Michigan Ross-2010
howtoreadabook怎样读书最有效
H OW TO R EAD A B OOKStrategies for Getting the Most out of Non-Fiction Reading© 2000, revised 2005Paul N. EdwardsSchool of InformationUniversity of MichiganAnn Arbor, MI 48109-1107*************/~pne/This article may be freely distributed for any non-commercial purpose provided the author and copyright information above remains attached. Commercial use of this material is expressly prohibited.Most recent version always available at /~pne/PDF/howtoread.pdf.No permission necessary to post links to this address at other websites.How can you learn the most from a book when you are reading for information, rather than for pleasure?It’s very satisfying to start at the beginning and read straight through to the end. Some books, such as novels, have to be read this way, since a basic principle of fiction is to hold the reader in suspense. Your whole purpose in reading fiction is to follow the writer’s lead, allowing him or her to spin a story bit by bit.But many of the books you’ll read during your undergraduate and graduate years, and possibly during the rest of your professional life, won’t be novels. Instead, they’ll be non-fiction: textbooks, manuals, histories, academic studies, and so on.The purpose of reading books like these is to gain information. Here, finding out what happens — as quickly and easily as possible — is your main goal. So unless you’re stuck in prison with nothing else to do, NEVER read a non-fiction book from beginning to end.Instead, when you’re reading for information, you should ALWAYS jump ahead, skip around, and use every available strategy to discover, then to understand, and finally to remember what the writer has to say. This is how you’ll get the most out of a book in the smallest amount of time.Using the methods described here, you should be able to read a 300-page book in six to eight hours. Of course, the more time you spend, the more you’ll learn and the better you’ll understand the book. But your time is limited.Here are some strategies to help you do this effectively. Most of these can be applied not only to books, but also to any other kind of non-fiction reading, from articles to websites.1) Read the whole bookIn reading to learn, your goal should always be to get all the way through the assignment. It’s much more important to have a general grasp of the arguments or hypotheses, evidence, andconclusions than to understand every detail. In fact, no matter how carefully you read, youwon’t remember most of the details anyway.What you can do is remember and record the main points. And if you remember those, you know enough to find the material again if you ever do need to recall the details.2) Decide how much time you will spendIf you know in advance that you have only six hours to read, it’ll be easier to pace yourself.Remember, you’re going to read the whole book (or the whole assignment).In fact, the more directly and realistically you confront your limits, the more effective you will be at practically everything. Setting time limits and keeping to them (while accomplishing your goals) is one of the most important life skills you can learn. So never start to read without planning when to stop.3) Have a purpose and a strategyBefore you begin, figure out why you are reading this particular book, and how you are going to read it. If you don’t have reasons and strategies of your own — not just those of your teacher — you won’t learn as much.As soon as you start to read, begin trying to find out four things:• Who is the author?• What are the book’s arguments?• What is the evidence that supports these?• What are the book’s conclusions?Once you’ve got a grip on these, start trying to determine:• What are the weaknesses of these arguments, evidence, and conclusions?• What do you think about the arguments, evidence, and conclusions?• How does (or how could) the author respond to these weaknesses, and to your own criticisms?Keep coming back to these questions as you read. By the time you finish, you should be able to answer them all.Three good ways to think about this are:a) Imagine that you’re going to review the book for a magazine.b) Imagine that you’re having a conversation, or a formal debate, with the author.c) Imagine an examination on the book. What would the questions be, and how wouldyou answer them?4) Read activelyDon’t wait for the author to hammer you over the head. Instead, from the very beginning, constantly generate hypotheses (“the main point of the book is that...”) and questions (“How does the author know that...?”) about the book.Making brief notes about these can help. As you read, try to confirm your hypotheses and answer your questions. Once you finish, review these.5) Read it three timesThis is the key technique. You’ll get the most out of the book if you read it three times — each time for a different purpose and at a different level of detail.a) Overview: discovery (one-tenth of total time)Here you read very quickly, following the principle (described below) of reading forhigh information content. Your goal is to discover the book: to get a quick-and-dirty, unsophisticated, general picture of the writer’s purpose, methods, andconclusions.Mark — without reading carefully — headings, passages, and phrases that seemimportant (you’ll read these more carefully on the second round.) Generatequestions to answer on your second reading: what does term or phrase X mean?Why doesn’t the author cover subject Y? Who is Z?b) Detail: understanding (six-tenths of total time)Within your time constraints, read the book a second time. This time, your goal isunderstanding: to get a careful, critical, thoughtful grasp of the key points, and toevaluate the author’s evidence for his/her points.Focus especially on the beginnings and ends of chapters and major sections. Payspecial attention to the passages you marked on the first round. Try to answer anyquestions you generated on the first round.c) Notes: recall and note-taking (three-tenths of total time)The purpose of your third and final reading is to commit to memory the mostimportant elements of the book. This time, make brief notes about the arguments,evidence, and conclusions. This is not at all the same thing as text markup. Includejust enough detail to let you remember the most important things. 