管理咨询核心课件英文
ACCENTURE：管理咨询经典(ppt 59页)(英文)
12
2020/1/27
ACCENTURE: SAMPLE CLIENT LIST
13
2020/1/27
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
Communications & High Tech • Communications • Electronics & High Tech • Media & Entertainment
Resources • Chemicals • Energy & Natural Resources • Utilities
Lecture – Management Consulting: An Introduction
Jürgen Zech
© Andersen Consulting 2000
1
2020/1/27
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
McKinsey Boston Consulting
Booz Allen
Processes
Information Technology
Andersen Consulting IBM
Computer Sciences EDS
Digital Equipment Cap Gemini Sogeti
UNISYS
• Integrity – Act with openness and honesty. Always.
管理咨询全套资料(英文版)4
PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has e to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.pany BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten panies operating in the U.S. R&H is the largest of the ten. R&H is a consumer goods pany distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The pany has been marginally profitable over the past ten years. Last year the pany made a profit due largely to an accounting change.Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production anddistribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs.R&H still maintains three plants in the U.S. Because of the over-capacity that R&H has experienced, R&H has negotiated deals with sister panies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the pany's profits. In Personal Care, R&H owns the two top branded products, in the other categories the pany has the number two brand, and in one segment, number three. R&H has mitted to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the U.S., brands are under attack from private labels, who are now peting on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H petes and, as a result of this brand consolidation, that R&H will lose critical sales mass and bee a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as petitors have been forced to respond.R&H is widely regarded as a retail-oriented pany. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the pany over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the pany six months ago. He was the Executive Vice President of an important European division of a sister pany. The conglomerate has always prided itself on being able to leverage its multi-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the pany needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the pany Scenario 2: Merge the pany with a sister pany that has similar distribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can bee a strategic advantage for the pany if it can outperform its petitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the pany, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the SupplyChain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the pany working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the pany needs to invest in its new product capability. The strategy is to acquire smaller, regional panies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders ing in.The EVP of Marketing believes that a bination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the pany is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the pany doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement withR&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The pany is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the pany needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can e up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning R&H's ability to implement a strategy?11. What are some key performance indicators that you would suggest?12. What are the key issues between the Supply Chain and other areas of the pany(such as Marketing and Sales) that must be addressed?13. What are some ways that improvements in the Supply Chain willimpact the other areas of the pany, especially Marketing and Sales?14. How does Supply Chain effect the value of the pany's brands?15. What are the risks that the PwC team faces in this engagement?。
管理顾问入门英文课件
Technology impact
01
The job responsibilities of management consultants
Strategy development: Management consultants are responsible for advising clients on the development of their strategic plans This includes analyzing market trends, competition, and the client's current position to identify opportunities and threats
Change leadership: Management consultants lead organizational change effects by developing change strategies, mobile resources, and managing the change process
They are experts in different areas of business management, such as strategy, finance, marketing, human resources, and information technology
管理咨询全套资料英文版)000005)(000002)
Stern Management Consulting Case Interviewing Workshop Presented by Professor CharlesFombrunand Peter EliopoulosStern School of Business, New York UniversityCalculation Case||Problem Case|| Probing CaseAlso try out McKinsey's Interactive Case for another example.What Are They Looking For?The interviewer is evaluating you on three dimensions:(1) Diagnostic Skills, (2) Analytical Skills, and (3) Communication Skills. Diagnostic Skills•How well do you narrow down a problem?•Do you ask good, pertinent questions?•Can you identify and extract the most important issues related to the problem?•Can you prioritize?Analytical Skills•Can you follow a logical line of reasoning?•How well do you structure your answer?•Are you good at making quick calculations on your feet?•Do you appreciate the implications of any recommendations you make? Communication Skills•Do you express yourself clearly•Are you a good listener?•Do you ask good questions?•Do you adapt to whatever information youre given?•How well do you explain and defend your ideas?•How well do you handle pressure?