管理咨询全套资料(英文版)(22个文档)
IBM内部管理咨询公司培训资料-英文版
IBM内部管理咨询公司培训资料-英文版Title: Effective Internal Management Practices for IBM Consulting FirmsAbstract:This training material aims to provide IBM internal management consulting firms with a comprehensive understanding of effective management practices. It covers key topics such as leadership, communication, teamwork, and performance management. By adopting these practices, consulting firms can enhance their overall efficiency, productivity, and client satisfaction.1. Introduction1.1 Background and Objectives1.2 Importance of Internal Management in Consulting Firms2. Leadership Development2.1 Characteristics of Effective Leaders2.2 Building Leadership Skills2.3 Leading by Example3. Communication Strategies3.1 Importance of Effective Communication3.2 Active Listening Techniques3.3 Clear and Concise Writing Skills3.4 Facilitating Effective Meetings4. Teamwork and Collaboration4.1 Building High-Performing Teams4.2 Encouraging Collaboration and Innovation4.3 Conflict Resolution Strategies4.4 Fostering a Positive Work Environment5. Performance Management5.1 Setting Clear Goals and Expectations5.2 Providing Regular Feedback and Recognition5.3 Developing Skills and Competencies5.4 Performance Appraisal Process6. Client Relationship Management6.1 Understanding Client Needs and Expectations6.2 Effective Stakeholder Engagement6.3 Building Trust and Credibility6.4 Client Satisfaction Measurement and Improvement7. Continuous Improvement7.1 Seeking Opportunities for Process Enhancement 7.2 Implementing Lean Six Sigma Principles7.3 Embracing Technological Innovations7.4 Learning and Development Initiatives8. Conclusion8.1 Recap of Key Points8.2 Importance of Implementing Effective Management Practices 8.3 Future Trends and ChallengesAppendix:- Leadership Self-Assessment Tool- Sample Communication Plan Template- Conflict Resolution Techniques- Performance Appraisal Guidelines- Client Satisfaction Survey TemplateBy following the principles and techniques outlined in this training material, IBM internal management consulting firms will be equipped with the necessary knowledge and skills to enhance their overall performance and success. Effective leadership, communication, teamwork, performance management, client relationship management, and continuous improvement processes are vital for maintaining a competitive edge in the fast-paced consulting industry. By consistently practicing these strategies, firms can ensure client satisfaction, employee engagement, andlong-term organizational growth.我进一步写下去，进一步深入探讨相关内容。
管理咨询全套资料(英文版)4
PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has e to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.pany BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten panies operating in the U.S. R&H is the largest of the ten. R&H is a consumer goods pany distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The pany has been marginally profitable over the past ten years. Last year the pany made a profit due largely to an accounting change.Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production anddistribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs.R&H still maintains three plants in the U.S. Because of the over-capacity that R&H has experienced, R&H has negotiated deals with sister panies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the pany's profits. In Personal Care, R&H owns the two top branded products, in the other categories the pany has the number two brand, and in one segment, number three. R&H has mitted to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the U.S., brands are under attack from private labels, who are now peting on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H petes and, as a result of this brand consolidation, that R&H will lose critical sales mass and bee a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as petitors have been forced to respond.R&H is widely regarded as a retail-oriented pany. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the pany over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the pany six months ago. He was the Executive Vice President of an important European division of a sister pany. The conglomerate has always prided itself on being able to leverage its multi-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the pany needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the pany Scenario 2: Merge the pany with a sister pany that has similar distribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can bee a strategic advantage for the pany if it can outperform its petitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the pany, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the SupplyChain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the pany working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the pany needs to invest in its new product capability. The strategy is to acquire smaller, regional panies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders ing in.The EVP of Marketing believes that a bination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the pany is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the pany doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement withR&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The pany is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the pany needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can e up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning R&H's ability to implement a strategy?11. What are some key performance indicators that you would suggest?12. What are the key issues between the Supply Chain and other areas of the pany(such as Marketing and Sales) that must be addressed?13. What are some ways that improvements in the Supply Chain willimpact the other areas of the pany, especially Marketing and Sales?14. How does Supply Chain effect the value of the pany's brands?15. What are the risks that the PwC team faces in this engagement?。
管理咨询经典1英文
1998 • $8.3 billion • 65,000 employees
2000 • Joe Forehand becomes Managing Partner
and introduces the 100 Day Plan • Andersen Consulting wins arbitration against
Booz Allen
Processes
Information Technology
Andersen Consulting IBM
Computer Sciences EDS
Digital Equipment Cap Gemini Sogeti
UNISYS
Business Process Management (Outsourcing)
7
7/31/2019
zccy: DEVELOPMENT OF REVENUES
(U.S. Billions) $8,3
$6,647
$3,452 $2,876
$4,224
$5,302
1993 1994 1995 1996 1997 1998
8
7/31/2019
zccy: GLOBAL PERSONNEL GROWTH
Communications & High Tech • Communications • Electronics & High Tech • Media & Entertainment
Resources • Chemicals • Energy & Natural Resources • Utilities
• Quality Client Service – Understand and meet client expectations 100 percent of the time.