3-5 pages ofnotes per 100 pages of text is a good goal to shoot for; more than that is often toomuch. Use a system that lets you easily find places in the book (e.g., start each notewith a page number.)Notebooks, typed pages, handwritten sheets tucked into the book can all work.However, notes will be useless unless you can easily find them again. A very goodsystem — the one I use — is to type notes directly into bilbiography entries usingsoftware such as Endnote, Refer, or Bookends (for the Mac). This way the notes andthe citation information always remain together; over time you accumulate a libraryof notes you can easily consult, even when away from your paper files.On time and timing. First, because human attention fades after about an hour, you’ll get more out of three one-hour readings than you could ever get out of one three-hour reading. But be careful: to get one full hour of effective reading, you need to set aside at least one hour and fifteen minutes, since distraction is inevitable at the beginning (settling in) and end (re-arousal for your next task) of any reading period.Second, make a realistic plan that includes how much time you will devote to each of the three stages. For a 250-page book, I usually spend 15-30 minutes on overview, 3-5 hours on detailed reading, and 1-1.5 hours taking notes, but these periods can be adjusted up or down depending on difficulty — and on how much time you have.6) Focus on the parts with the highest information content.Non-fiction books very often have an “hourglass” structure that is repeated at several levels of organization. More general (broader) information is presented at the beginnings and ends of: • the book or article as a whole (abstract, introduction, conclusion)• each chapter• each section within a chapter• each paragraphMore specific (narrow) information (supporting evidence, details, etc.) is presented in the middle:General ArrayGeneralThe “Hourglass” Information StructureTo make this structure work for you, focus on the following elements, in more or less the following order:• Cover• Table of contents• Index: scan this to see which are the most important terms• Bibliography: tells you about the book’s sources and intellectual context• Preface and/or Introduction and/or Abstract• Conclusion• Pictures, graphs, tables, figures: images contain more information than text• Section headings: help you understand the book’s structure• Special type or formatting: boldface, italics, numbered items, lists7) Use PTML (personal text markup language)Mark up your reading.Underlining and making notes in the margins is a very important part of active reading. Do this from the very beginning — even on your first, overview reading. When youcome back to the book later, your marks reduce the amount you have to look at and help you see what’s most significant.Don’t mark too much. This defeats the purpose of markup; when you consult your notes later, it will force you to re-read unimportant information. As a rule, you should average no morethan two or three short marks per page. Rather than underline whole sentences, underlinewords or short phrases that capture what you most need to remember. The whole point of this exercise is to distill, reduce, eliminate the unnecessary. Write words and phrases in the margins that tell you what paragraphs or sections are about. Use your own words.8) Page vs. screenPrinted material has far higher resolution (~600 dpi) than even the best computer screens (~72 dpi).For this reason you will read more accurately, and with less fatigue, if you stick with the paper version. Still, the advantages of portability and high-volume storage mean that we inevitably read much more screen-based material now.Using PTML on the screen: It is still quite difficult to mark up screen-based materials effectively; the extra steps involved are often distracting, as is the temptation to interruptreading to check email or web-surf. However, if you’re disciplined, the most recent versions of Adobe Acrobat, and a few shareware PDF handlers such as PDFpen, allow you to addcomments and highlighting to PDFs. If you don’t want to resort to printing everything, I suggest investing in the (expensive) Acrobat software.Note-taking on the screen: A major pitfall of screen-based reading is that because you can easily cut and paste the original text, you will be tempted to do this in lieu of making your own notes. Cut-and-paste can sometimes be helpful, especially for things you might want to quotelater. However, in general it defeats the two main purposes of note-taking: (a) learning andremembering (by rephrasing in your own terms), and (b) condensing into a very short form. The same is true of hyperlinks: though useful for keeping track of sources, linking to an item by itself will not help you remember or understand it, even though it may feel that way.9) Know the author(s) and their organizationsKnowing who wrote a book helps you judge its quality and understand its full significance.Authors are people. Like anyone else, their views are shaped by their educations, their jobs, their early lives, and the rest of their experiences. Also like anyone else, they have prejudices, blindspots, desperate moments, failings, and desires — as well as insights, brilliance, objectivity, andsuccesses. Notice all of it.Most authors belong to organizations: universities, corporations, governments, newspapers, magazines. These organizations each have cultures, hierarchies of power, and social norms.Organizations shape both how a work is written and the content of what it says. For example,university professors are expected to write books and/or journal articles in order to get tenure.These pieces of writing must meet certain standards of quality, defined chiefly by otherprofessors; for them, content usually matters more than good writing. Journalists, by contrast,are often driven by deadlines and the need to please large audiences. Because of this, theirstandards of quality are often directed more toward clear and engaging writing than towardunimpeachable content; their sources are usually oral rather than written.The more you know about the author and his/her organization, the better you will be able to evaluate what you read. Try to answer questions like these: What shaped the author’sintellectual perspective? What is his or her profession? Is the author an academic, a journalist, a professional (doctor, lawyer, industrial scientist, etc.)? Expertise? Other books and articles?Intellectual network(s)? Gender? Race? Class? Political affiliation? Why did the author decide to write this book? When? For what audience(s)? Who paid for the research work (privatefoundations, government grant agencies, industrial sponsors, etc.)