001t麦肯锡笔试在线测试题及答案
麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）
麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）一天来了一顾客买了30元货物（进价是20元），顾客给了100元。
但老板找不开，就到邻居那换了100元零钱。
不过多久，邻居过来说刚才那一百元是假钞，老板只好重新给他换掉。
请问：这位老板因这笔生意共亏了多少钱？虽不是很难，却是决定成败的一题．答案：鉴于如此简单易想的一道逻辑应用题论坛上的各位大大居然答错率在７０％以上，我不得不为中国的应试教育感到悲伤，毕竟我也是受毒害的一员．由于万恶的楼主给题目不给答案的做法使回复高达１００多页也争论不出个结果，所以我现在来用理论而非数字仔细的来分析一下这道题，使大多数人能真正理解明白这道题，得出正确的答案．将老板的行为划分成2个方向分析价值流向即可：1.老板与客户方向：收到假币，价值为0，付给客户鞋子标价30，加上找零70元真币，0-30-70=-100；2.老板与邻居方向：拿出价值0元的假币（还不知是假）换回邻居100零钱真币，-0+100，后被发现是假币又还给邻居100真币，变为-0+100-100=0，不亏不赚，白忙活；3.答案是不是上诉两个方面代数和： -100+0= -100 即亏100呢？还不是，还差一点,,,,,(３０元的货物中有１０元的利润，实际成本只有２０元，利润可以算到亏损里吗，当然不可以，利润没有亏损一说，只有成本的损失才可以叫亏损，换个方式想想，假设老板进一批货由于各种原因最终只能以成本进货价格全部卖出你能说老板亏损了吗....)新闻联播里面常说某大型国企去年亏损或盈利**万元，可以知道这是两个完全对立的概念，不应把那本来有可能得到而没有得到的10元利润算进去，亏损多少只是相对于“不亏不赚，一年白干来”说的，而不是相对于预期收益来说的，所以应该将与客户之间的交易盈亏计算写成：0-20-70= -90，即售出的鞋子按成本价计算，最后答案：亏损90元。
麦肯锡HKPST笔试经验_笔试题目
麦肯锡HK PST笔试经验
不确切记得是哪个office了，但应该有一个是sz。
上周日(10月19日)收到pst通知，地点在香港花园道3号citi bank plaza的工银大厦40/f。
怕最近占中影响交通，很早就出发了，然后早到了20分钟。
之前邮件里没有写dress code所以就没有穿正装，smart casual 就去了。
结果之后才发现自己只有casual，别人都是smart：除了我和另一个认识的朋友之外，所有其他candidate都穿的比较formal。
pst时长1个小时，26道题，具体要求和practice test什么的都可以在官网上找到，这里就不赘述了。
hk的一个session是8个人。
hr姐姐说今天有两套题，一套form2，一套form4，然后我瞄了一下答题卡上总共用from1-form8 8个格子可以填涂;
所以我推测：mckinsey题库里面总共有8套题目，hk office一年会抽其中的两套来考，我抽到的就是XX年的题目..
有心的筒子们可以试着收集一下历年的题目然后全部刷完哈哈哈...我是实在做不到。
我遇到的3个case，一个是高端女装，一个是租游艇，一个是大学生教育项目;具体也不多说了。
60分钟时间还挺赶的，我是提前1分钟做完吧，但正确率就....估计呵呵了....
最后，前两天做完practice test已经深深了解到咨询业真的都是聪明人阿，大麦家应该就更是了。
智商确实是硬伤，我太笨了可能还是适合去那些需要“卖血”(靠努力靠辛苦)的行业吧，所以也没啥压力~xd
如果通过pst的话下午就会接到通知去晚上的一个case workshop，然后周末就有第一轮面试了。
麦肯锡案例分析题及答案
Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy？Our client is Great Burger （GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc。
Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation。
As most of its competitors do，GB offers food and "combos” for the three largest meal occasions: breakfast，lunch, and dinner。
Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores，pay franchise fee to GB，but major business decisions (e.g。
，menu，look of store) controlled by GB)。
McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts （HD），a growing doughnut producer with both a U。
麦肯锡领导力测试题
麦肯锡领导力测试麦肯锡非常适合那些喜欢挑战自我和解决问题的人士。
此测试会让您了解到麦肯锡所处理的问题类型以及解决方式。
情节在这个测试中，您扮演项目经理(Engagement Manager, EM) 的角色。
您将以项目经理的身份领导一个由咨询顾问和来自太极集团的客户组成的团队。
该公司是虚构的，现在需要您帮助它解决难题。
任务安排描述你是一名项目经理，正在协助一家高科技企业(ABC)扩大经营。
作为项目经理，你必须负责项目的日常工作。
在项目董事的指导下，你将分配计划和管理小组的任务，并与客户开展紧密合作。
换句话说，你正在领导一个项目。
你必须意识到客户目前面临着向董事会尽快交付成果的压力。
以下是你的项目小组成员:麦肯锡:俞景–咨询顾问莉莉–咨询顾问孙晓–项目董事*11/ 1复述预定的各个步骤；讨论项目将要经历的各个阶段，并解释每位客A．再次审议项目过程。
?户项目组成员在此过程中何时可以发挥何种作用。
说明你需要每个部门派代不要在这个问题上花太多时间。
?B．说明每个部门都必须派出代表。
表加入客户项目小组，小组让小组成员随着工作的展开而发现自己在整个项目中应发挥什么作用。
．强调咨询项目的目标。
再次审议项目流程，强调项目目标。
让每个客户小组成员讨论自己可C?以如何协助实现目标。
客户说明分析、销售和区域管理部门将如何从该咨询项目中获益。
D?．强调每个领域的目标。
，但是他们必须小组成员不需要紧密合作（如果他们之间存在敌意，这种工作方式倒也有好处）了解各自的任务。
E．不作为?11/ 2面谈，帮助他确定在该项目中的个人发展目标，即使他对此俞景与?A．立即与俞景会面。
）（项目经理时间：3小时。
热情不高，而你又非常忙。
你可以加班来弥补会面占用的时间。
你将在第三周的某个时候和他会告诉俞景?B．将关于发展目标的讨论推迟到项目中期进行。
的了解也更深入一些，可以更加容易地设定切实俞景谈，到时候时间会更充裕些。
那时你对小时）以后3目前0小时/（项目经理时间：的目标。
001t麦肯锡笔试在线测试题及答案.rtf
McKinsey Problem Solving Test类别：SHL问题数：13总分：130分Kosher Franks Kosher Franks is a company that sells hot dogs and other packaged meatproducts, such as salami and lunch meats, in the United States. Kosher Franks’ products areprimarily sold through grocery stores. While not a very large company, it has strong brandrecognition in the packaged meat market and a reputation for high quality products. KosherFranks’ customers are large grocery store chains or grocery distributors, who sell to smallerchains or independent grocery stores across the US. The prices, which Kosher Frankspresents to these chains or distributors, are negotiated individually and depend on manyfactors. Some of these factors include the volume to be purchased, whether the customer isa new customer or an existing one, and any promotional or marketing arrangements thathave been agreed upon with the customer. The stores then sell the products to consumers ata higher price in order to make a profit. Table 1 shows Kosher Franks’ data on this year’s salesrevenue and the average annual revenue growth over the last 5 years. The data in Table 1 isbroken down by major product category.Kosher Franks manufactures all of its own products and invests significantly more resourcesthan its competitors to ensure superior quality. This is especially valuable to them becausethis type ofproduct has a poor overall reputation for quality in the United States. Kosher Franks was foundedalmost 100 years ago, and until recently, was run as a family business. However, after almost a decade of poor sales growth, the company was acquired last year by a major conglomerate, FoodInc, with the goal of increasing sales. The CEO of Kosher Franks has asked a McKinsey team to help him identify ways to improve sales growth while maintaining good levels of profitability. He states that a 10% annual sales growth should be the target. In five years time, hewants to be able to look back and see an annual sales growth of 10% or more for each of the previous 2 years, or Kosher Franks will no longer be part of FoodInc. Exhibit 1 represents four potential scenarios for Kosher Franks’ future sales growth, with Year 0 representing this year.问题1：According to the CEO of Kosher Franks, which of the scenariospresented in Exhibit 1 woul d satisfy FoodInc’s requirement分值：10分A：Scenario AB：Scenario BC：Scenario CD：Scenario D问题2：Which of the following measures, if done alone, would definitely NOT help address the objectives of the CEO of Kosher Franks?分值：10分A：Lowering the price of select Kosher Franks’ productsB：Introducing new products into the Kosher Franks’ rangeC：Removing a category of products from the existing Kosher Franks’ rangeD：Increasing the advertising of Kosher Franks’ products in the mass media问题3：Which of the following statements is valid based on the data in Table 1?分值：10分A：Revenue for “Other products” was more than $20 million five years agoB：Hot dog revenue was more than $350 million five years agoC：Sales of sliced meats grew by no less than 1.2% in each of the last five yearsD：Total sales for Kosher Franks did not grow at all in the last five years问题4：Which of the following values is the best estimate of Kosher Franks’ revenue in Year 4 under Scenario C in Exhibit 1?分值：10分A：$441mB：$495mC：$549mD：$603m问题5：Which of the following statements, if true, would NOT helpsupport the assumption that most of Kosher Franks’ hot dog consumers are Jewish?分值：10分A：The trends in Kosher Franks’ hot dog sales in the last five years are very similar to those of other kosher food productsB：All of Kosher Franks’ major grocery chai n customers have shopping aisles dedicated to kosher foodsC：In a recent consumer survey, the awareness of the Kosher Franks’ label was three times as high among Jewish respondents than among other respondentsD：All stores who stock Kosher Franks’ hot dogs are in areas with above average concentrations of Jewish households问题6：Which of the following statements, if true, would best support anargument AGAINST implementing this price reduction campaign in Los Angeles?