•Do you have a high energy level and strong sense of self confidence? Packaging YourselfEven in case interviews, youll be expected to answer "general" questions. The most important and often damaging issue is how you present yourself. In particular, you have pursued several academic programs, you have a set of work experiences, you haveinterests, and you have aspirations. You should develop a logical explanation for the paths (and, yes, the tangents) that you have followed and link this explanation to your future plans.•Why did you study history in college, work four years in the health care industry, and then decide to go to B-school?•What strengths does your background in theater management provide you with in the business world?•How are you filling in the gaps in your resume?•And how does consulting fit into all this?"Package" yourself coherently. You don't have to have a perfect logic for absolutely everything youve ever done, nor do you have to be 100% sure about what you want to do in the future. The key is to give the interviewer the sense that you have actively structured your own life and pursuits as opposed to being a person whos life is randomly structured, and passively adjusted to circumstances.Wrapping Up..Some interviewers will let you know when its time to wrap-up a case. Others will wait to see how well you synthesize and build up to a conclusion. In both situations, you should review the information you got and recap your approach and recommendations.In most cases, theres no single right answer. The interviewer will be looking to see how well you deal with ambiguity and incomplete information. If the answer is clear, synthesize the facts and present your answer, repeating the main facts that lead you to your conclusions. "Given that existing markets are mature, that .... and that ..... I feel that the company should ...." If there are many possible answers, or if strategies are contingent on certain events, then consider presenting your wrap-up as a contingency plan. "There are two possible strategies the company might pursue, X and Y. If ... occurs and the company can ..., I think they should go with X. Otherwise, Y is their best option because..."Finally, when presenting your final recommendations, demonstrate that your are aware of both implementation issues and inherent tradeoffs involved in your recommendations. Can the company afford to undertake X? Does your plan fit with the company culture? Are there other organizational changes you would want to address? Might corporate image or market reactions be something you want to factor in? Think about the systemic repercussions of action.Why Consulting?You will inevitably be asked to explain why you are interested in consulting vs other careers. While reasons differ, the list below provided some fairly generic rationales from which you could draw:•Consulting provides a good balance between analytical work and "people" work •Consulting provides a good mix between individual work and team work•Consulting allows you to leverage on the diverse set of skills you learn in B-School•Consulting gives you an incredible amount of experience in a very short time •Consulting provides an opportunity for professional development and ongoing business education•Consulting offers great variety; you deal with new clients, new problems, and new industries all the timeTypes of CasesCASE 1: The Calculation CaseYou are visiting a new client who sells golf balls in the United States. Having had no time to do background research, you sit on the plane wondering what is the annual market size for golf balls in the US and what factors drive demand. Your plane lands in 15 minutes, how would you go about answering these questions?This type of case is very common, particularly in strategy firms like McKinsey and Bain. The interviewer doesn't care much about the actual number (although how fast you do math in your head can be important), but rather wishes to see a logical process for reaching some kind of answer. The followings steps illustrate a typical process...Golf ball sales are driven by end-users. You have to determine the numbers of end-users; this will be some fraction of the total US population (say 300mil). If you assume a uniform age distribution and an average life expectancy of 80 years (you have to make these types of assumptions), you can then estimate that only people in the ages 20-70 will be potential buyers. Thus you eliminate 30 of 80 years or 3/8 of the 300 mil population. So, now you are down to a potential buyer pool of about 110 million. Now you might estimate how many people out of 10 play golf- say 4- so now 4/10 of 110 gets you down to 44 million people who play golf. Now you have to estimate purchase frequency, how many balls per month an average person buys (you may want to temper this "average purchase" assumption by a least mentioning that retired people play much more than students). A good guess might be 15. So demand per month is now 15 x 44 million, or 660 million. Finally, you need to estimate the number of months per year that people play golf - 12 months in good climate regions, maybe 5 in regions with cold winters - so on average 8 is a decent estimate: 8 x 660 = 5280 million golf balls per year.Remember, the number itself is meaningless. The interviewer only wants to see your thinking process. Also, there are many ways to come up with an answer. You would really impress the interviewer after youre done if you offered to recalculate the answer using a different method, and then explained possible sources of error in your calculations!CASE 2: The Problem CaseA large health-care company has brought in a team of consultants to determine an appropriate strategy for improving profitability through growth in the size of its operations. They hope to reach their profitability goals over the next three years. As one of the consultants, what would you do?This case has no single answer. Rather, the interviewer is interested in seeing how you approach the problem. The key is to appear logical and to demonstrate an ability to move from the specifics of the case to the general