管理咨询全套(英文版)(22个文档)1
Action ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday Arrange to meet 2nd year mentor January 2 / 34-Jan5-Jan6-Jan7-Jan8-JanRefine list of firms to target (no more than 15)Sunday - ConsultingClub Andersen Presentation Bain Presentation McKinsey & Company Booz Allen & Hamilton Deloitte & Touche Social at Carmen's5:30 Pick Staiger5:00 Omni Orrington Presentation Presentation Consulting Resume DueArrange tri-weekly meetings withcase team Sponsored by AD Little7:00 Women's Club7:00 Allen CenterTENTATIVE Deloitte & Touche Gemini Consulting Sibson & Company Meet with CMC advisior Consulting Presentation Resume Due Resume Due7:00 Women's Club5 cases done by end of weekCSC Healthcare GroupBegin to develop Master Tool Kit Resume DueAction ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday 10 cases done by end of week January 9 / 1011-Jan12-Jan13-Jan14-Jan15-JanFind second years to practice caseswith Price Waterhouse AT KearneyPresentation Ernst & Young Marakon Associates Strategic Decisions Inc.Coopers Presentation5:00 Omni Orrington Presentation Presentation Resume Due Arrange mock interview with CMC5:00 Location TBD12:15 Leverone 2765:00 Women's ClubMonitor CompanyRespond to Consulting Club's Mercer Management6:00 Omni Orrington Booz Allen & Hamilton The Boston ConsultingCase Interview Workshop email Consulting Presentation Resume Due Group Presentation6:00 Location TBD Bain Resume Due6:00 Pick StaigerMarketing & PlanningTowers Perrin Mercer Management Systems Resume DuePresentation Consulting Resume Due7:00 Omni Orrington Towers PerrinPrice Waterhouse General ManagementCoopers Resume Due Resume DuePage 4 of 8Action ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday15 cases done by end of week January 16 / 1718-Jan19-Jan20-Jan21-Jan22-JanFind second years to practice caseswith Saturday - Consulting The Boston Consulting Kannon Consulting Ernst & Young Resume Pittiglio, Rabin, Todd &Club Case Interview Group Resume Due Presentation Due McGrath Resume Due Prepare to Bid for interview round A Workshop5:00, Location TBDMarakon Associates Kannon ConsultingResume Due Resume DueAction ItemsSaturday / Sunday Monday Tuesday Wednesday Thursday Friday20 cases done by end of week January 23 / 2425-Jan26-Jan27-Jan28-Jan29-JanDiscuss bid strategy with 2nd years Strategic Decisions, Inc.Hay Group Resume Due McKinsey CasePresentation Workshop - DowntownFind second years to practice caseswith5:15 Leverone 276Chicago(International OfficesGet your suits ready, buys socks &hose Only - TENTATIVE)Finalize Master ToolkitPage 5 of 8。
管理咨询经典(英文版)(ppt 52页)
11
2019/11/21
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
Careers
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NATURE, TRENDS, CAREERS
Nature and Purpose of Consulting
• Definition of „Consulting“ • Brief look into history • Different types of consulting • Consulting market overview • Consultant: Profession description • Consulting strategies • Short overview over the consulting process • Reasons for clients to hire external consultants • Guidelines for the client - consultant relationship
• Respect for the Individual – Treat each person as we would like to be treated.
