麦肯锡矩阵题库1-0-8
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。
企业使命与战略目标题库1-0-8
企业使命与战略目标题库1-0-8问题：[单选]当企业能够凭借其长处和资源来最大限度地利用外部环境所提供的各种机会，属于SWOT矩阵组合中的哪种组合（）A.A、弱点——威胁组合B.B、弱点——机会组合C.C、长处——威胁组合D.D、长处——机会组合问题：[单选]SWOT矩阵分析属于（）分析工具。
A.A、战略B.B、机会C.C、环境D.D、威胁问题：[单选]战略目标的构成，杜拉克主张目标包括7个主要方面，并将他们归纳成相应的4个层次结构，其中属于结构层次的是（）A.A、革新B.B、经理的绩效和态度C.C、物质资源和财力资源D.D、生产率/ 比分直播问题：[单选]大多数企业在建立长期战略目标时可考虑的目标中包括：（）A.A、市场目标B.B、革新目标C.C、公共责任目标D.D、获利目标问题：[单选]企业使命是指在社会进步和经济发展中所担当的角色和责任，它包括企业哲学和（）A.A、企业宗旨B.B、战略目标C.C、获利能力D.D、社会责任目标问题：[单选]企业使命主要通过经营哲学的形式来明确方向、营造气氛、（）、指导企业运行。
A.A、提高生产率B.B、强化激励C.C、增加销量D.D、提升企业知名度问题：[单选]能参与利润分配、清算资产分配时的分配、有配股权、选择权的是（）A.A、供应商B.B、当地社区C.C、雇员D.D、股东问题：[单选]企业立身之本要平衡考虑（）、顾客、股东、社会“四满意”。
A.A.竞争者B.B.供应商C.C.员工D.D.普通公众。
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）。
麦肯锡咨询面试题目(3篇)
第1篇一、背景随着互联网、大数据、人工智能等新技术的快速发展，企业数字化转型已成为必然趋势。
某大型企业为了提高市场竞争力，降低成本，提升效率，决定启动数字化转型项目。
项目涉及企业内部业务流程、组织架构、信息技术等多个方面，旨在实现业务流程的优化、组织架构的调整以及信息技术的升级。
二、面试题目1. 针对该企业的数字化转型项目，请从以下四个方面进行分析：（1）业务流程：分析现有业务流程中存在的问题，提出优化方案。
（2）组织架构：分析现有组织架构的不足，提出调整建议。
（3）信息技术：分析现有信息技术的局限性，提出升级方案。
（4）风险管理：分析数字化转型过程中可能面临的风险，提出应对措施。
2. 针对上述分析，请提出以下问题的解决方案：（1）如何确保数字化转型项目顺利实施？（2）如何评估数字化转型项目的成效？（3）如何确保项目团队的高效协作？（4）如何降低数字化转型项目的成本？3. 请根据以下情景，设计一套针对该企业的数字化转型培训计划：情景：企业内部员工对数字化转型缺乏认识，对新技术应用存在抵触情绪。
培训计划应包括以下内容：（1）培训目标：使员工了解数字化转型的重要性，掌握新技术应用的基本技能。
（2）培训对象：企业全体员工，特别是业务流程、组织架构、信息技术等方面的相关人员。
（3）培训内容：数字化转型背景、重要性、实施策略、新技术应用、案例分析等。
（4）培训方式：线上线下相结合，包括讲座、研讨会、实操演练等。
（5）培训时间：分阶段进行，确保员工有足够的时间学习和实践。
4. 针对该企业的数字化转型项目，请从以下角度提出创新性建议：（1）业务模式创新：结合新技术，探索新的业务模式。
（2）管理创新：优化管理模式，提高管理效率。
（3）组织创新：调整组织架构，提升组织灵活性。
（4）技术创新：引进新技术，提升企业核心竞争力。
三、面试要求1. 分析问题：要求考生具备敏锐的洞察力，能够从多个角度分析问题，找出问题的本质。
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。
(完整版)矩阵练习(带答案详解)
6.设A二、判断题(每小题 2分，共12分)kk k1.设A 、B 均为n 阶方阵，则 (AB) A B (k 为正整数)。
..........................(x )2•设 A,B,C 为 n 阶方阵，若 ABC I ，则 C 1 B 1A 1。
........................... ( x ) 3. 设A 、B 为n 阶方阵，若 AB 不可逆，贝U A, B 都不可逆。
................. (x ) 4. 设A 、B 为n 阶方阵，且AB 0,其中A 0,则B 0。
............................ ( x ) 5•设 A 、B 、C 都是 n 阶矩阵，且 AB I ,CA I ，贝U B C 。
...................................... ( V )、填空题:1.若A , B 为同阶方阵，则 (A B)(A B) A 2 B 2的 充分必要条件2. 3. 4. 5.AB BA 。
若n 阶方阵A , B , C 满足ABC 设A = B 都是n 阶可逆矩阵，若 为n 阶单位矩阵,B ,则CAB 。
2B7.设矩阵-1,B, A T 为A 的转置, 1则 A T B =28. A 3B 为秩等于2 的三阶方阵，贝U AB 的秩等于_26. 若A是n阶对角矩阵，B为n阶矩阵，且AB AC，贝U B也是n阶对角矩阵。
••• ( x )7. 两个矩阵A与B，如果秩(A)等于秩(B),那么A与B等价。
.................... (x )8. 矩阵A的秩与它的转置矩阵A T的秩相等。
................................. (V )三、选择题(每小题3分,共12分)1. 设A为3 x 4矩阵，若矩阵A的秩为2,则矩阵3A T的秩等于(B )(A) 1 (B) 2 (C) 3 (D) 42. 假定A、B、C为n阶方阵，关于矩阵乘法，下述哪一个是错误的(C )(A) ABC A(BC) (B) kAB A( kB)(C)AB BA (D) C(A B) CA CB3.已知A、B为n阶方阵，则下列性质不正确的是( A )(A) AB BA (B) (AB)C A(BC)(C) (A B)C AC BC (D) C(A B) CA CB4.设PAQ I ，其中P、Q、A都是n阶方阵，则(D )(A) A 1P 1Q 1(B) A 1Q 1P 1(C) A 1PQ (D) A 1QP5. 设n阶方阵A，如果与所有的n阶方阵B都可以交换，即AB BA，那么A必定是(B )(A)可逆矩阵(B)数量矩阵(C)单位矩阵(D)反对称矩阵6. 两个n阶初等矩阵的乘积为( C )(A)初等矩阵(B)单位矩阵(C)可逆矩阵(D)不可逆矩阵7. 有矩阵A3 2 , B2 3 , C3 3，下列哪一个运算不可行(A )(A) AC (B) BC(C) ABC (D) AB C8.设A与B为矩阵且AC CB ,C为m n的矩阵，则A与B分别是什么矩阵(D )(A) n m m n (B) m n n m(C) n n mm (D) m m n n9. 设A 为n 阶可逆矩阵,则下列不正确的是 (B)2A 可逆(A ) A 0或 B 0(B) 代B 都不可逆13. 若A,B 都是n 阶方阵，且A,B 都可逆，则下述错误的是(14. A, B 为可逆矩阵，则下述不一定可逆的是(B ) A B(D ) BAB(A ) AB B (B ) AB BA(C )AA I(D )A 1 I16.