Case Analysis (2)
CaseStudy2
ALL ASIA Business Solutions P/L
案例研究（2）－ 菲律宾经销商
Case Study 2 – Philippines Distributor
项目范围和交付成果
Project Scope & Deliverable
一种促使市场/销售和物流业务部在一下方面界定相互关 系的 文件化的方法 (即协议)....... - 3PL所提供服务的范围 - 3PL必须达到的量化的服务标准 - 市场/销售必须达到的前提性的流程标准 - 为3PL设计的具有层次结构的业绩衡量指标体系 - 3PL运营的价格基础/成本驱动因素 - 以及3PL向市场/销售报价的价格机制
• 香港企业, 业务遍布亚太的贸易集团 • 开拓市场，将名牌快速消费品分销至各 零售渠道 • 以前销售、市场和经销融为一体 • 销售、市场和物流分离成两条线运行 • 在菲律宾代表了约25个国际性的 Principals • 销售和分销遍布菲律宾所有城市和岛屿 • 2002年晚些时候, 香港MD集团在菲律宾 试行了服务协议的概念和做法
This methodology should:• directly address the lack of consistent, transparent, objective and defined measures between the 3PL and S&M • use the Philippines operation as the development and testing country • able to be implemented in a simplistic, repeatable process
case用法及搭配
“case”在英语中有多种用法和搭配。
以下是一些常见的用法和搭配：1. in case 万一;假使。
例如：In case it rains, we will stay at home. 如果下雨，我们会待在家里。
2. in the case of 至于，在…的情况下。
例如：In the case of John, he always helps others. 至于约翰，他总是帮助别人。
3. in case of 万一;如果发生;假设。
例如：In case of fire, please call 119. 如果发生火灾，请拨打119。
4. in this case 既然这样，假若这样。
例如：In this case, we can't go to the party. 既然这样，我们不能去参加聚会。
5. case study 个案研究;案例研究。
例如：This book contains a case study on a successful business. 这本书包含一个成功企业的案例研究。
6. case analysis 个案分析;案例分析。
例如：I need to do a case analysis on the company's marketing strategy. 我需要对公司的营销策略进行个案分析。
7. just in case 以防万一。
例如：I always carry an umbrella just in case it rains. 我总是带着伞以防万一下雨。
8. in any case 无论如何。
例如：In any case, we should try our best to achieve our goals. 无论如何，我们都应该尽最大努力实现我们的目标。
9. in that case 既然那样。
例如：In that case, we can cancel themeeting. 既然那样，我们可以取消会议。
案例分析英文作文
案例分析英文作文英文：Case Analysis: How I Dealt with a Difficult Customer。
I work as a customer service representative for a clothing company, and one day I received a call from a customer who was extremely upset. She had ordered a dress online for an upcoming wedding, but when it arrived, it was the wrong size and color. She was very angry and demanded a full refund.At first, I was taken aback by her tone and attitude, but I knew I had to remain calm and professional. I apologized for the mistake and offered to exchange the dress for the correct size and color. However, the customer refused and continued to demand a refund.I realized that I needed to empathize with hersituation and understand her frustration. I asked her totell me more about why she needed a refund and what her expectations were. She explained that she had already purchased another dress for the wedding and didn't need the one from our company anymore. She also mentioned that she had to pay extra for shipping and was unhappy about that.Based on her explanation, I offered to refund the cost of the dress and the shipping fee as a gesture of goodwill. The customer was surprised by my offer and thanked me for listening to her concerns. She accepted the refund and even left a positive review on our website.Through this experience, I learned the importance of active listening and empathy in customer service. By understanding the customer's perspective and needs, I was able to find a solution that satisfied both her and the company.中文：案例分析，我如何处理一位难缠的顾客。
运营管理Case Analysis
运营管理Case Analysis1. 案例背景本案例分析将聚焦于一家名为ABC公司的制造业企业。
ABC公司成立于2005年，专注于生产和销售高品质的电子产品。
随着市场竞争的加剧，ABC公司面临着来自国内外竞争对手的压力。
为了保持竞争优势并实现可持续发展，ABC公司需要进行运营管理的优化。
2. 问题陈述ABC公司在运营管理方面存在以下问题：a) 生产效率低下：生产线上的生产效率低，导致产品交付周期长，无法满足客户需求。
b) 库存管理不当：ABC公司面临着库存积压的问题，造成资金占用和仓储成本的增加。
c) 供应链管理不稳定：ABC公司的供应链管理存在问题，供应商交货延迟频繁，给生产计划带来困扰。
d) 品质控制不完善：ABC公司产品的品质控制存在漏洞，导致产品质量不稳定，客户投诉率较高。
3. 分析方法为了解决ABC公司的运营管理问题，我们将采用以下分析方法：a) 价值链分析：通过分析ABC公司的价值链，找出运营管理中的瓶颈环节。
b) 流程优化：通过优化生产流程和供应链流程，提高生产效率和交付周期。
c) 库存管理模型：建立合理的库存管理模型，避免过多的库存积压。
d) 供应商评估：对供应商进行评估，选择稳定可靠的供应商，并建立长期合作关系。
e) 品质管理工具：引入品质管理工具，如六西格玛、质量控制图等，提升产品质量稳定性。
4. 解决方案基于以上分析，我们提出以下解决方案来改善ABC公司的运营管理：a) 引入自动化生产设备：通过引入自动化生产设备，提高生产效率，并减少生产过程中的人为错误。
b) 优化生产流程：通过流程改进和优化，减少生产环节中的浪费和瓶颈，提高生产效率。
c) 建立合理的库存管理模型：通过建立合理的库存管理模型，避免过多的库存积压，减少资金占用和仓储成本。
d) 与供应商建立长期合作关系：与稳定可靠的供应商建立长期合作关系，减少供应商交货延迟的风险。
e) 引入六西格玛和质量控制图：引入六西格玛和质量控制图等品质管理工具，提升产品质量稳定性和客户满意度。
案例分析题（Caseanalysis）