issues involved in improving profitability anywhere... In other words, the case isnt about health-care at all. So dont panic if youre not an expert in the industry. Remember that the interviewer is principally looking for you to demonstrate analytical skill: How you think, how you structure a problem, and whether you are skilled at building a framework for thinking about a situation. You should be able to draw on models from competitive strategy, finance, marketing, operations, organization, or behavior. The point is this, however: You dont need to reference them -just use them.Opening... A good way to begin this case is to question whether expansion of operations is the right way to achieve profits. Are they currently profitable? If not, growth just further destroys value and perhaps they must attack profitability from the cost side. If they are currently profitable, then they have three options: increase sales, lower costs, or both. Don't assume that growth is the only answer.. .show the interviewer that you would consider all options and understand both drivers of profitability - cost and revenues. How to Proceed... Once you structure the options, the interviewer will lead you down the relevant path for this case, so follow the lead. If youre told that the company has low costs relative to the industry...then pursue the sales growth option.... One way to structure your thinking about this problem would be to use a Growth Tree framework. Use the tree to think aloud for the interviewer and guide your questioning:"If the company has two possible growth options - they can expand into existing businesses or diversify into new business. I think that growth in existing businesses should be considered first because that's where they have core skills. In existing businesses they can grow their product market or consider vertical integration. ..."Feel out the interviewer: Where are the opportunities? What might be some options you can readily eliminate, e.g. is vertical integration really a viable option for a health-care provider? Continue to work through the tree systematically. If you ask about opportunities for pushing new products into existing markets and the interviewer seems very interested, pursue this path by offering suggestions for potentially viable new products.CASE #3: The Probing CaseA super-regional bank is attempting to increase its operating efficiency as a way to boost profitability. You have been asked to look at the non-interest, non-personnel expense base (i.e purchases expenses as a possible source of cost reduction opportunities. How wouldyou determine the potential size of the opportunity for increased operating efficiency? What issues might you run into as you begin such as study?This case is asking you several questions simultaneously -- most of them are related to the size of opportunity and the means by which you could measure and manage the opportunity.Opening... Explore what kinds of information you would need to conduct such a study. Where would it come from? Often General Ledger and Accounts Payable systems do not provide the necessary information.Probing...•What is the total expense base of the bank?•What portion of it consists of purchases?•Is the organization centralized or decentralized in the way it purchases?•How would you determine whether certain groups of goods and services are more promising for reductions?Make assumptions based on the replies you get from the interviewer and clearly articulate them. The point is to interact with the interviewer and develop the case --and its solution-- together. The interviewer is checking to see that you are good at establishing rapport, at listening, and at adapting to changes he/she makes in the basic structure of the situation.Some Other Practice Cases...A chain of grocery stores currently receives its stock on a decentralized basis. Each store deals independently with its suppliers. The president of the chain is wondering whether the firm can benefit from a centralized warehouse. What are the key considerations in making this decision?A magazine publisher is trying to decide how many magazines she should deliver to each individual distribution outlet in order to maximize profits. She has extensive historical sales volume data for each of the outlets. How should she determine delivery quantities?You are called by a U.S. manufacturer of mens tailored suits. The company sells roughly 500,000 suits a year exclusively in the U.S. through specialty and department stores retailers. Currently, wholesalers buy the suits from independent sales reps who earn a commission of 5% or roughly $10 per suit. The manufacturer wants advice from you on whether or not to hire a sales force in-house.A major investment bank is worried about its bond trading operation. They suspect that their government bond desk may have violated securities laws by bidding for more than 30% of a new issue of U.S. Treasury notes. One individual, in particular, has been earning considerably more than the historical average...During your last trip to the supermarket, you notice a large price difference between competing brands of cocoa powder. Noting the markets shares for each brand from a magazine article, you compile the table below. What can be said about the structure of this market? The supermarket manager offers Firm A an opportunity to produce under private label for the supermarket, should Firm A accept this offer?Brand S hare P rice/unitA 40% $4.00B 29% $3.80C 14% $3.55D 17% $3.35A pharmaceuticals manufacturer is worried about health care reform. In particular, they wonder whether they should be carrying on business as usual.[ Stern Management Consulting|| Homepage ][ Management Consulting Fundamentals Course|| Client Projects|| Consulting Resources ] Designed and Developed by DataCatalystLast Modified: 4 Feb 1997Ver 1.2。
管理咨询核心课件英文(ppt 26页)
– have several response categories and are used to elicit responses with regard to the object, event or person studied.