设A,B 都是n 阶方阵，则下列结论正确的是(D )(A) 若A 和B 都是对称矩阵，则 AB 也是对称矩阵 (B) 若 A 0 且 B 0 ,则 AB 0(C) 若AB 是奇异矩阵，则 A 和B 都是奇异矩阵 (D) 若AB 是可逆矩阵，则 A 和B 都是可逆矩阵 17. 若A 与B 均为n 阶非零矩阵，且 AB 0,则(A )(A) A 1可逆 (B)I A 可逆10. A,B 均n 阶为方阵, F 面等式成立的是(A ) AB BA (B ) (A B)T A T B T(C ) (A B) 1A 1B 11(D ) (AB) A1B 111.设A,B 都是n 阶矩阵，且AB 0，则下列一定成立的是((C )代B 中至少有一个不可逆 (D ) A12.设A,B 是两个n 阶可逆方阵，则 AB T1等于T 1 T 1(A) A T B T(B) B T 1 A T 1(C ) B 1 T (A 1)T(D )A T 1(A ) A B 也可逆 (B ) AB 也可逆(C ) B 1也可逆(D )1B 1也可逆(C) 2A 可逆(D)(A) AB (C ) BA 15•设A, B 均为n 阶方阵，下列情况下能推出A 是单位矩阵的是实用标准文档(A) R(A) n(C ) R(A) 0(B ) R(A) n(D) R( B) 0四、解答题:1 1 11 2 31.给定矩阵A2 13 ，B2 2 1求B T A 及A 13443 4 3解：1 23 1 1 14 95B T A2 2 4 2 13 6 12 8 ............................ ..(53 133444 8 6分）1 0 1 解：1100 1 111 0 1 1 1 0 0 1 140 111 1 1 A- — — 2 2 2 5 1 12221 0 1 1 2.求解矩阵方程1 1 0 X 40 1 111 3 32 2 5(5分)1 1 1 1 1 1 3.求解矩阵方程XA B，其中A 02 2 , B 1 1 01 1 02 1 1解：因为 A 6 所以A 可逆（4分）0 10 1 0 0 1 4 34.求解下F 面矩f 阵方程中 卞的矩i 阵 X : 10 0 X 0 0 1 2 0 10 10 1 01 2 0解:0 11 0 01 4 3令A1 0 0 ,B0 0 1 7 C2 0 1，则 A,B 均可逆，且0 010 1 0120 1 01 0 0A 11 0 0 , B 10 0 10 0 10 1 02 1 1所以XA 1 CB 11 3 41 024 2 35.设矩 阵A1 1 0 ，求矩阵 B : ，使其满足矩阵方程 AB A 2B.1 12 3解: ABA 2B 即（A2I ）B A........ 2分21231 4 3而（A 12I ）1 1 0 1 53 .......3分12 11 64.（2 分）1-34-313 5-6••（41 4 3 42 3所以B (A 2I ) 1A 1 5 3 1 1 01 6 4 12 33 8 6=2 9 6 . ....3分2 12 9五、证明题1.若A是反对称阵，证明A是对称阵。
麦肯锡素材题库ppt
Text
Text
* 资料来源：
GBUTtem
39
Unit of measure
LINEAR B 3D
Text
Text Text
Text
* 资料来源：
GBUTtem
40
Unit of measure
LINEAR C 3D
Text
Text Text
* 资料来源：
GBUTtem
41
Unit of measure
CUBES1 3D
* 资料来源：
GBUTtem
32
Unit of measure
CUBES2 3D
* 资料来源：
GBUTtem
33
Unit of measure
CUBES3 3D
* Footnote 资料来源： Source:
*
GBUTtem
34
Unit of measure
CUTOUT 3D
FLOW 5
Header Text Header Text Header Text
* 资料来源：
GBUTtem
77
Unit of measure Header Text Text
FLOW 5 TITLE
Header Text Header Text Header Text Header Text
* 资料来源：
BOX
Text
Text
Text
* 资料来源：
GBUTtem
82
Unit of measure
BOX
Text
Text
Text
Text
* 资料来源：
GBUTtem
麦肯锡面试问题集合(37个基本问题+18个进阶问题)
McKinsey1st Round:1) We are back in the 80s, and Daewoo wants to enter the Italian market. They approachyou and say that they want to sell 100,000 cars after one year. What do you tell them?Its own productivity and the Capacity of the local market2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. It is experiencing profitability issues. What action would you recommend it takes?Compare the Cost/Profit index---Fixed Cost---Operating Cost---3) Our client is a retail brokerage. We have seen our customer base decline over the past 18 months. Why this happening is and what can we do about it?Why--- Market Change(New Suppliers, New Policies, New Products immerge)Competitors(New One/ Old one grew fast)Inside Operation(Strategy/Process/structure/system/人员流失……)4) The client owns mines that produce high and low grade ore and processes it into an alloy that is then sold as an additive to strengthen steel (sold directly to steel manufacturers). A new foreign competitor has shown up in the market and the company is losing profits. A general manager of one of the processing plants asks what he should do to maintain profits.Find our characters and position5) The past few years a Health Insurance Company has been growing at a rate of about 15%a year. This