贝恩咨询贝恩《CaseInterview》11页
咨询公司的case interview题库
咨询公司的case interview题库
1.一家快递公司在市场份额上遭遇了困境，请你提出一些解决方案。
2. 一家餐饮公司想要扩大市场，你有什么建议？
3. 一家银行遇到了财务问题，请你分析原因并提供解决方案。
4. 一家零售商想要提高销售额，请你提出一些策略。
5. 一家医疗保健公司想要增加知名度，请你提出一些推广计划。
6. 一家汽车制造企业想要推出一款新车型，请你进行市场调研
并提出建议。
7. 一家电信公司想要提高客户满意度，请你提出一些方法。
8. 一家房地产开发企业想要在竞争激烈的市场中脱颖而出，请
你提出一些竞争策略。
9. 一家新兴科技公司想要扩大业务范围，请你提出一些扩展计划。
10. 一家航空公司想要提高飞行安全性，请你提出一些改进措施。
- 1 -。
bain_case_interview
Ace The Case
• Discussion
-Not a cross examination
• Frameworks
-Structure your answer, but don’t rely on a framework that may not be relevant
• Relax and be yourself
Strategy Consulting
Advise corporations on their key strategic issues
- Decide which businesses to acquire, retain, or exit
- Pursue growth or profitability improvements within existing businesses - Assess market opportunities and competitive threats
10
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.
Objectives
• Give you a glimpse into the world of strategy consulting and the issues we address in our work • Walk through one component of a sample case interview
贝恩咨询公司面试经验
贝恩咨询公司面试经验贝恩公司历史贝恩公司是一家全球领先的管理咨询公司，基于“咨询顾问为客户提供的是结果，而非报告”的理念，为客户提供战略、运营、技术、组织以及兼并购方面的专业咨询业务。
自1973年成立以来，贝恩致力于帮助企业提升价值，并以客户的业绩衡量贝恩咨询顾问的成绩。
贝恩客户的业绩超出市场平均水平的四倍之多。
贝恩公司的办事处遍布全球50个主要城市，为全世界各行各业超过4900家跨国公司、私募基金和其他机构提供了专业的咨询。
2021年，在第三方评价机构Valut公布的世界咨询公司排行中，该公司位居全球第一。
该企业品牌在世界品牌实验室（World Brand Lab）编制的2021年度《世界品牌500强》排行榜中名列第四百三十四。
贝恩OFFICE地点总部位于波士顿，北京、上海均有office贝恩薪资待遇贝恩公司提供同行业内极具竞争力的薪酬，在大中华地区，应届毕业生毕业后以助理顾问职位加入贝恩，他们的年薪在第一年会达到14.9万人民币/年，而整体薪酬加各种奖金。
分红等大约可以达到23万人民币/年的水平。
贝恩的薪酬处于同行业的领先水平，但是在三大咨询公司中稍偏低。
贝恩晋升制度应届毕业生员工发展首先从助理咨询开始，依次为：助理咨询——高级助理咨询——咨询——项目主管——经理——主任——合伙人贝恩加班情况同一般咨询一样，加班可能是常态，具体还是根据项目来决定。
贝恩面试经验贝恩一面是集中在一天内进行，英文面试，共两轮，每轮换一个面试官，每个面试官面会让申请人做两个case。
1. 自我介绍，中英任选2. 当场抽题目，辩论。
正反方面试官规定，所以你的角色已经订好。
分队是提前安排好的。
3. 讨论15分钟，中英任选。
两组人分开2个房间，各由一个面试官surpervise.4. debate.每队各2个人opening speach,英文，然后自由讨论，中文，最后由每队另2个人closing speach,英文。
附上一份来自贝恩咨询过往的面试题目及建议，可能具体有变化，但是还是总体上有很多值得借鉴的地方。
【招聘海归硕士】刚拿到贝恩暑期实习的offer,和大家分享一下求职经验
【招聘海归硕士】刚拿到贝恩暑期实习的offer，和大家分享一下求职经验刚刚拿到Bain 的offer －Summer Associate Consultant Intern -Hong Kong office 。
Major steps in the recruitment process:1 CV screen◆Mention leadership traits and internship experience◆my intern experience is mostly in the financial industry , eg banking and capital markets2 Written Test◆CV 过到后, 就会收到Written test invitation in regional office. Its basically equivalent to Mckinsey's PST, theres no way you can find Bain's past tests online , so i recommend practicing Mck's tests. 因为人太懒的关系我只是练了3个online mock PST ，真正Bain written test的时候差点做不完... Just try your best to understand the questions and the reading materials quickly and you will be fine .3 Group Interview◆面试官是三个AC，每人自我介绍后就开始讲辩题◆~10 candidates divided into 2 groups to debate on a random topic which is impossible to prepare . 10 mins prep and then 15 mins debate , 2min per candidate ending speech.4 1st Round case interview◆2 middle-level consultants , 1 on 1 case interviews , 30 mins each , conducted consecutively.◆1st case : video interview with a consultant based in the Beijing office, 面试case 的部分以普通话进行( 可能他见我是香港人, 所以想考考我的普通话吧哈哈）我的普通话真的挺差，所以面试的过程不太通顺，中英夹杂，他有时说得快的时候我有点听不明白，只好硬着头皮尽量抄底重点lolthe case is about a global logistic company's performance enhancement in the China Market . 问答来来回回20分钟，最后他问我有什么suggestion，其实我真的不肯定，然后就说去acquire 内地的middle market players 吧，合并派货流程（cost synergies) 和有更好的market penetration and client network.fit方面他问了我几次为什么想做consulting，given that I have a much longer history in the financial industry. 然后问了我Mck vs Bain 怎么选择，banking vs consulting 怎么选择等等.. 还真的挺pushy..◆2nd case : 香港人senior associate consultant (SAC) , 是港大的师兄, 问了一个based on his own client experience 的case ，主要是关于cost reduction, 要看一些图表，market research等等，然后发现客户面对low margin compared to competitors 的问题。
[留学生就业网] Mckinsey, 贝恩和Lek的面经
![[留学生就业网] Mckinsey, 贝恩和Lek的面经](https://img.taocdn.com/s3/m/0ec5da342f60ddccda38a0a9.png)
[留学生就业网] Mckinsey, 贝恩和Lek的面经我是南大商院97的，已经毕业一段时间了，期间一直希望进入一家国际一流咨询企业，经历了挺多的面试和挫折，虽然都以失败告终，但收获还是有的。
我写一些给小百合的同仁，第一是想和现在找工作的同学互勉，（我还没有找到心仪的）；另外，最重要的是为了以后想进入全球顶尖咨询和投行的师弟师妹们一些经验和教训，因为南大的人不比上海人差，而欠缺的就是很早就能定下来的决心和经验。
先谈一下简历，我作了无数份的简历，最后的一份版本就是被bain和mckinsey挑去的。
简历一定要短，两页最多了。
我见过很牛得人也只是一页，要浓缩精华。
精华哪里来？第一，就是你的成绩。
南京大学本身已经够了，但是想去著名公司，尤其是投行或者咨询，如果没有很强的实习经历，成绩一定要好。
（我本人就不是很好，汗）。
第二，你的经历。
这中间包括两个，一个是在学校的活动，记住一定要写的出彩要简练。
另一个是实习，这是最终要的。
要知道上海那些人拿到大咨询公司offer得人都是有过大咨询公司实习经验的。
这点南大人不能比，那么就要找别的来代替。
总之，最好是知名公司的，因为那么多分简历，人家看见熟人才会有印象。
如果实在没有国际知名公司的，那么你可以用一些修辞手法将你的经历写的亮一点。
一份很多亮点的公司才能打动知名咨询公司。
据我所知，麦肯锡就是先初选，这是hr作得，然后由顾问打分，最后汇总。