5
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ACCENTURE: IMPORTANT MILESTONES
1989 • Andersen Consulting
becomes a separate business unit from Arthur Andersen • $1.6 billion • 21,400 employees
管理咨询全套资料(英文版)(22个文档)8
Kellogg Consulting ClubHow to succeed to the Personal InterviewSo, here you are, reading this document and trying to figure out how to land your dream job. We’d like to help by telling you what we believe to be the key areas of preparation for a successful interview.First and foremost, remember that a standard consulting interview has four parts:1) A personal “fit” part for 15 to 20 minutes2) A Case part for 20 minutes3)Questions that you would like to ask your interviewer for 5 minutes.4)Wrap Up.Mo re often than not, people prepare themselves only for the case part, leaving the personal “fit” part unattended. Believe us, if you do not succeed in your personal interview, the case will not count! Therefore, this document will be focused on the personal side of the interview process, and how to succeed on that difficult part of the recruiting process.Introductory commentsAs you go through the process, you will receive tough questions that probe not only your intentions and intellect, but also your psyche and personality. Your delivery is as important as what you say. The only way to show poise and grace while answering these tough questions is practice and practice.a)Know yourself:You need to create a storyline for yourself. Describe how your life has developed such that a job with firm X is the next logical step in reaching your goals. Be able to walk through the details of your resume and fill in the details. For instance, why did you make the moves you have? What have been the most significan decisions you have made? Where were the challenges and where were the triumphs? This is also your chance to set yourself apart. Give the interviewer something to remember you by - tell an interesting story, talk about a unique skill or talent, etc. One way to do this is to incorporate words that will provoke curiosity in your resume.The CMC offers many sessions to help you polish your storyline. Take advantage of them.b)Know the firm:What does the firm pride itself on? What makes them unique? If a firm prides itself on being a thought leader, show you have been a thought leader or why being a part of a firms that leads the industry is important to you. You must also know the basics about a company such as where they have offices and how they are structured. If you are unclear about any of these areas, ask!! You do, however, want to show some initial understanding and then ask for clarification.Use Company presentations to ask the consultants smart questions. If you are interested in a firm, call the recruiting manager or a consultant you have spoken with and get more information about the work and culture.Don't be shy about asking questions, most people are honored when they are asked about their opinions and experiences.c)Listen well:This is VERY important. Insights and clues are all around you. Even before your interview begins, you should try to pick up any information you can. Go to presentations and take notes. What are the buzzwords they use to describe themselves and the people they hire? Remember a few highlights from the company presentation. During the interview, pay attention to your interviewer. What makes them look interested? What do they ask you to elaborate on? If you are weak in one area, listen for a chance to show your skills in another way.Preparation to the personal interviewIn order to prepare yourself for the personal interview, you need to answer the following questions:1)Who are the firms looking for?2)What should I do before the interviews?3)What should I be aware of during the interview?4)What questions will I be asked during the interview?1) Who are the firms looking for?There are fundamental skills that you need to demonstrate to get a consulting job. Do you think you have these qualities? What examples would you use to show what you do?Here is a list of the “critical skills” that consulting firms are looking for:1)Analytical skills: intelligent, able to find patterns and causal relationships in what appears to beunrelated data; creates hypothesis to drive research, uses clear and logic thinking, draws on pastexperience to solve problems, applies creativity to come up with solutions2)Business Sense: Entrepreneurial, stays on current business developments, intuitively understands basicbusiness dynamics, converses easily about business issues.3)Quick Learning: Solicits and is open to feedback, humble, wants to improve himself/herself, learnsfrom mistakes.4)Communications skills: Listens carefully to understand others, uses tactful phrases and timing whencommunicating, has a good sense for what people mean, understands how he/she is being perceived.5)Integrity: Does not waver on ethical issues, has basic respect for other individuals, is able to maintainconfidentiality, follows through on commitments.6)Interpersonal Skills: Mature, avoids turning business issues into personal issues, genuinely interestedin other people, can get along with people from a range of backgrounds, positive in attitude, keeps col under pressure, thinks before leaping, open-minded, able to put things in perspective.7)Leadership skills: Has influence, can make decisions quickly, provides leadership in situations wherethere is none, understands individuals positions on issues and how to influence them, able to take risks, takes action when necessary, sets clear goals, rallies people around a shared objective.8)Motivation and energy: Enthusiastic, has a can-do attitude, has high performance standards, motivatesothers, willing to work long hours, organizes work effectively, detail-oriented, willing to dounglamorous work9)Quantitative skills: Can apply quantitative thinking to analysis of issues, understands quantitativerelationships