分值：10分A：Consumers purchase Kosher Franks’ hot dogs because they believe they taste betterthan other hot dogs and are made from fresher ingredientsB：Kosher Franks has never used a price reduction marketing strategy on hot dogs in the 100 years of its existence and many of the senior management would feel that such a moveC：would not suit the brand valuesD：All large grocery chains stock one premium, one mid-range, and one economy hot dogprod uct and the 5% reduction would move Kosher Franks’ hot dogs from premium tomid-rangeE：A similar strategy was attempted for one of Kosher Franks’ pickles products recently andonly resulted in a 2% growth in sales volume, which translated to a 3% reduction in sales revenue问题7：What is the average profit, in dollars per hot dog, made by Kosher Franks before implementing this campaign?分值：10分A：$0.33B：$0.67C：$1.67D：$2.00问题8：FoodInc requires all marketing campaigns to pay back the initialinvestment within the first year. What percentage increase in thenumber of hot dogs sold would be required in the first year of the Los Angeles price reduction campaign in order to pay back the advertising investment?分值：10分A：20%B：30%C：40%D：50%问题9：Which of the following statements, if true, would best support the marketing manager’s assertion?分值：10分A：In a recent survey, Kosher Franks’ consumers quoted “price” as the second most important indicator of quality in a list of ten factorsB：In a recent survey, Kosher Franks’ consumers quoted “price” as the eighth most important factor out of ten in their decision to buy a productC：In a recent survey, 78% of Kosher Franks’ consumers said they would still buy Kosher Franks’ hot dogs even with a 10% price increaseD：In a recen t survey, 34% of Kosher Franks’ customers said they would never consider buying another brand of hot dog问题10：Which of the following potential strategies would suit NEITHER of the two cities in Table 3?分值：10分A：Build awareness through trials and advertising campaigns on the taste and quality of the Kosher Franks’ hot dogsB：Develop a program that rewards consumers for frequent purchases of Kosher Franks’ hot dogsC：Ask all grocery stores to remove Kosher Franks’ hot dogs from the kosher food aisles and instead stock them in the packaged meat aislesD：Increase the price of Kosher Franks’ hot dogs by 1% across all g rocery stores问题11：Which of the following potential strategies would best suit City 2?分值：10分A：Offer lower prices at grocery stores where customers appear to be more price sensitive B：Monitor competitor prices and maintain Kosher Franks’ prices at a fixed premium to those pricesC：Ensure Kosher Franks’ hot dogs are not just placed on the kosher aisles of retail stores D：Set up taste trials in the non-kosher aisles of major retail stores问题12：Which of the following courses of action would you recommendto the marketing and promotions department head of Kosher Franks in City 2?分值：10分A：Spend 6 months of the next year doing only mass media marketing and then another 6 months doing only targeted marketing to determine which is most effectiveB：Suspend all marketing campaigns for 6 months to determine whether any of thecampaigns are significantly contributing to salesC：Increase all types of marketing campaigns slowly, one-by-one, to determine if there is a significant increase in sales driven by a specific campaignD：Decrease each type of marketing campaign slowly one-by-one to determine if there is a significant decrease in sales caused by the removal of a specific campaign问题13：Which of the following statements best reflect the concerns of Kosher Franks’ CEO?分值：10分A：He is concerned that Kosher Franks will never be able to achieve the sales growth targetsset by FoodInc because Kosher Franks sells a premium product that can never have a rapid sales growthB：He is concerned that FoodInc will demand aggressive sales growth targets immediately without taking into account the time needed to make significant changes to Kosher Franks C：He is concerned that FoodInc sets sales growth targets that are too aggressive and not reali stic for companies operating in today’s competitive food marketsD：He is concerned that Kosher Franks will never fit into the FoodInc family because the other FoodInc companies have been owned by FoodInc for quite some time and are wellE：established答案问题1：According to the CEO of Kosher Franks, which of the scenarios presented in Exhibit 1 would satisfy FoodInc’s requirements? ？分值：10分BA：Scenario AB：Scenario BD：Scenario D问题2：Which of the following measures, if done alone, would definitely NOT help address the objectives of the CEO of Kosher Franks? ？分值：10分CA：Lowering the price of select Kosher Franks’ productsB：Introducing new products into the Kosher Franks’ rangeC：Removing a category of products from the existing Kosher Franks’ rangeD：Increasing the advertising of Kosher Franks’ products in the mass media问题3：Which of the following statements is valid based on the data in Table 1? ？分值：10分AA：Revenue for “Other products” was more than $20 million five years agoB：Hot dog revenue was more than $350 million five years agoC：Sales of sliced meats grew by no less than 1.2% in each of the last five yearsD：Total sales for Kosher Franks did not grow at all in the last five years问题4：Which of the following values is the best estimate of Kosher Franks’ revenue in Year 4 under Scenario C in Exhibit 1?？分值：10分DA：$441mC：$549mD：$603m问题5：Which of the following statements, if true, would NOT help suppo rt the assumption that most of Kosher Franks’ hot dog consumers are Jewish? ？分值：10分BA：The trends in Kosher Franks’ hot dog sales in the last five years are very similar to those of other kosher food productsB：All of Kosher Franks’ major grocery chain customers have shopping aisles dedicated to kosher foodsC：In a recent consumer survey, the awareness of the Kosher Franks’ label was three times as high among Jewish respondents than among other respondents·D：All stores who stock Kosher Franks’ hot dogs are in areas with above average concentrations of Jewish households问题6：Which of the following statements, if true, would best support an argument AGAINST implementing this price reduction campaign in Los Angeles? ？分值：10分CA：Consumers purchase Kosher Franks’ hot dogs because they believe they taste better than other hot dogs and are made from fresher ingredientsB：Kosher Franks has never used a price reduction marketing strategy on hot dogs in the 100 years of its existence and many of the senior management would feel that such a move ·C：would not suit the brand valuesD：All large grocery chains stock one premium, one mid-range, and one economy hot dogproduct and the 5% reduction would move Kosher Franks’ hot dogs from premium tomid-range·E：A similar strategy was attempted for one of Kosher Franks’ pickles products recently andonly resulted in a 2% growth in sales volume, which translated to a 3% reduction in sales revenue问题7：What is the average profit, in dollars per hot dog, made by Kosher Franks before implementing this campaign? ？分值：10分AA：$0.33B：$0.67C：$1.67D：$2.00问题8：FoodInc requires all marketing campaigns to pay back the initialinvestment within the first year. What percentage increase in thenumber of hot dogs sold would be required in the first year of the Los Angeles price reduction campaign in order to pay back the advertisinginvestment? ？分值：10分DA：20%B：30%C：40%D：50%问题9：Which of the following statements, if true, would best support themarketing manager’s assertion? ？