题。下面的10种案例脚本可以指导你选择恰当的问题，但如果你实在拿不准主考官给出的案例属于那种类型该用哪种脚本，那可以借助下面一般性问题来找出适用的脚本：

公司类问题：是公共公司还是私人公司？公司规模有多大？是否处于成长期？

行业类问题：该行业处于其生命周期的哪个阶段？

竞争类问题：市场内部竞争因素（谁是主要的竞争对手？我们的市场份额是多少？）以及市场外部

竞争因素（例如有无替代产品，经济状况如何，利率处于何种水平，失业率如何，竞争对手的削价策略，原材料成本上涨状况）。

产品类问题：如果设计新产品，切记询问新产品的优缺点是什么（大多数人总是忘记问缺点，其实缺点比优点更有利于你开展分析）。

第四步：拟定答题的结构框架

这是面试过程中最难迈卖出的一步。对于某些案例，拟定解题的结构框架本身就是对案例问题的回答——你只需告诉面试官主考为了实现该公司的目标你将如何如何，这就算完成了大体过程。而有些案例你必须按照你的各项提案找出一个真正适合的解决方案。因此不同的案例有不同的大体脉络，主要取决于问题的性质以及主考官的反馈信息。

10种案例脚本

进入新市场

第1步：进行市场调研，确定是否应该进入该市场。

谁是我们的竞争对手？

各竞争对手所占的市场份额有多大？

与我们相比竞争对手的产品/服务如何？

有无市场准入障碍？诸如：资本金下限，分销渠道，专利与技术专有权，政府法规限制等。第2步：如果我们决定进入新市场，那就要找出最佳进入途径：

从零开始，开创新事业；

兼并收购目标行业内现有的经营者；

与有共同利害关系的现有经营者合资经营或结成战略联盟。

开发新产品

第1步：考虑产品问题。

产品特有的和专利性的东西是什么？

产品是否经过专利注册？

市场上有无类似产品？有无替代品？

新产品的优缺点有哪些？是否契合与其他原来的产品线现？

第2步：考虑我们的市场战略问题。

新产品对现有的产品线有何影响？是否会替代现有某产品？

新产品是否会使用现有某产品作配件？

新产品能否扩大我们的客户基础和增加我们的销售额？

竞争对手会做何反应？

如果是新市场，会有哪些准入障碍？

目前主要厂商有哪些？其市场份额有多大？

第3步：考虑客户问题。

谁是我们的客户？

我们接触客户的最佳渠道是什么？我们能否通过互联网接触客户？

我们如何确保维系住客户？

第4步：考虑资金问题。

如何为新项目筹措资金？如何实现资金的最佳配置？

（一旦利率发生变化，一旦经济出现滑坡）我们的还债能力如何？

定价战略

第1步：产品调研。

产品特有的和专利性的东西是什么？

市场上有无类似产品，它们是如何定价的？

我们处在本行业发展周期的哪个阶段，成长起？过渡期？成熟期？

市场规模有多大？

我们投入的研发费用有多少？

第2步：选择定价策略，使公司自主定价还是根据供应商、市场或竞争对手做出反应？

是成本决定定价还是由有定价控制成本？（换句话说，拟定驾驶一句产品的制造成本还是人们乐意掏多少钱来购买？）

生产或销售产品/提供服务的成本是多少？

市场可接受的价格是多少？

对顾客来讲是必需品吗？

我们是否有必要花钱引导消费者？

供求关系（如果你能用图表加以说明那主考官会给你加分的）

供给状况如何？需求状况如何？

定价将对市场均衡有何影响？

与竞争对手的较量：类似的产品卖给谁？有无替代品？

成长战略

第1步：提出试探性问题以找准提问的方向。

本行业是否普遍成长？

我们的成长与行业的关系怎样？

我们的价位与竞争对手是否一致？

我们的竞争对手在市场营销、产品开发方面有何举措？

我们的业务板块中哪一块最有发展潜力？

我们是否有足够的资金支持更高的增长？

第2步：选择成长战略，除了增加销售额你还可以考虑下列成长战略：

增加分销渠道；增加产品生产线

对一主要营销活动进行投资

产品或服务向多样化转型

购并竞争对手或其他行业的公司

开展新业务

第1步：开创新视野意味着要进入新市场，需要先进行市场调研。（同上进入新市场）

第2步：如果我确定了不存在市场准入障碍那我们就应以风险投资家的眼光重新审视这家公司。风险投资家关心的是：

管理：管理团队如何？其核心力量是什么？有无顾问班子？

市场和战略企划：进入市场的障碍有哪些？主要竞争对手是谁，占多少市场份额？竞争对手做何反应？

分销渠道：我们的分销渠道是什么？

产品：产品和技术情况如何？产品的竞争优势是什么？产品的缺陷是什么？技术是专有的吗？

客户：谁是我们的客户？我们接触客户的最佳方式是什么？能否通过互联网接触客户？我们如何确保维系住客户？

资金情况：如何为项目筹措资金？如何实现资金的最佳配置？（一旦利率变化或经济出现滑坡）我们的还债能力如何？

竞争对策

第1步：如果竞争对手引入新产品或占据了更多的市场份额，那我们要首先了解：

竞争对手的新产品是什么？与我们的产品有何不同？

竞争对手采取了那些异乎寻常的举措？发生了何种变化？

其他竞争对手是否也获取了市场份额？

第2步：从下列选择对策：

收购竞争对手或同一市场上的其他经营者；

与某个竞争对手合并以获取战略优势、增强实力；

模仿竞争对手（类似亚马逊公司与Barnesand Noble公司之争）

通过猎头聘用竞争对手的高层管理人员；

通过市场营销和公共活动改善公司形象。

扩大销售

第1步：增加销售额并不一定意味着增加利润额，所以先分清二者的概念。

我们的成长与行业的关系如何？

我们的市场份额近况如何？

我们有无走出去询问消费者的需求？

我们的价格是否与竞争对手一致？

竞争对手在市场营销和产品开发方面有何举措？

第2步：增长销售额的4种途径，判断一下可以采取其中一种或几种的组合：

增加销售量（招徕更多的卖者，拓宽分销渠道，强化营销宣传）

增加每次售货的金额（让购买者一次花更多的钱）

提高价格

创造季度性平衡（增加每个季度的销售额，如果你有个苗圃，那就春季买鲜花，夏季卖草药，秋季卖南瓜，冬季卖小树或花环）。

降低成本

如果是直接要求降低成本的案例那你要做的是：

询问成本的明细状况

若有某项成本看上去异常，调查原因

参照竞争对手的标准进行比较

判断是否有任何替代技术可以替代人工，以达到降低成本的目的。

如果是利润下降的案例，应首先判断是否是因为成本上涨引起的。如果是，那你有必要从内部成本和外部成本两方面查找原因：