案例分析题（Case analysis） 2010 registered safety engineer examination "case analysis" practice test and detailed safety production (three)
Case 1 In April 5, 2010, a fire broke out in an iron mine, which involved 5 iron ore mines, which caused hundreds of people to be trapped underground. After multi-party rescue, the number of miners killed still amounted to 90 people. Then set up the State Council accident investigation group, the investigation group from the state production safety supervision and Management Bureau, Ministry of supervision, the National Federation of trade unions, the Ministry of land and resources, the provincial people's government coalition, divided into three groups, technology and management. The State Council investigation team preliminary investigation, the direct cause of the accident, the mine repair using high temperature metal pieces and welding slag welding, welding and cutting in the wellbore wall for filling falling in guard the wattle, causing long smoldering, finally ignited wattle and wood and other combustible support around the wellbore. The fire caused by the underground. 5 mine cross-border exploitation, caused by the mine roadway, the air disorder, fire and smoke spread, the mine safety channel were not required to set up the underground personnel escape, a direct result of the accident of the upgrade and expansion.
案例分析作文 英文
案例分析作文英文Case Analysis。
The case I'm going to talk about involves a companythat was facing a major crisis. The CEO had to make some tough decisions in order to turn the situation around. The company was losing money and customers were starting to lose faith in the brand. It was a make or break moment for the company.The first thing the CEO did was to conduct a thorough analysis of the company's financial situation. He wanted to understand exactly where the money was going and where the losses were coming from. This helped him to identify the areas that needed immediate attention and where the company could cut costs.After analyzing the financials, the CEO realized that the company's products were no longer meeting the needs of the customers. The market had changed and the company hadfailed to keep up. The CEO knew that in order to survive,the company needed to innovate and come up with newproducts that would appeal to the changing market.In addition to product innovation, the CEO also knewthat the company needed to improve its customer service. Many customers had complained about the lack of support and the slow response times. The CEO made it a priority toinvest in training for the customer service team and to implement new processes that would ensure a better experience for the customers.The CEO also realized that in order to regain the trust of the customers, the company needed to be transparent and honest about its past mistakes. He decided to launch a marketing campaign that focused on the company's commitment to change and its dedication to putting the customers first.As a result of these changes, the company was able to turn the situation around. The financial situation improved, new products were launched successfully, and the customers started to come back. The CEO's tough decisions andstrategic changes ultimately saved the company from collapse.。
民法案例分析(2)
无权代理与表见代理
王某与华某(女)于1982年结婚。1995年王某的父亲在老家去世，王某一 人奔丧回家，将父亲的后事料理完之后，王某将变卖房屋的18000元 钱，连同父亲遗留的5000元钱一起以自己的名义存入银行。1997年， 夫妇俩想在家乡开饭馆，华某主张租房，而王某则想买房，最后两人 决定让刘某先给他们租三间房，如果有价格合适的房再通知他们。刘 某得知一家饭馆正好要出卖，价钱也仅有同地段商品房的2／3，于是 刘某没有通知王某夫妇就自己垫付2万元钱以王某的名义先买了下来。 知道此事华某坚决反对，认为刘某的行为没有得到他们的授权，应由 他自己承担后果；但是王某却同意，并从自己的存款中取出钱汇给刘 某，并委托刘某以他的名义办理了产权过户手续。夫妇俩回家经营饭 馆一年后，由于两人关系恶化，王某提出离婚。华某同意离婚，但主 张房屋应有其一半产权。
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2．陈某可以要求法院判决该合同无效。《民法通则》第58条第3款规定，一方以 胁迫手段，使对方在违背真实意思的情况下所为的民事行为无效。这种无效 自始无效。也就是说，陈某可以要求吴某退还钱款，并将西瓜拉回。如果西 瓜有腐烂，损失由吴某自己承担。
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代理行为的法律后果
Fact of the case:李某受单位委派到某国考察，王某听说后委托李某代买一种该 国产的名贵药材。李某考察归来后将所买的价值1500元的药送至王某家中。 但王某的儿子告诉李某，其父已于不久前去世，这药本来就是给他治病的， 现在父亲已不在，药也就不要了，请李某自己处理。李某非常生气，认为不 管王某是否活着，这药王家都应该收下。
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Questions
1．A的代理行为是一种什么性质的行为? 2．Y是否有权要求A和B两人赔偿?为什么?