麦肯锡收了1千多份简历，只挑了56个人，所以大家一定要对简历认真对待。
好了，简历的事情也有很多人谈过了，上海很多bbs有人写顶尖公司的面经，南大还没有，我就作第一个把，虽然被拒了。
先说lek，这是去年的机会。
不过当时再北京出差，而且个人有点原因，发挥的很不好。
是一个电话面试，不是闲聊的那种。
那个女的非常tough，上来就问why consulting，why you are unique? 我听到第二个问题我就蒙了，因为从来没想过。
咨询业面试必看 case interview 及其经典案例分析
(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
案例面试Caseinterview八类类型介绍及分析工具
案例面试Caseinterview八类类型介绍及分析工具第一篇：案例面试Case interview八类类型介绍及分析工具案例面试Case interview八类类型介绍及分析工具面试案例主要有以下8种类型，或者是其中2-3种的叠加。
Falling Profits Case这个类型的案例需要你挖掘分析出导致企业利润下降的可能因素。
考察的是面试者的分析能力，深入洞察事务的能力, 熟悉金融工具，交流能力及相关行业知识相关分析工具有：Market assessment, BCG matrix, product mix assessment.New Product Introduction这个类型的案例是要求你推荐一种新产品引进的策略。
考察的是面试者的分析能力，对品牌管理及供应链的理解程度，交流能力及相关行业知识。
相关分析工具有：4p理论，市场分析，竞争者分析，product portfolio assessmentEntering a New Market这个类型的案例需要你分析出加公司是否应该进入一个新的市场，是否需要发展一种新产品或新服务。
（通常新产品或服务在某种程度上与公司已有业务相关）。
考察的是面试者的分析能力，对市场、供应链动态的理解、交流能力及相关行业知识相关分析工具有：Market assessment, product portfolio analysisEntering a New Geographic Market这个类型的案例需要你分析企业是否应该将业务拓展到新的国家或地区。
此类问题考察的是面试者的分析能力，对国际市场动态、当地通货情况、供应链动态的理解，及交流能力与相关行业知识相关分析工具有: Market assessment, supply chain analysis, competitor analysisWhere to Locate a New Facility(“Site Selection Case”)这个类型的案例需要你评估一下，公司应该在哪里添置新的工厂或设备，有时也需要你分析出公司的整体运营是否需要重新规划和部署。
【海外人才招聘会】贝恩刚刚出的笔试真题你看了吗？
【海外人才招聘会】贝恩刚刚出的笔试真题你看了吗？前几天Bain已经发出了笔试邀请，做完的部分同学表示已经不能再爱了，毕竟这种数一数二的咨询公司真不是那么好进的！介于大家对咨询公司笔试了解的程度还不够深，小编特来科普：麦肯锡的笔试叫做McKinsey Problem Solving Test包括3个案例，每个案例10题左右，总共30题左右。
整套题是ETS出品，一个Case的阅读量大概是1/3 A4纸，然后每道题目都会根据Case来出10道左右的问题，涉及若干计算、估计、数据图表分析、图表、判断等题目。
案例（真题）：Case 1：有一个公司要推广糖尿病药物，让大麦调查中国糖尿病治疗市场，市场调查涉及到不同城市的医生对治疗费用的看法等等。
Case 2：一个小国家想要在交通工具技术上领先于其他国家，让大麦调查交通工具的技术，交通能源技术等等；Case 3：美国某个出版集团的故事...；贝恩笔试环节和McKinsey PST类似，总共包括3个案例，25个问题以及一个描述性问题，需要一个小时内完成，顺便说一下贝恩是在2015年才有开始笔试环节的。
案例（真题）：1. Do you have any leadership experience?2. Provide one example of achieving tough goal in a team.3. What's your strengths/weaknesses?The descriptive question needs to be written within 100 to 150 words.注意：大麦和红B笔试都不让带计算机的。
上述类笔试题主要考察你的数据分析能力和business sense，这不是靠临时抱佛脚能准备出的，需要平时的积累：1）阅读casebook，比较好的有Wetfeet-Ace the case (5本)，Fuqua casebook和HBS casebook。
把手教你做Case Interview
把手教你做Case Interview（一）：Market Sizing 案例详解2015-06-16etesian Etesian亦莘Etesian亦莘etesian对咨询行业外部科普，为咨询新人解惑，与咨询顾问探讨与交流。
想象一下，你走进某高大上咨询公司面试室。
刚坐下，面试官就拿起手边的星巴克咖啡，问：“请你告诉我，楼下的Starbucks一天要卖掉多少杯咖啡？”——这就是最典型的market sizing问题。
从Pretalk到par面，Market Sizing 经常出现于各大咨询公司的各轮面试中。
简单来说，Market Sizing需要面试人估算某个领域的总数，可能是中国加油站的总数，可能是上海一共有多少台iphone，也可能是北京地铁一天要消耗掉多少张地铁票。
接下来，我会配合一个实例，一步一步呈现如何解决market sizing问题。
问题：中国一年会卖掉多少烟雾报警器？（请先思考一分钟）好，一分钟时间到，是不是什么都没想出来？没关系，第一次遇到过这类问题的同学觉得慌乱是正常的。
烟雾报警器在生活中也不常见，还涉及到专业领域的知识。
那么，应该如何思考呢？烟雾报警器的销量等价于购买量，换句话说，如果能够知道一年烟雾报警器的需求量，就可以知道销量。
哪些场景情况下会安装报警器呢？无疑就是房屋装修。
那么，说起房屋装修，首先进入你脑海的词有哪些？住宅，商业地产，毛坯，翻修……整理下思路，可以概括为以下两类：1.新房装修（分住宅和商用）2.老房翻修（分住宅和商用）不过等等，是不是还少什么东西？报警器的销量只会覆盖这些新安装的吗？旧报警器报废换新是不是没考虑？所以，正确的逻辑架构应该是这样的：到这里，基本架构清晰了，我们需要做的就是逐层分解，直到最细，就可以算出我们要的数字了。
从“新房新装需求量”开始分解，该如何下手呢？这里就需要大胆的假设了：烟雾报警器的安装一定会符合某项标准，并且很有可能是按照房屋面积进行安装。
贝恩咨询战略分析工具
贝恩咨询战略分析工具引言贝恩咨询战略分析工具是一套用于战略分析的有力工具集，主要用于帮助企业进行战略决策和业务优化。
该工具集由贝恩公司开发，通过深入剖析企业内外环境及相关数据，提供了全面的战略分析功能，帮助企业把握市场机会、规避风险、实现竞争优势。
1. SWOT分析SWOT分析是贝恩咨询战略分析工具中的一个重要组成部分。
SWOT分析是对企业的优势、劣势、机会和威胁进行评估和分析的方法。
通过SWOT分析，企业可以全面了解自身的优势和劣势，并抓住市场机会，同时应对潜在的威胁。
SWOT分析的四个要素包括：•优势（Strengths）•劣势（Weaknesses）•机会（Opportunities）•威胁（Threats）通过对这四个要素进行分析和比较，企业可以制定出更加明晰的战略和行动计划。
2. Porter五力模型Porter五力模型是贝恩咨询战略分析工具中的另一个重要组成部分。
它是由迈克尔·波特（Michael Porter）提出的一种行业竞争分析方法。
该模型通过分析行业内的竞争力量，帮助企业了解市场竞争结构，评估市场潜力和竞争压力。
Porter五力模型的五个竞争力量包括：•行业内竞争者关系•买家的议价能力•供应商的议价能力•替代品对产品或服务的威胁•新进入者对行业的威胁通过分析这些竞争力量，企业可以制定出相应的竞争策略，并且更好地应对市场竞争。
3. PESTEL分析PESTEL分析是贝恩咨询战略分析工具中的又一个重要组成部分。
PESTEL是指政治（Political）、经济（Economic）、社会（Social）、技术（Technological）、环境（Environmental）和法律（Legal）等六个方面。
通过分析这些外部环境因素，企业可以了解市场的宏观环境，并针对性地制定战略。
PESTEL分析可以帮助企业了解政策法规的变化、经济形势的发展、社会、文化和人口结构的变化以及技术创新的影响等。
贝恩咨询公司全面资料,面试必备
目录应届生求职网简介 (2)第一章贝恩（Bain）简介 (4)1.1贝恩（Bain）信息框图 (4)1.2贝恩（Bain）概况 (4)1.3贝恩（Bain）企业文化 (5)1.4贝恩（Bain）组织结构 (5)1.5 贝恩（Bain）开展业务 (6)1.6 贝恩（Bain）竞争对手 (6)1.7 贝恩（Bain）历史 (6)1.8 贝恩（Bain）领导者介绍 (7)1.9 贝恩（Bain）发展战略 (7)1.10贝恩（Bain）生涯管理 (7)第二章贝恩面试资料 (8)2.1贝恩2010面试经验分享 (8)2.1.1贝恩面试交流会 (8)2.1.2上海BAIN-PTA面试 (9)2.1.3 贝恩PTA面试 (9)2.1.4 Bain Pre-talk面经 (10)2.1.5 Bain SH Telephone Pretalk (10)2.2贝恩2008-2009面试经验分享 (11)2.2.1贝恩（Bain）面试问题 (11)2.2.2 Bain面经 (11)2.2.3贝恩（Bain）咨询之路 (13)第三章贝恩综合求职经验 (15)3.1 贝恩FAQ (15)3.2 my life in Bain (15)3.3 贝恩高级咨询顾问典型的一天 (16)附录：更多求职精华资料推荐 (18)内容声明：本文由应届生求职网（）收集、整理、编辑，内容来自于相关企业的官方网站及论坛热心同学贡献，内容属于我们广大的求职同学，欢迎大家与同学好友分享，让更多同学得益，此为编写这套应届生实习大礼包2011的本义。