in business, comfortable performing simple math mentally, academic training in math.10)Team player: Likes to work in teams, sensitive and willing to help others, knows when to be a leaderand when to be a follower, puts group’s interests before own, shares credit for joint work.11)Intellectual curiosity: ability to be satisfied with the intellectual challenge of his work, comfortablewith the notion that client might not follow their advice.12)Comfort with ambiguity: can thrive in an environment in which things are fluid, non structured anduncertain, can bring structure and thought to what seems a confusing situation with maturity and poise.Don’t worry if it seems you don’t meet these criteria. Most successful candidates really don’t possess all of them. But being aware of these needs, and focusing your answers to demonstrate these skills, can be the difference between receiving and offer or not.Talk about these skills, find where you developed them and applied them.2)What should I do before the interviews?This section will cover how to prepare for the interview. This part is a very important one, since it will determine how confident you are when you walk into the interviewing room.a)Logistics:The company should notify you if you are being invited for an interview. Generally, you are given several interview times to choose from. Reecruiters remember early and late candidates the best. Although you may not be able to have the flexibility to decide this, try to avoid slots in the middle of the day, specially after lunch hour. In addition, many interviewers will be very critical on their very first interview of the date.b)Understand the industry stereotypes:Often, recruiters are looking for a "pattern" of people and backgrounds that have been successful in the past at their company. And unfortunately, often they are misled by surface impressions. Watch the consultants carefully on each occasion, see how they communicate, move and dress. Carry yourself with maturity. Imagine that you are in a situation in which you must lead a meeting with senior executives. How would you act in that situation? Walk into your interview with that scenario in mind. Of course, your natural personality and warmth will make the difference!c)Headlining:It is hard for recruiters to spend eight hours in a row interviewing one student after another, asking the same questions all day. It is hard even to remember candidates. Much of the interviewer's assessment is subjective, and you need to make an lasting impression on an interviewer so that all you stand out of the pack.Therefore, you need to have a very clear agenda for the interview. Come up with headlines - a few key points about yourself that will influence the interviewer. Prepare these headlines in advance, and back each headline backwith a will-chosen anecdote that is interesting enough to help the interviewer understand and remember the headline. The key is to slip in points about yourself during appropriate moments, not to force them on the interviewer obviously or awkwardly.Use the Interview Preparation Worksheet, as well as the CMC materials and presentations, to develop your headlines. The check these headlines against:•The skills that firms are looking for•The questions firms ask during the interview•The characteristics of the firm you are interviewing withd)Last minute details:If you haven't yet, make sure that you find out what the company does, how it is different from its competitors, and three reasons why you want to work there as opposed to other companies. Also, make sure you have chosen four or five questions to ask your interviewer.Make sure you get a lot of sleep the night before the interview, and a few nights before if possible. Get your preparation and clothes ready one or two days before so that you can relax. Do something fun with friends before the interview to take your mind off it, and you will be more relaxed and confident the next day.e)Before you walk into the interviewer room:Get early so you can take a deep breath, relax and work on last minute details (comb, restrooms, etc). Relax, and take this opportunity to exercise your skills and meet some interesting people. Remember to visualize yourself as an executive attending an important meeting. Last but not least, if you think that this is a life-or-death interview, chances are you will psych yourself out.What should I be aware of during the interview?a)Attitude:Don't complain or be too negative about something, focus on the positives of all your past experiences, be optimistic and be yourself.b)Communication Skills:"Delivery is as important as content". Your interviewer will be deeply influenced by your communications and interpersonal skills. Be aware of the way you communicate and the effect that this has on the interviewer. Interviewers like candidates with whom they feel some sort of rapport. Your attitude towards the interviewer will come across on your face and will make or break that rapport.Non-verbal communications:•Eye contact: Looking at the interviewer strengthens the point that you are making. Maintain fairly steady eye contact, especially when you are making a statement where your credibilitymight be questioned. If you are thinking, it is OK to look down or away for a few seconds.Shift your gaze from one eye to the other, this signals warmth and sincerity.•Facial expression: You want to come across as happy, well-balanced person, because firms like happy people. Smile occasionally, and don’t let the interviewer read nervousness on your faceand gestures.•Gestures: Subconscious movements, such as waving your arms to make a point, folding a piece of paper, or playing with your hair are distracting to the interviewer. In addition, they may come off as a sign of nervousness or dishonesty when you are answering difficult questions. Sit upstraight in your chair, slumping conveys a sloppy, laid-back attitude. Lean forward when youare excited or interested.Verbal communications:•Pace: many interviewees speed up when they are nervous, and their words become slurred.Pausing for effect will heighten the listener's interest in what you are saying.