咨询业面试必看 case interview 及其经典案例分析
咨询面试系列(3)：A.T. Kearney案例分析-2.
Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer:❑Your client is a U.S. based manufacturer of branded cookies (cookies that carry the name of the manufacturer❑Recently private label cookies (those carrying the name of the retailer have emerged and threatened branded cookiesPrivate label cookies emerged five years agoTwo and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%Today they make up approximately 20% of the overall cookie market (i.e., there has been a steady, linear increase of private label portion of the overall cookie market during the past five yearsThe overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:Your client, who makes only branded cookiesA second major player, that makes both branded cookies and supplies cookies for privatelabelersA collection of small outfits, that make both branded cookies and supply private labelers❑Distribution occurs primarily through one of two types of outlets:Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies. This represents approximately 90% of total cookie salesMass merchandisers (ex. Walmart, Sam’s, etc.: sell only branded cookiesQuestion:❑How large would you estimate the overall U.S. cookie market to be in terms of $?❑How large of a threat do you believe the trend in private label cookie sales to be to your client?❑Based on your assessment, what is an appropriate strategy for your client to follow?Suggested solutions:The first question, estimating the size of the U.S. cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of U.S. households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project outfor one year. In this case, after an estimate has been made, the candidate would be told to assume the market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gatheredpertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sal es, and what the likelihood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years?Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller players?The smaller players combined had 100% of the private label subsegment five years ago.Two and one-half years ago your client’s main competitor began supplying private labelers.Today, this main competitor owns 40% of the private label subsegment, the smaller players own the remaining 60%❑How has market share of the branded segment been split over the past five years?Your client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In re spon se to this, your client’s main competitorentered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is requi red to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookie?Consumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label products?It costs approximately $1.50 to manufacture a bag of private label cookies whichwill sell for$2.00 to retailers. It costs approximately $2.00 to manufacture a bag of branded cookies which will sell for $2.75.❑How do the same numbers translate at the retail level?A retailer, paying $2.00 for private label cookies can sell that product for $2.50. The $2.75 bag ofbranded cookies can be sold for $3.50.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer. The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label products?No❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label products?Th ere wa s some excess capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much.. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a r esult of it not supplying private label products?Not noticeably❑Are grocery stores using private labels in other food categories?Yes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocers?Generally increasing. Grocer chains are expanding and the number of grocers to be found servinga given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years?The economy has been slowing over the past five years. There is concern about recessionThe above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest inu tilizing excess capacity, grocer’s desire to sell products with their name on it (they may believe this creates return customers in an increasing competitive environment, consumers concerns about a troubled economy (price vs. quality tradeoffs.At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basisof competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operationUtilize all existing excess capacityGain maximum product knowledge as quickly as possibleUnderstand low cost positions on product ingredients and mixReview process improvement/ manufacturing efficiency opportunitiesUndertake overhead reduction efforts(Any of these points could be discussed in great detail❑Ensure there is no customer confusion between private label offering and branded product❑Seek partnering agreements with retailersJoint advertising and promotions❑Explore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private labelIf the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful:❑Pursue a maximum differentiation strategyInvest in brand image to support premium priceMake it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the productManage price gap: explore price increases where appropriate( Again, any of these points could be discussed in great detail❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as availableCustomers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit.Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answ er. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge? What is driving it? How has it affected manufacturers, retailers and consumers?。
咨询公司-caseinterview8大类型
咨询公司-caseinterview8大类型面试案例主要有以下8种类型，或者是其中2-3种的叠加。
Falling Profits Case这个类型的案例需要你挖掘分析出导致企业利润下降的可能因素。
考察的是面试者的分析能力，深入洞察事务的能力, 熟悉金融工具，交流能力及相关行业知识相关分析工具有：Market assessment, BCG matrix, product mix assessment.New Product Introduction这个类型的案例是要求你推荐一种新产品引进的策略。
考察的是面试者的分析能力，对品牌管理及供应链的理解程度，交流能力及相关行业知识。
相关分析工具有：4p理论，市场分析，竞争者分析，product portfolio assessmentEntering a New Market这个类型的案例需要你分析出加公司是否应该进入一个新的市场，是否需要发展一种新产品或新服务。
（通常新产品或服务在某种程度上与公司已有业务相关）。
考察的是面试者的分析能力，对市场、供应链动态的理解、交流能力及相关行业知识相关分析工具有：Market assessment, product portfolio analysisEntering a New Geographic Market这个类型的案例需要你分析企业是否应该将业务拓展到新的国家或地区。
此类问题考察的是面试者的分析能力，对国际市场动态、当地通货情况、供应链动态的理解，及交流能力与相关行业知识相关分析工具有: Market assessment, supply chain analysis, competitor analysisWhere to Locate a New Facility ("Site Selection Case")这个类型的案例需要你评估一下，公司应该在哪里添置新的工厂或设备，有时也需要你分析出公司的整体运营是否需要重新规划和部署。
【留学生找工作】咨询面试官示范caseinterview完美答案,还是自古套路得人心啊
【留学生找工作】咨询面试官示范caseinterview完美答案，还是自古套路得人心啊“在美国，每个人在工作岗位上就像是一个零件一样，每天很多时候都是在做重复的工作，而Consulting的不同之处就在于每天都在做不同的事情，因为每一个公司有自己不同的问题，即使是相同行业的公司做的东西也不一致，这也是咨询行业吸引人的地方。
”除了行业光环之外，过去一年，许多顶尖咨询公司的收入平均增长了7-13%！！！想分分钟进Consulting拿高薪，做高管，当都市丽人，你必须要闯过的就是CaseInterview这一关。
但还是有无数向往咨询公司的小伙伴前赴后继地“牺牲”在CaseInterview的战场上。
“我已经花一个周末整整四十八小时的时间修改我的简历了！为什么还不够好？”“我已经花一个月的时间每天申请实习了，为什么一点成效都没有？”“我已经在接到面试通知时立马开始准备，练习了一个礼拜，为什么还不够？”三个字：练少了！为什么同样的学校背景，别人能拿到更好的Offer？因为他们准备求职的时间不是几天、几个礼拜、而是“几年”。
一般拿到ConsultingOffer的人至少练了50个case。
甚至有70个的，有上百个的。
杀猪杀屁股，各有各的杀法。
但大量的练习绝对是必不可少的。
做前两个case的时候会紧张，后来就慢慢好了，做了大约30个，解决case找到答案已经不是问题。
三大经典Case思路解析CaseInterview怎样练习？各个Case案例有什么特点和思路？MarketSizingGuesstimates，这种问题也常被称作MarketSizing，即需要在没有什么细节提供给你的情况下估计一个市场的大小，你不需要得出一个正确答案，这里主要考察你如何把一个大问题分解成小问题来回答。
在这种问题中你需要有一些常识（比如纽约人口840.6万等）。
典型问题∙五年后加拿大无人机的市场有多大？∙纽约地铁一天的客运量？∙波士顿有多少棵树？∙美国每年消耗多少只啤酒瓶？...这些都是典型的关于MarketSizing的问题解题思路1.从供给角度还是需求角度切入市场由供给端与需求端构成，所以一般MarketSizing问题从这两端分析都有相应的思路，但是有些市场的供求明显不平衡，某一方会受到限制，比如问一个机场一天高峰时期客流量有多少，这个问题从供给端来思考就会更加合理2.从目标问题开始，将其分解成组成部分咨询很核心的一个思维就是把一个大问题breakdown成很多小问题，从而发现问题，各个击破。
