贝恩咨询岗位职责-GreatAC
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• Build economic model
Length of case: AC travel:
Three months
Monthly local visits to client to gather data and attend meetings
Corporate strategy (growth strategy)
Vice-President
Caseteam Structure
Manager/CTL
Caseteam Coordinator
Experienced Consultant
New AC
New Consultant
Experienced AC
GreatAC 6 Copyright© 1998 Bain & Company, Inc.
–seek help prior to add additional 10% insight
GreatAC 8 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC “Know the Why”
How to be a Great AC Areas of Responsibility
Your mix of responsibilities will vary from case to case.
The job
Research/data gathering
• Market size and dynamics
Strategy consulting
Corporate strategy
Example:
• How should a company with many businesses achieve its growth objectives?
Business unit strategy
• How should a business unit respond to its competitors?
Agenda
GreatAC 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Bain caseteams address a considerable range of strategic issues.
Types of Strategic Issues
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
Agenda
GreatAC 2 Copyright© 1998 Bain & Company, Inc.
• What reality checks can you do to demonstrate knowledge of the why? –use of 80/20 –benchmarks –focus of your quality checks
GreatAC 9
Copyright© 1998 Bain & Company, Inc.
• Size rental car market based on secondary research and customer surveys
• Splice and dice client customer database to establish segments
• Research other companies’ retention programs (e.g., airlines' frequent flyer)
• Coordinating workstreams with other ACs/consultants
• Participating in team brainstorming sessions and team meetings
• Overseeing production for presentations
Get the job done
Execute on your workplan
• Develop and update your workplan
• Keep an 80/20 fallback plan
• Execute - focus on the assigned task
• After 6-12 months, take a more active role in intellectual leadership of your piece of work
How to be a Great AC
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
–tag “red flags”
• Always “know the • Perform zero defect
why” in the context of analysis
the “Big Picture”
–document
everything
–proof, proof, proof
–reality check
How to be a Great AC
Big Picture - “Know the Why”: Example (1 of 2)
A recent experience at SAC training illustrates the importance of “knowing the
why” in the context of the “Big Picture”.
• Oral communication
• Data into appropriate –informal team
slide format
meetings with
• Arriving at the
consultant/manger
strategic answer
–overheads to
caseteam
• Caseteam events
GreatAC 7 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC Key Success Factors
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
Six months
Weekly trips to NYC for client task force meetings
GreatAC 5
Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
While you may frequently encounter variations, a typical caseteam structure looks like the following:
• What does your analysis mean and why is it important to the client?
• What are likely questions to be asked of you? –by your team –by your client(s)
• What sensitivity analyses illustrate responses to potential questions or clarify issues for you? –what about client sensitivity analyses?
Assignment:
• Develop presentation on business unit strategy
Hypothesis:
• The client can be profitable and should milk its business
Assertions:
• Market is growing • Client has low cost position • Competitors not a threat
bc
How to be a Great AC
Developer: Daphne Li
Reviewer: Susan Lonergan
Cartha O’Hare
John Clarke
March 1998
Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Performance improvement
• How many manufacturing plants does a company need?
• What products should client produce in each plant?
GreatAC 4 Copyright© 1998 Bain & Company, Inc.
Communicate up
Understand the “Big Picture”
Deliver with zero defects
• Communicate regularly and frequently with your manager
–use Answer-First and 80/20
• Target and retain most profitable customers through marketing programs and travel agent commission structures
• Focus on corporate accounts that are already penetrated, but are currently underperforming in share targets
How to be a Great AC
Compoutek
Example of Caseteam Assignments
Axels-4-Rent
Business problem: Business unit strategy (PC business unit)
Answer:
• Exit the retail PC market • Cut costs through complexity reduction • Implement process and organization
Always “know the why” in the context of the “Big Picture”.
• Why are you doing this work? –what is the "Big Picture"? –where is the value? –what is the client expecting?
redesign
First-year AC workstream:
• Phone competitors to gather data about the PC market
• Analyze client data relating to accounts receivable and inventory turns
• Competitors • Client data • Customers
Analysis
Communication
Team
• Database
• Blank slides
manipulation
–storyline
• Models in Excel
–proper format
• Regressions
Length of case: AC travel:
Three months
Monthly local visits to client to gather data and attend meetings
Corporate strategy (growth strategy)
Vice-President
Caseteam Structure
Manager/CTL
Caseteam Coordinator
Experienced Consultant
New AC
New Consultant
Experienced AC
GreatAC 6 Copyright© 1998 Bain & Company, Inc.
