麦肯锡矩阵题库1-0-8
麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）
麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）一天来了一顾客买了30元货物（进价是20元），顾客给了100元。
但老板找不开，就到邻居那换了100元零钱。
不过多久，邻居过来说刚才那一百元是假钞，老板只好重新给他换掉。
请问：这位老板因这笔生意共亏了多少钱？虽不是很难，却是决定成败的一题．答案：鉴于如此简单易想的一道逻辑应用题论坛上的各位大大居然答错率在７０％以上，我不得不为中国的应试教育感到悲伤，毕竟我也是受毒害的一员．由于万恶的楼主给题目不给答案的做法使回复高达１００多页也争论不出个结果，所以我现在来用理论而非数字仔细的来分析一下这道题，使大多数人能真正理解明白这道题，得出正确的答案．将老板的行为划分成2个方向分析价值流向即可：1.老板与客户方向：收到假币，价值为0，付给客户鞋子标价30，加上找零70元真币，0-30-70=-100；2.老板与邻居方向：拿出价值0元的假币（还不知是假）换回邻居100零钱真币，-0+100，后被发现是假币又还给邻居100真币，变为-0+100-100=0，不亏不赚，白忙活；3.答案是不是上诉两个方面代数和： -100+0= -100 即亏100呢？还不是，还差一点,,,,,(３０元的货物中有１０元的利润，实际成本只有２０元，利润可以算到亏损里吗，当然不可以，利润没有亏损一说，只有成本的损失才可以叫亏损，换个方式想想，假设老板进一批货由于各种原因最终只能以成本进货价格全部卖出你能说老板亏损了吗....)新闻联播里面常说某大型国企去年亏损或盈利**万元，可以知道这是两个完全对立的概念，不应把那本来有可能得到而没有得到的10元利润算进去，亏损多少只是相对于“不亏不赚，一年白干来”说的，而不是相对于预期收益来说的，所以应该将与客户之间的交易盈亏计算写成：0-20-70= -90，即售出的鞋子按成本价计算，最后答案：亏损90元。
企业使命与战略目标题库1-0-8
企业使命与战略目标题库1-0-8问题：[单选]当企业能够凭借其长处和资源来最大限度地利用外部环境所提供的各种机会，属于SWOT矩阵组合中的哪种组合（）A.A、弱点——威胁组合B.B、弱点——机会组合C.C、长处——威胁组合D.D、长处——机会组合问题：[单选]SWOT矩阵分析属于（）分析工具。
A.A、战略B.B、机会C.C、环境D.D、威胁问题：[单选]战略目标的构成，杜拉克主张目标包括7个主要方面，并将他们归纳成相应的4个层次结构，其中属于结构层次的是（）A.A、革新B.B、经理的绩效和态度C.C、物质资源和财力资源D.D、生产率/ 比分直播问题：[单选]大多数企业在建立长期战略目标时可考虑的目标中包括：（）A.A、市场目标B.B、革新目标C.C、公共责任目标D.D、获利目标问题：[单选]企业使命是指在社会进步和经济发展中所担当的角色和责任，它包括企业哲学和（）A.A、企业宗旨B.B、战略目标C.C、获利能力D.D、社会责任目标问题：[单选]企业使命主要通过经营哲学的形式来明确方向、营造气氛、（）、指导企业运行。
A.A、提高生产率B.B、强化激励C.C、增加销量D.D、提升企业知名度问题：[单选]能参与利润分配、清算资产分配时的分配、有配股权、选择权的是（）A.A、供应商B.B、当地社区C.C、雇员D.D、股东问题：[单选]企业立身之本要平衡考虑（）、顾客、股东、社会“四满意”。
A.A.竞争者B.B.供应商C.C.员工D.D.普通公众。
麦肯锡方法培训试题
麦肯锡方法培训试题（100分）感谢您能抽出几分钟时间来参加本次答题，现在我们就马上开始吧！1、姓名【填空题】________________________2、麦肯锡思考问题是哪三个原则？【填空题】（10分）________________________正确答案: 依据;思维;求证（回答包含答案即可得分）3、大胆假设的应用方法是什么？【填空题】（10分）________________________正确答案: 初步;事实;检验（回答包含答案即可得分）4、探索和分析的基本准则是什么？【填空题】（10分）________________________正确答案: 事实;客观;分析（回答包含答案即可得分）5、探索和分析问题的误区是什么？【填空题】（10分）________________________正确答案: 迷惑;刻意;试图（回答包含答案即可得分）6、常用的沟通方法是哪几种？【填空题】（10分）________________________正确答案: 风暴;访谈;总结（回答包含答案即可得分）7、头脑风暴的成功核心是什么？【填空题】（10分）________________________正确答案: 充分;到位（回答包含答案即可得分）8、头脑风暴的现场控制什么？【填空题】（10分）________________________正确答案: 坏点;适可而止;好记性（回答包含答案即可得分）9、访谈的成功要点是什么？【填空题】（10分）________________________正确答案: 见面;两人;倾听（回答包含答案即可得分）10、总结汇报时领导希望看到的信息是什么？【填空题】（10分）________________________正确答案: 简洁;全面;系统（回答包含答案即可得分）11、麦肯锡解决问题的七个步骤是什么？【填空题】（10分）________________________正确答案: 陈述;分析;去掉;制定;分析;论证;讲述（回答包含答案即可得分）。
麦肯锡咨询面试题目(3篇)
第1篇一、背景随着互联网、大数据、人工智能等新技术的快速发展，企业数字化转型已成为必然趋势。
某大型企业为了提高市场竞争力，降低成本，提升效率，决定启动数字化转型项目。
项目涉及企业内部业务流程、组织架构、信息技术等多个方面，旨在实现业务流程的优化、组织架构的调整以及信息技术的升级。
二、面试题目1. 针对该企业的数字化转型项目，请从以下四个方面进行分析：（1）业务流程：分析现有业务流程中存在的问题，提出优化方案。
（2）组织架构：分析现有组织架构的不足，提出调整建议。
（3）信息技术：分析现有信息技术的局限性，提出升级方案。
（4）风险管理：分析数字化转型过程中可能面临的风险，提出应对措施。
2. 针对上述分析，请提出以下问题的解决方案：（1）如何确保数字化转型项目顺利实施？（2）如何评估数字化转型项目的成效？（3）如何确保项目团队的高效协作？（4）如何降低数字化转型项目的成本？3. 请根据以下情景，设计一套针对该企业的数字化转型培训计划：情景：企业内部员工对数字化转型缺乏认识，对新技术应用存在抵触情绪。
培训计划应包括以下内容：（1）培训目标：使员工了解数字化转型的重要性，掌握新技术应用的基本技能。
（2）培训对象：企业全体员工，特别是业务流程、组织架构、信息技术等方面的相关人员。