咨询公司面试案例分析指南咨询面试系列a完整版
咨询公司面试案例分析指南咨询面试系列a 集团标准化办公室：[VV986T-J682P28-JP266L8-68PNN]Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a manufacturer of bicyclesThey have been in business for 25 yearsThey manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclists Mainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Small er, simpler versions of their mainstream bikes for childrenProfits at your client have decreased over the past five yearsQuestion:What is driving the decline in overall profits?What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.What are the client’s margins for a bicycle in each of the threesegments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unitWhat has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MMWhat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%Who are the client’s major competitor’s in each market segment What has happened to their market share in each segment over the past five yearsRacing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are m any competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (ra cing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MMx 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:Have there been any major changes in product quality in your client’s racing product Or in its main competitor’s racing productNoHave there been any major price changes in your client’s racing product Or in its main competitor’s racing productNoHave there been any major changes in distribution outlets for your client’s racingproduct Or for its main competitor’s racing productYes. Previously your client and its main competitor in the racing segment soldexclusively through small, specialty dealers. This remains unchanged for the competition.Your client, however, began to sell its racing bikes through mass distributors anddiscount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.What percent of your client’s racing sales occur in mass distributors and discountstores?Effectively none. This attempt to sell through these distributors has failedHow has the decision to sell through mass distribut or’s and discount stores affected the image of the client’s racing product?No studies have been done.How has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively thelast two questions, a possible story can be put together. There has been no appreciablechange in either quality or price (or any oth er tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of theprofitability issue. Questions to uncover cost issues would include:How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilizetechnology to improve efficiency throughout the industry, but it is his/her opinion that the ir approach, maintaining the “human touch”, is what differentiates them from the competition. (Unfortunately, he’s right!!)Is the workforce unionized?YesWhat is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.What is the present throughput rating How has it changed over the past five yearsPresently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.What is the typical reason for equipment shutdown?Emergency repairDescribe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of seniortechnicians.How often has equipment been replaced Is this consistent with the original equipment manufacturer’s recommendationsThe client feels that most OEM recommendations are very conservative. They have followeda philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:Abandon the mainstream and children’s segment to recover leadership in the racingsegmentIssues to consider in this approach:How much of the racing segment is “recoverable”What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?Maintain the mainstream and children’s segment, but sell under a different nameIssues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’smarket?Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investmentsWhat are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriateAre the mainstream and children’s segments potentially “over-engineered”What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。
