麦肯锡案例面试题：Great Burger 案例分析(英文,有答案)
麦肯锡面试问题
1st Round:1) We are back in the 80s, and Daewoo wants to enter the I talian market. They approach you and say that they want to sell 100,000 cars after one year. What do you tell them?2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. I t is experiencing profitability issues. What action would you recommend it takes?3) Our client is a retail brokerage. We have seen our customer base decline over the past 18 months. Why this happening is and what can we do about i t?4) The client owns mines that produce high and low grade ore and processes it into an alloy that is then sold as an additive to strengthen steel (sold directly to steel manufacturers). A new foreign competitor has shown up in the market and the company is losing profits. A general manager of one of the processing plants asks what he should do to maintain profits.5) The past few years a Health Insurance Company has been growing at a rate of about 15% a year. This past year it only grew by 1%. Costs are rising 12% each year. What is the problem and what should the company do?6) Company X is a chemical manufacturer. They make a product that is very similar to Company Y’s product. Company X and Y are direct competitors in many geographic markets, but each also has unique areas in which the sales forces do not face direct competition. Company X buys Company Y. How do you integrate the sales forces?7) You are working for a Brazilian soda manufacturer that is experiencing declining profits over the last two years. Why is this occurring? [competi t ion from generics] What is the size of the market for canned cola? What are the company's options for improving profitability? What are the possible effects ofa change in the cola's price?8) Our client is a mid-Western HMO. They have 300 doctors and 300,000 subscribers. They handle mostly checkups and routine visits. The HMO outsources specific cases to local specialists. Over the last two years the HMO has seen their profits decrease. They've called us in to find out why.2nd Round1) A European iron mining company bought a piece of land in Australia with a high content of iron. Should they proceed wi t h extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What do you tell the CEO?3) A health and fitness center, a chain of gyms, like Bally's is considering building more tennis courts. The cost of the land development is 2.5 million for 10 tennis courts per gym. Determine if the gym would break even if they charged an additional fee of $7 per game.4) Our client is Burger King. Their growth has been slower than expected. They want to know why? And estimate for me the size of the hamburger market.5) Tell me the annual revenues of a company you're following?6) The law has recently changed. Consumers can now swi t ch cell companies and keep their phone numbers. What are the effects of this legislation? What is the cost of this legislation? And can you recommend any options for the cell phone companies?7) A healthcare company that sells to individuals and small businesses has seen growth in the last 5 years, but this last year there has been a decline. What is going on? What sort of incentive system do we have and what kind can we create? (There were a number of graphs and charts that the stude nt had to8) You and your colleagues are McKinsey partners trying to decide which nonprofit to help. Your goals are doubling their revenue and improving their management. Each participant has information the others don't have. Which one should you pick? [what criteria to use, etc.9) Our client is a travel agency in NYC which employs 25 people. They have seen their commissions cut from 10% to 8%. They are wondering what strategy they should adopt to increase their profits, and what else they should do to remain profitable and grow their business?10) "First, I would say that globally, the cases had a bi t of a different felt to them than many I had worked on. All three were business cases, however, in two of the three, there was less opportunity to structure the cases——the questioners asked specific questions about data that they presented to me a bit at a time—usually in graphic format. In two out of my three cases, there were mul t iple graphs and charts that built on one another. Conclusions drawn from the first graph were applied to graphs presented later in the same interview. Also, when I analyzed the data, I was usually given a ratio or series of ratios that I needed to calculate. At the beginning of each graph/data series, the interviewer would explain the significance of each of the ratios I was to calculate. When I finished calculating them, he asked me to explain what the results meant. To be honest, the ratios may have been quite common, but they were new to me."3rd Round (Nov. 2003)1) Assuming zero costs. What are the first three industries that will appear in outer space?1) It's October 2001, with the current gloomy economy. One of the most affected industries is the luxury industry: People tend to postpone buying luxury goods, and even if they have the money, after what happened it is not the right time for them to buy something which is unnecessary. A client approaches our firm and asks us to increase his sales. What do we tell him?BCG1st Round (Nov. 2004):1) Our client is a mid-sized manufacturer of industrial batteries for the aerospace and defense industry. For example, the company's batteries can be found in various military missiles as well as in the Hubble Space Telescope. Over the last few years, the defense and aerospace industries have been flat or declining, so the client is looking for high-growth industries that might be able to make use of i t s battery technology. After a review of possible industries, the client wants us to look at whether they can enter the market to provide batteries for implantable cardiac defibrillators. Estimate the size of the market for implantable cardiac defibrillators, and then tell me how you might go about helping the client decide whether or not this is a good market to enter.2) Our clients are a consortium of 10 commercial real estate companies (2-3 big companies, 4-5 mid-sized companies, and 1-2 small companies) that collectively own 350-400 buildings in downtown areas of ci t ies all over the country. Together, they spend $1 billion/year on all of the non-sexy aspects of owning commercial real estate: cleaning and general maintenance, plumbing and electrical repair, etc. They have come together to explore the possibility of setting up a "buying pool" to realize cost reduction by achieving economies of scale in purchasing products and contracting for services to conduct this general maintenance. This "buying pool" will cost $40 million (one-time fixed cost) to set up and will cost $10 million/year to maintain. Is this a good idea? What kind of information do you need to know to help your clients decide if this is a good idea?3) The client is a four-year music university in Boston that specializes in classical music for pre-professional students. The university is under performing in three key areas when compared to itsbiggest competitor. The areas are: applications per seat, high-quality applications, and accepted applicants that enroll. The mission of the university is to increase the number of high-quality students.4) The industry is the Yellow Pages. What is the business? What do they do for money? What is their profit?5) A small agrichemical company wants to triple its revenue by 2005. What are some of i t s options, and how would you evaluate those options?6) A Vietnamese manufacturer of cooking oil wants to improve i t s revenue. How would you figure out how big the domestic market is [not a back of envelope calculation; assume you had a week——whom would you talk to?]?7) Constantly breaking down. The government is fighting over how to fix and fund it. The train drivers’ union says it will go on strike unless the government guarantees that there will be no layoffs. What steps would you take to "fix" the problem?8) How would you increase recruitment and retention in the military?