罗兰贝格-结构咨询报告(英文)

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流程咨询报告模板英语

Process Consulting Report TemplateOverviewAs a process consultant, it is important to provide clear and concise reports to clients that address their specific needs. The following template provides a guideline for creating an effective process consulting report.BackgroundBefore beginning the report, it is important to provide some background information on the process being analyzed. This includes the process owner, purpose of the process, and any relevant history or context.Process AnalysisThe next step is to conduct a thorough analysis of the process. This can be done using a variety of tools and techniques, such as process mapping, flowcharts, or value stream analysis. The goal is to identify any inefficiencies, bottlenecks, or areas for improvement.FindingsBased on the analysis, key findings should be presented in a clear and concise manner. It is important to distinguish between objective facts and subjective opinions or recommendations. Specific data points or examples may be used to support the findings.RecommendationsBased on the findings, recommendations for process improvement should be provided. These may include specific changes to the process, such as eliminating unnecessary steps, automating certain tasks, or changing the sequence of steps. It may also be helpful to provide an implementation plan or timeline.ConclusionFinally, the report should conclude with a summary of the findings and recommendations, as well as any potential challenges or risks associated with the proposed changes. It is important to emphasize the potential benefits of implementing the recommended improvements.AppendixAny additional information or data that supports the analysis or recommendations may be included in an appendix. This may include process maps, flowcharts, or other supporting documentation.ReferencesAny sources used in the report should be properly cited using a standard citation format. This may include academic journals, industry reports, or other relevant publications.ConclusionAn effective process consulting report should provide a clear and concise analysis of the process, along with specific recommendations for improvement. By following this template, consultants can ensure that their reports are well-structured and easy to understand.。

罗兰贝格咨询(英文PPT18页)

Rolandberger Strategy Consultants All Right 2001-2003
• Strong sales organization • Strong distributor network • Optimum sales process
12
Project background
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
13
Internal analysis is to find out the existing opportunities and problems within the client

罗兰·贝格咨询方法及预计结果知识战略报告

【最新资料,Word版，可自由编辑！】罗兰·贝格咨询方法及预计结果第一类：中国企业的典型问题*?对市场环境和竞争格局变化缺乏充分的认识和分析?*?盲目追逐市场热点，企业投资过度多元化?*?缺乏明确的、切合实际的战略目标?*?缺乏持续的企业长远发展规划，变化更替频率(尤其在企业最高层人事变动时)?*?企业的发展战略流于纸面形式，没有切实有效的行动计划和目标分解?罗兰·贝格的解决方法*?对市场和竞争状况作全面分析?*?全面了解和调查竞争对手?*?企业内部优势与劣势分析?*?可信的市场预测?*?对业内同类型优秀企业的比较分析和成功因素分析?*?制定可供选择的发展战略及目标?*?为企业实施发展战略提供支持?可预计的项目结果*?明确企业自身的核心竞争能力所在?*?建立明确的公司愿景和企业战略目标?*?制定相应的发展战略?*?进入或退出某些市场(不同产品或不同地域)，以及进入或退出的具体方案?*?引入新的业务管理模式(如引入电子商务战略，彻底改变业务运作模式)?*?制定战略的实施计划?第二类：中国企业的典型问题*?经营决策盲目性大，普遍缺乏科学的"专家"论证体系?*?公司治理缺少监督和管理控制功能?*?企业最高层领导难以了解下属经营单位的真实业绩?*?组织机构的建设不能快速响应业务发展的需要(部门功能、集分权等)?*?组织内的部门功能界定不明确，导致职责权不对称?*?部门设置臃肿，人员福利庞大，而真正能干的人又不多，管理费用高居不下?*?"人治"多于"法治"，管理靠本能和个人直觉，制度建设滞后"?罗兰·贝格的解决方法?*?组织核心能力的确认?*?公司业务和组织结构之间的关系分析?*?组织功能的重新定义和组织目标确认?*?公司治理结构的重新设计?*?部门设置、职责界定、人员编制和人员岗位职责设计?*?"由上而下"和"自下而上"的管理控制系统"?*?机构人员精减?*?内部管理流程的制定?可预计的项目结果?*?组织核心能力的确认?*?新的公司治理结构和组织目标?*?建立科学的经营决策机制?*?新的组织机构设置和决策体系?*?明确的部门功能职责定义?*?建立严密的管理控制体系?*?内部沟通机制和管理流程的建立?*?人员精干，效率提高，管理成本下降?第三类：中国企业的典型问题*?企业难以吸引和留住人才?*?员工缺乏工作热情，人心涣散?*?收入分配的依据不合理，不是与承担的责任/岗位要求以及工作业绩挂钩? *?缺乏对人才的长期培养机制，员工难以看到事业发展前景?*?人才的选拔、任命、晋升缺乏科学依据，主观因素太大?*?缺乏具有凝聚力的企业文化，崇尚形式主义?罗兰·贝格的解决方法?*?通过调查、访谈分析员工心态，明确人力资源管理中的问题所在?*?制定完善的岗位职责描述?*?建立和健全目标管理体系、业绩评价制度和和工资薪酬体系?*?设计长期激励方案(持股计划、期权激励等)?*?制定企业人才培训方案和职业发展计划?*?重新制定人力资料管理流程(选拔、任命、招聘等)?*?改善企业文化的方案和措施?*?提供高级人才招聘服务?可预计的项目结果?*?员工工作效率和工作热情提高?*?人才流失率下降，企业的凝聚力加强?*?建立一个激励的工作环境，有利于人才的吸引和长期发展?。