祝所有同学都能顺利找到合适的工作！应届生求职网济效益。
把企业看作一个完整、密切相关的整体。
帮助企业寻找投资机会，以期更快更高的收益和更持久的成长。
帮助企业做出战略、组织、运营、技术和并购等重大决策。
如果合适，贝恩还进一步帮助企业决策——这意味着从根本上改变企业。
当与那些对现状不满的客户合作时，贝恩才是最成功的。
贝恩咨询贝恩《CaseInterview》11页-PPT文档
13:3
5Recommendation Consider alternatives
• Target new customers with trials and promotions
• Cross channel promotions
– Virtual coupons in direct mailer – Long-term coupon plan to build repeat purchases – Friends & family programs
• Integrate offline assets
• Metrics
– Revenue
• +10% in 1997 • +2% in 1998 • - 10% in 1999 • compared to 50+% market growth
• Cost Performance – Structure: How does this overall cost structure compare to the cost structure within each channel?
• 60% COGS
• 10% distribution
• SG&A up 5% over last 2 years
9:05
Revenue Analysis
• Decline in prices
– Lack of differentiation
• Easy product returns to mall stores • Cross promotions to create loyalty effect
第十一讲.Case Interviews Market Entry案例分析
市场进入类案例思考原则
根据安索夫矩阵（波士顿矩阵），市场进 入问题有两种变化： • 在新的市场中引入现有产品（市场开
随着时间的推移，钱的价值是不同的）
核心解题框架（4/5）
• 在市场进入案例中应用的逻辑——实现路径： ➢ 进入新市场通常有三个关键方法： ✓ 从头开始能力建设 ✓ 通过合资企业 ✓ 通过并购 • 根据这些数据，如果你认为合资不是一个好主意，建议一个替代方案（产品差
异化、成本削减、国际存在等）。既然你现在知道了公司的结构，“老”和
核心解题框架（3/5）
• 在市场进入案例中应用的逻辑——评估财务方面影响： ➢ 进入壁垒：市场的进入壁垒是哪些？（投资成本，技术门槛，规模要求？） ➢ 成本：预计的固定成本和可变成本是什么？ ➢ 收入：产品的预期价格是多少（定价策略）？预计销量是多少（市场定位）？ ➢ 多少年后，客户会达到收支平衡的财务状态，投资回报率是多少？（要明白，
咨询case技术面训练营
目录
1. Market Entry类案例解题思路及框架 2. Market Entry类案例实战训练 3. 咨询案例实战建议
市场进入类案例思考原则
• Market entry就是“进入市场”。这个市场可以指的是地理边界上 的市场（比如，一家美国的汽车公司要不要进入中国），也可以指 一个行业（分析现在互联网巨头究竟该不该大力做金融），又或者 是业务上的扩张（一家做涂料半成品的公司想沿产业链向下游延伸 究竟合不合适）
优选贝恩电话面试问题大全及答案
优选贝恩面试问题大全及答案答曰：从海外情况看，欧美 3G运行很差，日韩比拟理想，原因在于欧美的手机应用多为语音，日韩那么大局部是数据应用，从彩铃彩信在中国的炽热来看，中国消费者更相似于日韩，整体来看是 promising的，但是关键点在于找到适合于中国的 killer application，而中国移动近期的作为(二维码的推广一类的)那么是前期的尝试。
答曰：目前看来 Blog赚钱大概是两种方式，在线广告和电子商务(后一个模式是在 Gobi时候亲自看到的，所以非常清楚，偷笑一个)。
在线广告涉及到 blogger和 BSP的分成问题(比方徐静蕾和新浪)，以及广告主对这一媒体渠道的兴趣不浓，根本没戏。
电子商务那么存在从阅读者到真实购置之间转化链过长，转化率太低的问题。
看来两个商业模式都不行，博客很难赚到钱了。
答曰：IKEA考虑进入二线城市首先应该看市场容量和开展前景，如在二线城市中哪些有着蓬勃开展的房地产和购房需求，下一步那么是看当地消费者群体与 IKEA的目标消费群体吻合程度。
(这个地方取了个巧，知道不能直接说要进入哪些哪些城市，更好的是给出筛选的标准，就好似 MCK的笔试最后一个 case，筛选进入的国家一样;此处后来觉得还应该参加考虑竞争情况，构 3C的framework)三个问题完毕，HR提示该我问问题了，我之前没想过会接到buddy call，脑中一片空白，于是厚着脸皮问：How do you evaluate this pre-talk?HR答曰：主要是看英语和logic, structure我说：怪不得三个问题看起来像三个 mini case(果然是咨询的，什么都要 structure，建议后来者可以用一些简单的framework，当然十分钟三个问题，每个问题就是几句话的事情，根本上只要摆出来第一第二第三点，听起来就很有 structure了)。
Bain Case interview
Case interviewBAIN的interview和MCK有所不同，相关信息会整理成PPT打印出来，在需要的时候拿出来，（我面试的时候是这样子的，可能不同面试官会有所不同）所以可以拿到几张PPT，是不是拿全了，有时候可以直接说明CASE做得是不是好。
Case 1M&A我们的客户是一家做西式快餐的公司，他们正在考虑是否在中国收购一家匹萨公司Q1 在做出决定之前，要考虑哪些问题？-我认为要考虑Internal，External，Synergy三方面的内容。
具体来说，Internal方面主要是考虑客户收购这个匹萨公司的目的是什么，是否与这个客户的战略目标相符合，客户自身有什么优势和劣势，在这项收购中会发挥什么样的作用，还有客户公司内部有什么资源是在收购过程中可以利用的？External方面要考虑现在匹萨市场的情况怎么样，是集中的还是分散的，有什么变化趋势，年增长率是多少，供求状况怎么样，有多少竞争者，各自有什么优势，消费者是谁，有什么特点或偏好，我们的收购对象在这个市场中的地位是怎么样的，这个公司未来有没有发展潜力？Synergy是指在收购成功以后，这个匹萨公司是否可以和快餐公司融为一体，创造出1+1 〉2的效益。
-中国的匹萨市场刚刚起步，竞争者不到十个Synergy，年增长率是15%，Synergy具体来说会有哪些？-1.消费者cross-marketing我们可以向匹萨店的客户销售快餐，或者向快餐店的客户销售匹萨，并且还有可能依靠这种组合优势吸引新的消费者。
2.供应商，我们可以研究一下快餐和匹萨是否有共同的原料，如果有的话我们可以进行集中采购，更大的订单可以增加我们的议价能力，以削减成本。
3.规模经济，把两个公司合并起来非常有可能在生产上形成规模经济的效应。
4.两个公司肯定有不同方面的优势和特长，合并之后可以扬长避短，互相学习。
Q2 我现在给你的这张PPT上面有两个公司各自的零售店数量，有零售店的城市的数量，每个店铺的销售额和利润，根据这些情况说明有哪些可以实现的Synergy？-1.快餐公司在20个城市有零售店，匹萨公司在10个城市有零售店，双方都可以利用对方公司在当地的资源为自己开辟新的零售店。
Case Interview面试技巧
Case Interview面试技巧Case Interview面试技巧面试案例分析考察素质与哪几种能力。
领导能力：常常需要独立工作，并带领团队和客户去达成共同的目标，因此领导力对于一个成功的咨询师来说很重要。
面试中需要通过主动掌握整个面试，有信心地提出问题来表现你的领导力。
分析能力：咨询业的核心就是分析--根据事实提出假设，把数据破解，然后形成一套分析框架，最后得出结论和建议面试中需要通过有效、有目的性的提问来反映你的分析能力。
陈述能力：一旦咨询师对案例进行了完备的分析并想好了相应的策略，就需要把发现和建议展现给整个小组和客户。
面试中宁可说慢一些，花点时间思考，也不要结结巴巴地陈词。
精力，咨询公司希望他们的咨询师能精力充沛的出现在客户面前。
有力的握手，真诚的笑容，自信的眼神以及整洁的外表都是他们所看重的。
冷静，面对压力而冷静的发现问题以及思考是很重要的素质。
面试中面试官有意营造出一种很紧张的氛围，比如不断挑战你，或者不断否定你的回答，这不代表你回答的不好，而是他们在故意考查你是否能够面对压力冷静思考。
Case Interview的难度往往很大，其原因在于在现场的面试过程当中，你会把你的大部分精力集中在分析问题，因此你的很多习惯，比如用词、小动作，以及面对困难时候的冷静以及胆量，都不可能全部顾及到。
因此在Case Interview的时候，一个真实的你就被完全展现在面试官的眼前。
在具体讨论各种技巧之前，首先需要强调一点：在Case Interview的’时候面试官并不需要你得到一个正确的答案，他们更看重你的分析问题的能力和方法。
一个常见的情况就是：同一个Case，两个人出来后对答案，发现他们给出了完全不同的结论，结果最后都进了下一轮，甚至拿到了最后的offer。
而且有些时候，面试官在一个Case讨论到一定程度的时候提出换一个Case，这不一定意味着你分析的不好，很有可能是因为面试官觉得你分析得不错，想换一个Case再考察你。
咨询公司case分析方法共11页word资料
Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。
顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类●行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）●公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）●3C（Competitor, Consumer, Company/Capabilities）●Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计●市场细分很重要，niche marketA.地理细分B.人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C.心理细分（社会阶层，生活方式，个性特征）D.行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类●市场（市场规模，市场细分，产品需求/趋势分析，客户需求）●竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）●顾客/供应商关系（谈判能力，替代者，评估垂直整合）●进入/离开的障碍（评估公司进入/离开。
对新加入者的反应，经济规模，预测学习曲线，研究政府调控）●资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）●风险预测与防范3．新产品引入类●营销调研●产品？价格？即4P●4C (Customer, Competition, Cost, Capabilities)●市场促销，分校渠道（渠道选择，库存，运输，仓储）●STP和4P（Product, Price, Place, Promotion）●产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型●Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成●如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）●如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）●成本结构是否合理，产能利用率如何（闲置率）3.推销任何一种产品/服务●4P，3c4.定价●以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）●以价值为基础定价●以竞争为基础定价三．Market Sizing/Estimation●市场趋势，市场规模，市场份额，市场壁垒等●市场集中度●市场驱动因素（价格，服务，质量，外观）●关键成功要素KSF四．M&A类●整合原因（synergy, scale, management impulse, Taxconsideration, Diversification, Breakup Value）●5C（Character, Capacity, Capital, Conditions, Competitive Advantage）●类型：horizontal, vertical, congeneric, conglomerate●估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)●DFC：Pro Forma Cash Flow Statement，Discount Rate●Hostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergrad uate would have. Here are some commonly used case concepts.Net present valuePerhaps the most important type of decision company managers must make o n a daily basis is whether to undertake a proposed investment. For example, should the company buy a certain piece of equipment? Build a particular facto ry? Invest in a new project? These types of decisions are called capital budgeting decisions. The consultant makes such decisions by calculating the net pres ent value of each proposed investment and making only those investments tha t have positive net present values.Example: Hernandez is the CFO of Western Manufacturing Corp., an automobil e manufacturer. The company is considering opening a new factory in Ohio th at will require an initial investment of $1 million. The company forecasts that t he factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Year 4, the company would then sell the factory for $200,000. The company uses a discount rate of 12 percent. Hernandez must determine whether the company should go ahead and build the factory. To make this decision, Hernandez must calculate the net present value of the investment. The cash flows associated with the factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez correctly decide s that the factory should not be built.The net present value ruleNote from the example above that once the consultant has figured out the NP V of a proposed investment, she then decides whether to undertake the invest ment by applying the net present value rule:Make only those investments that have a positive net present value.As long as the consultant follows this rule, she can be confident that each inv estment is making a positive net contribution to the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate discount rate (r) to use when c alculating net present values. The discount rate may vary depending on the in vestment.BetaThe first step in arriving at an appropriate discount rate for a given investmen t is determining the investments riskiness. The market risk of an investment i s measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness a s the market as a whole (so, for example, when the market moves down 10 percent, the value of the investment will on average fall 10 percent as well). An investment with beta of 2 will be twice as risky as the market (so when th e market falls 10 percent, the value of the investment will on average fall 20 percent).CAPMOnce the consultant has determined the beta of a proposed investment, he can use the Capital Asset Pricing Model (CAPM) to calculate the appropriate disc ount rate (r):The risk-free rate of return is the return the company could receive by makin g a risk-free investment (for example, by investing in U.S. Treasury bills). The market rate of return is the return the company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new ventur e that would manufacture and market carbon filters. Shen's chief financial offic er, Apelbaum, wants to calculate the NPV of the proposed venture in order to determine whether the company should make the investment. After studying t he riskiness