? Who wrote “jacket blurbs” in support of the book?You can often (though not always) learn about much of this from the acknowledgments, the bibliography, and the author’s biographical statement.10) Know the intellectual contextKnowing the author and his/her organization also helps you understand the book’s intellectual context. This includes the academic discipline(s) from which it draws, schools of thought within that discipline, and others who agree with or oppose the author’s viewpoint.A book is almost always partly a response to other writers, so you’ll understand a book muchbetter if you can figure out what, and who, it is answering. Pay special attention to points where the author tells you directly that s/he is disagreeing with others: “Conventional wisdom holdsthat x, but I argue instead that y.” (Is x really conventional wisdom? Among what group ofpeople?) “Famous Jane Scholar says that x, but I believe that y.” (Who’s Famous Jane, and whydo other people believe her? How plausible are x and y? Is the author straining to findsomething original to say, or has s/he genuinely convinced you that Famous Jane is wrong?)Equally important are the people and writings the author cites in support of his/her arguments.11) Use your unconscious mindAn awful lot of thinking and mental processing goes on when you’re not aware of it. Just as with writing or any other creative thought process, full understanding of a book takes time todevelop.The mind, like the body, gets tired, especially when it’s doing just one thing for many hours. Your ability to comprehend and retain what you read drops off dramatically after an hour or so.Therefore, you should read a book in several short sessions of one to two hours apiece, rather than one long marathon.In between, your unconscious mind will process some of what you’ve read. When you come back for the next session, start by asking yourself what you remember from your previous reading,what you think of it so far, and what you still need to learn.12) Rehearse, and use multiple modesReading is exactly like martial arts, baseball, or cooking in the sense that learning and memory depend crucially on rehearsal. So — after you’ve read the book, rehearse what you’velearned. Quiz yourself on its contents. Argue with the author. Imagine how you would defendthe author’s position in your own writing.Reading, writing, speaking, listening, and visualizing all engage different parts of the brain. For this reason, the best forms of rehearsal use multiple modes of thinking and action. Don’t justcontemplate privately. Instead, talk about the book with others. Bring it up in classes. Writeabout it. Visualize anything that can be visualized about its contents. All of this helps fix yourmemory and integrate your new learning into the rest of your knowledge.Hang in there!When I give presentations on these ideas, students often tell me a few weeks later that they “tried ita few times and just couldn’t do it,” so they stopped. You will have to practice thesetechniques for a considerable length of time — at least a few months — before they come toseem natural, and they will never be easier than the comfortable, passive way we’ve all beenreading for many years.The rewards are great. Learning to read this way is a major key to a successful career as a student, scholar, or professional in almost any field.。
2010全球商学院排名
2010年全球商学院排名及各专业顶尖教授 2010年03月08日 11:47 新浪教育本文选自《教育改变人生》的博客，点击查看博客原文英国《金融时报》近期发布了《2010年全球商学院MBA排名》(Global MBA Rankings 2010)。
《金融时报》的全球MBA排名已经有很悠久的历史了，1999年《金融时报》首次推出MBA排名，目前已经成为全球MBA最权威的排名之一。
在今年的排名上有几点变化：1 伦敦商学院(London Business School)获得了梦寐以求的第一名的位置。
2009年，该校与宾夕法尼亚大学沃顿商学院(Wharton School of the University of Pennsylvania)并列第一。
根据英国《金融时报》2010年度的排名，伦敦商学院的师资研究位列世界第八，校友推荐排名第五。
后一项指标综合了来自2004、05和06级学员的数据，针对的是调查参与者会从中聘用MBA毕业生的院校。
伦敦商学院在国际流动性方面的排名也接近榜首，仅落后于瑞士洛桑国际管理发展学院(IMD)。
该指标不仅反映了学员构成的国际化，也反映了项目的国际视角。
一位校友解释说：“我相信，这是极少几所真正了解全球化世界内涵的商学院之一，也是世界上为数不多的几所能让学生在课堂上真正了解全球商业的商学院之一。
”2 美国商学院的统治地位在过去十年内有所下降。
过去12年，伦敦商学院在英国《金融时报》MBA排行榜上的位置逐渐上升：1999年首次推出时排名第八；2008年已位列第二。
这种变化表明了一个更广泛的趋势：美国商学院的统治地位在过去十年内下降了。
在1999年的排行榜上，与伦敦商学院同列25强的是20所美国院校和另外4所欧洲的商学院。
英国《金融时报》2001年推出了全球百强排行榜，美国学校又一次占据了统治地位，前25强中有21所学校来自美国。
自此以后，前25强中美国学校的数量就开始下降，2008年和今年均为11所。
NBA自由球员
1985-12-3 ######### 1984-9-24 ######### 1974-10-2 1987-3-18 1979-7-30 1988-8-11 1982-1-6 1985-1-14 1983-9-27 ######### 1985-1-25 1983-12-2 1984-5-31 ######### 1976-6-2 ######### 1986-1-2 ######### 1975-8-23 ######### 1978-5-2 1984-4-4 1983-1-25 ######### 1985-11-7 1983-2-19 1984-1-22 ######### 1978-2-14 1983-9-7 1975-7-26 1989-11-7 1978-6-27 1984-7-16 1988-4-24 1980-6-23 1978-2-2 ######### 1973-4-17 1978-12-2 1976-2-28 ######### 1975-7-14 1978-4-1 #########
学校 备注 Michigan State Portland State DePaul Texas A&M Memphis CBA 不详 SMU Michigan State Shaw Texas-San Antonio Kentucky Northeastern Temple St. Benedict's Prep（高中） CBA Illinois Central Florida Syracuse Arkansas 欧洲 Kentucky Tulsa Oklahoma State LSU 欧洲 Michigan Villanova Murray State CBA Gonzaga Augsburg Memphis 欧洲 Xavier WVU New Mexico DePaul CBA Oklahoma State Kansas State CBA Kansas Meridian (MS) Community College Florida St 俄罗斯 欧洲 Tennessee-Martin CBA Virginia Tech Michigan state 斯洛文尼亚 欧洲 Oklahoma Arizona State Ole Miss South Florida
科幻片介绍(英文版)
• Modern Era: In recent decks, science fiction films have continued to evolve and expand in scope, tapping more complex themes and ideas Films such as "Blade Runner" (1982), "The Matrix" (1999), and "Interstellar" (2014) have pushed the gene forward with their innovative visual effects and thought-provoking narratives
• "Frankenstein" (1931): Based on Mary Shelley's novel, this film by James Whale tells the story of a scientific who created a monster in his laboratory, only to have it turn on him and write havoc It explores themes of scientific responsibility and the nature of monostability
领导者的六种思维
SMR 专刊领导力“你为谁服务？”这是更能揭示领导风格的一个问题。
领导者对此问题的回答，比起他们的个性和情商，更能说明其领导风格与影响力。
如果他们深思熟虑之后对这个问题做出了明确的选择，那么工作就会更加聚焦，这有助于他们组建更优秀的团队，避免灾难性失误，并在组织内外产生持久的影响。
近年来，我们访谈了不同行业80多家组织的领导者。
（参见副栏“研究简介”）根据这些访谈内容，以及认知领导力和发展心理学领域的研究成果，我们总结出了六种不同的领导思维模式，它们分别是：反社会型、自我型、变色龙型、冲劲型、建构型与超越型。
每一种思维模式代表着关于领导力本质和目的，以及如何更好地发挥领导力的一套假设和信念。
莫德斯托 ● 梅地奎（Modesto A. Maidique ）内森●希勒（Nathan J. Hiller ）反社会型、自我型、变色龙型、冲劲型、建构型或超越型，你的思维模式是哪种？插图：123R F领导者的六种思维SMR专刊通过研究领导者、与他们相处共事，我们发现他们的思维模式通常并非只有一种，而是由几种模式组合而成。
到底有哪些思维模式，又以何种方式组合而成，这些都因人而异。
每种思维模式都会影响领导者的决策和行为方式，从而改变其组织的发展方向、工作重点和绩效。
（参见副栏“两位高管的思维模式剪影”）本文将对上述六种思维模式进行逐个分析，从而指导人们更好地了解并充分利用自己的思维模式组合。
反社会型：不服务于任何人如果一个人肆无忌惮，完全无视身边人，那么他的思维模式可以归入“反社会型”这一类，这种思维模式最有局限性，同时也最危险。
虽然我们没有在病理学的意义上使用这一术语，也无意以此对某人做出诊断，但我们观察到这种思维模式突出的领导者，其表现出来的一些特点，往往和“反社会”的人格障碍相关，比如缺乏同理心，旁人所经历的身心折磨，他们从不挂心。
但是通常这类领导者很有个人魅力，善于掌控他人，在组织制度架构之中也是游刃有余（至少可以成功于一时）。
密歇根大学ross商学院介绍
BBA | Academics
CHALLENGE YOUR MIND, CHALLENGE YOURSELF.