[留学生回国找工作] 罗兰贝格 summer面经

[留学生回国找工作] 罗兰贝格summer面经楼主背景：BJ target school 经管专业大三，成绩中间偏上，有咨询PTA、四大、创业等工作经历，大一大二学生活动参加的比较多。

网申：2.25网申结束前一天完成的，3.1收到了邀请面试的邮件，形式是pre-talk，包括behavioral和mini-case两部分，时间15-30分钟。

Pretalk：楼主是3.5下午1点半场次的，和同学一起所以不到1点就到了，打发时间的时候和其他候选人聊了聊，发现大部分都是我T大的…估了一下周六一天总共面试者有100来个吧。

我被HR首先带进了一个办公室，面官直接就让我用中文自我介绍一下，主要说说自己简历里面哪些值得让他继续多问一些的，于是我就着重说了3点。

后来他对我现在实习做proposal这个项目比较感兴趣，就问了一下我research当中发现了哪些不是行业专家不会知道的情况。

感觉简单聊了5、6分钟的样子，面官问我怎么看中国未来几年快递市场的发展，我花了大概半分钟在纸上列了四点，正要开始说的时候他看了一眼纸上的内容，就说不用再说了…后来他告诉我我们是校友…虽然background不错但逻辑呀还是要学习一个，多多mock学会分析的framework。

于是我就被带出了房间，我以为就这么跪了，谁知道还有第二位面官。

第二位面官坐在一个高级一些的办公室里，她问之前是用中文还是英文，我说是中文所以她说那我们来用英文吧。

于是我开始了英文的自我介绍。

正当我有开始背诵的迹象的时候她让我skip过去…直接问我是不是会全心投入到申请consulting上面，我是我非常firm。

然后就进入了market sizing部分，mini-case是要估一下如果北京没有出租车的话，政府应该颁发多少牌照。

虽然以前练过类似的，但自己回答的还不是很顺畅，面官也在方向出现偏差的时候很nice的点出了（btw market sizing部分面官说中英文都可以于是我就用了中文）。

罗兰贝格咨询

Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
Project schedule
C项o目n内te容nt
Kick off meeting
Month
Internal analysis
External analysis
Interim presentation
Restructuring concept and plan
Final presentation
Rolandberger Strategy Consultants All Right 2001-2003
• Strong sales organization • Strong distributor network • Optimum sales process
12
Project background
6
Project background

清华大学牛人面试经验谈

杜知恒终于克服拖延症把面经写完了来源：杜知恒的日志PART 0 写在前面边吃泡面边给壳牌的人事部老大写了一封长长的email，在表达感谢的同时也拒掉了这个近年来的最早的offer。

其实今年找工作的各种残酷和纠结都差不多在面完Mars之后结束了，但说好的面经却在一拖再拖。

点下邮件发送的那一刻我突然觉得我可能一辈子都不会忘记我此刻的心情。

既然有了冲动，现在就是动笔的最佳时机。

在正式内容开始前我还是必须要声明一句话：本文绝非炫耀贴，我也从来没有觉得自己是怎样了牛人；我只是一个勤勤恳恳想从自己的专业跳出来的清华工科男，希望我的经验和教训能够对大家有用。

首先要自我介绍一下：清华工科小本，从大一开始就希望转行，选修了经双（注：清华自己开的）；大二开始想要走出学校，真正去了解自己想干什么，也正是在这段时间我和几个超级好友创立的清华大学笃行社，做一些活动帮助别人的同时也帮助我开始去发现自己的兴趣所在（打个广告，本文始发于协会自建的求职信息网站，希望大家看到这篇文章的时候都可以去踩一脚注册个会员，算是对我的支持）；然后大二的暑假做了第一份正经的实习，是在一家外汇交易公司打杂，每天在写日报和周报中度过，不算特别有意思但也成为了找到下一份实习的基础；大三开学后找了下一份实习，在一家人力资源咨询公司度过了漫长的三个多月，期间给中国移动、电信都做过校园招聘，也给某大型央企选过全球副总裁，还蛮有意思的一段经历；在接下来去了科尔尼，再后来去了贝恩，都是PTA——不过依旧是我简历上最漂亮的部分，虽然最后没能进这两家公司，但依旧对他们充满了感激。