(9) BCG gave me a lot of data to sift through to determine which demographic of cell phone users it should target to increase revenues.2nd Round(Nov 2004)：1) A cleaning product supply company's profits and revenues have been falling, but market share has remained the same. What's going on? (Charts and graphs given)2) Our client owns 120 hotels. He has left the management of the properties to a manage ment company. Since 2001 they haven't broken even even though occupancy rates averaged 80 percent. - Charts given3) A music company is bringing out a CD for a new artist. How would you market and price, knowing that you'd like to charge a premium for the cd?Final Round (Nov. 2002)1) You are consul t ing to the manufacturer of airplane engines (2 main engines: for wide body planes and narrow body planes ——> regional and low cost airlines, which are growing, use the narrow body planes). The client is considering entering the airplane leasing market, because one of its competitors (GE) is already there, and the client hypothesizes that GE's presence in leasing helps its engine sales. What do you tell him?2) Last year, lawsuits cost corporations $200 billion compared with $70 billion in 1990. How would you advise a roundtable of CEOs to attack tort reform?3) The U.S. Post Office lost millions last year. How would you advise the new CEO to turn the Post Office around?4) We have been hired by a Mexican company that has a dominant position in all of i t s markets but one: ketchup. Although its ketchup sales have been increasing, its market share is stagnant (10%) and its profit margin remains below that of i t s competitors. What do you think might be happening? What would you suggest the client do in order to increase market share and profits?A small pharmaceutical research company is about to start clinical trials for a new and promising molecule. The trial process has three phases, with different associated costs and probabilities of success:Costs (million) Pr. Success- Phase 1 $10 .40- Phase 2 $5 .2- Phase 3 $80 .105If the process is successful and the new drug is introduced in the market, i t would generate total incomeflows of $300 million.+ Draw a graph showing the income stream for the next ten years (assume that full adoption is reached in year 7)+ The pharmaceutical company is looking for a buyer. How much should it ask for?Booz1st Round1) Our client is a magazine publisher. They are considering a new pricing program where the price for subscriptions would increase every year. Evaluate how such a decision would impact their business. Would you advise they do it?Bain1st Round (Nov. 2003)1) Our clie nt is Apple Publishing, the largest publisher of children’s fiction in the industry. Seven years ago the CEO became concerned that childhood literacy rates were low and decided to make a difference. He entered the telemetry textbook market. He thinks they are the best now, but hasn’t been rewarded. Seven years later he has 70 million dollars in sales and 20 million dollars in losses. They are less than 5% of the market, but the CEO wants to stay in the market, how can he do it?2) Our client produces 2-inch wrenches. They sell to Home Depot and also to auto-mechanics directly. If you were a store manager at Home Depot, how many varieties of wrenches would you display to sell and at what price points? How are the Home Depot wrench buyers different fro m the auto mechanics? If you wanted to provide discounts to the auto mechanics, which of them would you target and why? What information would you want from them first?3) University town has a population of 40,000 students. Currently there are nine restaurants. You're client is thinking about opening up the tenth. Is this a good idea and should she open up a fast food or a specialty restaurant?4) A major airline is thinking about going head to head with the discount airlines by offering "cheap" fares. Does this make sense? Estimate the size of the European "discount" airline market.5) Your client sells coffee on the five Japanese Bullet trains (high speed trains). Estimate the size of the market. How would you advise them to increase sales?6) Our client, a private equity firm, is considering an investment in a manufacturer of digital inkjet printers (printing large billboards). The manufacturer wants to enter the screen printing market (printing signs and point-of purchase posters, e.g. for supermarket sales). How big is the screen printing market? Which particular segment is the most attractive?7) Estimate the market size of printers in Hong Kong. A U.S.-based PC manufacturer now wants to get into the printer market. Assess the opportunity.8) We have been hired by a global wealth management company that has 2 divisions: asset management and private banking. Our asset management profits have been decreasing, and our private banking profits have been increasing. We need to help our client determine strategy to increase all his profits.9) We have been hired by the Board of a company that is loosing money. The Board has asked us to determine whether any of this loss can be attributed to the Leer jet that the management team uses.10) We have been hired by a company that has just finished making the Millennium Eye, a large Ferris wheel that will be placed in the middle of London. Our client wants to know how big the market is and how much we should charge per ticket.A.T. Kearney1st Round (Oct. 2003)1) The CFO of a top 3 retailer wants you to evaluate the viability of developing exclusive contracts wi t h distributors. The three questions you should address are:1. Pro's and Con's of pursuing exclusive contracts2. Identify the categories that should be explored for exclusive contracts3. How would you operationalize these contracts?2) Case setup (facts offered by interviewer):Your client is a U.S. basedθ oil refinery. The refinery has a single location and is a small to medium-sized refinery. Your client, although profi t able, believes it is lagging behind the competition and could improve. You are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom line. You have been assigned to work with the maintenance division. The maintenance department’s primary objective is to prevent equipment failure and to repair equipment when it does fail. Understanding of its organization is important. It consists of three primary areas: nine assets areas, one central maintenance area and one group of contractors. The first two areas are employees of the client, the third an external source of labor. An asset is a physical area of the plant that contains various pieces of equipment (pumps, heat exchangers, etc.). There are nine assets. Each asset has a Maintenance Supervisor who is responsible for all maintenance to be performed in his/her asset. Working for the Maintenance Supervisor in each asset is, on average, eleven “craftsmen”. The craftsmen are the actual workers that perform the maintenance. The craftsmen are unionized and divide into twelve different craft designations (e.g. electricians, pipefitters, welders, etc.). Each craft designation has a defined set of skills they are qualified to perform. They are not allowed to perform skills outside of their defined craft, or help in the performance of activities involving skills beyond their craft. Collectively the twelve different crafts can perform any maintenance job that might arise at the refinery. The maintenance supervisor and his/her assigned craftsmen are “hardwired” to their asset. That is, they work only on equipment in their given asset.Central maintenance is a centralized pool of Maintenance Supervisors and Craftsmen, who are dispatched to support the different assets during times of high workload. They are employees of your client and fit the description contained in the above Asset explanation. The only difference is that they may work in any of the different assets as determined by workload. There are a total of 11 Maintenance Supervisors and 100 Craftsmen that comprise Central MaintenanceContractors are a group of outside Supervisors and Craftsmen who suppo rt your client during times of high workload. They also are capable of performing any maintenance job that may arise, but differ from your client’s Craftsmen in that they divide the collective skills required into five designations rather than twelve. Thus, the craftsmen of the contractor are capable of performing a broader set of skills. They, like your client’s craftsmen, don’t perform skills outside of their defined craft but do allow different craft designations to help each other. There are an average of 7 contractor Maintenance Supervisors and 140 contractor Craftsmen at the refinery on any given day.Question:Whatθ opportunities exist to increase profits?What recommendations can you make to capture savings related to the identified opportunit ies?What is the cost savings associated with your recommendations?Suggested solutions:The first question involves identifying opportunities to improve profits. The candidate must start wi t h either revenues or costs. Although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. Thus, it is more