分值：10分AA：In a recent survey, Kosher Franks’ consumers quoted “price” as the second most important indicator of quality in a list of ten factors·B：In a recent survey, Kosher Franks’ consumers quoted “price” as the eighth mostimportant factor out of ten in their decision to buy a product·C：In a recent survey, 78% of Kosher Franks’ consumers said they would still buy KosherFranks’ hot dogs even with a 10% price increase·D：In a recent survey, 34% of Kosher Franks’ customers said they would never consider buying another brand of hot dog问题10：Which of the following potential strategies would suit NEITHER of the two cities in Table 3?？分值：10分CA：Build awareness through trials and advertising campaigns on the taste and quality of the Kosher Franks’ hot dogs·B：Develop a program that rewards consumers for frequent purchases of Kosher Franks’ hot dogs·C：Ask all grocery stores to remove Kosher Fr anks’ hot dogs from the kosher food aisles and instead stock them in the packaged meat aislesD：Increase the price of Kosher Franks’ hot dogs by 1% across all grocery stores问题11：Which of the following potential strategies would best suit City 2? ？分值：10分AA：Offer lower prices at grocery stores where customers appear to be more price sensitive B：Monitor competitor prices and maintain Kosher Franks’ prices at a fixed premium to those prices·C：Ensure Kosher Franks’ hot dogs are not just placed on the kosher aisles of retail stores D：Set up taste trials in the non-kosher aisles of major retail stores问题12：Which of the following courses of action would you recommend to the marketing and promotions department head of Kosher Franks in City 2? ？分值：10分DA：Spend 6 months of the next year doing only mass media marketing and then another 6 months doing only targeted marketing to determine which is most effective·B：Suspend all marketing campaigns for 6 months to determine whether any of the campaigns are significantly contributing to sales·C：Increase all types of marketing campaigns slowly, one-by-one, to determine if there is a significant increase in sales driven by a specific campaign·D：Decrease each type of marketing campaign slowly one-by-one to determine if there is a significant decrease in sales caused by the removal of a specific campaign问题13：Which of the following statements best reflect the concerns of Kosher Franks’ CEO? ？分值：10分BA：He is concerned that Kosher Franks will never be able to achieve the sales growth targetsset by FoodInc because Kosher Franks sells a premium product that can never have a rapid sales growth·B：He is concerned that FoodInc will demand aggressive sales growth targets immediatelywithout taking into account the time needed to make significant changes to Kosher Franks ·C：He is concerned that FoodInc sets sales growth targets that are too aggressive and not realistic for companies operating in today’s competitive food markets·D：He is concerned that Kosher Franks will never fit into the FoodInc family because the other FoodInc companies have been owned by FoodInc for quite some time and are well ·E：established。
麦肯锡案例面试题
麦肯锡案例面试题：Magna Health案例分析(英文，有答案)面试, 案例分析Practice CasesMagna HealthIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are ten questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.Start Case Study====================================================================== =======================================Client Goal: To determine how to improve its financial situation.Our client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employee(ranging from physician care and medications to hospitalization).Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients in six centers. These physicians represent a wide range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral costs on a fee-for-service basis. Magna does not own any hospitals itself, instead contracting services from several local hospitals.Magna's CEO has retained McKinsey to help determine what is causing the declining profitability and how Magna might fix it.QUESTION 1What key areas would you want to explore in order to understand Magna's decline in profitability? ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps some others.Magna's revenuesPrice paid by employer for employee health coverage.Number of employees covered by Magna.Magna's costs (or fixed and variable costs)Magna's main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, outpatient care)Outpatient costs can be split into internal physician costs versus external referral costsMagna's patient base demographics/overall risk pro may affect medical costs====================================================================== =======================================QUESTION 2The team discovers that the demographics of Magna's subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first?ANSWER 2We are looking for a few responses, similar to the ones below:Claim costs, as the change in the subscriber base will change the pro diseases (e.g., more heart disease/stress and less work related injury)External referral costs, due to the change in the disease pro which they have in-house competency =============================================================================================================QUESTION 3After reviewing the basics of Magna's business, your team believes that one of the root causes of Magna's financial problems is how it manages medical costs, particularly the cost of referrals to specialists outside of its physician network. Your team has gathered the following information on Magna and its primary competitor, Sunshine HMO:Number of patientsAverage cost of referral(per member per month)Magna Health300,000$20Sunshine HMO500,000$15What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your interviewer questions to clarify the information)ANSWER 3Although there are a number of possible responses, you might have the following suggestions:Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g., its outside contracts with oncologists might be at higher rates than Sunshine's contracts).Number of referrals: Magna's physicians might have different practice patterns than Sunshine physicians, i.e., they may be less comfortable treating heart disease patients or have different training/protocols.Mix of specialties: Magna's mix of specialties that requires referrals (cardiology and neurosurgery) are probably more expensive specialties (than cardiology and psychiatry, Sunshine's referral specialties).Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to need medical care in the specialty areas outside of Magna's network, particularly cardiology).