At Ross, you experience various business disciplines and find the connections among them. Our three-year MERGE program – Multidisciplinary Exploration and Rigorous Guided
“I knew since high school that I wanted to go to business school. To come to Michigan is the best decision I’ve ever made by far, knowing that I would have a great balance between having a good social life and having an amazing education. And that’s all been coming true as I spend my time here. While I was focusing on my business education, I got to dabble in other areas of interest. I took classes in linguistics and architecture, enjoying them both. And the people you meet here are the best people. I think the community here is just unparalleled.” - Maggie Chang
possibly in michigan
possibly in michiganPossibly in MichiganIntroduction:Possibly in Michigan is a surreal and captivating short film that explores themes of fear, power dynamics, and the resilience of women. Directed by Cecilia Condit, this 1983 film defies convention with its unique narrative style and haunting imagery. In this document, we will delve into the plot, symbolisms, and the impact of Possibly in Michigan.Plot:The film opens with two women, Sue and Lucy, as they go about their daily lives, seemingly oblivious to the lurking danger around them. However, an eerie and sinister presence soon begins to stalk them. As the film progresses, we witness the women’s fear and desperation as they try to escape the clutches of the mysterious figure.Symbolism:Possibly in Michigan is filled with symbols that add depth and complexity to the overall narrative. One of the most prominent symbols in the film is the presence of dolls. Dollstraditionally serve as a representation of innocence and childhood, yet in this film, they become instruments of terror. They symbolize the vulnerability of the women under attack and their struggle against societal expectations of femininity.Another impactful symbol is the carnivorous lover, a metaphor for toxic relationships and male dominance. The carnivorous lover, depicted as a masked killer, represents the ever-present threat that hovers over women's lives. The women's attempts to resist and fight back against this power dynamic emphasize their resilience and determination.Power dynamics:Possibly in Michigan exposes the power dynamics between women and the pervasive influence of patriarchal norms within society. The masked figure embodies the fear and vulnerability experienced by women while navigating the world. Condit's portrayal of the women as both the victims and survivors highlights their ability to rise above their circumstances and reclaim their agency.The film also sheds light on the concept of internalized misogyny. Both Sue and Lucy initially fall victim to their own insecurities and societal pressures, unwittingly contributing to their own victimization. This exploration of internalizedmisogyny prompts viewers to reflect on the internal struggles faced by women in a male-dominated society.Impact:Possibly in Michigan challenges traditional storytelling and defies viewer expectations, leading to a thought-provoking experience. Condit's use of unconventional camera angles, eerie sound design, and intense close-ups creates a surreal and unsettling atmosphere. This immersive approach draws the audience into the characters' emotions, making the film's themes of fear and resilience resonate deeply.Furthermore, the film's exploration of female empowerment and the destructive nature of societal expectations resonates strongly with contemporary audiences. Condit's commentary on the lasting impact of patriarchy and internalized misogyny is particularly relevant in today's world, where gender inequality remains a pressing issue.Conclusion:Possibly in Michigan stands as a groundbreaking short film that continues to captivate audiences with its haunting portrayal of fear, power dynamics, and the strength of women. Through its symbolism and unconventional narrative style, the film prompts viewers to reflect on the societalexpectations placed on women and the importance of reclaiming agency. Cecilia Condit's vision and storytelling prowess ensure that this film remains a powerful and significant piece of art.。
2018 年QS 商科硕士专业全球大学排名【完整版】
文章来源：《上海雷哥GMAT》根据《Open Doors2017》披露的2016‐2017学年在美留学的国际生的最新数据显示，中国学生选择商科的比例高达23.1%。
前不久，QS全球大学排名给出了2018年最新的商科硕士专业全球大学排名。
主要给出了管理学（Management）、金融学（Finance）、商业分析（BA）、MBA专业的全球大学排名。
值得一提的是，这也是QS大学排名首次就商科专业单独给出了院校排名。
下面就跟着上海雷哥GMAT一起来看看，2018年全球商科硕士专业院校榜单的具体排名情况吧。
一、出国留学商业分析专业（BA）商业分析专业（BA）是一个以商业知识为基础，数理编程为手段，从数据分析出发，以决策优化来创造价值的新兴专业。
随着大数据时代的到来，这个专业的重要性也越发明显。
学生的就业范围广，薪资也很可观。
商业分析BA专业也是近几年火速蹿红，堪称留学届的“网红”专业。
在该领域，美国大学依旧处于世界领先地位，多所学校进入前50，MIT Sloan夺得了BA 此次榜单的桂冠，德克萨斯大学麦库姆斯商学院位居第二，南加州大学马歇尔商学院位列前三。
值得一提的是，墨尔本大学杀入第五，成为澳洲唯一一所进入前50的大学。
而英国则有曼大和华威大学排进前十。
由排名可见，BA专业在世界领跑的大学主要还是分布于英美两国。
2018年QS商科硕士专业全球大学金融专业排名排名学校名称学校英文名称国家/地区1麻省理工学院（斯隆商学院）MIT(Sloan)美国2德克萨斯州大学奥斯汀分校（麦库姆斯商院）Texas(McCombs)美国3南加州大学（马歇尔商学院）USC(Marshall)美国4明尼苏达大学（卡尔森管理学院）Minnesota(Carlson)美国5墨尔本大学商学院Melbourne澳大利亚6曼彻斯特商学院Manchester(Alliance)英国7华威大学商学院Warwick英国8密歇根州立大学（艾利布罗德商学院）Michigan State(Eli Broad)美国9普渡大学（克兰纳特管理学院）Purdue(Krannert)美国10IE人文科学与技术学院IE School of Human Sciences&Technology西班牙11亚利桑那州立大学（凯里商学院）Arizona State(Carey)美国12伦斯勒理工学院（拉里商学院）Rensselaer PolytechnicInstitute(Lally)美国13南卫理公会大学（考克斯商学院）SMU(Cox)美国14圣母大学（门多萨商学院）Notre Dame(Mendoza)美国15乔治华盛顿大学George Washington美国16阿姆斯特丹大学Amsterdam荷兰17德克萨斯大学达拉斯分校管理学院UT Dallas(Naveen)美国18辛辛那提大学（林德纳商学院）Cincinnati(Lindner)美国19德雷克塞尔大学（雷柏商学院）Drexel(LeBow)美国20米兰理工大学管理学院Politecnico di Milano Schoolof Management意大利21华盛顿大学（奥林商学院）Washington(Olin)美国22康涅狄格大学商学院Connecticut(UCONN)美国23北卡罗莱纳州立大学North Carolina State美国24加州大学圣地亚哥分校（雷迪商学院）UC San Diego(Rady)美国25罗切斯特大学（西蒙商学院）Rochester(Simon)美国26美利坚大学（Kogod）American(Kogod)美国27雅典经济和商业大学Athens University ofEconomics and Business希腊28维克森林大学Wake Forest美国29斯特拉斯克莱德大学Strathclyde英国30伊利诺伊大学芝加哥分校（奥托商学院）UIC(Liautaud)美国31凯斯西储大学（维泽赫德管理学院）Case Western(Weatherhead)美国32兰卡斯特大学Lancaster英国33科学经济与管理学院IESEG School of Management法国34波尔图大学（经济与管理学院）University of Porto(School of Economics and Management)葡萄牙35俄罗斯高等经济学院Higher School of Economics俄国36佐治亚大学（罗宾逊商学院）Georgia State(Robinson)美国37福特汉姆大学（加贝利商学院）Fordham(Gabelli)美国38威廉玛丽学院（梅森商学院）William&Mary(Mason)美国39圣克拉拉大学（蕾迪商学院）Santa Clara(Leavey)美国40拉夫堡大学Loughborough英国二、出国留学金融排名金融专业的热度居久不下，并将持续在未来保持热门。