• Ranking Scales
n o rd is a g r e e
1
2
3
4
5
Indicate the extent to which you agree or disagree with the following statements:
My work is very interesting
12345
Life without my work would be dull 1 2 3 4 5
+3 +2 +1 Adopting modern technology –1 –2 –3
+3 +2 +1 Product innovation
–1 –2 –3
+3 +2 +1 Interpersonal skills
–1 –2 –3
Graphic Rating Scale
Ranking Scales
• Explain the different forms of validity • Discuss what ‘goodness’ of measures means,
and why it is necessary to establish it in research
Rating and Ranking Scales
Sometimes Hardly ever
管理咨询全套资料英文版)000007)(000002)
Firm: Towers PerrinCase Number: 2Topic: Organization EffectivenessSetupYour client is the upstream business of one of the major integrated oil companies. The upstream business, also called exploration and production, is the part of the company that explores for and pumps oil out of the ground. Management has called you in because the company’s profitability has declined relative to its peer group (other major oil companies), and they would like to find ways to improve performance. Since oil is a commodity, the primary way to impact profitability is through cost reductions, either by reducing operating costs (cost per barrel produced) or by reducing “finding and developing” costs (investments per barrel of oil discovered).A key point that is helpful to evaluating this case is to understand that performance improvement can be achieved through efficiency gains (i.e., doing the same work at a lower cost) or effectiveness gains (i.e., achieving better results for the same cost). In the oil industry, this translates into either lower actual operating costs or higher volumes over which to spread costs.QuestionYour client has asked you to evaluate the viability of two different options:1.Reorganize the company along geographic lines (i.e., focus on regional businesses), reducing headquartersoverhead charges by shifting administrative responsibility to regional businesses and eliminating a layer of administration2.Form joint ventures (i.e., subsidiaries jointly owned by your client and a partner) with competitors in eachregion to realize cooperative opportunities and resulting savingsDiscuss the merits of each alternative.The following information is germane to the discussion:⏹There are significant regional differences in how the business works (e.g., operations in the Gulf of Mexico arevery different from operations in the Rockies)⏹Allowing regional control can improve performance for some business processes. For example, developinglocal expertise and focus can result in operational efficiency gains (reduced cost to produce oil), as well as effectiveness gains (enhanced results from exploratory activities).⏹Some business processes gain considerable benefit from centralization or central coordination (e.g., R&Dexpenditures for cutting edge exploration technology, management of information technologies, purchasing, financial management)Suggested SolutionThere are many ways to evaluate each alternative. Two possible approaches follow:1.Impact on business processes: Consider the key processes th at make up the company’s business andmanagerial operations (e.g., producing oil, exploration, strategic planning, financial management, etc.) and evaluate how each is impacted by the alternatives. For example:⏹Does the alternative provide an opportunity to reduce the cost of the process?⏹How does each alternative impact the functionality of the process?⏹What are the tradeoffs between cost reductions and improved functionality?2.Implementation risks and challenges: Consider the potential risks and challenges associated with eachsolution. The above discussion focuses on what the potential benefit is; the subsequent discussion explores the likelihood of realizing that benefit. Questions to consider could include:⏹How easy will implementation be (e.g., How significant are the changes? What are potential barriers tochange)?⏹What is the likelihood and cost of failure?⏹Is the option reversible (If the solution doesn’t work, how hard will it be to undo)?Discussion of the alternatives:。
管理咨询全套资料(英文版)3
Andersen Consulting - Strategic ServicesOffice Supplies Distributor CaseSituation:Supplies Mate (SM), a distributor of office supplies in Central London, has experienced declining profitability over the past five years.Question:How can the distributor address this profitability trend?Suggested Frameworks:Profitability model with emphasis on understanding fixed vs. variable operating costs. Key Facts (to be shared as the case progresses):Company∙Profitability has slipped from 12% to 8% over the past five years∙Revenues have grown by 15% over the past five years∙SM distributes from one central warehouse in downtown London that it has owned for 20 years∙SM has built a reputation for customer service, “Personal on-time delivery and suppor t every time.”Customers∙Large businesses (60%), medium-sized business (20%), small businesses (20%)∙Many of the medium-sized and most of the small business accounts were acquired recently and are located on the perimeter of the city (not to be given unless asked for specifically).Competitors∙Fragmented industry∙Client is one of the largest and most successful distributors∙Category killer OfficeMax has just entered the market, but the client’s revenues have grown due to its focus on customer serviceProducts∙Sells a full-line of office supplies (e.g., paper, pens, toner), “All your office supply needs. “Order Fulfillment∙Most orders take over the phone and processed by data entry specialists, some large customers transmit order electronically∙Orders appear on terminals as individual line items, several line items may comprise an order∙Stock pickers take an order, pick all the items and send the completed order to packaging, staging and distribution∙Trucks are stocked each morning with deliveries for that day∙Company-employed drivers deliver to clientsCosts∙Industry standard costs as office supplies are commodities∙Typical fix costs are property, plant and equipment, technology infrastructure and some portion of labor are utilities∙Typical variable costs are supplies, labor, fuel, etc.