（3）培训内容：数字化转型背景、重要性、实施策略、新技术应用、案例分析等。
（4）培训方式：线上线下相结合，包括讲座、研讨会、实操演练等。
（5）培训时间：分阶段进行，确保员工有足够的时间学习和实践。
4. 针对该企业的数字化转型项目，请从以下角度提出创新性建议：（1）业务模式创新：结合新技术，探索新的业务模式。
（2）管理创新：优化管理模式，提高管理效率。
（3）组织创新：调整组织架构，提升组织灵活性。
（4）技术创新：引进新技术，提升企业核心竞争力。
三、面试要求1. 分析问题：要求考生具备敏锐的洞察力，能够从多个角度分析问题，找出问题的本质。
麦肯锡矩阵题库1-1-8
麦肯锡矩阵题库1-1-8
问题：
[单选]麦肯锡矩阵的横轴用多个指标反映（）。
A.A、产业吸引力
B.B、品牌竞争实力
C.C、企业自身实力
D.D、竞争对手实力
问题：
[单选]麦肯锡矩阵中的圆圈代表（）。
A.A、市场份额
B.B、细分市场
C.C、各个品牌
D.D、企业战略
问题：
[单选]麦肯锡矩阵中的圆圈大小代表（）。
A.A、市场份额
B.B、细分市场
C.C、市场规模
D.D、企业实力
/ 情侣名字
问题：
[单选]应用麦肯锡矩阵时需要注意，评价指标尽量（）。
A.A、多元化
B.B、定量化
C.C、标准化
D.D、具体化
问题：
[单选]麦肯锡矩阵方格中左上方的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中右下角的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中对角线中间区域，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退。
(完整版)矩阵练习(带答案详解)
6.设A二、判断题(每小题 2分，共12分)kk k1.设A 、B 均为n 阶方阵，则 (AB) A B (k 为正整数)。
..........................(x )2•设 A,B,C 为 n 阶方阵，若 ABC I ，则 C 1 B 1A 1。
........................... ( x ) 3. 设A 、B 为n 阶方阵，若 AB 不可逆，贝U A, B 都不可逆。
................. (x ) 4. 设A 、B 为n 阶方阵，且AB 0,其中A 0,则B 0。
............................ ( x ) 5•设 A 、B 、C 都是 n 阶矩阵，且 AB I ,CA I ，贝U B C 。
...................................... ( V )、填空题:1.若A , B 为同阶方阵，则 (A B)(A B) A 2 B 2的 充分必要条件2. 3. 4. 5.AB BA 。
若n 阶方阵A , B , C 满足ABC 设A = B 都是n 阶可逆矩阵，若 为n 阶单位矩阵,B ,则CAB 。
2B7.设矩阵-1,B, A T 为A 的转置, 1则 A T B =28. A 3B 为秩等于2 的三阶方阵，贝U AB 的秩等于_26. 若A是n阶对角矩阵，B为n阶矩阵，且AB AC，贝U B也是n阶对角矩阵。
••• ( x )7. 两个矩阵A与B，如果秩(A)等于秩(B),那么A与B等价。
.................... (x )8. 矩阵A的秩与它的转置矩阵A T的秩相等。
................................. (V )三、选择题(每小题3分,共12分)1. 设A为3 x 4矩阵，若矩阵A的秩为2,则矩阵3A T的秩等于(B )(A) 1 (B) 2 (C) 3 (D) 42. 假定A、B、C为n阶方阵，关于矩阵乘法，下述哪一个是错误的(C )(A) ABC A(BC) (B) kAB A( kB)(C)AB BA (D) C(A B) CA CB3.已知A、B为n阶方阵，则下列性质不正确的是( A )(A) AB BA (B) (AB)C A(BC)(C) (A B)C AC BC (D) C(A B) CA CB4.设PAQ I ，其中P、Q、A都是n阶方阵，则(D )(A) A 1P 1Q 1(B) A 1Q 1P 1(C) A 1PQ (D) A 1QP5. 设n阶方阵A，如果与所有的n阶方阵B都可以交换，即AB BA，那么A必定是(B )(A)可逆矩阵(B)数量矩阵(C)单位矩阵(D)反对称矩阵6. 两个n阶初等矩阵的乘积为( C )(A)初等矩阵(B)单位矩阵(C)可逆矩阵(D)不可逆矩阵7. 有矩阵A3 2 , B2 3 , C3 3，下列哪一个运算不可行(A )(A) AC (B) BC(C) ABC (D) AB C8.设A与B为矩阵且AC CB ,C为m n的矩阵，则A与B分别是什么矩阵(D )(A) n m m n (B) m n n m(C) n n mm (D) m m n n9. 设A 为n 阶可逆矩阵,则下列不正确的是 (B)2A 可逆(A ) A 0或 B 0(B) 代B 都不可逆13. 若A,B 都是n 阶方阵，且A,B 都可逆，则下述错误的是(14. A, B 为可逆矩阵，则下述不一定可逆的是(B ) A B(D ) BAB(A ) AB B (B ) AB BA(C )AA I(D )A 1 I16.设A,B 都是n 阶方阵，则下列结论正确的是(D )(A) 若A 和B 都是对称矩阵，则 AB 也是对称矩阵 (B) 若 A 0 且 B 0 ,则 AB 0(C) 若AB 是奇异矩阵，则 A 和B 都是奇异矩阵 (D) 若AB 是可逆矩阵，则 A 和B 都是可逆矩阵 17. 若A 与B 均为n 阶非零矩阵，且 AB 0,则(A )(A) A 1可逆 (B)I A 可逆10. A,B 均n 阶为方阵, F 面等式成立的是(A ) AB BA (B ) (A B)T A T B T(C ) (A B) 1A 1B 11(D ) (AB) A1B 111.设A,B 都是n 阶矩阵，且AB 0，则下列一定成立的是((C )代B 中至少有一个不可逆 (D ) A12.设A,B 是两个n 阶可逆方阵，则 AB T1等于T 1 T 1(A) A T B T(B) B T 1 A T 1(C ) B 1 T (A 1)T(D )A T 1(A ) A B 也可逆 (B ) AB 也可逆(C ) B 1也可逆(D )1B 1也可逆(C) 2A 可逆(D)(A) AB (C ) BA 15•设A, B 均为n 阶方阵，下列情况下能推出A 是单位矩阵的是实用标准文档(A) R(A) n(C ) R(A) 0(B ) R(A) n(D) R( B) 0四、解答题:1 1 11 2 31.