•Space Fillers: Don’t be afraid of silence. Space fillers like "umm", "you know" etc. are both distracting and unprofessional.•Logic: At all times, keep in mind the question you are supposed to answer. If you use a lenghty example, remember to tie the example back to the question. Doing so makes it seem that youhad an organized approach to your answer.•Amount: cut yourself when you have made a point. Don’t let yourself recite information in five different ways.c)Etiquette:•Don’t talk too much about money or perks.•Be careful with your language, you never know what might offend the other person.•Just in case, be politically correct.•Don’t sit down unt il the interviewer asks you or until he has done so.•Posing overly tough or critical questions is impolite.•Be nice to everybody.•Don’t delve yourself into extremely personal topics of preferences.•Thank the interviewer for his time at the end of the session.d)Spin control:Too many qualified people rule themselves out because they think that they lack raw material. Destroy that myth right now, you are not studying at one of the best business schools because Kellogg is a charity organization.Some suggestions to make the best impression include:•Emphasize the use of "I"•Explain your positions or activities, the skills demonstrated in that position, the challenges faced and the results accomplished•Think what things that you have done can make you shine during the interview.•Personality traits should be demonstrated, not directly stated.4) What questions will I be asked during the interview?a)The introduction:During the first tow or three minutes of the interview, interviewers introduce themselves and attempt to break the "ice" by making comments about the weather or other small talk. They also describe the structure of the interview. Remember that you are there because they chose you, and they will have a positive tendency towards you.Many recruiters say that their impressions are shaped in the first five minutes of the interview. To make a good impression,•Shake hands firmly with the recruiter.•Relax, the interviewer is looking forward to meeting you after seeing you resume.•Smile, show some warmth, but err on the formal side rather than on the informal until you have gotten a sense of the interviewer style.•If the interviewer attempts a small talk, make sure to engage in a conversation with him.b) Personality questions:Put yourself in the interviewer's shoes. They might have to work with you if you are hired, so they want to make sure they like you. This is the major purpose of this phase. If interviewers don’t like you as a person, or you don’t really fit in with the culture at the fi rm, they will find an excuse to reject you no matter how perfect your answers are, or if you say what you are supposed to say.Interviewers are also testing whether they can put you in front of a client without embarrassment. Will you handle a difficult situation with grace and tact? Are you aware of what is appropriate behavior?You have a big opportunity in this segment of the interview. Don't let the conversation ramble, focus on your agenda and direct it the way you want to.Critical skills being tested include integrity, interpersonal skills (maturity, judgement, tact, etc.), communications skills and the ability to listen and to learn.The most common questions that an interviewer will ask include:•Personality Questions:•Failure questions•Self-awareness questions•Ethics/Sensitivity questions•Fun Questions•Resume Questions:•Decision-making rationale•Teamwork•Leadership•Resume Case Question (eg. tell me the strategy of your prior company…)•Communications Questions•Teach me something in five minutes•Sell me the lamp of the desk…•Business Questions:•Interests•Business KnowledgeFor a complete set of questions, refer to the CMC Website:/career/notebook/intrview/faiq.htmc) Your questions:In the last few minutes of the interview, interviewers will ask you if you have any questions. You are still being evaluated. While the quality of your questions probably won't make or break the interview, it does make a difference when interviewers are uncertain about your interest in our understanding of the job. Poor questions are seen as a sign of little interest.Resist the temptation to succumb to fatigue when your interviewer is responding. Nothing is worse than when you ask a question and then stare at the interviewer blankly, repeating "uh-huh" and not listening. Develop questions specifically for each interview.For a set of questions, please refer the CMC Website:/career/notebook/intrview/qftr.htmYour questions for first round interviews should be more general and neutral, while your questions for second and third round should be detailed and more tailored to the firm that your first round questions, and don't repeat them! If you ask very basic questions, the interviewer will wonder why you did not ask them during the first round of interviews. Think about questions about the interviewer themselves, they like it!Final Word of Wisdom:PREPARE, PREPARE AND PREPARE!!Sources:•"The Fast Track: the Insiders Guide to Winning Jobs in Management Consulting, Investment Banking and Securities Trading"; Mariam Naficy, Broadway Books, 1997.•"PCS to Corporate America: From Military Tactics to Corporate Interviewing Strategy"; Roger Cameron.•"Power Interviews: Job Winning Tactics from Fortune 500 Recruiters"; Neil Yeager and Lee Hough.。
管理咨询全套资文档新料(英文版)(22个文档)13