咨询面试系列(2)：A[1].T. Kearney案例分析
![咨询面试系列(2)：A[1].T. Kearney案例分析](https://img.taocdn.com/s3/m/49ac0a1ba8114431b90dd8a7.png)
Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a manufacturer of bicycles❑They have been in business for 25 years❑They manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclistsMainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Smaller, simpler versions of their mainstream bikes for children❑Profits at your client have decreased over the past five yearsQuestion:❑What is driving the decline in overall profits?❑What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.❑What are the client’s margi ns for a bicycle in each of the three segments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unit❑What has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MM❑W hat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%❑Who are the client’s major competitor’s in each market segment? What has happened to their market share in each segment over the past five years?Racing: There is one main competitor and a host of small firms. Your main competitor hasincreased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are many competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (racing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MM x 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:❑Have there been any major changes in product quality in your client’s racing product? Or in its main competitor’s racing product?No❑Have there been any major price changes in your client’s racing product? Or in its main competitor’s ra cing product?No❑Have there been any major changes in distribution outlets for your client’s racing product? Or for its main competitor’s racing product?Yes. Previously your client and its main competitor in the racing segment sold exclusively through small, specialty dealers. This remains unchanged for the competition. Your client, however, began to sell its racing bikes through mass distributors and discount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.❑How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.❑What percent of your client’s racing sales occur in mass distributors a nd discount stores?Effectively none. This attempt to sell through these distributors has failed❑How has the decision to sell through mass distributor’s and discount stores affected the image of the client’s racing product?No studies have been done.❑Ho w has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively the last two questions, a possible story can be put together. There has been no appreciable change in either quality or price (or any other tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of the profitability issue. Questions to uncover cost issues would include:❑How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.❑What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%❑How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.❑Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilize technology to improve efficiency throughout the industry, but it is his/her opinion that their approach,maintaining the “human touch”, is what differentiates them from the competition. (Unfor tunately, he’s right!!)❑Is the workforce unionized?Yes❑What is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.