给定矩阵A2 13 ，B2 2 1求B T A 及A 13443 4 3解：1 23 1 1 14 95B T A2 2 4 2 13 6 12 8 ............................ ..(53 133444 8 6分）1 0 1 解：1100 1 111 0 1 1 1 0 0 1 140 111 1 1 A- — — 2 2 2 5 1 12221 0 1 1 2.求解矩阵方程1 1 0 X 40 1 111 3 32 2 5(5分)1 1 1 1 1 1 3.求解矩阵方程XA B，其中A 02 2 , B 1 1 01 1 02 1 1解：因为 A 6 所以A 可逆（4分）0 10 1 0 0 1 4 34.求解下F 面矩f 阵方程中 卞的矩i 阵 X : 10 0 X 0 0 1 2 0 10 10 1 01 2 0解:0 11 0 01 4 3令A1 0 0 ,B0 0 1 7 C2 0 1，则 A,B 均可逆，且0 010 1 0120 1 01 0 0A 11 0 0 , B 10 0 10 0 10 1 02 1 1所以XA 1 CB 11 3 41 024 2 35.设矩 阵A1 1 0 ，求矩阵 B : ，使其满足矩阵方程 AB A 2B.1 12 3解: ABA 2B 即（A2I ）B A........ 2分21231 4 3而（A 12I ）1 1 0 1 53 .......3分12 11 64.（2 分）1-34-313 5-6••（41 4 3 42 3所以B (A 2I ) 1A 1 5 3 1 1 01 6 4 12 33 8 6=2 9 6 . ....3分2 12 9五、证明题1.若A是反对称阵，证明A是对称阵。
麦肯锡素材题库ppt
Text
Text
* 资料来源：
GBUTtem
39
Unit of measure
LINEAR B 3D
Text
Text Text
Text
* 资料来源：
GBUTtem
40
Unit of measure
LINEAR C 3D
Text
Text Text
* 资料来源：
GBUTtem
41
Unit of measure
CUBES1 3D
* 资料来源：
GBUTtem
32
Unit of measure
CUBES2 3D
* 资料来源：
GBUTtem
33
Unit of measure
CUBES3 3D
* Footnote 资料来源： Source:
*
GBUTtem
34
Unit of measure
CUTOUT 3D
FLOW 5
Header Text Header Text Header Text
* 资料来源：
GBUTtem
77
Unit of measure Header Text Text
FLOW 5 TITLE
Header Text Header Text Header Text Header Text
* 资料来源：
BOX
Text
Text
Text
* 资料来源：
GBUTtem
82
Unit of measure
BOX
Text
Text
Text
Text
* 资料来源：
GBUTtem
麦肯锡面试问题集合(37个基本问题+18个进阶问题)
McKinsey1st Round:1) We are back in the 80s, and Daewoo wants to enter the Italian market. They approachyou and say that they want to sell 100,000 cars after one year. What do you tell them?Its own productivity and the Capacity of the local market2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. It is experiencing profitability issues. What action would you recommend it takes?Compare the Cost/Profit index---Fixed Cost---Operating Cost---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 it?Why--- Market Change(New Suppliers, New Policies, New Products immerge)Competitors(New One/ Old one grew fast)Inside Operation(Strategy/Process/structure/system/人员流失……)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.Find our characters and position5) 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? [competition 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 of a 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 ffice:smarttags" />Australia with a high content of iron. Should they proceed with extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What doyou 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 isgh 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 consulting 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 its 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 its 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, it would generate total income flows 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 client 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 inlosses. 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 toauto-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 from 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 with 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. basedq oil refinery. the refinery has a single location and is a small to medium-sized refinery. your client, although profitable, 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 depa rtment’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 support your client during times of high workload. they also are capable of performing any maintenance job that may arise, but differ f rom 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 per form 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:whatq opportunities exist to increase profits?what recommendations can you make to capture savings related to the identified opportunities? what is the cost savings associated with your recommendations?suggested solutions:the first question involves identifying opportunities to improve profits. the candidate must start with 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 forthe 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.) fits 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 with 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 central maintenance) = $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 quality.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 aworkforce (especially a unionized workforce), the candidate would be told that through a series of interviews with 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 cau sing 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. it 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 with 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 contr actor’s craftsmen. in this case, you begin with the present level of 200 client craftsmen who are functioning as 100 equivalent contractor craftsmen (they’re one-half as efficient). by improving their efficiency, you are effectively “creating” 100 equivale nt contractors. thus, you are immediately able to replace 100 contractors and save $10mm. this could be taken 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 additional client craftsmen + $0.5mm in 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 the 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 it 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.。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
麦肯锡矩阵题库1-0-8
问题：
[单选]麦肯锡矩阵的纵轴用多个指标反映（）。
A.A、产业吸引力
B.B、品牌竞争实力
C.C、企业自身实力
D.D、竞争对手实力
问题：
[单选]麦肯锡矩阵的横轴用多个指标反映（）。
A.A、产业吸引力
B.B、品牌竞争实力
C.C、企业自身实力
D.D、竞争对手实力
问题：
[单选]麦肯锡矩阵中的圆圈代表（）。
A.A、市场份额
B.B、细分市场
C.C、各个品牌
D.D、企业战略
(策略游戏 /)
问题：
[单选]麦肯锡矩阵中的圆圈大小代表（）。
A.A、市场份额
B.B、细分市场
C.C、市场规模
D.D、企业实力
问题：
[单选]应用麦肯锡矩阵时需要注意，评价指标尽量（）。
A.A、多元化
B.B、定量化
C.C、标准化
D.D、具体化
问题：
[单选]麦肯锡矩阵方格中左上方的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中右下角的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中对角线中间区域，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退。