appropriate to focus on costs and cost reduction. The following questions will help the candidate gain insight into cost reduction opportunities.How does the maintenance department track its costs?If the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. The candidate would be steered toward labor costs and given the following tables regarding maintenance labor costs for the past year.To support understanding of the following tables, Turnaround work is long term preventive maintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years. All other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fi t s into the category of Daily workCraftsmen Daily work Turnaround TotalClient $ 8MM $ 2MM $ 10MMContractor $ 5MM $ 9MM $ 14MMTotal $ 13MM $ 11MM $ 24MMSupervisor TotalClient $ 1MMContractor $ 0.5MMTotal $ 1.5MMSince the Craftsmen table represents a larger dollar amount than the Supervisor table, it is logical to pursue cost savings opportunities in this area first.What is the utilization of Craftsmen in the assets?In central maintenance?And for contractors?Assume each area is utilized 100% of the time, 50 weeks per year, 40 hours per week.How does the labor cost of craftsmen ($24MM) on a refinery-sized basis (i.e., $cost / per barrel of crude oil processed) compare wi t h industry averages?Consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.This is an important question to determine if there is a problem with costs (don’t assume there is, the client may be performing better than industry average!)Is there any particular reason why turnaround work is so heavily skewed toward contractors? Turnaround work tends to be more cyclical. An external workforce is used to absorb some of this additional work. Keep in mind that both client and contractor Craftsmen are capable of performing any maintenance job at the plant.After further analysis of the tables the key fact that should become appear odd is the large difference in the cost per unit of labor between your client’s Craftsmen and the outside contractor’s Craftsmen. Often candidates will ask for the hourly wage rates of these two groups. There is sufficient data to calculate these numbers. The calculation is:Annual cost of client craftsmen = $10MM/ (11 Craftsmen/asset x 9 assets + 100 Craftsmen in Centralmaintenance) = $50,000 / yearAnnual cost of contractor craftsmen = $ 14 MM/ 140 contractor Craftsmen = $100,000 / year Again, this difference should provoke a series of questions to understand the difference.Is there any difference in the work performed by the client and contractor craftsmen?No, other than the different levels of Turnaround work vs. Daily work performed as noted in the previous table. Both groups are capable of doing any job with roughly equal levels of qualit y.Is there any difference in efficiency between the two groups of Craftsmen?The candidate would at this point be asked how they would measure this.After reaching an understanding of the difficulty involved in measuring the efficiency of a workforce (especially a unionized workforce), the candidate would be told that through a series of interviews wi t h maintenance supervisors, there is a consensus that contractor Craftsmen are roughly twice as productive as client craftsmen.This is a critical point in the case. The candidate must recognize that in the present environment the client is largely indifferent about units of labor. You can have a client worker who is half as efficient or a contractor worker who is twice as expensive. The key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.What is causing the inefficiencies associated with the client’s labor?Again, the candidate would be encouraged to offer their own ideas.After some discussion the candidate would be told that many of the Maintenance Supervisors complain endlessly about restrictions placed on them by the existing union labor contract and the tightness of craft designations.The interviewer would probe to ensure the candidate understands why the present craft designation creates the inefficiencies. Essentially work is too finely divided. I t makes planning and supervision extremely cumbersome. As an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed to support other craft designations.Is it possible to change the existing union contract?The present labor contract is a three year contract that is due to be renegotiated/renewed in six months. Will the union resist changes to the existing contract?Indeed!!At this point, the candidate should recognize a major (albeit difficult) opportunity to reduce labor costs. The client would essentially like to have its own employees look and function like its contractors, but continue to get paid at present rates. In reality, management will need to make wage concessions in order to change present work practices. However, through planned negotiations a scenario can be created which presents a favorable opportunity for your client to begin to replace outside contractors wi t h its own Craftsmen.There are several ways to address the third question of the case, the actual savings that might be achieved. One quick method is to assume that these changes would bring maintenance costs back in line with industry average. Utilizing the cost benchmark mentioned earlier, one could assume costs could be reduced to $24MM/1.20 = $20MM, a $4MM savings.A second, and more detailed, method would be to take the extreme scenario where the client’s Craftsmen is paid its present rate, but is made as efficient as the contractor’s Craftsmen. In this case, you begin wi t h the present level of 200 client craftsmen who are functioning as 100 equivalent contractor Craftsme n (they’re one-half as efficient). By improving their efficiency, you are effectively “creating” 100 equivalent contractors. Thus, you are immediately able to replace 100 contractors and save $10MM. This could betaken one step further by assuming you would want to replace all contractors. This would save an additional $2.5MM ($4MM existing contractor expense - $2MM required to hire addi t ional client craftsmen + $0.5MMin contractor supervisors). As noted earlier, in reality, this approach would require wage concessions to the union, so actual savings may be something significantly less.Key takeaways:This case requires the candidate to quickly digest a large amount of organizational issues and then quickly check some ratios to uncover the basic problem (the client workforce is inefficient). Creativity must then be used to structure a recommendation that would create a more favorable situation for the client. As in other cases, acceptable solutions need not follow the exact method above nor cover all of t he above points.Mercer1st Round1) A New England telephone company is thinking of entering the home security market. What is the potential market size and what would you recommend they do?2) If I gave you $10 million dollars to invest in any one business, which would i t be?3) Should Kraft Foods expand and incorporate ice cream into their product mix? If yes, how should they enter this market?4) You are starting a new business, a gourmet coffee shop. The shop is located next to a train station. You're building the business with the hope of selling it within two years. What is your strategy?5) How big is the market for window display marketing books?2nd Round(Nov 2004)：We have been hired by a client to help her evaluate his product mix and determine the best one going forward. Refer to graphs.。
麦当劳案例分析-英文版