====================================================================== =======================================QUESTION 4What analyses would you do if the things you suggest were contributing to this problem? ANSWER 4In giving the answer, it's useful if you are clear about how the analysis you are proposing would help to answer the question posed.You might take the following approach, where we’ve outlined different areas of analysis:Referral pricing:Gain data on prices currently being paid by Magna for a sample of common specialtiesGain similar data for a competitor if possible for an industry average (perhaps through interviews with non-Magna specialists)Number of referrals:Interview Magna physicians and non-Magna physicians to see if any obvious behavioral differences existConsult industry publications on this issueMix of specialties:Check number of referrals by specialty for Magna and estimate similar for SunshineInterviews with external specialties used by Sunshine may help again hereMix of patients:Compare demographic data for Magna and Sunshine: should be easy to obtain from Magna; a scan of the employee schemes covered by Sunshine should give a good general picture of their demographic profileSee if Magna's referral cost has increased in line with the change in demographics of the subscribers====================================================================== =======================================QUESTION 5Magna's CEO has a hypothesis that Magna is paying too much in cardiology referral costs for its patient population. He asks the McKinsey team to look at Magna's cardiac patient population more closely and tell him how many referrals he should expect on an annual basis. Assume the following:Magna has 300,000 patients in any one year20 percent of its patients are age 65 or olderIn the U.S., patients with serious heart disease visit specialists (cardiologists) on average of five times per yearYou should always feel free to ask your interviewer additional questions to help you with your response. In this case, you should recognize the need to know the prevalence rate of serious heart disease to complete this calculation. Once asked, your interviewer would provide you with the following information:The prevalence rate of serious heart disease in the 65+ population is 30 percentThe prevalence rate of serious heart disease in the under age 65 population is 10 percentANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Based on the correct calculations, your response should be as follows: Magna should expect210,000 cardiac referrals annually based on its patient population. You should have approached the calculations as follows to arrive at that answer:300,000 total patients20 percent x 300,000 = 60,000 patients age 65+18,000 x 5 = 90,000 referrals per year240,000 Magna patients under the age of 65240,000 patients x 10 percent = 24,000 patients under age 65 with serious heart disease and 24,000 x 5 visits peryear = 120,000 visits per year total90,000 + 120,000 visits per year = 210,000 total Magna patient external cardiology visits====================================================================== =======================================QUESTION 6When the team tells Magna's CEO that based on Magna's patient population he should expect about 210,000 cardiology referrals a year he exclaims, "We currently pay for 300,000 annual cardiology referrals for our patient population!"Why might Magna's annual cardiology referrals be significantly higher than U.S. averages?What would you do to try to verify if any of these were a key cause of this problem?ANSWER 6We would not expect you to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your reasons will bring you closer to why the referrals might be higher.There are a number of answers to these questions, and you are on the right track if your responses included some of the ones below:The prevalence rate of heart disease in Magna's patient population is higher than average. To see if this was a cause of the problem, McKinsey should audit the internal data on heart disease prevalence and compare it to US National data.Magna's primary care physicians are referring patients who do not have serious heart disease to specialists. The team should interview specialists to get their opinion, or follow through a sample of patients who were referred.Primary care physicians are not comfortable (e.g., they are poorly trained or inexperienced) treating cardiac patients, even those with minor problems; they want to avoid malpractice suits. McKinsey should interview Magna physicians and institute an external review.Magna doesn't have clear guidelines on when physicians should be referring patients to specialists (or if guidelines exist, physicians are not complying with them). The team should gain an expertopinion on the current guidelines to see if this was a key cause of the problem.There are no incentives or penalties to prevent physicians from referring patients with less serious problems to specialists. In order to verify this is a key cause of the problem, the team should review incentive schemes if they exist. They should also compare similar companies/situations (e.g., prescription control mechanisms, etc.).====================================================================== =======================================QUESTION 7At this point in the study, you bump into Magna's Head of Health Services in the corridor. He is responsible for all matters related to the provision of services to subscribers, both inside and outside the Magna Network. He asks you if you have made any progress. How would you respond?ANSWER 7Think about the person you are talking with, and how best to communicate the findings you have come up with so far.The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be early in the overall project at this point in the case, we do want to be able to share our current perspective. One ideal answer would include the following points:FindingsWe have investigated all the drivers of profit for Magna. Although there is likely to be room for improvement in a lot of areas, it seems the claims cost is a big area for improvement.Relative to the market and to competitors, Magna seems to have high claims cost per patient. Our initial indication is that there may be highest room for improvements in the cost of referrals outside the network.There are a number of reasons as to why this may be happening (list as in previous question). Next StepsWe are working to pin down the most significant reasons why Magna has high claims cost per patient.We are going to be looking into other areas such as reduction potential in other costs, as well as improvement potential in terms of premiums or other sources of revenue.====================================================================== =======================================QUESTION 8After some additional investigation, your team thinks that changing the behavior of Magna'sprimary care physicians has potential to reduce cardiac referral costs while maintaining high-quality care. The team believes that introducing some sort of incentive plan for physicians might help reduce the referral rate.The team's idea for a pilot plan is to increase overall fees that Magna pays to primary care physicians to handle more of their patients' basic cardiology needs. Overall fee increases would total $1 million.In addition to the team's proposal, Magna's medical director wants to pilot the following idea: Magna pays bonuses of $100,000 per year to each of the 10 primary care physicians with the lowest cardiac referral rates consistent with good patient outcomes.Although the team mentions to the medical director that there are other issues to consider relating to the pilot that are not financial, such as the ethical impact of incentivizing physicians not to refer patients to specialist treatment, he wants the team to do the first calculation including both ideas. How many fewer cardiology referrals will Magna need to have in order to recoup the cost of the pilot incentive plan (including the team's and the medical director's idea)? For simplicity’s sake assume:The cost of a cardiology referral is $200.Magna currently has 300,000 cardiology referrals per year.ANSWER 8If the incentive plan reduces cardiology referrals by 3.3 percent or 10,000 referrals, Magna will recoup the cost of the incentive plan. One potential approach to the calculation:$1 million + (10 * $100,000) = $2 million for incentive plan$2 million/$200 =10,000 referrals10,000 referrals/300,000 total referrals = 3.3 percent reduction would pay for incentive program====================================================================== =======================================QUESTION 9Your team projects that the incentive plan has the potential to reduce referrals by 5 percent in its first year, and an additional 2 percent in its second year. If these projections are correct, how much referral cost could Magna save in total over the first two years of the incentive plan?ANSWER 9Referral costs would be $4.14 million lower in the second year. Over the two years Magna would save $7.14 million. One potential approach to the calculation:Year 1 Savings with Program300,000 total referrals5 percent reduction in referrals = 15,000 referrals15,000 x $200 = $3.0 million in savings in year 1Year 2 Savings with Program285,000 total referrals2 percent reduction in referrals = 5,700 referrals5,700 x $200 = $1.14 million in savings$3 + $1.14 = $4.14 million in savingsTherefore, total cumulative savings over the 2 years = Year 1 savings + Year 2 savings = $3.0m + $4.14m = $7.14m.====================================================================== =======================================QUESTION 10Your team presents its physician incentive proposal to Magna’s CEO. The CEO, in consultation with his medical director, agrees that this is feasible and says that they will definitely pilot the overall higher fees to primary care physicians to handle more of the basic cardiology needs and they will think about the idea with the bonuses again due to the ethical concerns the team raised.At the end of the meeting the CEO says, "I like the work you’ve done, but even if we did implement the bonus payment it's not enough to address our current financial situation. Physicians are professionals who care deeply about patient care and I think there's a limit to how much cost we can expect to reduce utilizing financial incentives exclusively. Besides cardiac financial incentive programs, what other ideas should we consider to reduce the cost of Magna's specialist referrals?"Based on what we have discussed today, and any other ideas you might have, how would you respond to the CEO?ANSWER 10You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. This question is a good one for demonstrating creativity because there's a long list of possible ideas. You might give the following response:Pursue additional ways to change physician behaviorProvide training on how to treat patients with minor or stable medical problemsDefine and clarify medical guidelines for referrals (e.g., establish a medical committee to define the difference between “serious” and "minor" heart disease)Institute peer review committee charged with approving a subset of referrals (e.g., those that are considered "high cost")Spend time investigating "outlier" physicians (i.e., those who seem to refer patients to specialists at much higher rates than others) to determine how widespread the referral problem is and whether simply focusing on a few physicians will dramatically reduce referral costsDetermine whether Magna can reduce referral costs in the other medical areas where it does not have specialists (i.e., neurosurgery)Look at the contracts Magna has for specialist services to determine if it is paying too much relative to competitorsConsider whether bringing cardiology, neurosurgery, and oncology specialists in-house (i.e., within Magna) might reduce cost转载请注明出自应届生求职招聘论坛,本贴地址:6794-1-1.html。
麦肯锡问题以及答案
Thank you for taking part in the On-Line Case Study. You will note that this exercise does not have the kind of latitude necessary to develop findings. Rather, we chose to focus on next steps in response to question eight. In a live case interview, however, you will be expected to derive specific findings based on your analysis. Interviewing techniques may vary depending on the office or practice you are applying to, but we hope this exercise has been useful in helping you prepare.To get a full copy of all the questions and answers (including yours) from the case study, click on the print icon.You can learn more about the possible exercises you may be asked to perform at your McKinsey interview by clicking on the Case Study Tips item in the navigation to the left.Good luck.On-Line Case Study Questions and AnswersQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.∙Attract more applicants at the same cost∙Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potential campuses andeliminating other ones that appear to have more limited potential.∙Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).∙Extend offers to a higher percentage of applicants while maintaining quality (e.g., reduce the number of people who are turned down who would have performed equally well in the job)∙Improve acceptance rates among offerees (e.g., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.∙Review the list of campuses targeted (e.g., optimize resource allocation across schools).The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential.∙Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:∙Estimate the hiring potential across schools∙Analyze the number of hires by school over the last several years∙Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits∙Survey seniors at these schools to determine interest in an entry-level position with the client∙Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could be segmented by discipline orsegmented based on career interests in response to the survey), then calculatethe size of each segment∙Estimate the optimal cost-per-hire across schools∙Compare the current cost-per hire across schools∙Identify opportunities to decrease the cost-per-hire at each schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question 4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:∙What are the components of costs at these schools (why is it so expensive to recruit there)?∙What opportunities exist to reduce costs?∙How much cost savings would result from implementing each of the opportunities?∙What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:∙Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?∙If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.Q: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:∙Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus) ∙Utilize referrals (e.g., faculty, alumni)∙Come up with creative ways to target specific departments/clubs of the school∙Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A studentsto apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question 7University 4 graduates 1,000 seniors each year.Q: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question 8Q: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS∙There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost:∙Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increase applicants significantlywithout increasing costs. At one of the campuses we've looked at, University 4,the number of applicants would go up more than 100 percent∙The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certain places or reallocateresources more efficientlyNEXT STEPS∙We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schools∙After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning down quality applicants) and to increase the acceptance rate∙We will examine additional methods for attracting more applications from our current campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on campus。