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Legal Analysis
咨询公司case分析方法
Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。
顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类●行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）●公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）●3C（Competitor, Consumer, Company/Capabilities）●Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计●市场细分很重要，niche marketA.地理细分B.人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C.心理细分（社会阶层，生活方式，个性特征）D.行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类●市场（市场规模，市场细分，产品需求/趋势分析，客户需求）●竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）●顾客/供应商关系（谈判能力，替代者，评估垂直整合）●进入/离开的障碍（评估公司进入/离开。
对新加入者的反应，经济规模，预测学习曲线，研究政府调控）●资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）●风险预测与防范3．新产品引入类●营销调研●产品？价格？即4P●4C (Customer, Competition, Cost, Capabilities)●市场促销，分校渠道（渠道选择，库存，运输，仓储）●STP和4P（Product, Price, Place, Promotion）●产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型●Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成●如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）●如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）●成本结构是否合理，产能利用率如何（闲置率）3.推销任何一种产品/服务●4P，3c4.定价●以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）●以价值为基础定价●以竞争为基础定价三．Market Sizing/Estimation●市场趋势，市场规模，市场份额，市场壁垒等●市场集中度●市场驱动因素（价格，服务，质量，外观）●关键成功要素KSF四．M&A类●整合原因（synergy, scale, management impulse, Taxconsideration, Diversification, Breakup Value）●5C（Character, Capacity, Capital, Conditions, Competitive Advantage）●类型：horizontal, vertical, congeneric, conglomerate●估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)●DFC：Pro Forma Cash Flow Statement，Discount Rate●Hostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergrad uate would have. Here are some commonly used case concepts.Net present valuePerhaps the most important type of decision company managers must make o n a daily basis is whether to undertake a proposed investment. For example, should the company buy a certain piece of equipment? Build a particular facto ry? Invest in a new project? These types of decisions are called capital budget ing decisions. The consultant makes such decisions by calculating the net pres ent value of each proposed investment and making only those investments tha t have positive net present values.Example: Hernandez is the CFO of Western Manufacturing Corp., an automobil e manufacturer. The company is considering opening a new factory in Ohio th at will require an initial investment of $1 million. The company forecasts that t he factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Year 4, the company would then sell the factory for $200,000. The company uses a discount rate of 12 percent. Hernandez must determine whether the company should go ahead and build the factory. To make this decision, Hernandez must calculate the net present value of the investment. The cash flows associated with the factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez correctly decide s that the factory should not be built.The net present value ruleNote from the example above that once the consultant has figured out the NP V of a proposed investment, she then decides whether to undertake the invest ment by applying the net present value rule:Make only those investments that have a positive net present value.As long as the consultant follows this rule, she can be confident that each inv estment is making a positive net contribution to the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate discount rate (r) to use when c alculating net present values. The discount rate may vary depending on the in vestment.BetaThe first step in arriving at an appropriate discount rate for a given investmen t is determining the investments riskiness. The market risk of an investment is measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness a s the market as a whole (so, for example, when the market moves down 10 percent, the value of the investment will on average fall 10 percent as well). An investment with beta of 2 will be twice as risky as the market (so when th e market falls 10 percent, the value of the investment will on average fall 20 percent).CAPMOnce the consultant has determined the beta of a proposed investment, he ca n use the Capital Asset Pricing Model (CAPM) to calculate the appropriate disc ount rate (r):The risk-free rate of return is the return the company could receive by makin g a risk-free investment (for example, by investing in U.S. Treasury bills). The market rate of return is the return the company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new ventur e that would manufacture and market carbon filters. Shen's chief financial offic er, Apelbaum, wants to calculate the NPV of the proposed venture in order to determine whether the company should make the investment. After studying t he riskiness of the proposed venture, Apelbaum determines that the beta of th e investment is 1.5. A U.S. Treasury note of comparable maturity currently yie lds 7 percent, while the return on the S&P 500 stock index is 12 percent. The refore, the discount rate Apelbaum will use when calculating the NPV of the in vestment will be:Although this is an overly simplified discussion of how consultants calculate dis count rate to use in their cash-flow analysis, it does give you an overview of how consultants incorporate the notion of an investment's market to select the appropriate discount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter in his book Co mpetitive Strategy, the Porter's Five Forces framework helps determine the att ractiveness of an industry. Before any company expands into new markets, di vests product lines, acquires new businesses, or sells divisions, it should ask it self, "Is the industry we're entering or exiting attractive?" By using Porter's Fi ve Forces, a company can begin to develop a thoughtful answer. Consultants f requently utilize Porter's Five Forces as a starting point to help companies eval uate industry attractiveness.Take, for example, entry into the copy store market (like Kinko's). How attract ive is the copy store market?Potential entrants: What is the threat of new entrants into the market? Copy s tores are not very expensive to open - you can conceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so th ere's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy store custo mers are relatively price sensitive. Between the choice of a copy store that ch arges 5 cents a copy and a store that charges 6 cents a copy, buyers will usu ally head for the cheaper store. Because copy stores are common, buyers hav e the leverage to bargain with copy store owners on large print jobs, threateni ng to take their business elsewhere. The only mitigating factors are location a nd hours. On the other hand, price is not the only factor. Copy stores that ar e willing to stay open 24 hours may be able to charge a premium, and custo mers may simply patronize the copy store closest to them if other locations ar e relatively inconvenient.Supplier power: How much bargaining power do suppliers have? While paper p rices may be on the rise, copier prices continue to fall. The skill level employe es need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargaining power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For basic copying jobs, more people now possess color printers at home. Additionally, fax machines h ave the capability to fulfill copy functions as well. Large companies will normal ly have their own copying facilities. However, for large-scale projects, most in dividuals and employees at small companies will still use the services of a cop y shop. The Internet is a potential threat to copy stores as well, because som e documents that formerly would be distributed in hard copy will now be post ed on the Web or sent through e-mail. However, for the time being, there is s till relatively strong demand for copy store services.Competition: Competition within the industry appears to be intense. Stores oft en compete on price, and are willing to "underbid" one another to win printing contracts. Stores continue to add new features to compete as well, such as e xpanding hours to 24-hour service and offering free delivery.From this analysis, you can ascertain that copy stores are something of a com modity market. Consumers are very price-sensitive, copy stores are inexpensiv e to set up, and the market is relatively easily entered by competitors. Advan ces in technology may reduce the size of the copy store market. Value-added services, such as late hours, convenient locations, or additional services such as creating calendars or stickers, may help copy stores differentiate themselve s. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard increasingly is " How would you create barriers to entry as an Internet Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" your product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowest-cost provi der or carving out a higher-end market niche - what consultants call differenti ation.The Four PsThis is a useful framework for evaluating marketing cases. It can be applied t o both products and services. The Four Ps consist of:PriceThe price a firm sets for its product/service can be a strategic advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above market average to convey a "premium" image. Consi der how pricing is being used in the context of the case presented to you. ProductThe product (or service) may provide strategic advantage if it is the only prod uct/service that satisfies a particular intersection of customer needs. Or it may simply be an extension of already existing products, and therefore not much of a benefit. Try to tease out the value of the product in the marketplace bas ed on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advantage if it is sup erior to its competition, if it is easier or more convenient for people to consu me, or if it makes the consumer more aware of the product/service over its c ompetition. In the context of a business case, you may want to determine the placement of the product or service compared to its competition.PromotionWith so much noise in today's consumer (and business to business) marketpla ce, it is difficult for any one product/service to stand out in a category. Promo tional activity (including advertising, discounting to consumers and suppliers, c elebrity appearances, etc.) can be used to create or maintain consumer aware ness, open new markets, or target a specific competitor. You may want to sug gest a promotional strategy in the context of the case you are presented relati ve to the promotional activity of other competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product introductions and for industry analysis.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to companies (althoug h it can be applied to individuals). You may employ it in other situations if yo u think it is appropriate.CharacterEvaluate the dedication, track record, and overall consumer perception of the company. Are there any legal actions pending against the company? If so, for what reason? Is the company progressive about its waste disposal, quality of l ife for its employees, and charitable contributions? What sort of impact would this have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factories at, above, or below capacity, and for what reasons? Are there plans to add new plants, imp rove the technology in existing plants, or close underperforming plants? What about production overseas?CapitalWhat is the company's cost of capital relative to its competitors? How healthy are its cash flows, revenues, and debt load relative to its competition? ConditionsWhat is the current business climate the company (and its industry) faces? W hat is the short- and long-term growth potential in the industry? How is the market characterized? Is it emerging or mature? These questions can assist yo u in evaluating the facts of the case against the environment that the compan y/industry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can bean unparalleled set of business processes, the ability to produce a product/ser vice at a lower cost, charge a market premium, or any number of other asset s that create an advantage over other market players. Whatever the case, the se advantages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you should look for those unique qualities that a company possesses and identify any that meet t he criteria mentioned above. You may suggest that the company leverage its competitive advantage more aggressively or recommend alternatives if that co mpany has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business processes and i dentifying where that company actually adds value to a product or service. Th e total margin of profit will be the value of the product or service to buyers, l ess the cost of its production, as determined by the value chain.In most cases, a competitive advantage is only temporary for many of today's products/services. Being first to market, having a unique formula or configura tion, or having exclusivity in a market were once long-term defensible strategi es. But today, businesses are globally connected by lightning-fast communicati ons and knowledge-sharing systems and manufacturing technologies are gettin g better and faster at reacting to and anticipating market conditions. Thus the se advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advantage by deconstr ucting the various "changes" a company's business processes perform on a set of raw materials or other inputs. Most can be easily copied by other competit ors, but there is usually a unique subset that represents the "value-added" qu alities only the company under scrutiny possesses. This set is that company's competitive advantage, or "value chain." Sometimes this set can be copied, bu t a unique set of circumstances may still allow the company in question to per form them at a lower cost, charge a premium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework to identify a co mpany's overall business processes set and then determine if one or more of t he processes are defensible competitive advantages.For example, a manufacturer of fruit juice might have the following value chai n elements:•Research and development (Will mango really taste good with cloudberry juic e?)•Cost of goods sold (How much does it cost to manufacture the fruit juice? Is there a frost in Florida that drives up the costs of oranges? Is the currency c risis in Indonesia making papaya very cheap? Are per-volume purchases lower than, for example, those of Tropicana?)•Packaging and shipping (How much does that new banana-shaped container c ost? Are many bottles lost in transit? What are the fixed costs of shipping?)•Manufacturing (How much do those juice pulpers cost? How often do factories need to be reengineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?)•Distribution(Where are the distribution centers? Where are the products distri buted?)•Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consi der the authoritative text on competitive strategy: Competitive Strategy: Tech niques for Analyzing Industries and Competitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited number of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifying its core competencies. A firm should define its core com petencies broadly in order to be flexible enough to adapt to changes in the m arketplace. (For instance, when Xerox defined itself as a "document company," rather than a maker of copy machines, it was able to take advantage of the more lucrative business of document handling and outsourcing for major corpo rations, as well as of the market for fax machines, scanners, and other docum ent-handling equipment.)Companies should seriously consider selling/spinning off business units that ar e not part of their "core" business. For instance, Pepsi recently spun off its re staurant operations after it concluded that its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operations and implemen tation engagements) is "benchmarking." Benchmarking basically means researc hing what other companies in the industry are doing (usually in order to evalu ate whether your client is operating efficiently or to identify areas where the c lient can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs w ith those of other mail-order companies, breaking down its costs for each part of the process (including order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas where its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other co mpanies are doing, you want to focus on those companies that have particular low costs or which otherwise operate particularly well. What are they doing ri ght (i.e., what are their "best practices")? And how can our client (in the case) emulate or copy what they're doing? Remember to look outside your client'sparticular industry, if necessary, to find the best practices for a particular proc ess or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have two factors th at, when combined, yield different outcomes. A very rudimentary example wou ld be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a company. Let? s say a company is interested in understanding the difficulty of acquiring or b uilding a distribution center and it is considering financing this decision with ei ther stock or debt. The potential outcomes might look like this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps t he most famous 2x2 matrix. The matrix measures a company's relative marke t share on the horizontal axis and its growth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisition cases are wil dly popular at investment banks. Here's how to analyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three primary value drivers:The value components can be further broken out into specific "value drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools• Competitive position framework• Relative value versus competitors to customer through supply chain• Product life cycle• Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions• Segmentation analysis• Porter's Five Forces• Experience curves• Trends and outlook• Key success factorsTarget Analysis Tools• Business system - comparison with competitors• Market share (over time and by segment)• Capacity (growth and utilization of)• Customer's key purchase criteria and relative performance• Financial history• Sales and profitability by segment• Cash flow analysis• Margin and expense structure• Relative cost position• Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S. business sc hools teach them as part of their core curriculums. Your interviewers will insta ntly recognize when you are applying them, since they are already familiar wit h the techniques. While this is OK, consider that you are trying to demonstrat e your unique analytical and deductive reasoning skills that set you apart from other candidates. You must be creative and original in analyzing case questio ns. Use these frameworks sparingly. (Another note: No interviewer will be imp ressed if you proudly proclaim, "I'm going to apply Porters Five Forces now." Apply frameworks without identifying them.)。