.McDonald's Corporation CompanyTable of Contents●Executive Summary●Introduction Industry Analysis●Competitor Analysis●SWOT AnalysisFuture and RecommendationExecutive SummaryMcDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. After the financial crisis, most companies are experiencing a situation of fund shortage, how to get more profit has become the problem which the fast food industry must be facing with. Of course, the advantage of efficiency and convenience will be the important Opportunity to help the fast food industry to solve the problem. Now, McDonald's management is very good, but it still needs to improve in some places.IntroductionMcDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. McDonald's restaurants spread all over the world six continents in over countries. In many countries McDonald's represents of a kind of American way of life.In 2001, the net income of McDonald shrunk 17 percent to $1.64 billion. Though McDonald’s U.S. market share remained above that of competitors, it grew more slowly. Because of the “Big Mac Attack”, McDonald accelerated plans for “New Tastes Menu”items. What’s more, McDonald’s opened McCafe in order to double sales at existingU.S. restaurants over the next decade. The gourmet coffee concept was created to be placed within or adjacent to existing McDonald’s restaurants. McDonald’s estimates that the new concept will boost sales by 15 percent.McDonald invested heavily in advertising its product and improving its public image. The advertising message of McDonald focused on tasty and nutritious food, friendly folks, and fun.Industry AnalysisNowadays, customers are tastes changing in the fast-food industry. Customers are eating out less often compared to previous years and eating habits are changing. Many younger customers are getting tired of fast food and are thinking about their health.A growing trend is the move by customers to non-hamburger sandwiches.In allusion to these changes, McDonald’s face to profit drains and earnings declines, so they must innovate and keep their quality in the market and special promotional strategies. McDonald’s continue discounting and offering a variety of new products to attract customers, they also seek to shed their “cheap and greasy”image with new shore design. They are trying to increase the speed of drive-though delivery. McDonald’s trend is the recognition of the importance of heavy users of fast-food restaurants. Because customers do not want to sacrifice the convenience of fast food industry, they pay attention to meals that more upscale than traditional fast food, served in nicer restaurants with more comfortable surroundings, but faster than in traditional restaurants.Competitor Analysis1. Major competitors in the hamburger segmentMcDonald’s has three major competitors in the hamburger segment. These include Burger King, Hardee’s and Wendy’s. Both Burger King and Wendy’s have had small gains in market share while Hardee’s lost share.●Burger King Corp.The menu overhaul is one part of a major turnaround strategy engineered by Burger King’s chairman and chief executive, John Dasburg, who joined the chain in 2000. Its ongoing effort to increase sales and market share, offered a new salad line and a permanent array of value-priced offerings, endeavors already under way at its fast-food competitors.●Hardee’sThe chain posted year-to-year quarterly declines of 4.8 percent in company-owned same-store sales. The effort to reverse slowing but continuing sales erosion at Hardee’s, the industry’s No.4 burger chain, had dominated management’s attention in its conversion of Hardee’s to a format called “Star Hardee’s.” The company attempted to reverse sliding sales by introducing new items on the menu and joining the price-promotion burger wars. The company tested individual item discounts at most of Hardee’s company-owned units.●Wendy’s internationalWendy’s has had the strongest same-sales gains of the major burger chains in recent years. Chain officials and Wall Street analysts attributed at least part of the growth to Wendy’s line of four upscale salads called “Garden Sensations.” The nation’s No.3 burger chain holds an enviable position—analysts consistently rank it ahead of chief rival in quality, customer satisfaction, innovation, and unit-level sales. Wendy’s product line includes four core menu items: burger, chicken sandwiches, its value menu, and its Garden Sensations salads. The salad line is designed to provide custom taste comparable to salads offered by casual-dining chains2. Major competitors in the non-hamburger segment●Pizza Hut, “pizza and more “Pizza Hut is one of the biggest and best-known pizza restaurants in the worldafter fifty years of development. One of their main strategies that they still follow today is the diversification of the products they offer. Pizza Hut is always adding something new to their menu, trying to reach new markets. They were trying to offer many different food items for customers who didn't necessarily want pizza. Another opportunity that Pizza Hut has is their new ordering online system. Anyone with Internet access can order whatever they wish and get it delivered to their house without even speaking to someone. Lastly, Pizza Hut has always valued customer service and satisfaction. In 1995, Pizza Hut began two customer satisfaction programs: a 1-800 number customer hotline, and a customer call-back program. These were implemented to make sure their customers were happy, and always wanted to return.●KFCKFC, also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky. KFC is currently one of the largest businesses of the global food service industry and is widely known around the world as the face of Colonel Sanders. The Colonel has spread his industry currently to more than eighty countries globally. Every day, nearly eight million customers are served around the world. KFC's menu includes Original Recipe chicken -- made with the same great taste Colonel Harland Sanders created more than a half-century ago. KFC primarily sells chicken in form of pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare.●Taco bellTaco Bell is the No.1 Mexican fast-food chain in the U.S, with more than 5,600 locations, and it serves more than 36.8 million consumers each week .In China, only Shanghai and Shenzhen have such kind of restaurant. It has some unique food that other fast food restaurants don’t have. Thin flat bread filled with meat, cheese, particularraw vegetables and hot spicy sauce. A type of Mexican food made by folding a thin round piece of bread and putting meat, beans and cheese inside it. Small pieces of thin dry bread made from corn flour and eaten with melted cheese and a spicy sauce that usually contains beans.Because of its unique, the price of its food is usually high.SWOT Analysis McDonald'sStrengths● They successfully and easily adapt their global restaurants to appeal to the cultural differences. For example, they serve lamb burgers in India and in the Middle East, they provide separate entrances for families and single women.● They have an efficient, assembly line style of food preparation. In addition they have a systemization and duplication of all their food prep processes in every restaurant.● McDonald's takes food safety very seriously. More than 2000 inspections checks are performed at every stage of the food process. McDonalds are required to run through 72 safety protocols every day to ensure the food is maintained in a clean contaminate free environment.● McDonald's was the first restaurant of its type to provide consumers with nutrition information. Nutrition information is printed on all packaging and more recently added to the McDonald's Internet site. McDonalds offers salads, fruit, roasted chicken, bottled water and other low fat and calorie conscious alternatives. Weaknesses● Their test marketing for pizza failed to yield a substantial product. Leaving them much less able to compete with fast food pizza chains.● High employee turnover in their restaurants leads to more money being spent on training.● They have yet to capitalize on the trend towards organic foods.● McDonald's have problems with fluctuations in operating and net profits which ultimately impact investor relations. Operating profit was $3,984 million (2005) $4,433 million (2006) and $3,879 million (2007). Net profits were $2,602 million (2005), $3,544 million (2006) and $2,395 million (2007).Opportunities● They have industrial, Formica restaurant settings; they could provide more upscale restaurant settings, like the one they have in New York City on Broadway, to appeal to a more upscale target market.● Provide optional allergen free food items, such as gluten free and peanut free.● In 2008 the business directed efforts at the breakfast, chicken, beverage and convenience categories. For example, hot specialist coffees not only secure sales, but also mean that restaurants get increasing numbers of customer visits. In 2009 McDonald's saw the full benefits of a venture into beverages.Threats● They have been sued multiple times for having "unhealthy" food, allegedly with addictive additives, contributing to the obesity epidemic in America. In 2004, Michael Spulock filmed the documentary Super Size Me, where he went on an all McDonalds’ diet for 30 days and wound up getting cirrhosis of the liver. This documentary was a direct attack on the QSR industry as a whole and blamed them for America's obesity epidemic. Due in part to the documentary, McDonalds no longer pushes the super size option at the dive thru window.● Any contamination of the food supply, especially e-coli.● Major competitors, like Pizza Hut, Taco Bell, Wendy's, KFC and any mid-range sit-down restaurants.Future and RecommendationAfter our group’s analysis, it is necessary for McDonald’s to use the Porter's five forces model in the production and operation to win the other competitors and get good development in the future. McDonald's know the strengths of competitors in the burger segment. McDonald's should analyses this point about their own enterprises, and make adjustments and improvements in the future. First, we should improve the process of making Hamburg, and improve the output efficiency of hamburgers. Second, at the same time, McDonald’s must also require food nutrition combination, only healthy food can attract customer. Finally, if the above two do it, we will be in the price improvement. Based on cost leadership strategy, we should reduce the cost of production, under the premise of ensuring the quality of products and services, to gain the largest market share in the competitive strategy.。