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2010 CasebookCONSULTING INTERVIEWPRACTICE CASES AND GUIDE CONSULTING CLUB-0-Pizzanomics(1 of 5)RCC OriginalAn aspiring chef just moved to NY, and is trying to decide if itmakes more sense to get in on the new fad of high end pizza places with imported cheese and wood burning ovens, or open a more traditional pizza place. Which type of pizza restaurant will be more profitable?•Startup costs are the same to buy ovens and other materials •Both types of restaurants need the same amount of space to operate•The traditional place uses locally sourced materials (cheese, sauce, etc) while the high end places imports mozzarella from Italy. The high end place also offers a different set of topping options.•Both markets are equally developed at this point•Don’t let the candidate start asking for numbers yet --info on cost and revenue in future slidesProblem statement narrative Guidance for interviewer andinformation provided upon request(1)-10-Pizzanomics(2 of 5)RCC OriginalQuestions for the candidate• A good candidate will create a structure trying to compare and contrast the revenue and cost structure of the two options.Before giving him the cost drivers, make him/her brainstorm on what the differences might mean. If they start focusing onnon-pizza items, tell them to ignore that for now.•Once they list out the cost drivers, give them the unit cost and number of units but not the totals (make them do the calculations) on the next page. Tell them the data is from two pizza places located close to the area where the chef wantsto open his restaurant.•Do the same for Profit numbers-11-Pizzanomics(3 of 5)RCC OriginalCost StructureHigh End Pizza Place Traditional Pizza PlaceUnit Price#Total Unit Price#Total Labor$5,50052$286,000Labor$3,50052$182,000Utilities$55012$6,600Utilities$80012$9,600Wood$40036$14,400Wood NA$0Rent$6,00012$72,000Rent$5,00012$60,000Pizza$472,000$288,000Pizza$323,000$69,000Toppings$100,0001$100,000Toppings$25,0001$25,000Misc$25,000Misc$30,000Total$792,000Total$375,600Labor -High end place needs more employees due to higher volume and more prep work ($5,500 per week, vs. $3,500 per week)Utilities –Traditional Pizza Place has higher utilities, because they use a gas oven vs. wood (priced per month)Wood -$400 per cord or wood, 3 cords needed per monthRent –per month basis, also included furnishings, which is why the high end place is more expensive.Pizza –is the materials cost per pizza –don’t give out the number of pizzas here, just the unit cost.Toppings –Volume drives price differential here tooMiscellaneous –traditional pizza place sells more non-pizza items (drinks, pasta, hamburgers, etc)-12-Pizzanomics(4 of 5)RCC OriginalRevenueHigh End Pizza Place Traditional Pizza PlaceUnit Price# sold Total Unit Price# sold Total Plain Pizza$1022,000$220,000Plain Pizza$1311,000$143,000Specialty$1250,000$600,000Specialty$17.5012,000$210,00072,000$820,00023,000$353,000 Additional (drinks,etc)$70,000Additional (drinks,etc)$90,000Total Revenue$890,000Total Revenue$443,000Total Cost$792,000Total Cost$375,600Profit$98,000$67,400The high end pizza place sells many more pizzas, especially specialty. Strong candidates will notice that the high end place doesn’t make any additional profit on specialty, since there is no extra margin put in, only enough to cover the cost of toppings.-13-Pizzanomics(5 of 5)RCC OriginalNext steps•If the candidate is able to figure out the profitability, ask them to think about how they could increase profitability for both options•High End•Charge more, especially for specialty pizza (keep in mind there may be capacity issues at some point, useyour discretion)•Enter delivery business (may damage brand)•Sell more additional items•Traditional Pizza Place•Decrease price on plain / specialty•Start marketing program / frequent user program•This is based off an article in NY Mag, comparing two pizza places, Motorino and Rocket Joe’s•/bk-menu.pdf•/restaurants/rocket-joes-east/menu•/restaurants/cheapeats/2009/57896/-14-Gas station (1 of 7)BCG, Round 2Your client is a gas company that operates in a town with a population of 1,000. There is only one other gas company in this town, and it is 1 mile away. The other nearest gas stations are outside town, and they are 20 miles away (see picture on next page).Recently, our client was approached by a supermarket with the idea of selling groceries in the gas station. Our client is a simple businessman and has hired us to evaluate this proposal. What should our client consider?1.What are the proposed groceries the gas station would nowsell? (turn question around and ask the candidate).Likely answers include cigarettes, milk, snack foods;probably not fresh produce or healthy foods.2.Currently, the gas station is barely scraping by. Profit isessentially 0.3.If asked anything about the other gas station, the answer is “wedon’t know, but assume they are identical”Candidate should recognize that each gas station serves500 people.Problem statement narrative Guidance for interviewer andinformation provided upon request(-15-Map of area (not to scale)Gas station (2 of 7)BCG, Round 2-16--17-What information would you want to consider whendeciding whether or not to sell groceries at this gas station? (You as interviewer are trying to get candidate to provide this framework)Additional questions for candidate•Revenue: Increased revenue from selling groceries in store; more people coming to buy gas from this station instead of station B.•Costs: Up front investment costs such as a freezer, shelves, etc.•Recurring costs such as labor will be minimal since same staff can handle gas and groceries.•Will there be any profit-sharing with the grocery store?•Competition: What is keeping the grocery store from going to gas station B as well?Solution guideFrameworkGas station (3 of 7)BCG, Round 2What kind of costs could there be?Additional questions for candidate•Investment in freezers, shelves, utilities.•No increase in labor expected.•Total increase in costs: one-time cost of $1.25MM.Solution guideCostsBCG, Round 2•Groceries:•What kind of people will shop for groceries here?•How much do they spend per year?•What else can be a source of revenue?•Candidate should recognize that more people will buy gas here now.•What is the total increase in sales?•The gas station owner is a simple man and wants to look at this like a perpetuity. What does this work out to?•(discount rate) r = 10%•(growth in cash flows) g = 0%Additional questions for candidate•People who shop here are probably not health conscious, since gas station groceries are not healthy. They are probably also in a rush, and will make small purchases (milk, cigarettes, jerky, etc.)