Microeconomics AnalysisBasic microeconomics provides the analytical basis for understanding many cases. Some of the issues to address are:Type of marketFind out about type of market. What is 4 or 8 firm concentration ratio? What is minimum efficiency scale?Is market:1)Perfect CompetitionWithout any product differentiation, a firm will be a price taker. A competitive firm’s demand curve is horizontal and it price elasticity of demand is infinite. When the firm’s demand curve is horizontal, each additional unit it sells adds sales revenue equal to the market price.Marginal Revenue = Marginal Cost = Price2)MonopolyAn industry dominated by one firm is a monopoly. This firm has a significant control over prices. A monopolistic outcome maximizes industry profits. A monopolist sets price so that MR=MC=Price *[1+(1/Ed)] where Ed is the elasticity of demand.If demand is highly elastic, there is little advantage of having monopoly power since MR=MC=Price (same as Perfect Competition). Even if demand is inelastic, a monopolistic firm must be careful in setting price. If price is set too high and barriers to entry are not, the market may attract new entrants.3)OligopolyAn oligopoly is seen in industries that have high barriers to entry and are dominated bya few firms. Firms have some control over prices and all players have the incentive tomaintain high prices, as any price cut will be matched by competitors and reduce profits.Game theoretic analyses help understand industry outcomes.Elasticity of demand1)How elastic is demand with respect to change in prices?2)Consider long-term and short-term effects on elasticity of demand.Consider pricing issues like:1)Think about what price the market will bear. Also identify substitution effects. Keep inmind that demand may be inelastic in the short run, but is typically more elastic in the long run.2)How do competitors react to price change?3)Consider methods to enhance and support price discrimination.4)Is price too low (might compromise the reputation of the brand) or is it too high (mighteffect market share)?Some important concepts for microeconomics analysis are:1)Price discrimination: consider how the firm can enhance and support price discrimination(remember, price discrimination increases profits).2)Double marginalization: consider how total profits in a vertical chain can be maximizedby integrating with your supplier. This is possible when a supplier’s pricing decision leads to inefficiencies in a firm’s production decisions.3)Transfer price: think of any inefficiency caused by artificial transfer pricing within afirm.。
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Firm: Towers PerrinCase Number: 2Topic: Organization EffectivenessSetupYour client is the upstream business of one of the major integrated oil companies. The upstream business, also called exploration and production, is the part of the company that explores for and pumps oil out of the ground. Management has called you in because the company’s profitability has declined relative to its peer group (other major oil companies), and they would like to find ways to improve performance. Since oil is a commodity, the primary way to impact profitability is through cost reductions, either by reducing operating costs (cost per barrel produced) or by reducing “finding and developing” costs (investments per barrel of oil discovered).A key point that is helpful to evaluating this case is to understand that performance improvement can be achieved through efficiency gains (i.e., doing the same work at a lower cost) or effectiveness gains (i.e., achieving better results for the same cost). In the oil industry, this translates into either lower actual operating costs or higher volumes over which to spread costs.QuestionYour client has asked you to evaluate the viability of two different options:1.Reorganize the company along geographic lines (i.e., focus on regional businesses), reducing headquartersoverhead charges by shifting administrative responsibility to regional businesses and eliminating a layer of administration2.Form joint ventures (i.e., subsidiaries jointly owned by your client and a partner) with competitors in eachregion to realize cooperative opportunities and resulting savingsDiscuss the merits of each alternative.The following information is germane to the discussion:⏹There are significant regional differences in how the business works (e.g., operations in the Gulf of Mexico arevery different from operations in the Rockies)⏹Allowing regional control can improve performance for some business processes. For example, developinglocal expertise and focus can result in operational efficiency gains (reduced cost to produce oil), as well as effectiveness gains (enhanced results from exploratory activities).⏹Some business processes gain considerable benefit from centralization or central coordination (e.g., R&Dexpenditures for cutting edge exploration technology, management of information technologies, purchasing, financial management)Suggested SolutionThere are many ways to evaluate each alternative. Two possible approaches follow:1.Impact on business processes: Consider the key processes th at make up the company’s business andmanagerial operations (e.g., producing oil, exploration, strategic planning, financial management, etc.) and evaluate how each is impacted by the alternatives. For example:⏹Does the alternative provide an opportunity to reduce the cost of the process?⏹How does each alternative impact the functionality of the process?⏹What are the tradeoffs between cost reductions and improved functionality?2.Implementation risks and challenges: Consider the potential risks and challenges associated with eachsolution. The above discussion focuses on what the potential benefit is; the subsequent discussion explores the likelihood of realizing that benefit. Questions to consider could include:⏹How easy will implementation be (e.g., How significant are the changes? What are potential barriers tochange)?⏹What is the likelihood and cost of failure?⏹Is the option reversible (If the solution doesn’t work, how hard will it be to undo)?Discussion of the alternatives:。