外企208个必须搞定的面试难题
外企208个必须搞定的面试难题（中英对照）业务热情第一部分(1～3问)问：为什么在这个行业里你能做得特别出色？?答：我是一个做酥皮点心的师傅，所以我对甜点比较了解并能帮助开发新产品。
新的防腐剂终于能够除掉生面团上面的不同条纹了，这意味着我们能比以前投资更多的产品了。
表明因你的天性好奇、热爱读书等原因，你是如何跟踪新产品的。
你有没有足够的兴趣进行额外的研究并把适当的精力运用到你的工作上？给予具体的回答。
??Q:Why would you be particularly good at this business?A:I was a pastry chef,so I understand dessert products well and can help you with new product development.Recent preservatives have come a long way toward eliminating texture difference in pastry dough.This means we can investigate many more products than before.??问：你是如何关注当前时势的？?答：我仔细研读《华尔街日报》、《时代周刊》、《慈善机构投资者》和几家共同基金时事通讯。
我还有一大群分析家朋友。
通过描绘一些符合你目标的出版物或贸易团体来证明你对该企业或职业领域的兴趣。
??Q:How do you stay current?A:I pore over the Wall Street Journal,the Times,Institutional Investor,and several mutual fund newsletters. And Ihave a number of friends who are analysts.??业务热情第二部分(4～7问)问：5年之内你想处于什么位置？?答：我希望有机会在工厂或国内办事处工作。
麦当劳案例分析英文版
麦当劳案例分析英文版文件编码（008-TTIG-UTITD-GKBTT-PUUTI-WYTUI-8256）M c D o n a l d's C o r p o r a t i o n C o m p a n yTable of ContentsExecutive SummaryIntroduction Industry AnalysisCompetitor AnalysisSWOT AnalysisFuture and RecommendationExecutive SummaryMcDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. After the financial crisis, most companies are experiencing a situation of fund shortage, how to get more profit has become the problem which the fast food industry must be facing with. Of course, the advantage of efficiency and convenience will be the important Opportunity to help the fast food industry to solve the problem. Now, McDonald's management is very good, but it still needs to improve in some places.IntroductionMcDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. McDonald's restaurants spread all over the world six continents in over countries. In many countries McDonald's represents of a kindof American way of life.In 2001, the net income of McDonald shrunk 17 percent to $ billion. Though McDonald’s . market share remained above that of competitors,it grew more slowly. Because of the “Big Mac Attack”, McDonald accelerated plans for “New Tastes Menu” items. What’s more, McDonald’s opened McCafe in order to double sales at existing . restaurants over the next decade. The gourmet coffee concept wascreated to be placed within or adjacent to existing McDonald’s restaurants. McDonald’s estimates that the new concept will boostsales by 15 percent.McDonald invested heavily in advertising its product and improving its public image. The advertising message of McDonald focused on tasty and nutritious food, friendly folks, and fun.Industry AnalysisNowadays, customers are tastes changing in the fast-food industry. Customers are eating out less often compared to previous years and eating habits are changing. Many younger customers are getting tiredof fast food and are thinking about their health. A growing trend isthe move by customers to non-hamburger sandwiches.In allusion to these changes, McDonald’s face to profit drainsand earnings declines, so they must innovate and keep their quality in the market and special promotional strategies. McDonald’s continue discounting and offering a variety of new products to attractcustomers, they also seek to shed their “cheap and greasy” imagewith new shore design. They are trying to increase the speed of drive-though delivery. McDonald’s trend is the recognition of the importance of heavy users of fast-food restaurants. Because customers do not want to sacrifice the convenience of fast food industry, they pay attention to meals that more upscale than traditional fast food, served in nicer restaurants with more comfortable surroundings, but faster than in traditional restaurants.Competitor Analysis1. Major competitors in the hamburger segmentMcDonald’s has three major competitors in the hamburger segment. These include Burger King, Hardee’s and Wendy’s. Both Burger King and Wendy’s have had small gains in market share while Hardee’s lost share.●Burger King Corp.The menu overhaul is one part of a major turnaround strategy engineered by Burger King’s chairman and chief executive, John Dasburg, who joined the chain in 2000. Its ongoing effort to increase sales and market share, offered a new salad line and a permanent array of value-priced offerings, endeavors already under way at its fast-food competitors.●Hardee’sThe chain posted year-to-year quarterly declines of percent in company-owned same-store sales. The effort to reverse slowing but continuing sales erosion at Hardee’s, the industry’s burger chain, had dominated management’s attention in its conversion of Hardee’s to a format called “Star Hardee’s.”The company attempted to reverse sliding sales by introducing new items on the menu and joiningthe price-promotion burger wars. The company tested individual item discounts at most of Hardee’s company-owned units.●Wendy’s internationalWendy’s has had the strongest same-sales gains of the majorburger chains in recent years. Chain officials and Wall Streetanalysts attributed at least part of the growth to Wendy’s line of four upscale salads called “Garden Sensations.” The nation’sburger chain holds an enviable position—analysts consistently rank it ahead of chief rival in quality, customer satisfaction, innovation, and unit-level sales. Wendy’s product line includes four core menu items: burger, chicken sandwiches, its value menu, and its Garden Sensations salads. The salad line is designed to provide custom taste comparable to salads offered by casual-dining chains2. Major competitors in the non-hamburger segment●Pizza Hut, “pizza and more “Pizza Hut is one of the biggest and best-known pizza restaurantsin the world after fifty years of development. One of their main strategies that they still follow today is the diversification of the products they offer. Pizza Hut is always adding something new to their menu, trying to reach new markets. They were trying to offer many different food items for customers who didn't necessarily want pizza. Another opportunity that Pizza Hut has is their new ordering online system. Anyone with Internet access can order whatever they wish and get it delivered to their house without even speaking to someone. Lastly, Pizza Hut has always valued customer service and satisfaction. In 1995, Pizza Hut began two customer satisfaction programs: a 1-800 number customer hotline, and a customer call-back program. These wereimplemented to make sure their customers were happy, and always wanted to return.●KFCKFC, also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky. KFC is currently one of the largest businesses of the global food service industry and is widely known around the world as the face of Colonel Sanders. The Colonel has spread his industry currently to more than eighty countries globally. Every day, nearly eight million customers are served around the world. KFC's menu includes Original Recipe chicken -- made with the same great taste Colonel Harland Sanders created more than a half-century ago. KFC primarily sells chicken in form of pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare.●Taco bellTaco Bell is the Mexican fast-food chain in the , with more than 5,600 locations, and it serves more than million consumers eachweek .In China, only Shanghai and Shenzhen have such kind of restaurant. It has some unique food that other fast food restaurants don’t have. Thin flat bread filled with meat, cheese, particular raw vegetables and hot spicy sauce. A type of Mexican food made by folding a thin round piece of bread and putting meat, beans and cheese inside it. Small pieces of thin dry bread made from corn flour and eaten with melted cheese and a spicy sauce that usually contains beans.Because of its unique, the price of its food is usually high.SWOT Analysis McDonald'sStrengthsThey successfully and easily adapt their global restaurants to appeal to the cultural differences. For example, they serve lamb burgers in India and in the Middle East, they provide separate entrances for families and single women.They have an efficient, assembly line style of food preparation. In addition they have a systemization and duplication of all their food prep processes in every restaurant.McDonald's takes food safety very seriously. More than 2000 inspections checks are performed at every stage of the food process. McDonalds are required to run through 72 safety protocols every day to ensure the food is maintained in a clean contaminate free environment. McDonald's was the first restaurant of its type to provide consumers with nutrition information. Nutrition information is printed on all packaging and more recently added to the McDonald's Internet site. McDonalds offers salads, fruit, roasted chicken, bottled water and other low fat and calorie conscious alternatives.WeaknessesTheir test marketing for pizza failed to yield a substantial product. Leaving them much less able to compete with fast food pizza chains. High employee turnover in their restaurants leads to more money being spent on training.They have yet to capitalize on the trend towards organic foods. McDonald's have problems with fluctuations in operating and netprofits which ultimately impact investor relations. Operating profit was $3,984 million (2005) $4,433 million (2006) and $3,879 million(2007). Net profits were $2,602 million (2005), $3,544 million (2006) and $2,395 million (2007).OpportunitiesThey have industrial, Formica restaurant settings; they could provide more upscale restaurant settings, like the one they have in New York City on Broadway, to appeal to a more upscale target market.Provide optional allergen free food items, such as gluten free and peanut free.In 2008 the business directed efforts at the breakfast, chicken, beverage and convenience categories. For example, hot specialist coffees not only secure sales, but also mean that restaurants get increasing numbers of customer visits. In 2009 McDonald's saw the full benefits of a venture into beverages.ThreatsThey have been sued multiple times for having "unhealthy" food, allegedly with addictive additives, contributing to the obesity epidemic in America. In 2004, Michael Spulock filmed the documentary Super Size Me, where he went on an all McDonalds’ diet fo r 30 days and wound up getting cirrhosis of the liver. This documentary was a direct attack on the QSR industry as a whole and blamed them for America's obesity epidemic. Due in part to the documentary, McDonalds no longer pushes the super size option at the dive thru window.Any contamination of the food supply, especially e-coli.Major competitors, like Pizza Hut, Taco Bell, Wendy's, KFC and anymid-range sit-down restaurants.Future and RecommendationAfter our group’s analysis, it is necessary for McDonald’s to use the Porter's five forces model in the production and operation to win the other competitors and get good development in the future. McDonald's know the strengths of competitors in the burger segment. McDonald's should analyses this point about their own enterprises, and make adjustments and improvements in the future. First, we should improve the process of making Hamburg, and improve the output efficiency of hamburgers. Second, at the same time, McDonald’s must also require food nutrition combination, only healthy food can attract customer. Finally, if the above two do it, we will be in the price improvement. Based on cost leadership strategy, we should reduce the cost of production, under the premise of ensuring the quality of products and services, to gain the largest market share in the competitive strategy.。
麦肯锡案例面试题：Great-Burger-案例分析(英文-有答案)
麦肯锡案例面试题：Great Burger 案例分析(英文，有答案)Practice CasesGreat BurgerIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to usethis feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or shewants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have theopportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are six questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner.At the end, you can print the entire on-line case study at once.Start Case Study=============================================================================================================Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growthstrategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions: breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, lookof store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. andinternational store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of theseand perhaps others.•Stand alone value of HD•Growth in market for doughnuts•HD's past and projected future sales growth (break down intogrowth in number of stores, and growth in same store sales) •Competition – are there any other major national chainsthat are doing better than HD in terms of growth/profit. Whatdoes this imply for future growth?•Profitability/profit margin•Capital required to fund growth (capital investment to opennew stores, working capital)•Synergies/strategic fit•Brand quality similar? Would they enhance or detract fromeach other if marketed side by side?•How much overlap of customer base? (very little overlapmight cause concern that brands are not compatible, too muchmight imply little room to expand sales by cross-marketing) •Synergies (Hint: do not dive deep on this, as it will becovered later)•Management team/cultural fit•Capabilities/skills of top, middle management•Cultural fit, if very different, what percent of keymanagement would likely be able to adjust•Ability to execute merger/combine companies•GB experience with mergers in past/experience inintegrating companies•Franchise structure differences. Detail “dive” intofranchising structures. Would these different structuresaffect the deal? Can we manage two different franchisingstructures at the same time?=============================================================================================================The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.QUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:•Lower costs•Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporatemanagement•May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages,deep frying oil), however overlaps may be low as ingredientsare very different•GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superiorskills in lease negotiation)•Increase revenues•Sell doughnuts in GB stores, or some selected GB productsin HD stores•GB has much greater international presence thus likely hasknowledge/skills to enable HD to expand outside of NorthAmerica•GB may have superior skills in identifying attractivelocations for stores as its sales per store are higher thanindustry average, whereas HD's is lower than industryaverage; might be able to leverage this when opening new HDstores to increase HD average sales per store•Expand HD faster than it could do on own–GB, as a largercompany with lower debt, may have better access to capital=============================================================================================================QUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions foryou:•Doughnut consumption/capita in the U.S. is $10/year today, and isprojected to grow to $20/year in 5 years.•For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to helpyou with your response.Possible responses might include the following:•Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)•U.S. market in 5 years = $20 x 300 = $6B•HD sales if double market share: 50% x $6B = $3B•Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?•Yes, given it implies less than double same store sales growth and percapita consumption is predicted to double.=============================================================================================================QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores. How would you assess the profitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would helpto answer the question posed.Some possible answers include:•Calculate incremental revenues by selling doughnuts in GB stores(calculate how many doughnuts per store, times price per doughnut, timesnumber of GB stores)•Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training,software changes, incremental marketing and advertising, incrementalcost of distribution if we cannot produce doughnuts in house, etc.) •Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?