•Out of 1000 people, assume 500 will buy groceries here at $200 per year per person •-> $100,000 per year•Increase in gas sales: very important distinction: people won’t buy more gas, but more people will buy gas here (stealing customers from station B)•We can steal 50% of station B’s customers (250 people), who purchase $100 in gas per year -> $25,000 per year•Total increase in sales per year: $125,000.•As a perpetuity: $1.25MM.Solution guideRevenue streamBCG, Round 2What would you advise the gas station owner to do?Additional questions for candidate•This is a prisoner’s dilemma.•If station A does it, it is value neutral, BUT, we can take $250,000 away from station B (good). But what is keeping station B from retaliating and doing the same thing? Remember, station A is barely scraping by. If station Bresponds, we could go out of business since revenue would no longer cover the one-time cost (bad). If station B does not respond, then we can steal all customers from station B and be profitable (good).•If A does not do it, station B might do it. Then station A would lose $250,000 and it could go out of business (bad).•No matter which scenarios the candidate chooses, push hard for the other option and play devil’s advocate.Solution guideCompetition and Should they do it?BCG, Round 2Recommendation Risks Next steps(based on what candidate decides)Do it, and try to push station B out of business.Don’t do it, and hope station B doesn’t do it either.(based on what candidate decides)Station B might respond and bring bothstations down.Or Station A might miss out on theopportunity and lose first moveradvantage.Try to form an exclusive contract with thegrocery store.BCG, Round 2Final RecommendationBCG, Round 1Our client, a major TV Network, wants to know how much to bid on the TV rights for the 2016 Olympic Games. Bid will need to be paid in 2010.The amount of programming is as follows:16 days totalOpening Ceremonies on a Friday: 8pm –11pm14 days of programming for 10 hours a day,9am –12 pm, 2pm –5pm, and 7pm -11 pm M-F11am –9pm on the WeekendsClosing Ceremony on the following Saturday from 8pm –11pm •This only includes the rights to U.S. programming, overseas programming is out of scope•Assume they will only show the Olympics on their one flagship channel•Olympic programming will replace regularly scheduled programming•Prime Time is considered anytime after 7pm on a weekday, and all day during the weekends.•Interviewee should point out that the network will earn ad revenue while the coverage is on, and hopefully will consider added viewership to the network as a whole due to Olympic coverage.•Interviewee should consider the costs to put on the event, and opportunity cost of ad revenue from other program.Problem statement narrative Guidance for interviewer and information provided upon request(1)Prime TimeNon Prime Time $400k / 30 seconds of ads10 min / hour RevenuesAmount of Ad time BCG, Round 1Breakdown of Ad Revenue during Olympics$200k / 30 seconds of ads10 min / hourBreakdown of CostsPrime Time$428 MM $1M / hourCost associated withcoverage*Opportunity Cost of ad revenue from otherprogramming* This includes all fixed and variables costs for travel, equipment, salaries, etc. Don’t let the candidate get caught up in these costs.Candidate should calculate the total revenue to be receivedin 2016..… and the total costsRevenuesPrime TimeNon Prime TimeProgramming hrs8660Minutes o f Ads860600Ad Revenue860*400K *2=$688M600*200K*2=$240MThe *2 is because youmake$400K per 30 secondsTotal Revenue=$928 MillionEvent Costs$428MOpportunity Cost$1 M perprogramminghour ($146M)BCG, Round 1Total Cost=$574 MillionTotal Profit in 2016=$928M -$574M= $354 Million•Profit of $354 Million (Plus any additional bump for future viewership or required profit margin candidate may include) will be received in 2016, but bid must be paid in 2010.•If asked, give them a Cost of Capital of 12%• A great candidate will recognize rule of 72, which states that you divide 72 by the interest rate to determine how long (in years) it will take an investment to double. 72 / 12 = 6, which is how long in the future we will receive our profits. Therefore, $354M in 2016 is worth $177M in 2010.Now, the candidate should think about Time Value of MoneyBCG, Round 1Answer Guidelines•The key takeaways from this case are to:•Recognize time value money•Understand and identify Opportunity Costs•Make judgment on unknown information (how much value having the Olympics will bring to otherprogramming on the network)•Great candidates will:•Understand there are 10 weekday days and 4 weekend days (plus the opening and closing) and not list out every day to calc hours for programming•Know and use the Rule of 72•Exact answers are irrelevant, though should be around $177 million, with well thought out adjustments to increase or decrease the number.Booz & Company, Round 1 (European Offices)You are working for the manager of Real Madrid. The manager of Manchester United is calling your client and offers to sell Wayne Rooney. How much would you advice Real Madrid to bid?What is Real Madrid/Manchester United?Real Madrid: A professional soccer team based in Madrid Manchester United: A professional soccer team based in LondonWho is Wayne Rooney?An English soccer player. Widely considered the best English player. He plays forward.In soccer, clubs generally pay a transfer fee to get players out of existing contracts. For prices for players of similar skill to Wayne Rooney, please refer to slide 3.Information on how to price Wayne Rooney: see slide 2to 5Problem statement narrative Guidance for interviewer and information provided upon request(1)Booz & Company, Round 1 (European Offices)Information on how to price Wayne RooneyCandidate should identify possible ways to price Wayne Rooney:Two of several options:•Benchmarking (see slide 3)•Value-based pricing (see slide 4)General Information (to be provided upon request):Real Madrid’s president is absurdly rich. If he is convinced that Wayne Rooney is worth it, he will be willing to pay any pri ce.Manchester United’s jersey sponsor is AIG. Rumors have it that they might be in need for cash. However they are not willing t o sell Wayne Rooney below fair value. Moreover candidate may assume several clubs to be interested in Wayne Rooney.Booz & Company, Round 1 (European Offices)Benchmarking Wayne Rooney (information to be provided upon request)Transfer fees for comparable players:Name Year New Team Old Team Transfer PriceKaka2009Real Madrid AC Milan65M EuroAndrej Schewtschenko2006Chelsea London AC Milan46M EuroRonaldo2002Real Madrid Inter Milan45M EuroAdditional information/considerations:•How is the market for soccer players and especially world class strikers currently doing?