❑What is the present throughput rating? How has it changed over the past five years?Presently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.❑What is the typical reason for equipment shutdown?Emergency repair❑Describe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of senior technicians.❑How often has equipment been replaced? Is this consistent with the original equipment manufacturer’s recommendations?The client feels that most OEM recommendations are very conservative. They have followed a philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:❑Abandon t he mainstream and children’s segment to recover leadership in the racing segment Issues to consider in this approach:How much of the racing segment is “recoverable”?What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?❑Maintain the mainstream and children’s segment, but sell under a different name Issues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’s market?❑Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investments?What are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriate?Are the mainstream and children’s segments potentially “over-engineered”?What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?❑Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。
把手教你做Case Interview
把手教你做Case Interview（一）：Market Sizing 案例详解2015-06-16etesian Etesian亦莘Etesian亦莘etesian对咨询行业外部科普，为咨询新人解惑，与咨询顾问探讨与交流。
想象一下，你走进某高大上咨询公司面试室。
刚坐下，面试官就拿起手边的星巴克咖啡，问：“请你告诉我，楼下的Starbucks一天要卖掉多少杯咖啡？”——这就是最典型的market sizing问题。
从Pretalk到par面，Market Sizing 经常出现于各大咨询公司的各轮面试中。
简单来说，Market Sizing需要面试人估算某个领域的总数，可能是中国加油站的总数，可能是上海一共有多少台iphone，也可能是北京地铁一天要消耗掉多少张地铁票。
接下来，我会配合一个实例，一步一步呈现如何解决market sizing问题。
问题：中国一年会卖掉多少烟雾报警器？（请先思考一分钟）好，一分钟时间到，是不是什么都没想出来？没关系，第一次遇到过这类问题的同学觉得慌乱是正常的。
烟雾报警器在生活中也不常见，还涉及到专业领域的知识。
那么，应该如何思考呢？烟雾报警器的销量等价于购买量，换句话说，如果能够知道一年烟雾报警器的需求量，就可以知道销量。
哪些场景情况下会安装报警器呢？无疑就是房屋装修。
那么，说起房屋装修，首先进入你脑海的词有哪些？住宅，商业地产，毛坯，翻修……整理下思路，可以概括为以下两类：1.新房装修（分住宅和商用）2.老房翻修（分住宅和商用）不过等等，是不是还少什么东西？报警器的销量只会覆盖这些新安装的吗？旧报警器报废换新是不是没考虑？所以，正确的逻辑架构应该是这样的：到这里，基本架构清晰了，我们需要做的就是逐层分解，直到最细，就可以算出我们要的数字了。
从“新房新装需求量”开始分解，该如何下手呢？这里就需要大胆的假设了：烟雾报警器的安装一定会符合某项标准，并且很有可能是按照房屋面积进行安装。
咨询case study 案例及解析
咨询case study 案例及解析摘要：一、案例概述二、案例分析1.问题阐述2.解决方案3.分析与评价三、可读性与实用性提升策略1.叙述方式2.结构优化3.语言表达四、总结与建议正文：【一、案例概述】在当今社会，咨询case study（案例及解析）愈发受到人们的关注。
本文将详细解析一个具有代表性的案例，并从中提炼出有价值的经验教训，以供读者参考。
【二、案例分析】1.问题阐述在这个案例中，我们关注到一个企业面临的一系列问题。
这些问题包括市场竞争加剧、业绩下滑、员工流失率高等。
为了摆脱困境，企业决定寻求外部咨询师的帮助。
2.解决方案咨询师在了解企业现状后，提出了一套完善的解决方案。
主要包括：（1）优化企业内部管理机制，提高工作效率；（2）调整市场战略，明确目标客户群体；（3）加强员工培训，提高员工满意度。
3.分析与评价从解决方案的实施效果来看，企业业绩得到了明显提升。
这表明，咨询师的方案具有针对性和实用性。
同时，我们也应注意到，企业在解决这些问题过程中所付出的努力和投入。
【三、可读性与实用性提升策略】1.叙述方式为了提高文章的可读性，本文在叙述方式上采用了生动、形象的语言。
在描述案例过程中，注重细节描绘，让读者更容易产生共鸣。
2.结构优化在文章结构上，我们遵循了逻辑清晰的原则。
从问题阐述、解决方案到分析与评价，每个环节都有条不紊地进行，使读者能够更好地理解案例的全貌。
3.语言表达在语言表达上，我们力求简洁明了，避免冗余。
同时，注重语言的优美和韵律，让读者在阅读过程中感受到愉悦。
【四、总结与建议】通过对这个咨询case study的解析，我们可以得出以下结论：1.企业应重视案例研究，从中汲取经验教训，以应对现实中的困境；2.选择合适的解决方案，必须充分考虑企业的实际情况；3.加强内部管理，提高员工满意度，是企业持续发展的关键。
此外，我们还建议企业在遇到问题时，勇于寻求外部帮助，结合专业咨询师的指导，制定出更具针对性的解决方案。
咨询case study 案例及解析
咨询case study 案例及解析咨询案例分析：提高团队绩效的关键因素在现代商业环境中，提高团队绩效是许多组织和企业所追求的目标。
一个高效的团队能够提升工作效率、增强创新能力，并为组织带来可观的经济回报。
本文将通过一个咨询案例来讨论如何解决一个团队绩效不佳的问题。
案例描述：某公司的一个部门团队处于低迷状态，工作效率低下，项目延期频繁，质量不稳定。
该团队由各个专业背景的成员组成，包括工程师、设计师和市场专家。
公司希望通过咨询来找到改善团队绩效的方法。
解析：1. 团队目标明确化：首要任务是确保团队成员清楚了解项目的整体目标，并明白各自贡献如何对整个团队产生影响。
这可以通过定期团队会议、目标设定和项目沟通来实现。
2. 促进有效沟通：有效的沟通是团队成功的关键。
为了加强团队内外的沟通，应建立一个共享信息的平台，如内部社交媒体或团队专用的沟通工具。
此外，举办定期的团队会议或工作坊也能帮助提升团队协作和理解。
3. 培训和发展：提供成员培训和发展机会，以增强其专业技能和知识。
专业培训可以帮助团队成员掌握新技术、工具或方法，从而提高工作效率和质量。
4. 鼓励团队协作：通过鼓励团队成员之间的合作和知识共享，可以提高整个团队的绩效。
可以使用团队项目来鼓励合作和集体努力，并确保奖励机制能够公平激励团队成员。
5. 反馈和评估：定期评估团队绩效，并提供个体和团队层面的反馈。
这可以帮助团队识别问题和改进的机会，建立学习型团队。
总结：通过制定明确的团队目标、促进有效沟通、提供培训和发展机会、鼓励团队协作以及提供及时的反馈和评估，可以改善团队绩效。