of the proposed venture, Apelbaum determines that the beta of th e investment is 1.5. A U.S. Treasury note of comparable maturity currently yie lds 7 percent, while the return on the S&P 500 stock index is 12 percent. The refore, the discount rate Apelbaum will use when calculating the NPV of the in vestment will be:Although this is an overly simplified discussion of how consultants calculate dis count rate to use in their cash-flow analysis, it does give you an overview of how consultants incorporate the notion of an investment's market to select the appropriate discount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter in his book Co mpetitive Strategy, the Porter's Five Forces framework helps determine the att ractiveness of an industry. Before any company expands into new markets, di vests product lines, acquires new businesses, or sells divisions, it should ask it self, "Is the industry we're entering or exiting attractive?" By using Porter's Fi ve Forces, a company can begin to develop a thoughtful answer. Consultants f requently utilize Porter's Five Forces as a starting point to help companies eval uate industry attractiveness.Take, for example, entry into the copy store market (like Kinko's). How attract ive is the copy store market?Potential entrants: What is the threat of new entrants into the market? Copy s tores are not very expensive to open - you can conceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so th ere's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy store custo mers are relatively price sensitive. Between the choice of a copy store that ch arges 5 cents a copy and a store that charges 6 cents a copy, buyers will usu ally head for the cheaper store. Because copy stores are common, buyers hav e the leverage to bargain with copy store owners on large print jobs, threatening to take their business elsewhere. The only mitigating factors are location a nd hours. On the other hand, price is not the only factor. Copy stores that ar e willing to stay open 24 hours may be able to charge a premium, and custo mers may simply patronize the copy store closest to them if other locations ar e relatively inconvenient.Supplier power: How much bargaining power do suppliers have? While paper p rices may be on the rise, copier prices continue to fall. The skill level employe es need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargaining power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For basic copying jobs, more people now possess color printers at home. Additionally, fax machines h ave the capability to fulfill copy functions as well. Large companies will normal ly have their own copying facilities. However, for large-scale projects, most in dividuals and employees at small companies will still use the services of a cop y shop. The Internet is a potential threat to copy stores as well, because som e documents that formerly would be distributed in hard copy will now be post ed on the Web or sent through e-mail. However, for the time being, there is s till relatively strong demand for copy store services.Competition: Competition within the industry appears to be intense. Stores oft en compete on price, and are willing to "underbid" one another to win printing contracts. Stores continue to add new features to compete as well, such as e xpanding hours to 24-hour service and offering free delivery.From this analysis, you can ascertain that copy stores are something of a com modity market. Consumers are very price-sensitive, copy stores are inexpensiv e to set up, and the market is relatively easily entered by competitors. Advan ces in technology may reduce the size of the copy store market. Value-added services, such as late hours, convenient locations, or additional services such as creating calendars or stickers, may help copy stores differentiate themselve s. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard increasingly is " How would you create barriers to entry as an Internet Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" your product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowest-cost provi der or carving out a higher-end market niche - what consultants call differenti ation.The Four PsThis is a useful framework for evaluating marketing cases. It can be applied t o both products and services. The Four Ps consist of:PriceThe price a firm sets for its product/service can be a strategic advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above market average to convey a "premium" image. Consi der how pricing is being used in the context of the case presented to you. ProductThe product (or service) may provide strategic advantage if it is the only prod uct/service that satisfies a particular intersection of customer needs. Or it may simply be an extension of already existing products, and therefore not much of a benefit. Try to tease out the value of the product in the marketplace bas ed on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advantage if it is sup erior to its competition, if it is easier or more convenient for people to consu me, or if it makes the consumer more aware of the product/service over its c ompetition. In the context of a business case, you may want to determine the placement of the product or service compared to its competition.PromotionWith so much noise in today's consumer (and business to business) marketpla ce, it is difficult for any one product/service to stand out in a category. Promo tional activity (including advertising, discounting to consumers and suppliers, c elebrity appearances, etc.) can be used to create or maintain consumer aware ness, open new markets, or target a specific competitor. You may want to sug gest a promotional strategy in the context of the case you are presented relati ve to the promotional activity of other competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product introductions and for industry analysis.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to companies (althoug h it can be applied to individuals). You may employ it in other situations if yo u think it is appropriate.CharacterEvaluate the dedication, track record, and overall consumer perception of the company. Are there any legal actions pending against the company? If so, for what reason? Is the company progressive about its waste disposal, quality of l ife for its employees, and charitable contributions? What sort of impact would this have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factories at, above, or below capacity, and for what reasons? Are there plans to add new plants, imp rove the technology in existing plants, or close underperforming plants? What about production overseas?CapitalWhat is the company's cost of capital relative to its competitors? How healthy are its cash flows, revenues, and debt load relative to its competition? ConditionsWhat is the current business climate the company (and its industry) faces? W hat is the short- and long-term growth potential in the industry? How is the market characterized? Is it emerging or mature? These questions can assist yo u in evaluating the facts of the case against the environment that the compan y/industry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can be an unparalleled set of business processes, the ability to produce a product/ser vice at a lower cost, charge a market premium, or any number of other asset s that create an advantage over other market players. Whatever the case, the se advantages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you should look for those unique qualities that a company possesses and identify any that meet t he criteria mentioned above. You may suggest that the company leverage its competitive advantage more aggressively or recommend alternatives if that co mpany has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business processes and i dentifying where that company actually adds value to a product or service. Th e total margin of profit will be the value of the product or service to buyers, l ess the cost of its production, as determined by the value chain.In most cases, a competitive advantage is only temporary for many of today's products/services. Being first to market, having a unique formula or configura tion, or having exclusivity in a market were once long-term defensible strategi es. But today, businesses are globally connected by lightning-fast communicati ons and knowledge-sharing systems and manufacturing technologies are gettin g better and faster at reacting to and anticipating market conditions. Thus the se advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advantage by deconstr ucting the various "changes" a company's business processes perform on a set of raw materials or other inputs. Most can be easily copied by other competit ors, but there is usually a unique subset that represents the "value-added" qu alities only the company under scrutiny possesses. This set is that company's competitive advantage, or "value chain." Sometimes this set can be copied, bu t a unique set of circumstances may still allow the company in question to per form them at a lower cost, charge a premium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework to identify a co mpany's overall business processes set and then determine if one or more of t he processes are defensible competitive advantages.For example, a manufacturer of fruit juice might have the following value chai n elements:•Research and development (Will mango really taste good with cloudberry juic e?)