•Candidate may assume no significant changes from the transfer of strikers/offensive players listed above•Are there other options both for Real Madrid and Manchester United?•Candidate may assume that there are other forwards on the market while several clubs are interested in W. Rooney•National differences in markets for soccer players?•Candidate may assume homogenous market across Europe•Where players listed above fairly priced?•Candidate may assume that prices above represent fair market-value for these players•Where prices above paid for similar contract lengths?•Candidate may assume that all players signed a 5-year contract, which is also what we look at for Mr. Rooney. Moreover the candidate may assume that the existing contracts of the players were similar in length and pay.Booz & Company, Round 1 (European Offices)Valuing Wayne Rooney (Information to be provided upon request)Main Revenue Streams Expected impact of Wayne Rooney on profits in these areas (costs in these areas may be assumed tobe fixed –not depended on purchase of Wayne Rooney)Ticket Sales Assume that the stadium is sold out for every game already. Hence there is no impact from havingWayne Rooney on the team.Jersey Sales100 M Real Madrid fans worldwideAssume 3% of fans buy a Rooney jersey (and would not have bought a jersey from another player)Profit per jersey (for Real Madrid): 30 EuroTotal profit: 5M* 30 Euro = 90M EuroCandidate may assume that this is a one time effect only occurring in year 1 of Wayne Rooney’scontract.Bonuses for European Cup Performances Chances of winning the Champions League increase by 5% due to Wayne Rooney. Bonus for winning the Champions League: 40M EuroIncremental expected profit from Wayne Rooney: 2M Euro (5% of 40M)Bonuses for TV broadcasts Assume an additional 3M Euro per year in bonuses from TV since Real Madrid games would bebroadcasted more frequently.Booz & Company, Round 1 (European Offices)Valuing Wayne Rooney (continued)Incremental profits (from previous slide) year 1: 95M Euro; after year 1: 5M EuroIncremental profits for a 5-year contract, for the areas listed on previous slide: 100M EuroIncremental costs (Information to be provided upon request):•Salary for Wayne Rooney: 8M Euro per year•Assume all other costs to be fixedResulting profit (candidate may assume a discount rate of 0%):60M Euro (100M –(5 years * 8M/year))Risks: A good candidate will identify risks and discount the expected profit accordingly, e.g.:•Injuries•Worse than expected/past performance of Wayne Rooney (e.g. due to foreign, unfamiliar environment)•Local fans at Manchester might be more receptive to Rooney as an English Player than supporters of Real MadridRoland Berger, Round 1Your client produces strawberry jam for the US market. It experienced declining profits last year.Roland Berger has been hired to investigate what causes the decline in profitability and what to do about it. Industry:-Industry profitability has been stable. The client is the market leader and has the strongest brand. Competition is unchanged from previous years.Client’s profits:-Client has been profitable in 2008 and before. Only in 2009 has profitability been disappointing.Client’s product mix:-(See slide 2 and 3)Customers/Consumers:-Consumers are price sensitive, but brand loyal.Reasons for declining profitability:-(See slide 4)Problem statement narrative Guidance for interviewer and information provided upon request(1)Roland Berger, Round 1Roland Berger, Round 1Additional Information on Product Mix (to be provided upon request)•Before 2009 the client only produced standard-shaped jars (small, medium, large).•In 2009 the client introduced a belly-shaped jar.•The belly-shaped jar has the same size as the medium standard jar.•The belly-shaped jar sells at the same price than the medium-shaped jar.Roland Berger, Round 1What causes the decline in profitabilityCandidate should brain-storm reasons for the decline in profitability.For example, the candidate can run through the value chain of the jam manufacturer to figure out where the change in product mix effects the profitability negatively.Main areas to focus on (information to be provided upon request):Production:•When introducing the belly-shaped jar, the speed of the line filling the classes needed to be reduced. Otherwise classes broke when filling them with the jam•This lead to the necessity of overtime for line operatorsDistribution:•Belly-shaped jars take more room per jar on the trucks. Additionally, belly-shaped jars are more likely to break during shipping than medium-sized jars.Profitability:•Profit on the belly shaped and medium (standard) size jars is identical.Candidate should provide a recommendation how to improve the profitability considering the information gathered from the previous slidesWhat should the client do?Possible Recommendation Eliminate belly-shaped jar -Profitability of belly-shaped jar is lower than for standard jars-Consumers are brand loyal and will switch back to standard jars-Consumers are price sensitive, hence it will be difficult to increase prices for belly-shaped jarRisks: E.g. losing high ground/brand leadership; competitors introduce belly-shaped jars themselves Other Possibilities:-Adjust production and distribution to increase profitability of belly-shaped jars-Raise prices for belly-shaped jar (be aware of price-sensitivity of consumers)Solution guideRoland Berger, Round 1A.T. Kearney, Final RoundProblem statement narrative“This economy has destroyed our profits” John Burnett, the Chief Merchandize Office at Premium Home remarked to himself as he read the past year’s annual results that were just released from the finance department. The CEO and Board are looking to me for ideas, but how should I prioritize and think about various options at my disposal. Should I reduce prices to increase sales.? I can also switch from domestic to foreign suppliers for my products to reduce costs. What should I do?A.T. Kearney, Final Round•Premium Home is a retailer specializing in selling home furnishings and accessories.