麦肯锡领导力测试题汇编
麦肯锡领导力测试麦肯锡非常适合那些喜欢挑战自我和解决问题的人士。
此测试会让您了解到麦肯锡所处理的问题类型以及解决方式。
情节在这个测试中，您扮演项目经理(Engagement Manager, EM) 的角色。
您将以项目经理的身份领导一个由咨询顾问和来自太极集团的客户组成的团队。
该公司是虚构的，现在需要您帮助它解决难题。
任务安排描述你是一名项目经理，正在协助一家高科技企业(ABC)扩大经营。
作为项目经理，你必须负责项目的日常工作。
在项目董事的指导下，你将分配计划和管理小组的任务，并与客户开展紧密合作。
换句话说，你正在领导一个项目。
你必须意识到客户目前面临着向董事会尽快交付成果的压力。
以下是你的项目小组成员麦肯锡:俞景-咨询顾问莉莉-咨询顾问孙晓-项目董事*1.1诃靈第一缶J斓讨论会議景（羞肯镉習询圃可h“此腹会议的目阳是对咨询项目做简姜於召，并讨论分工与职責. 我们还将回顾目前小组的工作有式，并讨论洽续歩曝°但是咱们证是先做个自我介绍吧.我杲俞貴，麦肯暢的容询顾间・"曉IH （客户方分斬经理）：“我是曉帆，分析经理。
我协助周之榮先生工作・说实话我不末明白为什么安曲E競参加这个项目-销售颔下燧是苗售韶的间题.与分析郅毫不相干• 老实说，销售部对自己的问题总是推卸焉任，分析部的人祁听腻啦芒粗31霖〔客户方箱售经理）=“谢谢曉帆……我是趙凱霖，是ABC車团的销售经理.我也不杲很珂白自己在这个项目中35角色，但我觉得曉帆不应该再抱怨了涪珍（客户方区域运营经理人"我是徐珍珍，ABC集团审区域运营经理严何題；你焉样讣制ft趙凱毒了堺自己石项冃中的角怦書* A •再次审议项目过程。
复述预定的各个步骤；讨论项目将要经历的各个阶段，并解释每位客户项目组成员在此过程中何时可以发挥何种作用。
* B •说明每个部门都必须派岀代表。
不要在这个问题上花太多时间。
说明你需要每个部门派代表加入客户项目小组，小组让小组成员随着工作的展开而发现自己在整个项目中应发挥什么作用。
麦肯锡方法培训试题
麦肯锡方法培训试题（100分）感谢您能抽出几分钟时间来参加本次答题，现在我们就马上开始吧！1、姓名【填空题】________________________2、麦肯锡思考问题是哪三个原则？【填空题】（10分）________________________正确答案: 依据;思维;求证（回答包含答案即可得分）3、大胆假设的应用方法是什么？【填空题】（10分）________________________正确答案: 初步;事实;检验（回答包含答案即可得分）4、探索和分析的基本准则是什么？【填空题】（10分）________________________正确答案: 事实;客观;分析（回答包含答案即可得分）5、探索和分析问题的误区是什么？【填空题】（10分）________________________正确答案: 迷惑;刻意;试图（回答包含答案即可得分）6、常用的沟通方法是哪几种？【填空题】（10分）________________________正确答案: 风暴;访谈;总结（回答包含答案即可得分）7、头脑风暴的成功核心是什么？【填空题】（10分）________________________正确答案: 充分;到位（回答包含答案即可得分）8、头脑风暴的现场控制什么？【填空题】（10分）________________________正确答案: 坏点;适可而止;好记性（回答包含答案即可得分）9、访谈的成功要点是什么？【填空题】（10分）________________________正确答案: 见面;两人;倾听（回答包含答案即可得分）10、总结汇报时领导希望看到的信息是什么？【填空题】（10分）________________________正确答案: 简洁;全面;系统（回答包含答案即可得分）11、麦肯锡解决问题的七个步骤是什么？【填空题】（10分）________________________正确答案: 陈述;分析;去掉;制定;分析;论证;讲述（回答包含答案即可得分）。
tti性格测试题目(3篇)
第1篇一、自我认知1. 我倾向于在以下哪种环境中感到舒适？A. 静静地独自思考B. 与他人一起讨论问题C. 在人群中展现自己的才华D. 独自完成挑战性任务2. 当面对困难时，我更倾向于：A. 寻求他人的帮助B. 独自思考解决方案C. 询问他人的意见D. 放弃并寻找其他事情3. 我在以下哪种情况下更容易发挥自己的潜力？A. 在团队中合作B. 独自完成工作C. 接受挑战性任务D. 跟随他人的指导4. 我更喜欢以下哪种类型的领导风格？A. 指导型B. 民主型C. 支持型D. 赋能型5. 我在以下哪种情况下更容易感到满足？A. 完成自己设定的目标B. 获得他人的认可C. 接受他人的帮助D. 保持与他人的良好关系二、人际关系6. 当与朋友发生争执时，我更倾向于：A. 主动沟通，寻求解决方案B. 保持沉默，避免冲突C. 责怪对方，表达不满D. 寻求第三方的帮助7. 我在以下哪种情况下更容易建立友谊？A. 共同经历困难B. 互相帮助，共同成长C. 互相分享兴趣爱好D. 互相倾诉心事8. 当朋友需要帮助时，我更愿意：A. 主动提供帮助B. 鼓励朋友自己解决问题C. 跟朋友一起分担压力D. 观望，等待朋友自己解决9. 我在以下哪种情况下更容易与陌生人建立联系？A. 共同参加活动B. 互相分享个人信息C. 互相探讨兴趣爱好D. 互相倾诉心事10. 我在以下哪种情况下更容易维护人际关系？A. 定期与朋友联系B. 在朋友需要时给予支持C. 保持真诚，尊重他人D. 保持开放，善于倾听三、工作态度11. 我在以下哪种情况下更容易投入工作？A. 工作内容充满挑战B. 工作环境舒适C. 工作成果得到认可D. 工作与个人兴趣相符12. 我在以下哪种情况下更容易坚持完成工作？A. 工作任务明确B. 工作成果得到认可C. 工作环境舒适D. 工作与个人价值观相符13. 我在以下哪种情况下更容易创新？A. 工作内容充满挑战B. 工作环境宽松C. 工作成果得到认可D. 工作与个人兴趣相符14. 我在以下哪种情况下更容易与同事合作？A. 工作目标一致B. 工作环境舒适C. 工作成果得到认可D. 工作与个人价值观相符15. 我在以下哪种情况下更容易适应工作环境？A. 工作内容充满挑战B. 工作环境宽松C. 工作成果得到认可D. 工作与个人兴趣相符四、价值观16. 我认为以下哪种价值观最重要？A. 自由B. 安全C. 爱情与家庭D. 金钱与地位17. 我在以下哪种情况下更容易感到满足？A. 实现个人价值B. 获得他人的认可C. 保持与他人的良好关系D. 获得物质财富18. 我在以下哪种情况下更容易感到快乐？A. 实现个人目标B. 与家人和朋友共度时光C. 获得他人的关爱D. 获得物质享受19. 我认为以下哪种生活方式最理想？A. 独立自主，追求个人梦想B. 与家人和朋友共度时光，享受家庭温暖C. 追求事业成功，实现人生价值D. 获得物质财富，享受奢华生活20. 我在以下哪种情况下更容易感到有意义？A. 为他人付出B. 实现个人价值C. 获得他人的认可D. 获得物质财富请根据您的实际情况，选择每个问题的A、B、C、D选项，并计算您的得分。
麦肯锡案例分析题及答案
Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions: breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, look of store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. and international store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps others.∙Stand alone value of HDo Growth in market for doughnutso HD's past and projected future sales growth (break down into growth in number of stores, and growth in same store sales)o Competition – are there any other major national chains that are doing better than HD in terms of growth/profit. What does this imply for future growth?o Profitability/profit margino Capital required to fund growth (capital investment to open new stores, working capital)∙Synergies/strategic fito Brand quality similar? Would they enhance or detract from each other if marketed side by side?o How much overlap of customer base? (very little overlap might cause concern that brands are not compatible, too much might imply little room to expand sales by cross-marketing)o Synergies (Hint: do not dive deep on this, as it will be covered later) ∙Management team/cultural fito Capabilities/skills of top, middle managemento Cultural fit, if very different, what percent of key management would likely be able to adjust∙Ability to execute merger/combine companieso GB experience with mergers in past/experience in integrating companies o Franchise structure differences. Detail “dive” into franchising structures. Would these different structures affect the deal? Can we manage two different franchising structures at the same time?The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.Exhibit 1Stores GB HDTotal5,000 1,020North America3,500 1000Europe1,000 20Asia400 0Other100 0Annual growth in stores10% 15%Financials GB HDTotal store sales$5,500m $700mParent company revenue$1,900m $200mKey expenses (% sales)Cost of sales51% 40%Restaurant operatingcosts 24% 26%Restaurant property & equipment costs 4.6% 8.5%Corporate general & administrative costs 8% 15%Profit as % of sales6.3% 4.9%Sales/stores$1.1m $0.7mIndustry average$0.9m $0.8mQUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:∙Lower costso Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporate managemento May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages, deep frying oil), however overlaps may be low as ingredients are very differento GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superior skills in lease negotiation)∙Increase revenueso Sell doughnuts in GB stores, or some selected GB products in HD stores o GB has much greater international presence thus likely has knowledge/skills to enable HD to expand outside of North Americao GB may have superior skills in identifying attractive locations for stores as its sales per store are higher than industry average, whereas HD's is lower than industry average; might be able to leverage this when opening new HD stores to increase HD average sales per storeo Expand HD faster than it could do on own–GB, as a larger company with lower debt, may have better access to capitalQUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions for you:∙Doughnut consumption/capita in the U.S. is $10/year today, and is projected to grow to $20/year in 5 years.∙For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to help you with your response.Possible responses might include the following:∙Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)∙U.S. market in 5 years = $20 x 300 = $6B∙HD sales if double market share: 50% x $6B = $3B∙Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?