以上所述的方法在实践中已被证实有效，可以根据具体情况进行调整。
咨询专家可以根据不同的企业和团队需求提供量身定制的解决方案，从而帮助企业实现高效团队管理和卓越绩效。
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(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
因此，一个互动性很强，和实际联系很紧以及要求分析能力较高的Case Interview可以很好的衡量面试者的这些素质。
(3) Case Interview考察哪些能力和素质²领导能力咨询师常常需要独立工作，并且带领团队和客户去达成共同的目标，因此领导力对于一个成功的咨询师来说是很重要的。
在面试当中，你需要通过主动掌握整个面试，有信心的提问题来表现你的领导力。
²分析能力咨询业的核心就是分析－根据事实提出假设，把数据break down，然后形成一套分析框架，并且最后得出结论和建议。
在面试过程当中，你需要通过有效，有目的性的提问等来反映你的分析能力。
²Presentation Skill一旦咨询师对案例进行了完备的分析并且想好了相应的策略，他们就需要把他们的发现和建议展现给整个案例小组和他们的客户。
因此，这个能力对咨询工作也是十分关键的。
所以在面试当中，宁愿说慢一点，花点时间思考，也不要结结巴巴的做陈词。
²精力咨询公司往往希望他们的咨询师能够在10小时的飞机之后依然精力充沛的出现在客户面前。
所以有力的握手，真诚的笑容，自信的眼神以及整洁的外表都是他们所看重的。
²冷静在Case Interview中，面试官有时会刻意营造一种很tough的氛围，比如不断challenge你，或者不断否定你的回答，这不代表你做的不好，而是他们在故意考察你能够面对压力冷静思考。
要知道：当咨询师面对客户的时候，面对压力而冷静的发现问题以及思考是很重要的素质。
(4) Case Interview的类型以及特点Case Interview一般分成三类，guesstimates, Business Cases和brainteasers。
下面就这三类分别介绍一下。
²Guesstimates这种问题也常被称作market sizing，就是需要你在没有什么细节提供给你的时候估计一个市场的大小，比如：请估计北京中关村家乐福一天的客流量。
和所有的Case Interview一样，你不需要得出一个正确的答案，关键是考察你如何把一个大的问题分解成小的问题来回答。
在这种问题中你需要有一些常识（比如北京的人口1000万等）。
²Business Cases最常见的Business Case Interview是面试官给你描述一个案例背景，然后问你该如何分析这个问题。
常见的背景有市场进入(market entry)，利润下降(profit decline)，行业分析(industry analysis)，销量下降(sales decline)等。
面试官往往不会提供很具体的信息，需要你不断的提出有针对性的问题来获得更多的有用的信息。
²Brainteasers这类问题往往是很刁钻的一些迷题或者数值估计题，主要考察的是你的创造力，以及面对压力下的问题分析能力和冷静。
一般来说，每一个45分钟的Case Interview要不会包含一个长的Business Case，要不会有两个Case，其中一个必然是guesstimate，另外的一个有可能是brainteaser，也有可能是一个短的Business Case。
2．面试技巧和Behavior Interview不同，Case Interview并不认为通过对你过去的了解能够对你未来的行为有一个很好的预测，相反，Case Interview的核心理念是让你在面试现场来体现你所具有的特长。
Behavior Interview和Case Interview的关系，就好比是大家平时成绩和考研的关系：有些人可以通过自己以往的很好的平时成绩保送，而有些人则需要考试来一次定江山。
Case Interview的难度往往很大，其原因在于在现场的面试过程当中，你会把你的大部分精力集中在分析问题，因此你的很多习惯，比如用词、小动作，以及面对困难时候的冷静以及胆量，都不可能顾及到。
因此在Case Interview的时候，一个真实的你就被完全展现在面试官的眼前。
在具体讨论各种技巧之前，我们首先需要强调一点：在Case Interview的时候面试官并不需要你得到一个正确的答案，他们更看重你的分析问题的能力和方法。
一个常见的情况就是：同一个Case，两个人出来后对答案发现他们给出了完全不同的结论，结果最后都进了下一轮甚至拿到了最后的offer。
而且有些时候，面试官在一个Case讨论到一定程度的时候提出换一个Case，这不一定意味着你分析的不好，很有可能是因为面试官觉得你分析的不错了想换一个Case再考察你的。
如前所述，咨询公司的Case Interview有三类：Business Cases, guesstimates和brainteasers。
对于这三类采用的方法和技巧还是比较不一样的，因此我们对三种类型的Case Interview分别进行分析：(1) Business Cases面试官在给你一个Business Case的时候一般只会做一个总体的介绍，就是告诉你这个案例发生的背景（比如时间，地点，产品，客户等），以及你需要解决的问题。
一般对于申请公司entry level职位的应聘者而言，案例一般就是以下的几类，而且也不会很复杂：销量下降(Sales Decline)，利润下降（Profit Decline），行业分析（Industry Analysis），方案评估（option evaluation）。
但是无论Case是什么，所采用的方法都是类似的。
我们把在Business Case Interview里面所有的技巧和主意事项归结为“MAFIA”法则：MinutiaAttentionFrameworkInteractionAnalysisØ M - Minutia（细节）在做Business Case的时候，为了把Case做的更完美，有许多的细节你是需要注意的，主要有下面的这些：²作笔记当面试官开始向你阐述这个案例的时候，一定要在纸上记录有关的信息，尤其是关键的背景资料和数据。
如果你因为没有记录再让面试官把案例重复一遍，这会是一件很尴尬的事情。
²千万不要做任何假设千万不要在面试官刚叙述完这个案例之后就假设可能的根本问题，这样会使得你的分析变得不全面，因此很容易错过一些关键信息。
即使你有着相关行业的实习，即使你觉得销量下降可能是因为广告不够或者其他原因，也要按逻辑步骤一步一步分析。
一定要记住：面试官看重的不是你能否很快的给出答案或者很有直觉的解决问题，而是看重你能否通过结构化的思路来分析问题。
假设你是客户，你是更信得过一个听完你的困境就告诉你解决方案的咨询师呢，还是一个通过结构化分析给出结论的咨询师？²保持eye contact在面试过程当中一定要保持和面试官的eye contact，尤其是在回答问题的时候，这是自信和权威的表现。
要知道，作为咨询师，你经常需要和公司的最高层进行交流，要让他们相信，你是作为权威在帮他们解决最棘手的问题的。
²不要急于开口面对一个案例，在面试官阐述完毕之后，先考虑一下，整理出来一个思路，再开始进行分析。
在整个过程当中，都要思考清楚了再问，宁愿问的问题少，但是每个都很关键，也不要问了一堆自己刚开口就后悔的问题。
这也是你冷静沉着的表现。
Ø A –Attention（专注）在Case Interview的时候，需要你对面试官提供的信息进行很迅速的梳理，把重要的信息提取出来进行集中分析最后得出结论，因此需要你十分集中精力的去接受，理解和分析你得到的信息。
在这一部分你尤其需要留意以下三个方面：²谨慎处理面试官提供的信息在面试的时候，不是所有面试官提供的信息都是对得出结论有用的。
毕竟，客户找咨询师的时候，他们并不知道自己面对的困难是出自于何处，因此他们会给咨询师提供很多的信息，需要咨询师从众多的信息中间提取出关键的信息以找出问题所在。
因此在Case Interview的时候，面试官也会提供给你足够的信息来考察你对于信息的处理能力。
应对的策略也比较简单：首先，不要因为觉得面试官提供了一个很可能是关键的信息就过于兴奋。
因为如果到头来发现这个并不是正确的方向，你的期望落差就会很大。
如果一个Case比较长，这样的信息有好几个，那你就很容易因为连续几次的期望落差影响心情。
其次，无偏好的把所有的信息当作有用的来处理，其实是最好的。
这样你就不会错过什么，很全面的对问题进行分析。
记住：面试官看重的是你的分析能力不是结果。
²对数据要十分留意在Case中几乎所有的数据都是有用的。