•If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch anddinner products, etc.•One way to calculate this cannibalization is to look at historiccannibalization rates with new product/offering launchings within GBstores•Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales whencompetitor doughnut store opens nearby=============================================================================================================QUESTION 5What would be the incremental profit per store if we think we are going to sell 50,000 doughnuts per store at a price of $2 per doughnut at a 60 percent margin with a cannibalization rate of 10 percent of GB's sales?ANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking at both your ability to set the analysis up properlyand then do the math in real time.Based on correct calculations, your response should be as follows: Incremental profit = contribution from HD sales less contribution lost due tocannibalized GB sales= 50K units x $2/unit x 60% margin – 300K units x 10% cannibalization x $3/unitx 50% margin= $60K – 45K = 15K incremental profit/store=============================================================================================================QUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is theCEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue asdirectly and practically as possible.Answers may vary, but here is an example of a response:•Early findings lead us to believe acquiring HD would create significantvalue for GB, and that GB should acquire HD•Believe can add $15 thousand in profit per GB store byselling HD in GB stores. This could mean $50 million inincremental profit for North American stores (whereimmediate synergies are most likely given HD has littlebrand presence in rest of world)•We also believe there are other potential revenue and costsynergies that the team still needs to quantify •Once the team has quantified the incremental revenues, cost savings, and investments, we will make a recommendation on the price you shouldbe willing to pay•We will also give you recommendations on what it will take to integratethe two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD。
让人抓狂的华尔街面试题文档
让人抓狂的华尔街面试题文档Crazy Wall Street interview questions让人抓狂的华尔街面试题文档前言：个人简历是求职者给招聘单位发的一份简要介绍，包括个人的基本信息、过往实习工作经验以及求职目标对应聘工作的简要理解，在编写简历时，要强调工作目标和重点，语言精简，避免可能会使你被淘汰的不相关信息。
写出一份出色的个人简历不光是对找工作很有用处，更是让陌生人对本人第一步了解和拉进关系的线。
本文档根据个人简历内容要求和特点展开说明，具有实践指导意义，便于学习和使用，本文下载后内容可随意调整修改及打印。
bi此前收集华尔街的分析师们在他们当初应聘时遇到过的最棘手的问题，从如何制服一只熊到如何给联合广场的热狗摊估值，问题千奇百怪，你也可以做做看，答案在最后。
1、你会如何徒手与一只熊搏斗?2、我有一把左轮手枪，6个弹巢，若将两枚子弹放进相邻的弹巢，拨动转轮，然后拿这把枪朝我自己扣动扳机，但我还活着，现在轮到你了，我给你两个选择：1）再拨动一次转轮，然后枪口对准自己的脑袋扣下扳机。
2）不拨转轮，直接对着自己的脑袋，扣下扳机。
假设你还不想死，你会如何选择?为什么?3、假如你是一个销售员，你如何将我自己的苹果手机卖给我?4、与第一题类似，你怎样杀死一只长颈鹿?5、一个10*10*10的魔方，由1000个1*1*1的小方块组成，如果剥去最外面那层，还剩下多少个小方块?6、你有两个篮子，一个放满白球，一个放满黑球。
你需要怎样分配，才能使自己从任一篮子里拿一个球是白球的可能性最大?7、你如何给纽约联合广场上的热狗摊估值?这个问题咱们可以换种提法，你如何给人民广场旁边的鸡排店估值?再或者，给你们学校门口的“黑暗料理”摊儿估个值?答案：1、爬到熊的背上死死勒住熊的脖子，这样它的爪子就无法伤害到你。
2、选2，这个题目的核心是两颗子弹放在了相邻的弹巢，可以将所有的情况都列示出来，假设b代表子弹，_代表空的弹巢：1、b b _ _ _ _2、_ b b _ _ _3、_ _ b b _ _4、_ _ _ b b _5、_ _ _ _ b b6、b _ _ _ _ b假设扣动了扳机，他还活着，那么1和6被排除，如果不转轮，2-5中只有在第二种情况下你会死掉，这个概率是75%，如果转轮，你中枪的可能性将被重置，活下来的概率也就是4/6=66.67%。
名企20个疯狂的工作面试问题
名企20个疯狂的工作面试问题名企20个疯狂的工作面试问题新年到，许多的童鞋已经开始要着手准备跳槽的方案了，不过在此之前，先看看为你搜罗来的名气面，题题惹人醉!面对这些奇怪的题目，还要教你如何对付它们!宝洁公司：向我推销一个隐形的钢笔。
：25匹赛马，没有秒表，五条跑道。
用最少的比赛场次找出三匹跑的最快的马。
花旗集团：你的乒乓球策略是什么?谷歌公司：你在爬楼梯。
每次你可以迈一级或两级台阶。
一共有n级台阶。
你有多少种不同的爬上楼的方式呢?美国第一资本投资集团：你如何评价赛百味五英尺间隔这个政策的?Gryphon科技公司：在美国既定时间内有多少个鸡尾酒的小纸伞?企业租车公司：当10个客户中有七个对你说"不"你的感觉会好么?高盛集团：假设你有八个大小一样的球。
其中有一个比其他略重。
给你一架天平。
你最少用几次可以利用天平称量出哪个是较重的小球?韬睿惠悦咨询公司：你估计天空中有多少架飞机?鲁宾劳伦斯公司：如果你可以把好时巧克力(Hershey)，高迪瓦巧克力(Godiva)，以及德芙巧克力(Dove)描述成人，你会如何形容他们?Pottery Barn家具公司：如果我是一个精灵，可以给你梦寐以求的工作，那将是一个在什么地方的什么样的工作呢?基威特公司(Kiewit)：在你还是孩子的时候你都玩些什么?VWR公司：你将如何在1750年，那个没有人知道卫星，运行轨道等事情的时候推销望远镜呢?帝亚吉欧北美公司：如果你走进一家卖酒的商店去清点未卖出的瓶数，而职员在旁边尖叫着让你离开，你会怎么做?Brown & Brown保险公司：1到10分，你对你的生活的评分是多少?Jane Street投资公司：能被225整除的由所有的1和0组成的.数字是什么?UBS瑞银集团：如果我们玩俄罗斯轮盘赌并且有一发子弹，我随意的转动转轮并开枪，什么也没有。
轮到你的时候，你是会再开一枪，还是会重新转动转轮再开枪呢?美林集团：跟我你从幼儿园起的生活吧。
玛氏面试案例分析题及答案
玛⽒⾯试案例分析题及答案MARS Interview(Case Study section)Case 1: Coffee ShopThe ProblemA friend asked me if I wanted to buy his coffee shop for $100,000. Do you think I should do it?Information GatheringRead this information well before you give the case. Share this information in each bulletonly if the candidate asks for it in a clear and deliberate way. Location: The coffee shop is in Vail, ColoradoProducts/Prices:Cup of coffee, $4.00Bottled Water, $2.00Pastries, $3.00Variable Cost:All products have a 50% marginCustomers:The shop serves mostly locals, not tourists, so demand is consistent throughout the yearOther Costs:Rent was $500 per monthWages (for 2 employees) were $8.00 per hour.The shop is open 12 hours a day, six days a weekTell the candidate that he can assume that the coffee shop will bring in consistent profits.AnalysisThis is a valuation question. So to get the value of the coffee shop we need first to get theprofitability.RevenuesEstimate market size.Assume that the coffee shop gets 10 customers per hour in slow hour and 20 customersper hour in a busy hour. The first and last 2 hours of the day are busy hours. So the coffeeshop gets 20x4 + 10x8 = 160 customers/day.If we assume all the hours as busy hours on Saturday, then we have 20x12=240 hours on Saturday.Number of customers / week = 160 x 5 + 240 x 1 = 1040Number of customers / year = 1040 x 50 = 50,200Assume 60% of customers order coffee, 30% order pastry, and 10% order a bottle of water, then the spend is:50,000 x 60% x 4 + 50,000 x 30% x 3 + 50,000 x 10% x 2 = $175,000Fixed CostsRent = 500 x 12 = $6,000Wages = $8 x 12 x 6 x 50 = $30,000We can also make assumptions about utilities and insurance.ProfitsProfits = 175,000 x 50% - 36,000 = $52,500Assume a 40% tax rate:Profits after tax = 52,500 x (1-40%) = $31,500ValuationIf we assume that the coffee shop is in operation for 5 years and we use a 10% WACC, then its value would be:Value = 31,500 + 31,500/ 1.1 + 31,500/1.1^2 + 31,500/1.1^3 + 31,500/1.1^4 = $131,000ConclusionAs long as the sales would be consistent for the rest of the 5 years, it would be profitable to buy the coffee shop. Further analysis could be done on the management experience and the competition to ensure that sales would be consistent. Case 2: HEALTHThe ProblemA US health care provider suffered a profit decline last year. You are hired to solve this problem.Information GatheringRead this information well before you give the case. Basic information shouldbe given as the candidate asks for it, but the rest of the interview is very directive. The candidate is supposed to follow the direction and do the math confidently. The interview style is pleasant and helpful.Background InformationThe key revenues come from commissions.H Health signs contracts with patients and provides medical services.H Health has 300 contracted physicians.A “referral” is necessary if certain medical treatment/service can’t be provided by Health’s contracted physicians. Question 1: How would you approach this problem?Answer:Profit = Revenue – Cost= No. of patients * (unit price – variable cost) – fixed costThe candidate can be creative to come up with possible reasons for revenue decrease andcost increase. Some examples –Revenue declined:-number of patients dropped-unit price dropped-competition grew their market shareCost increased:-VC: number of visits increased (e.g. major flu), per person cost increased (e.g. cost ofthe medicine), referral cost increased-FC: physician’s salary increasedQuestion 2: Competitor analysis – why is our referral cost higher than the competitor?H Health SunshineNumber of patients 300,000 500,000Referral cost $20 (per member, per month) $15 (same)Answer: (again, the candidate is encouraged to be creative)- Economies of scale- Lower administration costs-More contracted physiciansQuestion 3: Assuming none of the contracted physicians have the specialty of cardiology, estimate the number of referrals per year for cardiology based on thefollowing information:Number of patients: 300,00020% of the total population is > 65 years old, and 30% of them need treatmentFor the rest of the population, there’s a 10% chance for them to require the treatmentThe treatment usually requires 5 visits to the doctor per year.Answer:>65 years = 300,000*0.2*0.3 = 18,000<65 years = 300,000*0.8*0.1 = 24,00042,000*5 times/year = 210,000 (times/year)Question 4: The actual number of referrals is 300,000. Why is it higher than the estimate?Answer:population-They underestimated the number of visits per year-More demanding