∙Cost are comparable to competitors using the same data entry and order picking methods∙Sixty percent of order fulfillment costs are fixedGood Conclusions:Conclusions will address cost problems. The order picking system and delivery systems can be rationalized to lower costs. Orders can be grouped and picked simultaneously by one picker or some kind of “assembly line” picking system can be proposed. Alternative delivery systems (i.e., Federal Express or the like) can be proposed, but likely at the expense of personal customer service. All these options are possible, but would likely lead to minimal cost reductions.Excellent Conclusions:Conclusion will recognize this as a revenue problem. The company has been growing revenue by adding unprofitable accounts. Many of the newly acquired small and medium-sized accounts have the same order fulfillment and customer service costs as larger accounts, but do not generate an adequate volume and are therefore, unprofitable to service under the existing business model. Additionally, smaller businesses often make a large number of smaller orders. Rationalizing the client list or offering a reduced level of service to small and medium-sized clients can yield immediate gains in profitability. Candidates should offer creative solutions to servicing smaller clients profitably.。
企业咨询-管理咨询经典简介之二(英文版)(ppt71页)
magazines offers rankings
• As rankings may change significantly with
only minor changes in definitions, a careful indication of the selection criteria is required
Phase I
• Screening market
opportunities
Phase II
• Evaluation and priori-
tization of key options
Phase III
• Development of business
plan/implementation planning
Steering Committee meetings
Analysis
Priority list
Recommendations/business plan
3
AGENDA
•000624FT_262414_777_v3_i
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
11
•
POSITIONIERUNG DER LOGIKBÄUME
Der Logikbaum kann … … das Problem strukturieren helfen … Arbeitsschwerpunkte und den Projektfortschritt
管理咨询经典(英文版)(ppt 52页)
11
2019/11/21
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
Careers
12
2019/11/21
NATURE, TRENDS, CAREERS
Nature and Purpose of Consulting
• Definition of „Consulting“ • Brief look into history • Different types of consulting • Consulting market overview • Consultant: Profession description • Consulting strategies • Short overview over the consulting process • Reasons for clients to hire external consultants • Guidelines for the client - consultant relationship
• Respect for the Individual – Treat each person as we would like to be treated.
5
2019/11/21
ACCENTURE: IMPORTANT MILESTONES
1989 • Andersen Consulting
becomes a separate business unit from Arthur Andersen • $1.6 billion • 21,400 employees
某管理顾问公司咨询讲义英文(ppt 38页)
Storage Location 0001 Andersen Consulting 2000
Storage Location 0002
Storage Location 0003
15
Storage Location 0004
Defining Storage Locations within a Plant
Andersen Consulting 2000
17
Schedule
• Topic One: Organization Structures • Topic Two: Master Data - Material Master
Andersen Consulting 2000
18
SAP R/3 Master Data
Andersen Consulting 2000
12
Plant
CoCmompapnaynCyocdoed1e 1
Client
PlPanlat n1t 1 PPlalannt t22
CoCmopmapnayncyoCdoed2e 2 PlPanlatn3t 3 PPlanntt 44
Andersen Consulting 2000
l Material data is used throughout the R/3 System. Applications related to Procurement include:
n Purchasing n Inventory Management n Invoice Verification n MRP
Master Data contains the records that remain in the database over an extended period of time.
管理咨询全套资料英文版)000002)(000001)
Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a manufacturer of bicycles❑They have been in business for 25 years❑They manufacturer and sell three categories of bicycles:➢Racing bikes: High end, high performance bikes for sophisticated cyclists➢Mainstream bikes: Durable, but not overly complicated bikes for everyday riders➢Children’s bikes: Smaller, simpler versions of their mainstream bikes for children❑Profits at your client have decreased over the past five yearsQuestion:❑What is driving the decline in overall profits?❑What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.❑What are the client’s margi ns for a bicycle in each of the three segments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unit❑What has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MM❑W hat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%❑Who are the client’s major competitor’s in each market segment? What has happened to their market share in each segment over the past five years?Racing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the market Children’s: As in the mainstream segment, there are many competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (racing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x$300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MM x 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:❑Have there been any major changes in product quality in your client’s racing product? Or in its main competitor’s racing product?No❑Have there been any major price changes in your client’s racing product? Or in its main competitor’s racing product?No❑Have there been any major changes in distribution outlets for your client’s racing product? Or for its main competitor’s racing product?Yes. Previously your client and its main competitor in the racing segment sold exclusively through small, specialty dealers. This remains unchanged for the competition. Your client, however, began to sell its racing bikes through mass distributors and discount stores (the distribution outlets formainstream and children’s bikes) as it entered the mainstream and children’s segment.❑How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.❑What percent of your client’s racing sales occur in mass distributors a nd discount stores?Effectively none. This attempt to sell through these distributors has failed❑How has the decision to sell through mass distributor’s and discount stores affected the image of the client’s racing product?No studies have been done.❑Ho w has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively the last two questions, a possible story can be put together. There has been no appreciable change in either quality or price (or any other tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of the profitability issue. Questions to uncover cost issues would include:❑How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the followingcategories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.