∙Yes, given it implies less than double same store sales growth and per capita consumption is predicted to double.QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores.How would you assess the profitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would help to answer the question posed.Some possible answers include:∙Calculate incremental revenues by selling doughnuts in GB stores (calculate how many doughnuts per store, times price per doughnut, times number of GB stores)∙Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training, software changes, incremental marketing and advertising, incremental cost of distribution if we cannot produce doughnuts in house, etc.)∙Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?∙If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch and dinner products, etc.∙One way to calculate this cannibalization is to look at historic cannibalization rates with new product/offering launchings within GB stores∙Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales when competitor doughnut store opens nearbyQUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is the CEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible.Answers may vary, but here is an example of a response:∙Early findings lead us to believe acquiring HD would create significant value for GB, and that GB should acquire HDo Believe can add $15 thousand in profit per GB store by selling HD in GB stores. This could mean $50 million in incremental profit for North American stores (where immediate synergies are most likely given HD has little brand presence in rest of world)o We also believe there are other potential revenue and cost synergies that the team still needs to quantify∙Once the team has quantified the incremental revenues, cost savings, and investments, we will make a recommendation on the price you should be willing to pay ∙We will also give you recommendations on what it will take to integrate the two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD谢谢观看! 欢迎您的下载，资料仅供参考,如有雷同纯属意外。
麦肯锡的行为格测试题
一、决策1、我接受其他人做出的决策2、我注重保持好关系3、我重视可行的决策4、我寻找可行的决策，尽管它不一定完善5、我重视得出尽可能正确的决策，他不但使人理解，而且使人能接受二、信念1、我同意其他人的观点、行为和想法或试图不站在任何一方2、我宁愿接受其他人的观点、行为和想法，而不坚持自己的观点3、我强调自己的观点、行为和想法，尽管这样可能会得罪其他人4、如果出现与我不同的建议、观点和行为时，我保持中立5、我注意听取和了解其他人的与我不同的建议、观点和行为，我虽然自信但善于接受好的建议，改变自己的观点三、纠纷1、如果出现纠纷，我试图保持中立或从中解脱2、我试图阻止纠纷的发生，一旦出现纠纷，我试图弥补双方的缺陷，保持好双方的合作3、如果出现纠纷，我设法解决他，以达到我自己的意图4、如果出现纠纷，我设法合理的坚持自己的意见，并得到一个公正的解决办法5、如果出现纠纷，我设法找出它的原因和排除它差生的后果四、情绪1、我很少激动，因为我保持中立2、我知道紧张气氛造成的干扰，所以我对友好的、热诚的方式感兴趣3、如果事情进展的不顺利的话，我就为我辩护、进行反驳或提出一定的理由4、在紧张气氛中我不知所措，或我有必要改变我的观点，以避免压力5、如果我兴奋的话，我控制自己。
虽然我的不耐烦是容易被察觉的五、幽默1、我的幽默被其他人认为是不妥当的2、我的幽默是为了保持友好的关系，如果出现紧张气氛的话，把注意力从纠纷中引开3、我的幽默是人难以接受4、我的幽默有利于我和我的地位5、我的幽默正与实际相符合，并且是有所指的，即使在有压力的情况下我也保持自己的幽默六、努力1、我只做出必要的努力2、我和少去指挥别人，但是到处帮助大家3、我自己努力，也督促他人努力工作4、我喜欢以一个合适的、均衡的速度来工作5、我自己非常努力，其他人也听从我计算方法：对应看你有选择几个1 几个2 几个3 几个4 几个5填入1页的那张计算表分别与左右1、5、9等数字相乘得到各行数字纵向相加除以六得左右坐标值。
麦肯锡矩阵题库1-1-8
麦肯锡矩阵题库1-1-8
问题：
[单选]麦肯锡矩阵的横轴用多个指标反映（）。
A.A、产业吸引力
B.B、品牌竞争实力
C.C、企业自身实力
D.D、竞争对手实力
问题：
[单选]麦肯锡矩阵中的圆圈代表（）。
A.A、市场份额
B.B、细分市场
C.C、各个品牌
D.D、企业战略
问题：
[单选]麦肯锡矩阵中的圆圈大小代表（）。
A.A、市场份额
B.B、细分市场
C.C、市场规模
D.D、企业实力
/ 情侣名字
问题：
[单选]应用麦肯锡矩阵时需要注意，评价指标尽量（）。
A.A、多元化
B.B、定量化
C.C、标准化
D.D、具体化
问题：
[单选]麦肯锡矩阵方格中左上方的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中右下角的位置，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退
问题：
[单选]麦肯锡矩阵方格中对角线中间区域，建议采取（）战略。
A.A、资源回收
B.B、增长和发展
C.C、维持或选择发展
D.D、停止转移撤退。
麦肯锡练习题
麦肯锡练习题一、逻辑推理题1. 若A是正确的，B是错误的，那么C是正确的还是错误的？a) 有些怕水的动物是猫b) 有些猫不怕水c) 所有怕水的动物都是猫d) 没有不怕水的猫a) 小明不喜欢打篮球b) 小明喜欢打篮球，但不喜欢运动c) 小明不喜欢运动d) 小明喜欢运动二、数据分析题2019年销售额：1000万2020年销售额：1200万2021年销售额：1500万25, 28, 30, 25, 28, 35, 40, 30, 25, 283. 某商品的成本价为100元，售价为150元，销售过程中产生了20元的物流费用。
请计算该商品的利润率。
三、案例分析题1. 某企业面临市场份额下滑的问题，请你分析可能的原因，并提出相应的解决措施。
2. 某公司计划推出一款新产品，请你为其制定一份市场推广方案。
甲公司：产品创新能力强，但生产成本较高乙公司：生产成本较低，但产品创新不足四、创新思维题1. 请提出一种提高公共交通出行效率的方法。
2. 请设计一款面向老年人的智能产品，并说明其功能特点。
3. 请为一家餐厅制定一项吸引顾客的营销活动。
五、团队协作题1. 若你在项目中遇到团队成员之间产生分歧，你会如何协调解决？2. 请举例说明你在团队合作中发挥领导力的经历。
3. 当项目进度紧张时，你会如何合理分配团队成员的工作任务？六、沟通能力题1. 请用简洁明了的语言描述一下你的上一个项目经历。
2. 当你需要向领导汇报一项重要工作时，你会如何准备？3. 请举例说明你在工作中如何处理与同事之间的沟通问题。
七、问题解决题1. 如果你负责的项目预算突然削减了20%，你会如何调整计划以确保项目目标的实现？2. 面对客户投诉产品质量问题，你会采取哪些步骤来解决问题并提高客户满意度？3. 当公司面临原材料价格上涨的挑战时，你有哪些策略来降低成本？八、战略规划题1. 请为一家初创企业制定一个三年发展计划。
2. 针对当前市场趋势，你认为公司应该采取哪些战略来保持竞争力？3. 请分析一个行业内的潜在机会和威胁，并制定相应的应对策略。
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McKinsey Problem Solving Test类别：SHL问题数：13总分：130分Kosher Franks Kosher Franks is a company that sells hot dogs and other packaged meatproducts, such as salami and lunch meats, in the United States. Kosher Franks’ products areprimarily sold through grocery stores. While not a very large company, it has strong brandrecognition in the packaged meat market and a reputation for high quality products. KosherFranks’ customers are large grocery store chains or grocery distributors, who sell to smallerchains or independent grocery stores across the US. The prices, which Kosher Frankspresents to these chains or distributors, are negotiated individually and depend on manyfactors. Some of these factors include the volume to be purchased, whether the customer isa new customer or an existing one, and any promotional or marketing arrangements thathave been agreed upon with the customer. The stores then sell the products to consumers ata higher price in order to make a profit. Table 1 shows Kosher Franks’ data on this year’s salesrevenue and the average annual revenue growth over the last 5 years. The data in Table 1 isbroken down by major product category.Kosher Franks manufactures all of its own products and invests significantly more resourcesthan its competitors to ensure superior quality. This is especially valuable to them becausethis type ofproduct has a poor overall reputation for quality in the United States. Kosher Franks was foundedalmost 100 years ago, and until recently, was run as a family business. However, after almost a decade of poor sales growth, the company was acquired last year by a major conglomerate, FoodInc, with the goal of increasing sales. The CEO of Kosher Franks has asked a McKinsey team to help him identify ways to improve sales growth while maintaining good levels of profitability. He states that a 10% annual sales growth should be the target. In five years time, hewants to be able to look back and see an annual sales growth of 10% or more for each of the previous 2 years, or Kosher Franks will no longer be part of FoodInc. Exhibit 1 represents four potential scenarios for Kosher Franks’ future sales growth, with Year 0 rep resenting this year.问题1：According to the CEO of Kosher Franks, which of the scenariospresented in Exhibit 1 woul d satisfy FoodInc’s requirement分值：10分A：Scenario AB：Scenario BC：Scenario CD：Scenario D问题2：Which of the following measures, if done alone, would definitely NOT help address the objectives of the CEO of Kosher Franks?分值：10分A：Lowering the price of select Kosher Franks’ productsB：Introducing new products into the Kosher Franks’ rangeC：Removing a category of products from the existing Kosher Franks’ rangeD：Increasing the advertising of Kosher Franks’ products in the mass media问题3：Which of the following statements is valid based on the data in Table 1?分值：10分A：Revenue for “Other products” was more than $20 million five years agoB：Hot dog revenue was more than $350 million five years agoC：Sales of sliced meats grew by no less than 1.2% in each of the last five yearsD：Total sales for Kosher Franks did not grow at all in the last five years问题4：Which of the following values is the best estimate of Kosher Franks’ revenue in Year 4 under Scenario C in Exhibit 1?