–seek help prior to add additional 10% insight
GreatAC 8 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC “Know the Why”
How to be a Great AC Areas of Responsibility
Your mix of responsibilities will vary from case to case.
The job
Research/data gathering
• Market size and dynamics
Strategy consulting
Corporate strategy
Example:
• How should a company with many businesses achieve its growth objectives?
Business unit strategy
• How should a business unit respond to its competitors?
Agenda
GreatAC 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Bain caseteams address a considerable range of strategic issues.
Types of Strategic Issues
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
Agenda
GreatAC 2 Copyright© 1998 Bain & Company, Inc.
• What reality checks can you do to demonstrate knowledge of the why? –use of 80/20 –benchmarks –focus of your quality checks
GreatAC 9
Copyright© 1998 Bain & Company, Inc.
• Size rental car market based on secondary research and customer surveys
• Splice and dice client customer database to establish segments
• Research other companies’ retention programs (e.g., airlines' frequent flyer)
• Coordinating workstreams with other ACs/consultants
• Participating in team brainstorming sessions and team meetings
• Overseeing production for presentations
Get the job done
Execute on your workplan
• Develop and update your workplan
• Keep an 80/20 fallback plan
• Execute - focus on the assigned task
• After 6-12 months, take a more active role in intellectual leadership of your piece of work
How to be a Great AC
•Getting the job done •Managing up •The perfect client meeting •Developing personal style •Building a rewarding career •Key takeaways
–tag “red flags”
• Always “know the • Perform zero defect
why” in the context of analysis
the “Big Picture”
–document
everything
–proof, proof, proof
–reality check
How to be a Great AC
Big Picture - “Know the Why”: Example (1 of 2)
A recent experience at SAC training illustrates the importance of “knowing the
why” in the context of the “Big Picture”.
• Oral communication
• Data into appropriate –informal team
slide format
meetings with
• Arriving at the
consultant/manger
strategic answer
–overheads to
caseteam
• Caseteam events
GreatAC 7 Copyright© 1998 Bain & Company, Inc.
How to be a Great AC Key Success Factors
Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.
Six months
Weekly trips to NYC for client task force meetings
GreatAC 5
Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
While you may frequently encounter variations, a typical caseteam structure looks like the following:
• What does your analysis mean and why is it important to the client?
• What are likely questions to be asked of you? –by your team –by your client(s)
• What sensitivity analyses illustrate responses to potential questions or clarify issues for you? –what about client sensitivity analyses?
Assignment:
• Develop presentation on business unit strategy
Hypothesis:
• The client can be profitable and should milk its business
Assertions:
• Market is growing • Client has low cost position • Competitors not a threat
bc
How to be a Great AC
Developer: Daphne Li
Reviewer: Susan Lonergan
Cartha O’Hare
John Clarke
March 1998
Copyright© 1998 Bain & Company, Inc.
How to be a Great AC
Performance improvement
• How many manufacturing plants does a company need?
• What products should client produce in each plant?
GreatAC 4 Copyright© 1998 Bain & Company, Inc.
Communicate up
Understand the “Big Picture”
Deliver with zero defects
• Communicate regularly and frequently with your manager
–use Answer-First and 80/20
• Target and retain most profitable customers through marketing programs and travel agent commission structures
• Focus on corporate accounts that are already penetrated, but are currently underperforming in share targets
How to be a Great AC
Compoutek
Example of Caseteam Assignments
Axels-4-Rent
Business problem: Business unit strategy (PC business unit)
Answer:
• Exit the retail PC market • Cut costs through complexity reduction • Implement process and organization
Always “know the why” in the context of the “Big Picture”.
• Why are you doing this work? –what is the "Big Picture"? –where is the value? –what is the client expecting?
redesign
First-year AC workstream:
• Phone competitors to gather data about the PC market
• Analyze client data relating to accounts receivable and inventory turns
• Competitors • Client data • Customers
Analysis
Communication
Team
• Database
• Blank slides
manipulation
–storyline
• Models in Excel
–proper format
• Regressions