就这样大三一年就混完了，退了大量的课以至于大四下我得选38学分…哎，悲催！接下来就是刚刚过的这个暑假，因为系里安排了生产实习（工科孩子伤不起啊！），我没有特别用心的找实习，只投了BCG一家，然后被挂掉之后心安理得的去了成飞（我得是有多么没心没肺…）完事之后回到北京没事干的时候Booz主动来邀请我去做PTA，但我给拒绝了（我得是有多二才会说出那句我不想去啊…）然后就漫无目的的做了一份本土不知名PE的实习（后来证明对我找工作没有任何作用），还没准备好就进入了9月，轰轰烈烈的求职季就此拉开帷幕！总体战果：今年总共投了25家企业，包括11家咨询（传统三大+Monitor、ATK、RB、Booz、西门子管理咨询、LEK、韬睿惠悦、尼尔森、普华strategy），八家快消（P&G、U家、Mars、J&J、欧莱雅、百威、卡夫、高露洁），3家能源（Shell、BP、埃森克美孚），还有3家投着玩的（阿克苏诺贝尔、google、戴姆勒）。

罗兰贝格德国汉高公司进入中国市场策略项目建议书(英文版)

Proportion of middle end market is 31.8%
P&G
Benckiser
Henkel 3%
9%
13%
75% Others
Resource: AC Nielson retailing audit 1999-2000 -6-
Market structure of low end (Price：<7RMB/Kg)
Achieving leadership in China detergent market – Project proposal –
Henkel (China) Investment Co. Ltd.
,
Roland Berger & Partners – International Management Corease in earlier 1990th, annual growth of China detergent market has slowed down in these years
National market volume of laundry detergent [in Mio. tons]
Gross profitability of Whitecat regular powder
11%
1998年
3% 1999年
-5-
Nirma\interim-rpt
After having established prominent position in high end market, P&G and Unilever begin to penetrate middle and low end market

战略管理-罗兰贝格品牌战略咨询框架Stratgic Brand Management

– The results of the various players along the strategic brand development process are not compatible with each other, i.e. a huge "loss of information" between market researchers, strategists, and advertising creatives is the consequence
on the market, growth, market share, price, margins, and earnings – and thus on market capitalization and corporate value
Source: Roland Berger
2
Brands are developed "by coincidence" – the strategic brand management process is fragmented
Brand Strategy
Action Approval Follow
Plan
A
up ?
Structure Approval Follow
Plan
B
up ?
Product Assortment
Price Place/ Distribution
Approval 1
Approval 2
Approval 3
Competition
Trends, events
Solidarity
FF NN TT
PP
–

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The general methodology is to
filter options with killer criteria
and hard criteria to screen out
restructuringPoteantialtl oeptironns atives
Procedure
Pre-selection
SHA-4309-03690-0815d.PPT-x
• Dinova • BOSCH Thermo Technik • Linde forklifter
• Whirlpool’s refrigerator JV in Beijing
• Peugeot Guangzhou • Liebherr • Siemens
investment projects
Charact
structure
– Buyout
– Sell out equity
-eristic
– Termination
– Bankruptcy
– Freezing (walk away)
Exampl es
• Bosch Siemens • Siemens • Bayer • Henkel • ABB
Turnaround
full control the board of directors
II. Equity structure
No
YesΒιβλιοθήκη YesYes• Geberit gains full control
restructuring
- Equity buyout
III. Withdrawal
(1) Sell out equity
Killer criteria
• Solve key problems • Secure future success
In-depth evaluation
General • Cost • Time • Risk
Hard criteria
Integration (GSHA-GDAI) • Sales & marketing • Management • Others
killer criteria Chinese
Partner in?
Killer criteria Solve key Secure future
Pass?
problems
success
Remarks
I.
Yes No
No
No
• It’s very hard to implement future integration and consolidation without
long-term development • Performance improvement
• Performance improvement
• Withdrawal from existing
without changing the equity
with equity structure change
罗兰贝格-结构咨询报告(英文)
D1.
General options and pre-selection
SHA-4309-03690-08-15d.PPT-x
-2-
In China, as far as foreign investment enterprise is concerned, there exist three main restructuring categories
(4) Freezing
Yes
No
No
No
• Freezing will ruin Geberit’s relation
with local government, thus causing
potential hurdle for future presence
and trouble to GDAI
Yes
No
No
No
• It’s almost impossible to find a buyer
(2) Termination
No
Yes
Yes
Yes
• It opens the way for a new start
(3) Bankruptcy
No
Yes
Yes
Yes
• It opens the way for a new start
SHA-4309-03690-0815d.PPT-x
Back -up
Buyout
Definition of some options
• To buyout the equity ownership from Chinese partner, thus turning the JV into a wholly foreign owned enterprise (WFOE)
Turnaround of JV
Restructuring of investment
projects in China
Equity structure restructuring
SHA-4309-03690-0815d.PPT-x
Withdrawal
On the basis of favorable
results of market and
competitive analysis, option
category I and II are most
commonly used for companies’ Option 1: TurnaroEuqnuditoyfsJtVruOcptutiorenr2e:structurinOgption 3: Withdrawal
Conclusion
SHA-4309-03690-0815d.PPT-x
Restructuring alternatives Implementation
At pre-selection stage,
turnaround, sell out equity and
freezing can be eliminated with Pre-selection
Terminat ion
• To cease operation and liquidate the JV
Bankrup tcy
• To file bankruptcy and liquidate the JV. If the creditor is JV’s foreign parent company, to file bankruptcy by creditor is theoretically possible but practically infeasible in China