•Cost of goods sold (How much does it cost to manufacture the fruit juice? Is there a frost in Florida that drives up the costs of oranges? Is the currency c risis in Indonesia making papaya very cheap? Are per-volume purchases lower than, for example, those of Tropicana?)•Packaging and shipping (How much does that new banana-shaped container c ost? Are many bottles lost in transit? What are the fixed costs of shipping?) •Manufacturing (How much do those juice pulpers cost? How often do factories need to be reengineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?)•Distribution (Where are the distribution centers? Where are the products distri buted?)•Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consider the authoritative text on competitive strategy: Competitive Strategy: Tech niques for Analyzing Industries and Competitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited number of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifying its core competencies. A firm should define its core com petencies broadly in order to be flexible enough to adapt to changes in the m arketplace. (For instance, when Xerox defined itself as a "document company," rather than a maker of copy machines, it was able to take advantage of the more lucrative business of document handling and outsourcing for major corpo rations, as well as of the market for fax machines, scanners, and other docum ent-handling equipment.)Companies should seriously consider selling/spinning off business units that ar e not part of their "core" business. For instance, Pepsi recently spun off its re staurant operations after it concluded that its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operations and implemen tation engagements) is "benchmarking." Benchmarking basically means researc hing what other companies in the industry are doing (usually in order to evalu ate whether your client is operating efficiently or to identify areas where the c lient can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs w ith those of other mail-order companies, breaking down its costs for each part of the process (including order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas where its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other co mpanies are doing, you want to focus on those companies that have particular low costs or which otherwise operate particularly well. What are they doing ri ght (i.e., what are their "best practices")? And how can our client (in the case) emulate or copy what they're doing? Remember to look outside your client's particular industry, if necessary, to find the best practices for a particular proc ess or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have two factors th at, when combined, yield different outcomes. A very rudimentary example wou ld be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a company. Let? s say a company is interested in understanding the difficulty of acquiring or b uilding a distribution center and it is considering financing this decision with ei ther stock or debt. The potential outcomes might look like this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps t he most famous 2x2 matrix. The matrix measures a company's relative marke t share on the horizontal axis and its growth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisition cases are wil dly popular at investment banks. Here's how to analyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three primary value drivers:The value components can be further broken out into specific "value drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools• Competitive position framework• Relative value versus competitors to customer through supply chain• Product life cycle• Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions• Segmentation analysis• Porter's Five Forces• Experience curves• Trends and outlook• Key success factorsTarget Analysis Tools• Business system - comparison with competitors• Market share (over time and by segment)• Capacity (growth and utilization of)• Customer's key purchase criteria and relative performance• Financial history• Sales and profitability by segment• Cash flow analysis• Margin and expense structure• Relative cost position• Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S. business sc hools teach them as part of their core curriculums. Your interviewers will insta ntly recognize when you are applying them, since they are already familiar wit h the techniques. While this is OK, consider that you are trying to demonstrat e your unique analytical and deductive reasoning skills that set you apart from other candidates. You must be creative and original in analyzing case questio ns. Use these frameworks sparingly. (Another note: No interviewer will be imp ressed if you proudly proclaim, "I'm going to apply Porters Five Forces now." Apply frameworks without identifying them.)第 11 页。
Case-interview分析工具
Case interview分析工具/框架一．市场进入类题目（要不要进入某个市场，开发某个新产品）例题：1，华为要不要大力发展个人pc业务2，小米要不要集中资源开发一款5000元售价的旗舰手机常用模型：行业分析（波特五力模型）种力量模型将大量不同的因素汇集在一个简便的模型中，以此分析一个行业的基本竞争态势。
五种力量模型确定了竞争的五种主要来源，即供应商和购买者的讨价还价能力，潜在进入者的威胁，替代品的威胁，以及最后一点，来自目前在同一行业的公司间的竞争。
一种可行战略的提出首先应该包括确认并评价这五种力量，不同力量的特性和重要性因行业和公司的不同而变化，如下图所示：需要重点考虑五个问题：1，供应商的议价能力和供应能力2，购买者的购买力和购买欲3，新进入者的威胁4，替代品的种类和威胁5，其他竞争者的动作公司宏观环境（PEST模型和SWOT模型）PEST是对宏观环境因素作分析，不同行业和企业根据自身特点和经营需要，分析的具体内容会有差异，但一般都应对政治（Political）、经济（Economic）、技术（Technological）和社会（Social）这四大类影响企业的主要外部环境因素进行分析。
简单而言，称之为PEST 分析法。
在行研中，我们用了PEST分析行业的变化。
实际上每个细分市场就可以看成一个行业，同样可以利用PEST来分析。
具体分析的维度如图所示：SWOT优劣势分析主要是着眼于企业自身的实力及其与竞争对手的比较，而机会和威胁分析将注意力放在外部环境的变化及对企业的可能影响上。
在分析时，应把所有的内部因素（即优劣势）集中在一起，然后用外部的力量来对这些因素进行评估。
市场区隔理论市场区隔(Market Segment)是将消费者依不同的需求、特征区分成若干个不同的群体，而形成各个不同的消费群。
有以下四类细分方式：A. 地理细分B. 人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C. 心理细分（社会阶层，生活方式，个性特征）D. 行为细分（购买时机，用户状况，使用率，忠诚度）4P（产品product，价格price，渠道place，推广promotion）4P是营销学中一个很经典的模型。
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• Customer demographics for various channels differ
Channels
•Explore each channel’s revenue and margins individually
• Retail: Adequate, consistent with industry standards
Framework
• Cost of Goods Sold (COGS)
– Multi-channel approach in order to increase volume and decrease unit costs
• Sales, General & Administrative (SG&A)
Recommendation
•Leverage assets across multiple channels
• Music retailer: cassettes, CDs, and videos
• Business Activities
– Mail order—records and tapes – Went public – Expanded retail stores to 400 mall-based stores – Recent focus on Internet – Mail order channel was allowed to die
Revenue Analysis
• Decline in prices
– Lack of differentiation
• Easy product returns to mall stores • Cross promotions to create loyalty effect • Recommendation engines
– Reputation – Mall stores: easy returns, advice from entertainment associates
• Metrics
– Revenue
• +10% in 1997 • +2% in 1998 • - 10% in 1999 • compared to 50+% market growth
贝恩咨询贝恩《 CaseInterview》11页
2020年7月22日星期三
Introduction
• Take notes • Ask questions • Structure your analysis • Drive towards a recommendation
Case Question: Entertain Me
• Mail Order: May have been a cash cow even if market growth was declining
• Internet: Drive profitable growth
Strategic Issues
• Level of differentiation
• Decline in volume
– Customer demographics for various channels – Key volume drivers
• Visitors to the site • Purchase frequency • Average purchase volume • Repeat purchases • Compare to mail order channel and online competitors
important to explore points of differentiation:
• Activities • Customers • Competitors
Competitors & Customers
• Online competition is highly fragmented
• Explore broader issues to determine if channel segmentation is appropriate during analysis
– Same product competing in overall market – Channels may have cost advantages
– Mail Order: historically have focused on this channel; now moving online
– Retail stores: off-line consolidation; moving online – Internet: Many Internet-only retailers
• Cost Performance
– Structure: How does this overall cost structure compare to the cost structure within each channel?
• 60% COGS • 10% distribution • SG&A up 5% over last 2 years
• Issue: Declining revenue and margins
Structure your approach
• Wrong: Always use the same framework regardless of the business issue
• Better:
– Clarify the primary business issues – Evaluate options