❑What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%❑How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.❑Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilize technology to improve efficiency throughout the industry, but it is his/her opinion that their approach, maintaining the“human touch”, is what differentiates them from the competition. (Unfortunately, he’s right!!)❑Is the workforce unionized?Yes❑What is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.❑What is the present throughput rating? How has it changed over the past five years?Presently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.❑What is the typical reason for equipment shutdown?Emergency repair❑Describe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of senior technicians.❑How often has equipment been replaced? Is this consistent with the original equipment manufacturer’s recommendations?The client feels that most OEM recommendations are very conservative. They have followed aphilosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:❑Abandon t he mainstream and children’s segment to recover leadership in the racing segment Issues to consider in this approach:➢How much of the racing segment is “recoverable”?➢What are the expected growth rates of each segment?➢How badly damaged is the relationship with the specialty outlets?➢Are there alternative outlets to the specialty shops such as internet sales?➢How will this move affect overall utilization of the operating facilities?❑Maintain the mainstream and children’s segment, but sell under a different nameIssues to consider in this approach:➢Is there demand among the mass and discount distributors for bicycles under their name?➢What additional advertising and promotions costs might be incurred?➢What are the expected growth rates of each segment?➢What is driving the buying habits of the mainstream and children’s market?❑Reduce costs through automation and innovationIssues to be considered:➢What technological improvements are to be made?➢What are the required investments?➢What are the expected returns on those investments?➢How will these investments affect throughput?➢To which lines are these investments appropriate?➢Are the mainstream and children’s segments potentially “over-engineered”?➢What impact will this have on the required workforce levels?➢If layoffs are required to achieve the benefits, what impact will this have on labor relations?❑Reduce costs through establishing a formal preventive maintenance programIssues to be considered:➢What organizational changes will be required?➢What analysis will be performed to determine the appropriate amount of PM?➢What training is required of the workforce?➢What technical or system changes are required?➢How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a U.S. based manufacturer of branded cookies (cookies that carry the name of the manufacturer)❑Recently private label cookies (those carrying the name of the retailer) have emerged and threatened branded cookies➢Private label cookies emerged five years ago➢Two and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%)➢Today they make up approximately 20% of the overall cookie market (i.e., there has been a steady, linear increase of private label portion of the overall cookie market during the past five years) ➢The overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:➢Your client, who makes only branded cookies➢ A second major player, that makes both branded cookies and supplies cookies for private labelers ➢ A collection of small outfits, that make both branded cookies and supply private labelers❑Distribution occurs primarily through one of two types of outlets:➢Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies.This represents approximately 90% of total cookie sales➢Mass merchandisers (ex. Walmart, Sam’s, etc.): sell only branded cookiesQuestion:❑How large would you estimate the overall U.S. cookie market to be in terms of $?❑How large of a threat do you believe the trend in private label cookie sales to be to your client?❑Based on your assessment, what is an appropriate strategy for your client to follow?Suggested solutions:The first question, estimating the size of the U.S. cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of U.S. households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project out for one year. In this case, after an estimate has been made, the candidate would be told to assume the market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gathered pertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sales, and what the likelihood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years?Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago.Over the past two and one-half years, sales have decreased steadily down to a present level of$560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller players?The smaller players combined had 100% of the private label subsegment five years ago. Two and one-half years ago your client’s main competitor began supplying private labelers. Today, this maincompetitor owns 40% of the private label subsegment, the smaller players own the remaining 60%❑How has market share of the branded segment been split over the past five years?Your client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today.Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today. Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In response to this, your client’s main competitor entered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is required to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookie?Consumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label products?It costs approximately $1.50 to manufacture a bag of private label cookies which will sell for $2.00 to retailers. It costs approximately $2.00 to manufacture a bag of branded cookies which will sell for $2.75.❑How do the same numbers translate at the retail level?A retailer, paying $2.00 for private label cookies can sell that product for $2.50. The $2.75 bag ofbranded cookies can be sold for $3.50.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing tothe demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer). The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label products?No❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label products?There was some exce ss capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much).. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a result of it not supplying private label products?Not noticeably❑Are grocery stores using private labels in other food categories?Yes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocers?Generally increasing. Grocer chains are expanding and the number of grocers to be found serving a given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years?The economy has been slowing over the past five years. There is concern about recessionThe above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest in utilizing excess capacity, grocer’s desire to sell products with their name on it (they may believe this creates return customers in an increasing competitive environment), consumers concerns about a troubled economy (price vs. quality tradeoffs).At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basis of competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operation➢Utilize all existing excess capacity➢Gain maximum product knowledge as quickly as possible➢Understand low cost positions on product ingredients and mix➢Review process improvement/ manufacturing efficiency opportunities➢Undertake overhead reduction efforts(Any of these points could be discussed in great detail)❑Ensure there is no customer confusion between private label offering and branded product❑Seek partnering agreements with retailers➢Joint advertising and promotions❑Explore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private label)If the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful:❑Pursue a maximum differentiation strategy➢Invest in brand image to support premium price➢Make it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the product➢Manage price gap: explore price increases where appropriate( Again, any of these points could be discussed in great detail)❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as available➢Customers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit.➢Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of theprivate label products, etc.Key takeaways:This case has no right or wrong answer. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge? What is driving it? How has it affected manufacturers, retailers and consumers?Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a U.S. based oil refinery❑The refinery has a single location and is a small to medium-sized refinery❑Your client, although profitable, believes it is lagging behind the competition and could improve❑You are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom line❑You have been assigned to work with the maintenance division❑The maintenance department’s primary objective is to prevent equipment failure and to repair equipment when it does fail❑Understanding of its organization is important. It consists of three primary areas: nine assets areas, one central maintenance area and one group of contractors. The first two areas are employees of the client, the third an external source of labor.➢An asset is a physical area of the plant that contains various pieces of equipment (pumps, heat exchangers, etc.). There are nine assets. Each asset has a Maintenance Supervisor who isresponsible for all maintenance to be performed in his/her asset. Working for the MaintenanceSupervisor in each asset is, on average, eleven “craftsmen”. The craftsmen are the actual workersthat perform the maintenance. The craftsmen are unionized and divide into twelve different craftdesignations (e.g. electricians, pipefitters, welders, etc.). Each craft designation has a defined setof skills they are qualified to perform. They are not allowed to perform skills outside of theirdefined craft, or help in the performance of activities involving skills beyond their craft.Collectively the twelve different crafts can perform any maintenance job that might arise at therefinery. The maintenance supervisor and his/her assigned craftsmen are “hardwired” to their asset.That is, they work only on equipment in their given asset.➢Central maintenance is a centralized pool of Maintenance Supervisors and Craftsmen, who are dispatched to support the different assets during times of high workload. They are employees ofyour client and fit the description contained in the above Asset explanation. The only difference isthat they may work in any of the different assets as determined by workload. There are a total of11 Maintenance Supervisors and 100 Craftsmen that comprise Central Maintenance➢Contractors are a group of outside Supervisors and Craftsmen who support your client during times of high workload. They also are capable of performing any maintenance job that may arise,but differ from your client’s Craftsmen in that they divide the collective skills required into fivedesignations rather than twelve. Thus, the craftsmen of the contractor are capable of performing abroader set of skills. They, like your client’s craftsmen, don’t perform skills outside of theirdefined craft but do allow different craft designations to help each other. There are an average of 7 contractor Maintenance Supervisors and 140 contractor Craftsmen at the refinery on any given day. Question:❑What opportunities exist to increase profits?❑What recommendations can you make to capture savings related to the identified opportunities?❑What are the cost savings associated with your recommendations?Suggested solutions:The first question involves identifying opportunities to improve profits. The candidate must start with either revenues or costs. Although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. Thus, it is more appropriate to focus on costs and cost reduction. The following questions will help the candidate gain insight into cost reduction opportunities.❑How does the maintenance department track its costs?If the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. The candidate would be steered toward labor costs and given the following tables regarding maintenance labor costs for the past year.To support understanding of the following tables, Turnaround work is long term preventivemaintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years. All other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fits into the category of Daily workSince the Craftsmen table represents a larger dollar amount than the Supervisor table, it is logical to pursue cost savings opportunities in this area first.❑What is the utilization of Craftsmen in the assets? In central maintenance? And for contractors?Assume each area is utilized 100% of the time, 50 weeks per year, 40 hours per week.❑How does the labor cost of craftsmen ($24MM) on a refinery-sized basis (i.e., $cost / per barrel of crude oil processed) compare with industry averages?Consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.This is an important question to determine if there is a problem with costs (don’t assume there is, the client may be performing better than industry average!)❑Is there any particular reason why turnaround work is so heavily skewed toward contractors?Turnaround work tends to be more cyclical. An external workforce is used to absorb some of this additional work. Keep in mind that both client and contractor Craftsmen are capable of performing any maintenance job at the plant.After further analysis of the tables the key fact that should become appear odd is the large difference in the cost per unit of labor between your client’s Craftsmen and the outside contractor’s Craftsmen. Often candidates will ask for the hourly wage rates of these two groups. There is sufficient data to calculate these numbers. The calculation is:Annual cost of client craftsmen = $10MM/ ( 11 Craftsmen/asset x 9 assets + 100 Craftsmen inCentral maintenance)= $50,000 / yearAnnual cost of contractor craftsmen = $ 14 MM/ 140 contractor Craftsmen= $100,000 / yearAgain, this difference should provoke a series of questions to understand the difference.❑Is there any difference in the work performed by the client and contractor craftsmen?No, other than the different levels of Turnaround work vs. Daily work performed as noted in theprevious table. Both groups are capable of doing any job with roughly equal levels of quality.❑Is there any difference in efficiency between the two groups of Craftsmen?The candidate would at this point be asked how they would measure this.After reaching an understanding of the difficulty involved in measuring the efficiency of a workforce (especially a unionized workforce), the candidate would be told that through a series of interviews with maintenance supervisors, there is a consensus that contractor Craftsmen are roughly twice asproductive as client craftsmen.This is a critical point in the case. The candidate must recognize that in the present environment the client is largely indifferent about units of labor. You can have a client worker who is half as efficient or a contractor worker who is twice as expensive. The key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.❑What is causing the inefficiencies associated with the client’s labor?Again, the candidate would be encouraged to offer their own ideas.After some discussion the candidate would be told that many of the Maintenance Supervisors complain endlessly about restrictions placed on them by the existing union labor contract and the tightness of craft designations.The interviewer would probe to ensure the candidate understands why the present craft designation create the inefficiencies. Essentially work is too finely divided. It makes planning and supervision extremely cumbersome. As an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed to support other craft designations.❑Is it possible to change the existing union contract?The present labor contract is a three year contract that is due to be renegotiated/renewed in sixmonths.。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Dichotomous Scale
Used to elicit a Yes or No answer, eg:
Do you own a car?
Yes
No
Category Scales
Excellent
Good
Very important
Fairly important
Very interested
Paired Comparison
• Used when, among a small number of objects, respondents are asked to choose between two objects at a time.
• Explain the different forms of validity • Discuss what ‘goodness’ of measures means,
and why it is necessary to establish it in research
Rating and Ranking Scales
• Rating Scales
– have several response categories and are used to elicit responses with regard to the object, event or person studied.
• Ranking Scales
Total points
100
Stapel Scale
Measures the direction and intensity of the attitude towards the items under study, eg
+3 +2 +1 Adopting modern technology aling, Reliability and Validity
Chapter Objectives
• Know how and when to use the different forms of rating scales and ranking scales
• Explain stability and consistency, and how they are established
+3 +2 +1 Product innovation
–1 –2 –3
+3 +2 +1 Interpersonal skills
–1 –2 –3
Graphic Rating Scale
Ranking Scales
• paired comparison • forced choice • comparative scale
My work is very interesting
12345
Life without my work would be dull 1 2 3 4 5
Semantic Differential Scale
Responsive Good Courageous
Unresponsive Bad Timid
Fixed or Constant Sum Rating
Scale
Respondents are asked to distribute a given number of points across various items, eg:
Fragrance
—
Colour
—
Shape
—
Size
—
Texture of lather —
Numerical Scale
How pleased are you with your new car?
Extremely
Extremely
pleased 7 6 5 4 3 2 1 displeased
Itemised Rating Scale
Not at all
Somewhat
Moderately
Sometimes Hardly ever
Source: Zikmund (2000:292)
Strongly disagree
1
Likert Scale
Disagree 2
Neither agree nor disagree
3
Agree 4
Strong agree 5
Indicate the extent to which you agree or disagree with the following statements:
interested
interested
interested
1
2
3
How would you rate your interest in changing
current organisational policies?
1
Very much interested
4
234
This is an unbalanced rating scale which does not have a neutral point.
– make comparisons between or among objects, events or persons, and elicit the preferred choices and ranking among them.
Rating Scales
• dichotomous scale • category scale • Likert scale • numerical scales • semantic differential scale • itemised rating scale • fixed or constant sum rating scale • Stapel scale • graphic rating scale • consensus scale
All of the time Very often
Quality Fair
Importance Neutral
Interest Somewhat interested Frequency
Often
Poor
Not so important
Not at all important
Not very interested