patients ask to be referred even if they don’t have such issues-Physicians refer non-cardiology patients because they don’t want to take the risk and are not motivated to provide services even if they are capable Question 5: How much does the number of referrals have to decrease in order to justify following incentive plan to encourage contracted physicians to be more responsible?Incentive plan:Bonus: $100,000 / year to top 10 physicians with the lowest referral rate Training: $1,000,000Referral cost: $200 per referralCurrent no. of referral: 300,000Answer:Total cost = 2,000,0002,000,000/200 = 10,000Question 6: If the incentive plan can reduce the number of referrals by 5% for yearone and 2% for year two, what is the total saving?Answer:Y1 = 300,000*5% = 15,000Y2 = (300,000 – 15,000)*2% = 5,700Total saving = (15,000 + 5,700)*$200 - $2,000,000*2 = $140,000Question 7: Apart from Cardiology, how can H Health improve the number of referrals in general?Answer:-Increase training to improve physician’s capability-Extend the incentive program to other departments-Improve the quality of relationship with the patients and build up the trust-Improve/remove physicians who are outliers with extremely high referral rate -Increase the no. of contracted physicians -Partner with other health care provider to lower referral costConclusionAccording to the example of cardiology, H Health should improve its profitability by lowering the referral cost. H Health can reduce the number of referrals, and/orreduce the cost per referral。
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麦肯锡案例面试题：Great Burger 案例分析(英文，有答案)Practice CasesGreat BurgerIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to usethis feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or shewants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have theopportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are six questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner.At the end, you can print the entire on-line case study at once.Start Case Study=============================================================================================================Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growthstrategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions: breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, lookof store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. andinternational store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of theseand perhaps others.•Stand alone value of HD•Growth in market for doughnuts•HD's past and projected future sales growth (break down intogrowth in number of stores, and growth in same store sales) •Competition – are there any other major national chainsthat are doing better than HD in terms of growth/profit. Whatdoes this imply for future growth?•Profitability/profit margin•Capital required to fund growth (capital investment to opennew stores, working capital)•Synergies/strategic fit•Brand quality similar? Would they enhance or detract fromeach other if marketed side by side?•How much overlap of customer base? (very little overlapmight cause concern that brands are not compatible, too muchmight imply little room to expand sales by cross-marketing) •Synergies (Hint: do not dive deep on this, as it will becovered later)•Management team/cultural fit•Capabilities/skills of top, middle management•Cultural fit, if very different, what percent of keymanagement would likely be able to adjust•Ability to execute merger/combine companies•GB experience with mergers in past/experience inintegrating companies•Franchise structure differences. Detail “dive” intofranchising structures. Would these different structuresaffect the deal? Can we manage two different franchisingstructures at the same time?=============================================================================================================The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.QUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:•Lower costs•Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporatemanagement•May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages,deep frying oil), however overlaps may be low as ingredientsare very different•GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superiorskills in lease negotiation)•Increase revenues•Sell doughnuts in GB stores, or some selected GB productsin HD stores•GB has much greater international presence thus likely hasknowledge/skills to enable HD to expand outside of NorthAmerica•GB may have superior skills in identifying attractivelocations for stores as its sales per store are higher thanindustry average, whereas HD's is lower than industryaverage; might be able to leverage this when opening new HDstores to increase HD average sales per store•Expand HD faster than it could do on own–GB, as a largercompany with lower debt, may have better access to capital=============================================================================================================QUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s ac cess to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions foryou:•Doughnut consumption/capita in the U.S. is $10/year today, and isprojected to grow to $20/year in 5 years.•For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to helpyou with your response.Possible responses might include the following:•Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)•U.S. market in 5 years = $20 x 300 = $6B•HD sales if double market share: 50% x $6B = $3B•Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?•Yes, given it implies less than double same store sales growth and percapita consumption is predicted to double.=============================================================================================================QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores. How would you assess the profitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would helpto answer the question posed.Some possible answers include:•Calculate incremental revenues by selling doughnuts in GB stores(calculate how many doughnuts per store, times price per doughnut, timesnumber of GB stores)•Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training,software changes, incremental marketing and advertising, incrementalcost of distribution if we cannot produce doughnuts in house, etc.) •Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?•If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch anddinner products, etc.•One way to calculate this cannibalization is to look at historiccannibalization rates with new product/offering launchings within GBstores•Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales whencompetitor doughnut store opens nearby=============================================================================================================QUESTION 5What would be the incremental profit per store if we think we are going to sell 50,000 doughnuts per store at a price of $2 per doughnut at a 60 percent margin with a cannibalization rate of 10 percent of GB's sales?ANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking at both your ability to set the analysis up properlyand then do the math in real time.Based on correct calculations, your response should be as follows: Incremental profit = contribution from HD sales less contribution lost due tocannibalized GB sales= 50K units x $2/unit x 60% margin – 300K units x 10% cannibalization x $3/unitx 50% margin= $60K – 45K = 15K incremental profit/store=============================================================================================================QUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is theCEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue asdirectly and practically as possible.Answers may vary, but here is an example of a response:•Early findings lead us to believe acquiring HD would create significantvalue for GB, and that GB should acquire HD•Believe can add $15 thousand in profit per GB store byselling HD in GB stores. This could mean $50 million inincremental profit for North American stores (whereimmediate synergies are most likely given HD has littlebrand presence in rest of world)•We also believe there are other potential revenue and costsynergies that the team still needs to quantify •Once the team has quantified the incremental revenues, cost savings, and investments, we will make a recommendation on the price you shouldbe willing to pay•We will also give you recommendations on what it will take to integratethe two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD。