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EdwinVanDusen,BrianFoxandDavidWelchMBAs204prearedthisdocumentunderthesupervisonProfesorSoniaMarciano.Copyright(C)203bytheKelogScholofangemnt.Nopartofthispublicationayberproduced,storedinaretrievalsytem,usedinasreadset,ortansmitdinayfrmrbyyas?elctrnic,mecanil,phtcoping,rering,rtherwis?withouthprmisionftheKelogScholofMangemnt.The204KelogConsultinlbCaseBokGetOffMyCase,Version2.0KelogScholofMangementNrtwestrnUivrsityDecmber,203204KelogConsultingClubCaseBok1TableofContetsI.Introduction...........................................2I.HwtAceCaseInterviews..................................5SubSectionOnofSnOveriewofCaseInterviews...................6tiTwfevUsingFrameworks........................8SubSectionhreofSenStepByStpIlustrationfaCaseInterview.........12tiFourfev?ComonCaseSittis....................SubSectioniveofSnTypesfs..........................26tiSixfevOthrImportantPointstoRemberAboutCaseInterviews..38SubSectionevnofSen?ConcludigThughtsnCasIntrviews...........42Conlusi...........................................I.PractieCase.........................................46FodWholslingCase?Case1of10............................8GOTNetCase?s2of0................................59MaineAplsase?Case3of10..............................72OrigtonOficSuplis?Case4of10...........................86SyzySuperomtersase?ase5of10........................10WinterOlyicsBidingCsCs6f.......................RotisrieRanhAStructredaseCase7of10....................19TarntFixturesCase8of10...............................27VidaloCorprtionCase9of10............................130ZephyrBevragesase10f..............................4IV.DiscusionfFitIntrviwing...............................137Overiew...........................................FitVrsuCaseInterviews..................................137V.InterviewFormatsUsdbyVariousCompanies.......................45Itrirtsse?A.T.Kearney...........................17InterviewFormatsUsdBainCompany.........................48Itrirtsse?ThestnosultingGroupBCG..............19InterviewFormatsUsdBozAleHamilto.......................50Itrirtsse?DelitConsulting........................1InterviewFormatsUsdiamondlster..........................52Itrirtsse?MrkAsociates........................13InterviewFormatsUsdcKinseyCmpany......................54Itrirtsse?errMangetConsulting.................1InterviewFormatsUsdMonitor..............................56Itrirtsse?ZSAsciates...........................17VI.Conclusion.........................................58ApedixABackgroundandAcknowledgemnts.......................16niditalResoures...............................3ApedixConceptsinMicrconmics...........................164niDPrfitabiltyAnalysi...............................ApedixETypiclFitIterviewQuestions..........................168204KelogConsultingClubCaseBok2I.IntroductionOverviewWelcometothe204KelogConsultingClubCaseBok,otherwiseknownas?GetOfOfMyCase,Version2.0.?ThisbokisintedetobearesourceformebersoftheKelogScholofMangemntClasof205astheylokforsumerinternshipsintheconsultingindustryaswelasforgenralmangemntiternshipsforthesumerof204.Thebokwilalsobeusefultocurentfirstyearstudentsduringthefalof204astheylokforfultimepostKelogconsultingjobs,aswelastotheyetobeadmitedKelogClasof206intheirsumerandfultimejobsearches.WhilewehopethisdocumentresultsinmoreKelogstudentsreachingtheiremploymentgoals,wearealsocnfidenthatusingthisresourcetopreareforcaseinterviewswilreducethestresasociatedwithteinterviewingproces.Aditonaly,studentswilfindthisdocumentobeausefulrefrenceforKelog?scorestrategycourse,MGT431,regardlesofwhetrornotheyplantointerviewforconsultingjobs.Thisintroductionwilprovideanoveriewofthediferntsectionsofthebok,recomendhowitistobeused,andofergenralthoughtsofhowthisfitsbokintothebigerpicture.Tothislastpoint,thebokisnotintedetobetheonlyresourcethatKelogstudentswilneduringthercruitngprocesforconsulting.Rather,itismeantobeacentralbodyofworkthatprovidesacompletandthorughintroductiontotheproces,ofersitsreaderaroadmapofthebasictolkitnedetosucedinthesinterviews,andalsopintshimorhertotherresourcesthatmaybehlpful.BackgroundonthisbokandacknowledgemntscanbefoundinApendixA.204KelogConsultingClubCaseBok3SectionsThisbokisdivideintosixsections,plusfiveapendices.SectionIisthisintroduction,whosegoalsarestaedabove.SectionIprovidesanoveriewofthecaseinterviewingprocesandofersgenraldviceonhowtoperformagnifcentlyduringtheinterviews.ItisadptedprimarilyfromtheFleischman,Fong,andMarcianoarticlethatisaludetoinApendixA,andhasbenreorganizedintosevnsubsections.SectionIprovidestensamplecase.Thefirstevnofthesaremeantobesolvedina30to45minuteinterviewthefirstixcontainslides.Thelastthrecaseareshorterandatempttoemulatethe10to15minutecaseinterviewsthatreusedbysomeconsultingfirms.Afteralofthepractiecase,SectionIVdiscusesfitinterviewing,whicisatypicalysmaler,butnolesimportant,partoftheoveralproces.Again,thisectionisadptedprimarilyfromthearlierworkofFleischmanet.al.SectionVprovidesonepageoveriewsofeachofthelevnconsultingfirmsthatrecurentlyplanigtointerviewKelogfirstyearsforjobsduringthesumerof204.Ofspecialinterstinthisectionaretheinterviewformatsusedbyvariouscompanies.Studentswhoareinterviewingshouldusethisinformationtocustomizetheircasepractieandpreartion,basedontheformatsusedbythecompaniesthatremostofintersttothem.Finaly,SectionVIprovidesomeconcludingthoughtsandatemptstosynthesizetheky?takeawy?pointsofthebok.HowToUseTheBokWewouldliketoconcludethisintroductionbyorientigthereaderastohoweenvisonthisbokbeingused.Wehavementionedpreviouslythatitisnotdesignedtobetheonlyavilableornecsaryresourceonthesubject.Studentswhoatemptouseitinthiswayaredoingthemselvsadiservice.Instead,itshouldbeusedintandemwithtemanyother204KelogConsultingClubCaseBok4resourcesthatreavilable,suchascaseboksfromotherbusinesschols,KelogCarerMangemntCentrCMcounselors,tudentsatKelogwhoaveworkedinconsultingorareplanigto,companyrepresntaivesandliterature,andtherstofthelistofresourcesthatissumarizedinApendixB.Asforthisbok,sectionsI,I,IV,andVIarewritentoberadstraighthroughnotnecsarilyinolyonesiting.SectionIprovidespractiecasethatshouldbeusedorstudieoneattime.SectionVprovidesthumbnaildatoncompaniesthatreinterviewingatKelog,andismeantobeaquickrefrenceforstudentswhoareinterviewinginthosefirms.Particularatentionshouldbeplacedonthevariousinterviewformatsusedbyeachdiferntcompany.Tomaxiizersults,candiateshouldstudycasethatmostcloselymiictheonesthatregivenbythefirmsthatheyareplanigtointerviewithand/ormostwantoworkfor.ItisourhopethathecombinationofthisbokandoftheravilablersourceswilmaxiizethefectivensofKelogstudentsduringthewinterquarter204interviewingproces.Ifanyonehasanyquestionsabouthebokortheproces,theyshouldfelfretodirectlycontactme,itheroftheAsociateEditors,Prof.Marciano,theKelogCM,oranyofthe203204KelogConsultingClubcochairs1.WearealhertohelpKelogfirstyearsgetasmanysumerconsultingjobfersaposible.BestofluckintheprocesEdwinVanDusenitor,204KlogConsultingClubCaseBokEvanstn,IlinisDecmber,2031ThecochairsareLeoCastro,AmiFadi,HanaNorflet,JasonGrenwald,BrianOxley,andOjasWadikvar,alfromtKelogClasf204.204KelogConsultingClubCaseBok5I.HowtoAceCaseInterviews2OverviewofSectionThisectionprovidesacompletandcomprehnsiveoveriewofthecaseinterviewprocesandisprobalythesinglemostimportantsectionithebok,alongwithSectionIonpractiecase.Itofersadviceonhowtobestnavigatetheproces,andisdivideintosevnsubsectionstomakethematerialeasiertounderstandandigest1.Subsectioneprovidesanoveriewofthecaseinterviewingproces.2.Subsectiontwodiscusestheuseoframeworks,andthenedtostrikeabalncebetwenastructredaproachandthepitfalsofanoverlyregimentdanlysi.3.Subsectionthrewalksthroughastepbystepilustrationfacseinterviewandisinturnsubdivideintofiveparts.4.Subsectionfoureviwsevralcomoncasesituationsandhowtohandlethem.Thesincludepublicmath,owtogetunstuck,andtheinfamousetimatequestions.5.Subsectionfiverviewsevncomontypesofcasethatrefrequentlyfoundincaseinterviews.6.Subsectionsixgoesthroughsomeoveraltipsonhowtohandletheproces.Pleasedonotbeputofbythe?laundrylist?formatofthisection,foritcontainsomeimportantugetsofadviceandwisdom.7.Finaly,subsectionsevnprovidesomeconcludingthoughtsaboutheproces.2AsmentionedintheIntroduction,thetxtinthisectionhasbenprimarilyadptedfromthe201Fleischman,Fong,adMarciaoarticle,althugsomeofteonttdwordigrenew.Thy,andw,ouldliktogivespecilthankstJsnMosndChrisRilybthmebersftheKlogClasof201frtheirinvalublcontributiostotheitialdcumet,fromwhictisctionisprimarilyadpted.204KelogConsultingClubCaseBok6Wehavendeavoredtodistilthemostimportantaspectsofthecaseinterviewprocesintothisectionwhilekepingitoamangeablelngth.Obviously,sincentirebokshavebenwritenothisubject,itwasnotposibleforustoincludeverydetailorevryopinionthemater.Studentshouldprobalybeginbyreadingthisectiontogethemajorpoints,andthencanconsultsomeoftheaditonalresourceslistedinApendixBiftheyfelthatheystilnedtogetmoredpthandetail.SubSectionOeofSevnOverviewofCaseInterviewsThisectionwildescribetheformatndstructreofcaseinterviews,discusthevarioustypesofcasethatonemayencounter,andprovidepractialtipsandaviceonehancigone?schancesforsuces.FitinterviewsilbediscusedinSectionIVlaterinthisbok.TheconsultinginterviewprocesmaybeunlikeanyserisofinterviewsthatpersonhasbenthroughbeforeKelog.Whileachconsultingfirmhasitsowndistinctstyleandmethodofinterviewing,virtualyalscrencandiatesusingacombinationof?fit?and?case?interviews.Understandigandbeingprearedforbothofthestypesofinterviewsimprovesone?schancesofbtainigapositonithefieldandalsoreducestheangstasociatedwithteproces.Consultingfirmsusethecaseinterviewtogaugeacndiate?sProblemsolvingabilties/Analytical?firepower??Naturalthoughtproces?doeshe3thinkinaclear,logicalmaner?Comfortwithdecisonmakingunderuncertainty?Abiltyto?thinkone?sfet?3Inthiscasebok,theword?she?shouldberads?heorshe?.204KelogConsultingClubCaseBok7?Abiltytoprovideordertoambiguosituations?Quantiativeskil,sped,acuracyandcomfort?Easeofadjustmentounfamilarindustriesandbusineschalenges?Genralbusinesjudgment?CreativityandthoughtfulnesClientandteamskils?Listenigskils?Efectivensatidentifyingkeyisues,andqualityofquestions?Comunicationskilsandeloquenceinconveyinginformation?Abiltyto?fel?andajustone?saudience?Interpersonalinfluence?Personality,presnce,andselfconfidenceByvirtueofthefacthatyouareatKelog,youmostlikelyexcelineachofthesares.Thechalengethatyoufaceiniterviewingistoconveyourexcelnceonalofthesdimensionsina1045minutetimepriod.Yourabiltytoachievthisgoalisafunctionftwothingspractieandselfawrens.Withpractie,youwilfindthatmanyoftheselmentscomeacrosnaturaly.Ifyouareanturalyquantiativeand/orengaingperson,youwilcomeacrosasointheinterviewithouthinkigaboutityoustilnedtopractie,howevr,sincethesnaturalpredilectionswileasilybemaskedifyouentrtheinterviewunprearedornervous.Practiewilalsohelpyouidentifythearesthatdon?tnaturalycomeacrosforyouina1045minutetimepriod.Identifythesaresquickly,andworkactivelytoimproveyourabiltytocnveythemtoaniterviewr.Inevryinterview,youmustalsomaintainsignifcantself204KelogConsultingClubCaseBok8awrensofhowyouarebeingormightbepercived.Activelymangetheimageyouareconveying.Thatmaysemlikealotothinkaboutwhileyou?realsotryingtoslveacaseproblemitis.Naturaly,ouranswerisitgetseasierwithpractie.Themajorityofconsultinginterviewsare?case?interviews,especialyinthefirstround.Ina?case?interview,theinterviewrpresntsabusinessituationadasktheinterviewetoevaluteit.Forexample??FirmX?sprofitshavedeclinedforthepastwoyears.Whyasthishapend,andwhatwouldyourecomendtohelpFirmXimproveitsperformance???FirmYakesluxrywatchesandisconsideringexpansionitothefashionretailngbusines.Wouldyourecomendthatitdos???FirmZisplanigtoexpanditsmanufacturingcapcityandisdebatingwhetrtoadtoitsexistingplantorbuildanewplant.Whatwouldyourecomendthatitdo?Sothat,inanutshel,iswhatcaseinterviewsare.Nowlet?stalkabouthowtoacethem.SubSectionTwofSevnUsingFrameworksOneofthekeystoperformingwelincaseinterviewsistodemonstrateastructredthoughtprocesinsolvingcaseproblems.Whilediferntfirmsayusediferntermstodiscushowtoexcelincaseinterviews,theyalinvariblysugestakinga?structredanlysi?aproach.Structredanlysiinvolesdevlopingalogicalframeworktoexaminethebusinessituationpresnted,andmethodicalyprogresingthroughthatframeworkuntilarecomendationthatdressthecaseisuecanbeproferdoruntiltimerunsout.204KelogConsultingClubCaseBok9Althoughteraresveraldiferntypesofcase,evrycaseshouldbetackledusingananlyticalframework.Aframeworkisnothingmorethenamentaloutlineofhowyouintedtogoaboutevalutingthecaseproblem.Usingaframeworkisimportantbecauseithelpsensurethatyouresponsewilbestructred,logical,andthorugh.Aframeworkshouldbeapliedevrytimethatnewstrategicquestionisposedbytheinterviewr.Somefirmswilaskbroadstrategicquestionsatbothteopenigofthecaseandtwothirdstothrequartersofthewaythroughtecase.Whenthishapens,thecandiateshouldalwaystopandpreareastructredmethodlogytoworkthroughtebusinesquestion.Often,demonstratingtheabiltytobringstructretoambiguityisjustasimportantotheinterviewrastheanswerthatisgiven.Sevralnalyticalframeworksexisthatcanbeusefulforaproachingcaseproblems.Forinstance,manycasecanbevalutedusingoneoracombinationofthefolwingframeworks1Porter?s5Forces2ConsonaceAnalysiBbenfitdriversandCcostdrivers34Cscompany,competiors,customers,colaborators4ProfitabiltyRevnues?CostProfits5Valuechainalysi6Kotler?s4Psproduct,placemnt,promtion,price7Prof.Nordhielm?s?TheBigPicture?CorprateObjective,MarketingObjective,SourceofVolume,SegmentaionTargetingandPositonig,4Ps,Evalute8MarketsegmentaionadSPGsize,profitabilty,share,growth9Internal/Externalinternalfactorsthatfecthefirmvs.environmental/extrnalfactorsthatfecthefirm204KelogConsultingClubCaseBok1010Microecnomicsmarketstructres,uplydemand,longrun/shortrun,pricelasticty,marginalcostandrevnue,varibleandfixedcostpleaseseApendixCforalistofmicroecnomiconceptsthatintervieweshouldbefamilarwith1Finacialstaemntanlysiincomestaemntclasifcation,revnueandcostanlysi12CostBenfitAnalysiand,13NetPresntValueNPVandthecostofcapital.Itisbestofamilarizeyourselfwithasmanyofthesframeworksasposible,thoughmeorizngthemisnotnecsaryandmaybeundesirable.Pleaseunderstandthatsimplymeorizngframeworksandthenblindlyaplyingthemisunlikelytobeasucesfulaproach.Whilealmostalcasecanbeloselycategorizedascertaintype,achaseinvariblycontainsdetailsthatmakeitunique.Consequently,insomeinstances,itmightmakesnsetodrawonpartsof,racombinationf,establishedframeworks.Remberthathemostimportanthingistohaveaframeworkwhentacklingacsealbeitakingcaretoavoidaplyinganaltogethrinapropriateframework.Thexactframeworkthatoneuseisofsecondaryimportance.Oneofthemostoftenaskedquestionsaboutheprocesistheprosandconsofusingframeworks.Thismaybeecauseprospectiveconsultantshearconflictingadviceaboutheproces?somepopletlthemtoemploymorestructre,whileothersimplorethemtousels.Thinkofindigamidleground.Theframeworksareliketolstheyhelpdothejob,utarenotasubstiuteforthehandyman?sownjudgmentandcomonsense.Furthermore,theexperincedhandymankowshictolstouseinwhicsituations.Ithasbensaidthat?shewhoisgodwithahamertendstoseverythingasnail?.Don?tseverycaseas?nail?thatyounedtohamer.204KelogConsultingClubCaseBok1Permitusanalogythatwilhopefulyprovideaditonalclarifcation.InreviwingtheclasicmovieTheGodfather,legndaryfilmcritcRogerEbertsaidthisaboutactorMarlonBrando,whoplayedthetilecharcter?TheBrandoperformanceisjustlyfamousandoftenimitaed.Weknowalabouthispufycheks,andhisuseofproslikethekitenwhositontheGodfather?slapintheopenigscen.Thoseareanactorsdevices.Brandousethembutdoesnotdepndonthem.?4Frameworksareaniterviewe?sdevicesthesamewaythathesprosareanctor?sdevice.Thesucesfulcaseinterviewemustfindawaytouseframeworkswithoutdepndigonthem.So,insum,thecandiatewantstocomunicatetotheinterviewrthatshehasaframeworkguidinghisorherthoughtproces,butinadiscretway.Forinstance,itisaverybadideatosay,?I?mgoingtousethe4Csframeworkforthiscase.?Instead,thecandiateshouldsaysomethingtothefectof?InordertounderstandwhetrornotheacquistionfFirmBbyFirmAisagia,I?mgoigtoxamineFirmsAndBitersoftheircopetnciesandcosttructresCpy,gtasenseofthexistingplayrsinthmarktCmpetiorsandolaborators,ndudrstandwhotheyseltoCustoers.UncovringthisifrmtinwilhelpmetoetrminwthrrntnughstrategicsyergiesxistbeteFirAandBtjustifyacquistio.?Thegreatbenfitofusingaframeworkisthatithelpsthecandiateusetimebotheficentlyandefctively.Onemustmakesurethatsheisuncoveringaltheimportantdetailsofthecasesituation,whilenotstrayingintofruitlesdigresions.Aframeworkepsthecandiateontrack.Theframeworkcanserveascrutchifthecandiategetsnervous,orcan?tdecideonthenextdirectionfinquiry.Whatheframeworkshouldnotdo,howevr,isdistractthecandiatefromsoundbusinesthinkig.Thelstheinterviewethinksofthecaseas4TherviewcanbefoundontheWathtp//ebrt/ebrt_reviws/19/10/god1028.html.204KelogConsultingClubCaseBok12gameorapuzle,andthemoretheintervieweimaginesthecaseasrealbusineschalengethatshemightfaceasmangerorconsultant,thebterofshewilbe.Caseoftendonthavesimpleanswers,obesuretocnveytherichnesofyourbusinesintuiton,yourKeloghonedthoughtproces,andyourpractialexperincewhenprovidingyourfinalrecomendation.Wesugesthatyoubecomeverycomfortablewith23genralframeworks,andthenadpthem?onthefly,?intheinterviewtosuithenedsofthesituation.Onehelpfulwaytostrengthenyourframeworkfaciltyistorunthroughtesamecaseafewtimesfolwingdiferntframeworks.Sehowtheuseofdifernthoughtschemasfectsyouranlysipath.SubSectionThreofSevnStepByStepIlustrationfaCaseInterviewAsucesfulcaseinterviewconsitsofivebasicsteps1Casepresntaionadclarifyingquestions2Frameworkdevlopment,isueprioritzation,andhypothesiformation3Articulation4Analysiaskquestions,gatherinformation,andtesthypothesand,5Sumaryandrecomendation.Notedepndigonthelengthofyourcase,thisprocesmayberepated,inanacelratedform.Thisubsectionisdivideintofiveparts?eachadresingoneofthefivesteps.StepOneofFiveCasePresntationadClarifyingQuestionsTheinterviewrilsetupthecasebydescribingthebusinessituationadwilthenprovidethecandiatewithsomeinitalinformation.Theamountofinitalinformationgiven204KelogConsultingClubCaseBok13varies.Someinterviewrsmayoferverylitle?upfront?inthewayofactsandetails,leavingthequestionvaguetosewhertheintervieweiltakeit.Otherinterviewrsmayinudatethecandiatewithinformation,someofwhicisimportantandsomeofwhicmayprovetobeirelvant.Stilotherfirmsprovidecandiateswithdattoreviwpreinterview,andthenaskinterviewestopresntinitalfindigsatheoutsetoftheinterviewratherthanaskquestions.Whatevrthesituation,alwaysmakesuretolistenverycarefulytowhatheinterviewrissaying.Ifithelpsyoutoabsorbtheinformation,takenotespaerisalmostalwaysprovide.Youmayalsofinditusefultoverbalyrepatthesituationandinformationgiventotheinterviewrbeforebginigyouranlysi,tomakesureyouareboth?onthesamepage.?Ifyouarehitwithtonsofbscuredtails,identifyandkepfocusedonthemainisueofthecase.Askclarifyingquestionsasnede.Forexample,ifyouaregivenacaseonaftermarketsalesintheautoindustryandyoudontknowhathetrm?aftermarket?means,askaboutit.Thisinotasignofweaknes.Itisasignthatyouaresriousaboutnderstandigtheclient?sproblemsothatyoucansolveit.Clarifyingquestionshouldbeaprecursortoyuranlysi,though,notpartoftheanlysiitself.Genraly,oushouldnotnedtoaskmorethanoneortwoclarifyingquestions,anditisfineifyoudonthaveany.Theobjectiveoflistenigcarefulyandaskingclarifyingquestionsitomakesurethatyouflyunderstandthesituationpresntedandwhatheinterviewrisaskingyoutoevalute.Ifyoudontclearlyandcompletlyunderstandthecasequestionadtheisueyouarebeingexpectdtoanlyze,youwilnotperformwelintheinterview.Afteryouhavefinishedaskingyourclarifyingquestions,takesometietoevalutetheinformationyouhavebengiven.Forthesakeofcourtesy,oumaywantoasktheinterviewrforpermisiontotakeabriefpause.g.,?WoulditbealrightwithyouifItokafewseconds204KelogConsultingClubCaseBok14toclectmythoughts?.Therisnorightorwrongamountoftimeforthisinitalnalysiperiodasgenralrule,howevr,itshouldnotakelongerthanaminute,andtheshorterthebetr.Don?takeanytimeifyoudon?tedit,butwhenidoubt,takethetime.Thirtysecondsofdeairatheoutsetoftheinterviewmaysavetnormoreminutesofwastedtimelaterintheinterview?itisalwaysbetrtobeginwithawelthoughtroughaproachtanitistobeginwithabelifthatyoucansomehow?zenitout.?StepTwofFiveFrameworkDevlopment,IsuePrioritzation,andHypothesiFormationOnceyouhaveabsorbedthecaseproblem,yournextstepistodevlopaframeworkthatyouwilusetoguideyouranlysi.Forexample,ifitisacsewherprofitsaredeclinig,youmaychosetousetheprofitabiltyequation,wherasifyouarevalutingafirm?sentranceintoanewmarket,youmaydecidethat?Porter?sFiveForces,?incombinationwithan?Internal/External?anlysi,wilbemostrelvant.Rember,thepointofthexerciseisnotpickaframework.Theframeworkisimplyatoltohelpyoustructreyouresponse,sodnotgetohungupherandwastevalubletimethatyoucouldbeusingtoadvancethediscusion.Yourinitalframeworkshouldbeabroadsketch,notadetailedblueprint,ofhowyouintedtogoaboutsolvingthecaseproblem.Thedtailsofyouranlysishouldevoleinteractivelywiththeinterviewrasyouprogresthroughteinterview.Basedontheframeworkyouhavedevloped,youshouldbeabletoidentifysevralposiblepathstowardsadresingthecaseisue.Forexample,consideracaseaboutFirmXwhoseprofitsdeclinedlastyear.FirmX?sreducedprofitscouldbeduetosagingrevnues,risngcost,orboth.Giventhatyourinterviewtimeislimited,itisimportantoprioritzetheisuesyouwilinvestigateinthecase.Investigatethemostlikelysolutiontotheproblemfirst,folwedbythescondmostlikely,andson.Theinitalinformationthatyouhavebengiven204KelogConsultingClubCaseBok15maysteryoutowardsaprticularpath.Takecuesubtleorvertfromyourinterviewraboutwhicpathsoldthemostmerit.Forexample,ifyouwertoldthatFirmXrecntlyalterditsproductmix,youmightwantostartbyexaminigthepricesofitsvariousproducts.Basedontheinformationyouhaverceivd,andtheframeworkyouhavedveloped,youshouldformulateaniitalhypothesiabouthecaseproblemyouarevaluting.Intheparlnceofcaseinterviews,ahypothesiiswhatyoubelivetobethecentralisueofthecase,orthesolutiontoit.WithregardtoFirmX,yourinitalhypothesicouldbethatherotcauseofitsdeclinigprofitsithatitiselingrelativelymorelowprice/lowmarginproductsthanithadinthepast.Youmaynotbegivenoughinformationatheonsetofacsetodevlopareasonablehypothesifromthestart.Ifthathapens,progresthroughyourframework,elictinformationfromtheinterviewr,andevlopahypothesiasonasyoucan.Ifyourinitalhypothesiturnsoutobewrong,whicisoftenthecase,tryanotherone.Itisnotanautomatic?ding?tonotguestheanswercorectlyonthefirstry.Butitisalikely?ding?togiveuportolsesightofthemainisue,whicistoevntualysolvetheclient?sproblem.Somefirmsaremoreorlesrecptivetohearinganiterviewe,veryearlyon,staeahypothesiforanlysi.Thekylesonheristoknowthefirmsthatyouareinterviewingwith.Ifyouareinterviewingwithafirmthatconductsitscase/ngaemntswithan?AnswerFirst?aproach,tenyoushouldprobalystaeahypothesiearlyandthenrelatefindigstoitasthecaseprogress?thisuportsmyinitalhypothesi??or?thatsemstorefutemyinitalbelif,myrevisedworkinghypothesiisnow??.Otherfirmsayconductheirworkbydoingmuchmoredetailedatcolectionbeforeformingahypothesi.Inthiscase,strivetofrmahypothesi,butholdbackonstaingituntilyouhavecolectdmoredat?OK,IthinkInowhavenoughinformationtofrmahypothesi?basedonfactsA,BandC,itlokslikeXmight204KelogConsultingClubCaseBok16behapenig.Her?showIouldevalutewhetrXistrulygoingon??Withtesfirms,youmayloklikeyou?rejumpingtoconclusionsifyourhypothesiisn?tfactbased.Askmebersofthefirmaboutheirfirm?sprefrencepriortoyurinterviewthat?swhatlthosecoktailrecptionsarefor.StepThreofFiveArticulationAfteryouhavedvelopedyouranlyticalframework,prioritzedpotentialsolutionpaths,andformulatedyourinitalhypothesi,thenextstepistoarticulatethemtotheinterviewr.InthecaseofFirmX,itmightgosmethinglikethis?GiventhatFirmXhasexperincedadeclineinprofitabilty,Iamgoingtobeginmyalutionbyinvstigatigthvriouslmetsthtmakeuprfit,namlyrevnesadcostframework.SinceyntionedthtFirmXhaseitsproductmixhangeovrthepastyar,Iwilbgibyanlyzingtfirm?srevnes,focusifirstnpricngprioritzation.ItcouldbethatdeclineinFirmX?saveragepriceiscausiitsrfitstsuferhypthsi.Ifthatursoutnotbthcas,thnIwillokatchangesinthcomany?scosttructre.?Itiscritcalincaseinterviewstodemonstrateastructred,logical,andthorughtoughtproces.Ifyoudontverbalizeyourthoughtprocestotheinterviewr,shewilnotbeabletoevaluteyourperformance.Inaditontotalkingthroughyourthoughtproces,youmayfinditbenficaltosketchoutyouranlysiframeworkonyournotepad.Writngdownyourframeworkwilhelpyoutorganizeyourthoughts,andtoregainfocusifyougetstuckoryouranlysibecomesverycomplicated.Justasimportantly,anilustratedframeworkshowstheinterviewrthatyouarethinkiginastructredmaner,andmakesiteasierforhimorhertoguideyou.Manysucesfulconsultinginterviewesxtoltheimportanceof?paermangemnt?incaseinterviews.Interviewrsoftenecouragecandiatestotakenotes,andsomevenkep204KelogConsultingClubCaseBok17thosenotestohelpremberthepathtatheinterviewetokduringhisorhercase.Whetrornothishapenstoyu,yournotepadisanexcelntcomunicationsmediumduringyourinterview.Consultantsaregenralygraphicalthinkers?evniftheydin?tstarthisway,theynowcomunicateinslides,charts,andgraphs.Speaktheirlanguage?sketchoutyourthoughtsonyourpaer,writelarge,andshowtheinterviewrhatyouaredoing.Itisnotuncomonforaniterviewrtolokunderaniterviewe?shoulderonthisorhernotepad,andcomentonitand/oraskquestionsaboutitscontets.Forexample,?IsefromyournotesthatyouhavecomeupwithfiverasonswhyFirmAshouldacquireFirmB,andthefirstoneisdistributionsynergies.Whatdoyumeanbythat?Drawoutyourframeworksothatheinterviewrcansewheryou?regoing,andsteryouacordingly.Manyinterviewesdividetheirpaerintothresections.Inthefirstection,theynotefactsabouthesituationbothtosegivenitheinitalsituationexplantionaswelasfactsuncoverdthroughquestions.Insectiontwo,anlysiisperformed,andinsectionthrekeyfindigs/conclusionsarenotedthisectionisespecialyhelpfulwhenthecandiateisaskedto?sumup?athecloseofthecase.Notethisdoesnothavetoalocuronthesamepage?felfretousemultipleshetsofpaertheclearyouractionsaretotheinterviewr,thebter.Beasgraphicalndastructredasposiblewhenveryousektocnveyconceptslikeorganizationalstructreorwhenveryoudoquantiativeanlysi.Quantiativeanlysi,inparticular,shouldbelaidoutinrowsandcolumns?Excelstyle?idealywithtequationotedabovethecolumnsothatinterviewrscanfolwyourcalulations.Doingfancymathinyourheadisgreat,butit?smoreimportantoilustratetotheinterviewrhowyouarecomingtoyurnumbersthantowothemwithcalulationsped.Yourarithmeticmaybecorect,butyourequationmaybemisingacritcalvarible.Drawingoutyourthoughtshelpstheinterviewr204KelogConsultingClubCaseBok18identifythisandcorectyourcourse.Thisifarprefrabletoleavingtheinterviewronderingwhyournumberdoesnotmatchtenumberthatisgivenithecaseolutions.Toerishuman,butodsoinawaythatleavestheinterviewronderingaboutwhetrtheproblemwasithyourarithmeticoryourthoughtprocesislikelytoprovefatl.StepFourofFiveAnalysiAskQuestions,GatherInformation,andTestHypothesHavingarticulatedyourframeworkandinitalhypothesi,youareradytomoveintotheanlysiphase,whicshouldbethebulkoftheinterview.Intheanlysiphase,youshouldaskquestions,ynthesizetheinformationprovide,andrawconclusionsbasedonthefacts.Byaskingquestionsandbringitolightnewinformation,youwilbeabletodetrminewhetryourinitalhypothesiwasvalidorinvalid.Ifthedatprovesyourhypothesitobeinvalid,sytematicalyfolwyourframeworkandprogrestotheisuewithtenxthigestpriority.Inaditon,basedonewinformationyourecive,devlopanewhypothesiasonasposible.Forexample?BasedonwhatI?velarnedsofar,itapearsathoughFirmX?sproductmixandrevnusarenothmostimprtntcusofitsdeclinigprofitabilty.SowI?lmovotinvestigatethefirm?scsttransitotnextranchfthefraewrk.YoumntiondtatFirXrecntlysignedawagrementwititsunios,sI?lstartbyexminigitslaborcost.Itcouldbthatanunfavrableuniocontrcthasiflatedthefirm?slabrexpenseanegtivelyimpcteditsprfitsewypotesi.?Askingquestions,colectinginformation,andevlopingandtestinghypothesisaniterativeproces,andconstiutesagodcaseinterview.Asyoureciveanswerstoyourinquires,youshouldbeabletohneinothesolutiontotheproblem,andtheinterviewrmaypointyouintherightdirection.Evenifalofyourhypothesareultimatelyprovedinvalid,if204KelogConsultingClubCaseBok19youhavesolictedrelvantfactsandrawnconclusionsinastructred,logicalmaner,youwilhavedonewel.Dontforgethatitisimportantoverbalizeyourthoughtprocesthroughouthentireinterview.Avoidlongperiodsofsilencetheinterviewrisatemptingtoevalutehowyouthink,andmuteintrospectionprecludesthis.Whendoingcalulations,teltheinterviewrevrythingthatyou?redoing.Thismaxiizestheinterviewr?sabiltytocoachyouandilustratesyourthoughtproces.Itakespractietobeabletodthiswithaplomb,utitisaskilwelworthdevloping.Askingquestionsisafundamentalpartoftheproces,butrembertodsowithinthecontextofyourfamework,asoposedtofirngofquestionsinoparticularorder.Asyouworkthroughtecase,itisagodieatoverbalysumarizewheryouare,whatyouhavelarned,whatheinformationmeansindiagnosingtheproblem,andwheryouareheadenext.Sumarizngcanlsobeausefultechniquetobuyourselftimetothinkifyoubecomestuck.Takecautionotosumarizetofrequently,howevr,becauseittakesawyfromthetimethatyoushouldbeusingtoanlyzethecaseisue.StepFiveofFiveSumaryandRecomendationWhenyoufelyouhavecoverdalthebaseinyouranlysi,orwhenyouhaverunoutoftime,ndbysumarizngthesituationadprovidingarecomendation.Ifatlposible,alwaysendyourinterviewsithasucinctrecomendation.Trynotorecapthepathofanlysithatyouhavejustperformed.Instead,rawonkeyfactstogiveaclearnswertothecentralquestionfthecase.Forexample,?Idontrecomendthathefirmentrthemarket,giventhatheindustryinquestionischarcterizedbylowbarierstoentry,inteserivalry,andsignifcantsuplierpower?alofwhicyoudiscoverdthroughyouranlysi.204KelogConsultingClubCaseBok20Youmightalsoadnextstepsoraditonalconsiderations,aspropriate,tomakeyouranlysimorebalncedandthorugh.Forexample,?Basedonthediscusionthatwehadtoday,Iwouldnotrecomendathispointhathefirmentrthemarket.Howevr,Iwouldalsowanttoknowmoreabouthergulatorytrendsinthemarket,andaboutheindustry?sdistributionchanelmix,beforemakingafinaldecisoniarealsituation.?Rember,caseareusalycomplex.Ifyouimplytotheinterviewrthatyouhavecompletlyadresdtheisuein30to45minutes,youmaybepercivedashortsightedorarogant.It?smuchbetrtostaewhatyou?vefoundandcanreasonablyinfer,andthenidentifythearesthatyou?dliketofurtherpentrateifgivenmoretimeandtheasumptionsthatyou?vemadethatyouthinkyourconclusionsaremostensitveto.Animportantpointokepinmindisthatevnifyouaredeawrong,ifyouhaveaproachedtheprobleminalogical,structred,andthorughmaner,youhavedonewel.Youwillikelyencounterthe?elvatortest?athendofsomeofyourinterviews.Ittypicalygoesomethinglikethis,?We?routoftime.Sumthisupin30secondsoIcanteltheclientourmajorfindigs.?Thepuroseofthisexrciseistosewhetryoucanidentifythemostimportantelmentsofthecase,distilcomplexisuesintocncise,asilyunderstandableterms,andmaintainyourpoisewhenthrustintoastresfulsituation.Ifyouarehitwithteelvatortest,dontpanicandquicklyratleofanuorganizedlitanyofacts,hypothes,andsugestions.Instead,takeabriefpausetoclectyourthoughts,restaethecntralquestionfthecase,andthenpresntthemostimportantfindigsandrecomendationsinalogical,sucinct,andconfidentmaner.204KelogConsultingClubCaseBok21ThoughtProcesBeforewemoveontothenextsubsection,itisimportantontethatoneofthemostimportantaspectsoftheinterviewingprocesistoshowinsightintothethoughtproces.Itiswhatyou?rethinkigthatmaters?notjustwhatyou?resayingForinstance,let?sconsiderasituationwheryou?rewonderingwhatproductsthecompanyselsbecauseyouknowthatproductmixafectsprofitabilty.Ratherthansaying,?Couldyoutelmeabouthecompany?sproducts?,abetraproachistosay?Iknowthatproductmixcanoftenafectprofitabilty.I?dliketoexplorethisisueithrespetoCmpayA.I?dliketknow,forinstanc,whatprodctstecomanyfersndifthishaschagedverthelastfeyears??Besuretocmunicatetotheinterviewrhatyourthoughtprocesis,othatshewilsefirsthandhowelyouaproachandsolveproblems.SubSectionFourofSevn?ComonCaseSituationsGetingStuckandUnstuckAlotfinterviewesreporthat,atonetimeoranother,theyhavegoten?stuck?inacaseinterview.Restasured,thisinothendoftheinterviewifithapens.Alotfpeoplehavecomebackfromgetingstucktocrakthecaseandtoadvancetothenextroundofinterviewsortgethejob.Honestly,thebigestproblemwithgetingstuckisnothedviationfromthecorectpath,butthelosincandiatemorale,whicmaycausehimorhertoconsciouslyorsubconsciously?giveup?onfidingthecorectanswer.Someconsultingfirmshavexpresionsuchas?drivingtotheanswer?and?sheas?noseforvalue?.?Peoplelikethistendtodowelinconsultinginterviews,notnecsarily204KelogConsultingClubCaseBok2becausetheyarebrighterthanayoftheothercandiates,butbecausetheykeprepositonigthemselvstowardsthegoal.Soshouldyou.Haveanoseforwhatheclientithecasesekstoacomplish,andkepdrivingtowardthatgoal,nomaterhowlostyouthinkyouare.SohwdoyugetunstuckThefirsthingtodismakesurethatyounderstandtheclientproblemandultimatedesiredoutcomethiscouldbesomethingenriclike,?Theclientwantstoincreaseprofitabiltybacktolastyear?slevls?or?Theclientwantstoknowhic,ifany,smalercompaniesinitsfieldthatitshouldplantoacquire?.Makesurethatyoucanstaetheproblemandesiredsolutiontotheinterviewr?satisfaction.Ifyoucanotdos,askhimorheraboutspecifcalywhatiswrongwithyourproblemand/orsolutionstaemnt.Itisimposibletogetbackontrackifyoudontknowheryouaregoinginthefirstplace.Onceyouhaveagredaginowhathedsiredoutcomeis,thenseifyoucanseanewpathtotheoutcome.Ifyoucandos,thentakethemostdirectpathandmakea?beline?fortheanswer.Ifyoucanotdos,thenretracethestepsofyouranlysionebyoneuntilyoufigureoutwheryougotlost.Indoingso,restaewhatyouknowabouthecasetotheinterviewr.Subtlygivehimorhertheoportunitytohelpyout.Ifsherfuse,kepgoingbackstepbystepuntilyoufigureoutwhatyoudiwrong.Recheckyourmathcalulationsyetanothereasontowritethemathdownopaervenifyouthinkthatyoucandotheprobleminyourhead.Ifnedbe,goalthewaybacktotheinitalstaemntifyouthinkthatyougotfoftherightpathatheverybeginig.Inaycase,kepyourselfocusedonthesolutionadondrivingtowardtheansweratltimes.DontgiveupAnotherkeytogeting?unstuck?istoreturntoyurframework.HaveyousficentlypentratedalofthearesofinquirythatyouidentifedasimportantattheoutsetoftheinterviewInyourpreviousanlysi,wherditheinterviewrsemostinterstedWher204KelogConsultingClubCaseBok23dishesemtohavethemostinformationprepreared,andwherwasitclearthatshewas?makingituponthefly?DidyouforgetaboutanimportantarewhenyouwerinitalydefinigyourframeworkIstheranotherframeworkthatyoucouldquicklyaplytouncovermoredtailsforexample,onesucesfulcandiatesaid,?whenidoubt,Ipulouthe4C?s?.Ifthescasetchniqueaproachesarenotfruitful,it?stimetochangethegame.You?reaseasonedbusinespersonbynowandyou?vealsodneabunchofcaseatKelog.Thinkabouthowthiscurentsituationisimilartosmethingthatyou?vencounterdbefore.Thinkabouthowyou?dgoaboutsolvingthisproblemifyouweractualyrunigthisbusinesratherthantryingtogetajob.Verbalizngthisthoughtprocesisveryimportant.Athevryleast,youcanimprestheinterviewrithsomeofyourelvantexperince.Moreimportantly,ouwilbegivingtheinterviewrsomethingtoworkwith?you?relokingforthemtosaysomethinglike?you?reright,thatsituationsoundsfairlysimilar,butinthiscaseIthinkthatheindustryclimatemightbealitlelsatractive??Now,you?reoftotheracesagin,you?vebengivenaclueastoneofthekyarestoprobeingreatrdetail.Thecritcalmesageongetingstuckandunstuckshouldbewhyithapensandwhatodoaboutit.Havinga?nosefortheanswer?isrealyjusthescondarymesage.Theprimarymesageisthatnyonecanlearntogetbackontrackbyrefinigandpractingthesimportanttechniques.We?dalsoliketoremphasizetheimportanceofnotbeingsilent.Theoldquotethatitis?betrtobesilentandbethoughtafolthantopenyourmouthandremovealdoubt?doesnotaplyinconsultingcaseinterviews.PublicMathostthoughnotalcasewilrequiretheinterviewetodosomeathematicalcalulationsinfrontoftheinterviewr.Thisiscomonlyknownas?publicmath.?The204KelogConsultingClubCaseBok24interviewrilsaysomethingtothefectof?Ifthetotalmarketsizeforthisproductis10milionperyear,andourclient?smarketshareis20,thenwhatreouranualsales?.Inthisexample,thecorectanswerof20milionisfoundbymultiplyingthetwonumberstogethr,prefrablyonyourpiecofpaer.Eventhoughyoumayknowhowtodtheprobleminyourhead,writngdownthequationwilremoveanydoubtaboutwhetryouknewthatcorectformulartherthan?luckedout.?Itwilalsohelpyoutomakesurethatyouhavenitheronetomanyzerosinyouranswer,nornetofew.Publicmathproblemsemtoalwaysbeaskedinthecontextofthecaseratherthansastandalonentiy.Younedtopractiethembeforehand,andmakesurethatyoutakeyourtimewithtemonceintheinterview,butotherthanthatherisnomagicformula.MostoftheproblemsareonesthatheaverageKelogstudentlearnedinthesixthtrougheightgrades,osucesfulinterviewesarexpectdtogethemright.Itisgenralybetrtosetuptheproblemintherightwaye.g.,knowhatnedstobeadedtowhatandthentomakeamistakeonthemathitselfthantheotherwayround.Butmathmistakesathislevlarealmostalwaysduetocarelsnesornervousnesunderpresure,andpeoplesuceptibletoeithercharcteristictendnotmakegreatconsultants.Soifyouarepronetomakingsimplematherors,drilyourselfonsimplemathtoensurethatyoudon?tdosinyourinterviews.EstimateQuestionsThisubsectionwilconcludewithabriefdiscusionof?estimate?questions.ThesquestionsareusalynotgiventoMBAcandiates.ItismoretypicalforconsultingcompaniestogivesuchcasetoBachelor?sdegrecandiateswhoareinterviewingforanetrylevljobwithinthefirm.SometiesthesquestionswilbeuiltintoMBAinterviews,thoughitisraefornetobeaskedasstandalonecase.204KelogConsultingClubCaseBok25Anyway,anestimatequestionisusalyintheformofsomethingsuchas,?HowmanygolfbalswouldfitintheHancokTower?5Ifyournitoneofthesquestions,breakthequestiondownitopiecs.Itmaybeusefultoknowsomevolumeformulastogetyouthroughthestypesofquestionsforvolumeofaspherlikeagolfbalifitsradiusir,thenthevolumeis4/3?r3.Abuildingisarectangularcubeandthevolumeformulaisheightimeslengthtimeswidth.Ifyoushowthatyouareusingtherlativeolumestodetrminehowmanybalswouldfitinthebuilding,youwillikelysatisfytheinterviewronthisbasialone.Itislegitmatetouseanyinformationthatheinterviewrmightavegivenyouandtoestimateotherfactsyounedbasedonyourownbestjudgment?justtaeyourasumptionsoutloud.Whileyoudohavesomelibertytomake?guestimates,?yourguestimateisanidicationofyourcomonsense?guestimatingthepoulationftheU.S.at1.5bilionpeopleislikelytomakeaveryporimpresion.Ifyouhavenoideabouthemagnitudeofwhatyouareguesingat,staethatndseiftheinterviewrofersupsomeinformation.Thatsaid,ontpanic,andontspendanudueamountoftimetryingtogetheanswertobeprfect.Giventheraityofthesquestionsinactualinterviews,edontrecomendthatyouspendalotftimepractingthemknowingvolumeandareformulasforcomonshapesilikelytheidealpreartion.Yourcasepretimewilbemuchbetrspentpractingthingsthatyouaremorelikelytoseinacseinterview.Ifyougetanestimatequestionianiterview,useyourbestjudgment,besuretorefrenceanydatthatyoualreadyhave,andtrytotietheestimatedanswerintotherstofthecase.5Thisparticularquestionwasusedinthe203SpecialKmovie.WewouldliketothankSamShankKelogClasof204foritsse.204KelogConsultingClubCaseBok26SubSectionFiveofSevnTypesofCaseIngenral,theraresvenmaintypesofcase1Industryanlysi2Profitimprovemnt3Capcityexpansion4Marketntry5Acquistion6Investmentand,7Marketsizng.Thesclasifcationsareneithermutalyexclusivenorcolectivelyexhaustive.Forexample,amarketntrycasemightrequireindustryanlysi,andanacquistioncasemayinvolevalutingreturnoinvestment.Somecasemaynotfitneatlyintoanyofthesvenmajorcasetypes,butmayincorpratecrtainelmentsfromoneormoreofthem.Eachofthesvencasetypesidiscusedinthisubsection.Type1of7IndustryAnalysiIndustryanlysicasetendtofcusonevalutingthestructreand/ordesirabiltyofaparticularindustry.Forexample?Yourclientmanufacturesjetngies.IsthejtengieindustrydesirabletobeinWhyorwhynot?Isuestocnsiderinidustryanlysicaseareasfolws?Whatistheindustry?structrecompetive,oligoply,monpoly?hatretherlevantmarketconditonse.g.size,growth,profitabilty,segmentaion,technolgicalchange,regulatoryisues204KelogConsultingClubCaseBok27?HowconcetratedistheindustryintermsofcompetiorsWhatrethestrategicpositonsofthekycompetiorsinthemarketHowismarketsharedivide?Whatistheindustry?sverticalchainofproductionWhoaretheindustry?sbuyersandsupliers,andhowpoerfularethey?Howsignifcantarebarierstoentryandexite.g.econmiesofscale,learnigcurve,higfixedcost,andacestodistributionchanels?Whatfactorsdrivesucesintheindustrye.g.technolgicaleadership,consumerinsight,brandequity?thatis,whatrethebnefitandcostdrivers?Aretheranytrendswhicafecthebnefitofcostdrivers?Whatcurentandpotentialsubstiutesxistfortheindustry?sproduct/serviceType2of7ProfitImprovemntProfitimprovemntcaseareprobalythemostcomoncasethatyouwilencounter.Theytpicalyrequirethatyouanlyzewhyafirm?sprofitshavedecrasedand/orwhatfirmcouldotincreaseitsprofits.Forexample?CompanyXsawitsprofitsdeclineby50lastyear.Whydithisocurandwhatwouldyourecomendthatitdo?Achangeinfirmprofitabiltycanbeanlyzedbystematicalyexaminigeachofthecomponetsoftheprofitabiltyrelationship.Profitsaregivenbythequation?Revnues?CostPrice?VariblecostxQuantiy?FixedcostWercomendthatyousethexpandeformofthequationinitalicsothatyoudon?tforgethediferncebetwenfixedandvariblecostintheeatoftheinterview.Othervalubleprofitabiltyformulasinclude?RevnuesPriceQuantiy?CostFixedcostVariblecost204KelogConsultingClubCaseBok28?BreakevnquantiyFC/Price?VariblecostItisusefultofamilarenoughwitheachofthesformulaetobeabletoreproducetheminacaseinterviewsituation.Furthermore,specifcrevnuerlatedisuestocnsiderareasfolwsaFactorsthatimpactpriceoMarketpoweroPricelastictyoProductdiferntiationoProductMixsegmentaionbFactorsthatimpactvolumeoExternalfactorsafectingvolume?Competion?Substiutes/Complents?Marketforces?declinigmarketsize,tchnolgy,regulationoInternalfactorsafectingvolume?Distributionchanels?Logistics/uplychain/iventorymangemntoGrowthstrategis?Selcurentproductstocurentcustomersornewcustomers?SelnewproductstocurentcustomersornewcustomersOnthecostide,someajorspecifcisuestocnsiderelatedtocstareasfolws?Fixedversuvariblecost?Shortrunversulongruncost?Capcityutilzationaditsimpactontotalveragecostperunit204KelogConsultingClubCaseBok29?Benchmarkingcostaginstindustrycompetiors?RelativeprcentageweightingofcostcomponetsoCostofGods?Labor?Rawmaterials?OverheadoOperatingCost?Selingandistribution?Marketingadvertisng,promtions?Genralndaministrative?ResarchandevlopmentAnalysiofcostwilvarywithtetypeofindustrybeingconsiderd.Forexample,ifyouarexaminigapharmaceuticalfirm,youmaywantstartbylokingatitsresarchanddevlopmentexpense.Inthecaseofafirmwithmultipleproductsordivisons,costalocationbetwentheproductsmaybeanimportantisue.Forexample,afirm?soveralprofitabiltywilsuferifitbeginstoselrelativelymoreofalowmarginproduct.ApendixDextndsthediscusionprofitabiltyanlysiandprofitimprovemnt.Type3of7CapcityExpansionCapcityexpansioncaseusalyrevolearoundhowafirmcanoptimalyincreaseitsoutptpotential.Forexample?CompanyXhasdecidethatitnedstoexpanditsmanufacturingcapcityandisconsideringeitherbuildinganewplantinLima,Peru,orincreasingthescaleofitscurentplantinBuenosAires.Whicwouldyourecomendthatitdo?Agenralproachtocapcityexpansioncaseisafolws204KelogConsultingClubCaseBok301.Estimatethepotentialbenfitofcapcityexpansion?Quantifymarketdemandandpotentialrevnuegains2.Evalutethemeansofcapcityexpansionexistingplantornewplant.Isuestoconsiderherinclude?Availbiltyofdesirablelocationforanewplant?Proximitytocustomers?Proximitytosupliers?Transportaioncost?Laborcostavilabilty?Technolgy?Timerquiredtocmpletcapcityexpansion?Capitalcostofbuildingewplantversuexpandigexistingplant3.Marketconsiderations?Impactonidustrydemandpricngwilexpansioncreatexcescapcityinthemarket?Likelycompetiversponse4.Cost/Benfitanlysi5.Whatlternativesxist?Outsource?Lease?Acquistion
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