案例分析方法(英文版)
Notes on Case AnalysisDavid Robinson, September 2008Business school cases are quite long and complicated. We study cases not so much to find the right answer, but to train ourselves in systematic analysis so we will be effective decision makers in the business world. Successful case preparation depends on multiple readings of the case and multiple points of view.Multiple Readings of the CaseIf you attempt to analyze a case by pulling an “all-nighter” (waiting until the last minute, spend hours poring over the case and going line by line looking for insights) you will be overwhelmed. You should plan for multiple readings of the case over several days, complemented by group meetings and discussion.Multiple Points of ViewEven if you are preparing to write an individual brief, you should plan to discuss a case with a study group. You’ll notice that in business the major consulting firms always assign a team of people to each client, not just their single best industry expert. The reason for this is that no one person is likely to comprehend all the problems a firm faces. No two individuals are likely to have the same insights, but the combined wisdom of a team is likely to come up with a fairly comprehensive analysis.First Reading of the CaseYou should read the case first on your own—if you meet with your study group and open the case book and say, “OK, what’s this about?” there is every likelihood that your team will degenerate into “group think” (one person comes up with a plausible solution and everyone else concurs in a false consensus without challenging either the analysis or solution).In your first reading, read through the whole case quickly and try to get some sense of the following:1.How is this industry organized (e.g. fragmented, a few dominant players; strong buyerpower or producers have the upper hand)?2.In general, how is the firm doing? What is going well and what less well?3.How would we describe the current situation?1petitive situationb.Technologyc.Consumer demand and preferences4.What appear to be the key success factors in this industry (e.g., technology leadership orchannel relationships)?5.What do the problem areas seem to be?6.What has the firm tried so far? What worked and what didn’t work?Second Reading of the CaseBefore starting your second reading of the case, be sure to take a break. In the interim, ideas will pop into your head: Questions to ask, and possible solutions for the firm’s problems. In your second reading, you will go more slowly through the case and mark it up. You’ll develop your own personal style, either taking notes or using multiple colored highlighters for:•Problems•Players (specific decision makers)•Numbers (key figures are often buried in the narrative).Take a careful look at each Table and Exhibit and try to determine why the case writer offered this information. It could be general industry background, the source of a key figure such as Overhead or Retail Margin, or it might be irrelevant information.Meet with your Study GroupEven if you are writing an individual brief, at this point in the process you should take advantage of a study group meeting. Assuming that the group members are all reasonably well prepared, aim to come away from the meeting with a good sense of the following:•An understanding of all the problems the firm faces•An ordering of those problems from most important to least importanto In general, the most important problems are defined by immediacy (how soon does the firm have to decide), impact (is this something that will close the firm down, or isit just a minor loss of market share or profitability) and likelihood (earthquakes andhurricanes have devastating impacts but are relatively rare—in the meantime, thefirm has to go about its business.)•For the main problems, develop a list of all possible solutions (including the option of “do nothing”)2o Understand that there’ll be some problems that you won’t have room or time to address•Once all the possibilities have been laid out, go back and test the merits of, and objections to each one.As you discuss possible solutions, be sure to stay at a strategic, “big picture” level with proposals such as: “Make a new marketing mix to appeal to a new group of customers” rather than a minute detail of implementation such as: “We could offer 50 cent coupons.” For each option, it’s a good idea to develop some approximate numbers: How much will each proposal (such as product development, heavy mass media advertising) cost? What is the payoff likely to be? Make some quick “back of the envelope” rough-number calculations.Achieving ConsensusIf you are writing an individual brief, or just preparing for in-class discussion of a case, the good news is that you don’t have to agree with your study group members on either which is the most important problem, nor on the best solution. So there’s no need to waste time (and hurt feelings) on arguing to the death for a particular point-of-view.Of course, if the task is to make a group presentation or to write a group brief, you’ll need to come to a consensus on the major approach to the case. Usually, it’s fairly easy to achieve a common point-of-view. However, if you are engaged in a head-to-head battle, it’s worth revisiting the reasons for and against each position to see whether something has been overlooked (is there a definitive objection to one proposal, for example).The one thing that you must avoid is attempting to begin to write while there are still opposing views as to the approach your group will take—the result will be illogical and ineffective. Remind one another that there’s no “right answer”—cases are deliberately set up so that a case can be made for one of several courses of action. There are a few strategies that are clearly wrong (e.g., heavy promotional expenditures when the firm has run out of cash), you can usually craft a good strategy (and earn a high score!) by any one of several possibilities. So, get on board with the consensus and see how to promote that approach.The Third ReadingNow you are ready for the third, very careful, final reading of the case. By now you’ll know your way around the case so you’ll be able to go quite quickly. You will be looking for specific facts (such as margins, Cost of Goods Sold ratios, etc.) On a group project, it’s often quite efficient to do the third reading together; for individual projects, since you don’t need to agree with your group, you can disperse and do this reading on your own.Develop the financial models to show that your proposed solution is the best. A good tip is to “turn on Excel before you turn on PowerPoint or MS-Word.” There’s nothing worse than a group that3comes into office hours and says: “We decided to launch the new product—can you show us the calculation. (The calculation should’ve been done first, before a decision was made to launch.)Next, gather together the “soft” reasons that support your position, such as consumer trends or “fit” (for example, the firm has a history of making acquisitions within the industry so this proposal fits with past practice.)Next, look at the assumptions you are making (channel members will carry the new model, suppliers can make the parts, for example.)At this point, you can make an outline. If you are writing alone, a few hand-written notes will make sure you are not repetitive on the one hand, nor leave out something important on the other. For a group brief or presentation, it’s much better to struggle over the outline (what is general strategy versus what belongs later as an implementation step?) than to have to revise the work product after the fact.Write, then EditGroups don’t write briefs or PowerPoint slides—individuals do. That is to say, even on a group project, only one pair of hands can be on a single keyboard at once. More time is wasted in Business School with groups battling out sentence structure word by word than on any other pointless activity. With an agreed outline, it’s easy to divide the work. Get away from one another, write your piece and then put the brief or presentation together.For individual as well as group projects, a final edit can be the key between a good and excellent brief. Again, make sure you’ve left enough time to take a break so you look at your nearly-finished project with fresh eyes. For a group brief, it’s a good idea to elect one person as the “editor” and agree ahead of time the limits of editing (for example, is word-choice a legitimate change, or should the editing be limited solely to grammar, spelling and format?)For group presentations, when you first assemble all the slides, you’ll invariably find you have too many. Move the ones that add too much detail (for example, the calculation showing how you arrived at a particular figure) to the end to use as backup during Question and Answer.4Schemes of AnalysisTo this point, the approach to case analysis has been rather pedestrian, with no particular structure offered for analysis. Such structures as the “Seven S Model” favored by McKinsey, the “Three C’sModel1” (Costs, Customers and Competitors) Array or SWOT Analysis (Strengths, Weaknesses,Opportunities and Threats) arerecommended for gathering togetherinformation in complex situations. They areuseful in case interviewing where you mustcarry a lot of information in your head,perhaps less useful in class where we have apre-defined structure for case briefs.Where you are analyzing a case for a termproject or final exam, one good last-check isto run through your courses and see if there’sanything you’ve missed, the so-called “MBA Screen”: Are there any Micro-economic issues here? What are the Macro-economic issues? Have I missed anything from Accounting, from Cost structure, etc, etc?Harvard Case WritingJust as operas always begin with an overture and Shakespeare plays begin with a prologue, there are certain conventions with Harvard-style business cases. While some of these conventions are part of the art form of case-writing, most of them have a purpose: They model what you will see in the real world.1.Numbers Most of these are in the case for a reason, pay particular attention to them. Forexample, if you read: “The margin on the new model was less than 20 percent.” This should alert you that the margin on other models was higher. Look for that number. Watch out for the trick of burying numbers in the narrative: “Test markets showed that fewer than sevenpercent of customers chose the luxury model.”2.Conflicting numbers Try asking a consulting client a question like: “So, how much does atypical customer spend?” You’ll get different answers from each person in the firm. Forcases, watch out for industry averages versus what the firm experiences and estimates versus actual results (results, of course, top estimates). If there are two irresolvably conflictingnumbers you can take a simple average, or (better) test your model with both numbers.1 But see “Three C’s, Maybe Four or More” on my website53.Irrelevant numbers Most cases are packed with irrelevant detail. For example, “The firmwas awarded US Patent 1222-5768.” You’ll learn to ignore such numbers.4.Distracters Most business cases will include long narratives that—while interesting—provide no information that is dispositive to the case. Again, you’ll learn to skip long stories about the ancient history of the firm and deep background