分值：10分A：$441mB：$495mC：$549mD：$603m问题5：Which of the following statements, if true, would NOT helpsupport the assumption that most of Kosher Franks’ hot dog consumers are Jewish?分值：10分A：The trends in Kosher Franks’ hot dog sales in the last five years are very similar to those of other kosher food productsB：All of Kosher Franks’ major grocery chain customers have shopping aisles dedicated to kosher foodsC：In a recent consumer survey, the awareness of the Kosher Franks’ label was three times as high among Jewish respondents than among other respondentsD：All stores who stock Kosher Franks’ hot dogs are in area s with above average concentrations of Jewish households问题6：Which of the following statements, if true, would best support anargument AGAINST implementing this price reduction campaign in Los Angeles?分值：10分A：Consumers purchase Kosher Franks’ hot dogs because they believe they taste betterthan other hot dogs and are made from fresher ingredientsB：Kosher Franks has never used a price reduction marketing strategy on hot dogs in the 100 years of its existence and many of the senior management would feel that such a moveC：would not suit the brand valuesD：All large grocery chains stock one premium, one mid-range, and one economy hot dogproduct and the 5% reduction would move Kosher Franks’ hot dogs from premium tomid-rangeE：A similar strategy was attempted for one of Kosher Fran ks’ pickles products recently andonly resulted in a 2% growth in sales volume, which translated to a 3% reduction in sales revenue问题7：What is the average profit, in dollars per hot dog, made by Kosher Franks before implementing this campaign?分值：10分A：$0.33B：$0.67C：$1.67D：$2.00问题8：FoodInc requires all marketing campaigns to pay back the initialinvestment within the first year. What percentage increase in thenumber of hot dogs sold would be required in the first year of the Los Angeles price reduction campaign in order to pay back the advertising investment?分值：10分A：20%B：30%C：40%D：50%问题9：Which of the following statements, if true, would best support the marketing manager’s assertion?分值：10分A：In a recent survey, Kosher Franks’ consumers quoted “price” as the second most important indicator of quality in a list of ten factorsB：In a recent survey, Kosher Franks’ consumers quoted “price” as the eighth most important factor out of ten in their decision to buy a productC：In a recent survey, 78% of Kosher Franks’ consumers said they would still buy Kosher Franks’ hot dogs even with a 10% price increaseD：In a recent survey, 34% of Kosher Franks’ customers said they would never consider buying another brand of hot dog问题10：Which of the following potential strategies would suit NEITHER of the two cities in Table 3?分值：10分A：Build awareness through trials and advertising campaigns on the taste and quality of the Kosher Franks’ hot dogsB：Deve lop a program that rewards consumers for frequent purchases of Kosher Franks’ hot dogsC：Ask all grocery stores to remove Kosher Franks’ hot dogs from the kosher food aisles and instead stock them in the packaged meat aislesD：Increase the price of Kosher Franks’ hot dogs by 1% across all grocery stores问题11：Which of the following potential strategies would best suit City 2?分值：10分A：Offer lower prices at grocery stores where customers appear to be more price sensitive B：Monitor competitor prices and maintain Kosher Franks’ prices at a fixed premium to those pricesC：Ensure Kosher Franks’ hot dogs are not just placed on the kosher aisles of retail stores D：Set up taste trials in the non-kosher aisles of major retail stores问题12：Which of the following courses of action would you recommendto the marketing and promotions department head of Kosher Franks in City 2?分值：10分A：Spend 6 months of the next year doing only mass media marketing and then another 6 months doing only targeted marketing to determine which is most effectiveB：Suspend all marketing campaigns for 6 months to determine whether any of thecampaigns are significantly contributing to salesC：Increase all types of marketing campaigns slowly, one-by-one, to determine if there is a significant increase in sales driven by a specific campaignD：Decrease each type of marketing campaign slowly one-by-one to determine if there is a significant decrease in sales caused by the removal of a specific campaign问题13：Which of the following statements best reflect the concerns of Kosher Franks’ CEO?分值：10分A：He is concerned that Kosher Franks will never be able to achieve the sales growth targetsset by FoodInc because Kosher Franks sells a premium product that can never have a rapid sales growthB：He is concerned that FoodInc will demand aggressive sales growth targets immediately without taking into account the time needed to make significant changes to Kosher Franks C：He is concerned that FoodInc sets sales growth targets that are too aggressive and not realistic for companies operating in today’s competitive food marketsD：He is concerned that Kosher Franks will never fit into the FoodInc family because the other FoodInc companies have been owned by FoodInc for quite some time and are wellE：established答案问题1：According to the CEO of Kosher Franks, which of the scenarios presented in Exhibit 1 would satisfy FoodInc’s requirements? ？分值：10分BA：Scenario AB：Scenario BD：Scenario D问题2：Which of the following measures, if done alone, would definitely NOT help address the objectives of the CEO of Kosher Franks? ？分值：10分CA：Lowering the price of select Kosher Franks’ productsB：Introducing new products into the Kosher Franks’ rangeC：Removing a category of products from the existing Kosher Franks’ rangeD：Increasing the advertising of Kosher Franks’ products in the mass media问题3：Which of the following statements is valid based on the data in Table 1? ？分值：10分AA：Revenue for “Other products” was more than $20 million five years agoB：Hot dog revenue was more than $350 million five years agoC：Sales of sliced meats grew by no less than 1.2% in each of the last five yearsD：Total sales for Kosher Franks did not grow at all in the last five years问题4：Which of the following values is the best estimate of Kosher Franks’ revenue in Year 4 under Scenario C i n Exhibit 1?？分值：10分DA：$441mC：$549mD：$603m问题5：Which of the following statements, if true, would NOT help support the assumption that most of Kosher Franks’ hot dog consumers are Jewish? ？分值：10分BA：The trends in Kosher Franks’ hot dog sales in the last five years are very similar to those of other kosher food productsB：All of Kosher Franks’ major grocery chain customers have shopping aisles dedicated to kosher foodsC：In a recent consumer survey, the awareness of the Kosher Franks’ label was three times as high among Jewish respondents than among other respondents·D：All stores who stock Kosher Franks’ hot dogs are in areas with above average concentrations of Jewish households问题6：Which of the following statements, if true, would best support an argument AGAINST implementing this price reduction campaign in Los Angeles? ？分值：10分CA：Consumers purchase Kosher Franks’ hot dogs because they believe they t aste better than other hot dogs and are made from fresher ingredientsB：Kosher Franks has never used a price reduction marketing strategy on hot dogs in the 100 years of its existence and many of the senior management would feel that such a move ·C：would not suit the brand values。