•Target audience medium to high-end of market (median customer household annual income of $130-$200k)•Company image stressed style, modernity, and luxury •800 stores across US Competitors•Department Stores (Macys)•Specialized Chains (Crate & Barrel, Williams & Sonoma)Two divisions•Home & Kitchen (dinnerware, kitchen supplies, bedding)•Furniture (couches, dining room chairs, bedroom sets, etc)In last year revenue down 50%•Customer unemployment up•Customer trade down to mass merchandisers (Wal-mart, Target)Guidance for interviewer andinformation provided upon requestPremium Homes uses two warehouses•One for Home & Kitchen and one for Furniture •Warehouse space rented, but uses internal labor•Product stored at warehouse until needed by stores.•Product shipped to stores through third-party logistics company •Premium Homes does NOT own fleetGuidance for interviewer andinformation provided upon requestA.T. Kearney, Final RoundInterviewee Questions:#1-Please calculate impact on gross profit if John were to decrease all prices 5% and assume a 30% increase in sales volume.#2-What are the potential cost savings of switching to foreign suppliers?#3-What are some of the short and long-term risks in implementing your recommendations?#4-Are there any assumptions Premium Home made that you would challenge or factors that merit further consideration?A.T. Kearney, Final RoundIn recent promotion for new line of celebrity branded cookware, we saw 5% decrease in price resulted in 30% increase in sales volume.Today Premium Homes buys all of the products sold in stores from domestic suppliers•Suppliers either produce products in the US or act as wholesaler/distributed for products produced abroad •Suppliers pay for delivery of product to Premium Home warehouse•Low order lead time (3-4 days on average)Purchase from foreign suppliers•Purchasing domestics eliminates logistical challenges of international suppliers•Tariffs, customs handling, etc•Cheaper product cost due to lower wage rates•Reduce middleman wholesaler•If compelling case, we think we could buy up to 50% of products from foreign suppliers•Longer lead times required (2-3 months)•Need to hold more safety stock inventoryQuestion #1 Additional BackgroundQuestion #2 Additional BackgroundA.T. Kearney, Final RoundTable 1: 2009 Revenue Statement (Ms USD)Home & Kitchen Furniture Total$$ 4,000$ 1,000Revenue (Ms $)3,000$ 2,950$$ 700Cost of Goods (includes warehouse, transportation, etc)2,250$ 1,050$ Gross Profit750$ 300$SG&A (fixed costs)1,480$ Net Profit(430) Total Units Sold (Ms)50151A.T. Kearney, Final RoundTable 2: Breakdown of Total Cost of Goods ($Ms)Home & Kitchen Furniture Total$ 2,675$$ 675Total Cost of the Product only2,000$$ 170$ 20Total Warehiouse Handling/Storage Costs150$$ 105$ 5Total Shipping/Handling from Warehouse to Stores100$$ 2,950 Total Product, Warehouse, Handing, & Shipping Costs2,250$ 700A.T. Kearney, Final Round Table 3: Current per Unit Data Home & Kitchen FurnitureTotal Units Sold 50 1Average Product Cost per Unit (Domestic Suppliers)40$ 675$ Warehouse, Handling, and Storage Costs 3$ 20$ Shipping and handling from Warehouse to Stores 2$ 5$A.T. Kearney, Final RoundTable 4: Data for Switching to Foreign Suppliers Home & Kitchen Furniture$ 495$ Average per Unit Cost of Product Only20$$ 50 International Shipping and Handling Cost; From Supplier to Preium Home Warehouse (per unit)5Tariff (% of Product Cost Only)10%26% Additional Ms of units needed in inventory due to increase in lead times 2.040.08A.T. Kearney, Final RoundTable 5: Data on Competitors ($Ms)Premium Homes Competitor A Competitor B Competitor C$ 3,000$ 5,000$$ 4,500Revenue4,000$ 2,000$$ 3,200$ 3,000COGS2,950$ 1,000$$ 1,800$ 1,500Gross Margin1,050$$ 930$ 1,400SG&A1,480$ 1,350$$ 70 Net Profit(430)$ 150$ 400# of Stores800700850500 # of Suppliers5,0003,0002,0002,500 Cost of Capital10%9%10%9%A.T. Kearney, Final RoundQuestion #1 SolutionBase Case Home & Kitchen Furniture Total$ 4,000$$ 1,000 Revenue (Ms $)3,000$$ 2,950 Cost of Goods (includes warehouse, transportation, etc)2,250$ 700$$ 300$ 1,050 Gross Profit750SG&A (fixed costs)1,480$$ Net Profit(430)Base Case Units Sold50.0 1.051.0$$ 1,000Base Case Price per Unit60$$ 9505% Price Reduction5730% Increase in Units65.0 1.366.3$COGs per Product45$ 7005% Price Reduction Home & Kitchen Furniture Total Revenue (Ms $)3,705$ 1,235$$ 4,940$$ 3,835 Cost of Goods (includes warehouse, transportation, etc)2,925$ 910$$ 325Gross Profit780$ 1,105 SG&A (fixed costs)1,480$Net Profit(375)$ Gross Profit Improvement55$A.T. Kearney, Final RoundQuestion #2 SolutionHome & Kitchen Furniture Total Base Case Units Sold50.0 1.051.0 Percent of Units Impacted50%50% Foreign Supplier CostsProduct20.0$$ 495.0$Shipping (to warehouse) 5.0$ 50.0$$ 128.7Tariff 2.0$$ 5.0 Shipping (Warehouse to Stores) 2.0Warehouse, Handling, and Storage Costs 2.0$$ 5.0$Total Variable Cost31.0$ 683.7 Original Variable Cost per Unit45.0$$ 700.0$Savings per Unit14.0$ 16.3$$ 358.2$ 8.1P&L Savings350.0Additional Inventory Units 2.040.08$$ 117.9$ 54.7Extra Inventory Cost63.2Inventory Carry Cost (10%)11.8$A.T. Kearney, Final Round•Price Cut•Brand image hurt•Can suppliers provide 30% more units•Can third-party logistics transport extra volume•Competitor response?•What if we raised prices?•Foreign Supplier•Brand image hurt•Inventory Stockouts•Can warehouse hold additional inventory•Case warehouse staff manage extra inventory•Do we have skillset to manage imports (tariffs,customers, etc)•Lead time volatility unknown•Can’t respond to changes in market as quickly •Price elasticity-That 5% price cut in Kitchen & Home and Furniture will have same impact as new line of celebrity cookware.•Are foreign products same quality as domestic suppliers?Question #3Question #4 Sample Solution ElementsBain, Round 1Your client is a US storage company that rents out storage space at its own facilities. It is considering entering into the commercial portable storage market where it would deliver the storage unit to you, allow you to rent it for as long as you need it, and then pick up the container when you are done with it. Your objective is to determine if the company should enter this market.•Storage containers are old freight shipping containers •Assume entry into 1 test market•Assume that this is a new offering so you would capture 100% of the market share•Who are the target customers for this kind of offering?•Make the candidate brainstorm target customers before giving them the following:•Commercial•Retail•Manufacturing•Office moves•Small businesses with Seasonal spikesProblem statement narrative Guidance for interviewer and information provided upon request(1)。