paragraphs that begin, “Tenniswas first played as a game in the palaces of the Tudor monarchy.” In short, “who cares?” Some cases are “Alice in Wonderland” cases—they came, they looked around, everything was strange and wonderful. Then they went home. In general, we work hard to avoid assigning these “vanity” cases. (They may have a function in describing what a great firm did to execute a successful strategy, but they lack a state of tension—there is no decision to be made, everything is perfect.) In other cases, the chief decision is often introduced on page one and then recapitulated in the last few paragraphs: “And so, as he looked out the window, he was wondering whether to invest heavily in new productive capacity at a time when the industry was competing heavily on price.” Sentences like that pretty much set up for you the main decision in the case. A few cases actually end with specific numbered questions. However, in many briefs the most important task is to figure out what really is the problem. This parallels a situation that we often see in business where a firm decides to “call in the consultants.” Everything is a mess and it’s not clear where to start.Along the way, you may find yourself tossed a bone to chew on. A bone, is something semi-nutritious that you throw out to your dog to gnaw on until you have the time to fix him dinner. In Harvard cases, buried in the narrative you may find some fascinating questions about, say, the future of the industry or the long-run effect of the emerging middle class in Asia. “Bones” aren’t true distracters—they’re not entirely irrelevant—but they are just something for you to chew on until you get to the real “meat” of the case: the specific decision that the firm must take.6。
Case Analysis 李鸿章的尴尬
Case Analysis The Embarrass of Li hongzhang This case reflects one aspect of the cultural conflicts------international communication. Thanks to its different cultural background, the ways of expressing our honors to others vary among countries. Thus, it is significant to have a better understanding in the international communication, especially in the exchange visits that fall in the purpose of promoting mutual developing, instead of ruining it. Otherwise, the language barrier may cause unexpected misunderstandings that may lead to unpleasant results.
Li is a good example in point. Chinese nationality has excellent traditional of modest, for example, “there is not much food, this is but a homely meal.”(没什么好吃的，只是一些家常菜)，comporting with modesty is a way o f respect instead of abusing something that is real not good enough. In contrast, in the traditional American culture, it is impolite and irreverent to express the idea that cannot understand fully, and consequently, they may distort what is your real means, what’s more, the travesty may contribute to them flow into a rage.
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ASSESSMENT
Mr. And Mrs. Boxwell are in their 70s and have lived modestly on a fixed income since Mr. Boxwell’s
retirement .However, their budget has been strained this year because they must pay $300 to $400 each
month in out-of-pocket expenses for prescription medications .Mrs. Boxwell confessed to you, the
community health nurse visiting them after receiving a referral from the coordinator of the senior center
they attend, that in some months they skip medication doses to make “ends meet.” They both take drugs
for high blood pressure; Mrs. Boxwell is diabetes, and Mr. Boxwell has congestive heart failure .They live
in a small, older home .their 8-year-old car is seldom driven, because they report that “the traffic is getting
worse” and they have come close to having an automobile crash twice while they were driving in the past
3months.they are receptive to you suggestions and are trying to stay healthy and independent.
NURSING DIAGNOSES
1. The clients are at risk for an alteration in their health status due to insufficient finances to purchase
needed medications for chronic disease.
2. The clients are at risk for altered safety when driving related to chronic health problems, diminished
driving skills, and a history of narrowly avoided automobile crashes.
PLAN/IMPLEMENTATION
Diagnosis1.
The community health nurse will explore the clients’ eligibility for Medicaid. It is possible that these clients
are eligible yet unaware of this program.
The community health nurses consult with the clients’ primary health care provider and suggest that their
prescriptions be changed to generic from brand names and to have some medications ordered in larger
doses. They are less expensive and the client can break them in half safely. For example, atenolol, the
generic for Tenormin, is prescribed 25mg qd –it come to 50-mg scored tablets and costs just 20% more
than the 25mg tablets.
Mrs. Boxwell will check with her present distributor of diabetic supplies for larger quantities and generic
brands of syringes, alcohol pads, and so on.
Diagnosis2.
Mr. Bowell will look into selling their car, exploring the bus schedule, and cost of taking a taxi to the doctor
and the grocery store. Mr. and Mrs. Boxwell daughter spends a day each month with them and takes
them wherever they want to go, as long as it is “a fun outing”.
EVALUATION
The couple is eligible for Medicaid, which will help defray the out-of-pocket costs for medications. They
have reduced medication costs as much as possible and report not missing any prescribed medications.
They sold their car and are negotiating the bus in good weather .They use a taxi in the winter or when it is
raining. They figured that they save $1000 per year in auto insurance, auto maintain, and gasoline,
whereas the bus and taxi cost them about $22 per month.
Because the couple is receptive to the help you have provided, you initiate a discussion regarding their
long-term plans for housing needs as they get older. Not opposed to a senior housing option and have
been talking about it with their daughter. They are going to talk with a realtor about selling their home,
explore some senior apartments with their daughter on her monthly visits, and review their budget.