past year it only grew by 1%. Costs are rising 12% each year. What is the problem and what should the company do?6) Company X is a chemical manufacturer. They make a product that is very similar to Company Y’s product. Company X and Y are direct competitors in many geographic markets, but each also has unique areas in which the sales forces do not face direct competition. Company X buys Company Y. How do you integrate the sales forces?7) You are working for a Brazilian soda manufacturer that is experiencing declining profits over the last two years. Why is this occurring? [competition from generics] What is the size of the market for canned cola? What are the company's options for improving profitability? What are the possible effects of a change in the cola's price?8) Our client is a mid-Western HMO. They have 300 doctors and 300,000 subscribers. They handle mostly checkups and routine visits. The HMO outsources specific cases to local specialists. Over the last two years the HMO has seen their profits decrease. They've called us in to find out why.2nd Round1) A European iron mining company bought a piece of land in ffice:smarttags" />Australia with a high content of iron. Should they proceed with extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What doyou tell the CEO?3) A health and fitness center, a chain of gyms, like Bally's is considering building more tennis courts. The cost of the land development isgh occupancy rates averaged 80 percent. - charts given3) a music company is bringing out a cd for a new artist. how would you market and price, knowing that you''d like to charge a premium for the cd?final round (nov. 2002)1) you are consulting to the manufacturer of airplane engines (2 main engines: for wide body planes and narrow body planes ——> regional and low cost airlines, which are growing, use the narrow body planes). the client is considering entering the airplane leasing market, because one of its competitors (ge) is already there, and the client hypothesizes that ge''s presence in leasing helps its engine sales. what do you tell him?2) last year, lawsuits cost corporations $200 billion compared with $70 billion in 1990. how would you advise a roundtable of ceos to attack tort reform?3) the u.s. post office lost millions last year. how would you advise the new ceo to turn the post office around?4) we have been hired by a mexican company that has a dominant position in all of its markets but one: ketchup. although its ketchup sales have been increasing, its market share is stagnant (10%) and its profit margin remains below that of its competitors. what do you think might be happening? what would you suggest the client do in order to increase market share and profits?a small pharmaceutical research company is about to start clinical trials for a new and promising molecule. the trial process has three phases, with different associated costs and probabilities of success:costs (million) pr. success- phase 1 $10 .40- phase 2 $5 .2- phase 3 $80 .105if the process is successful and the new drug is introduced in the market, it would generate total income flows of $300 million.+ draw a graph showing the income stream for the next ten years (assume that full adoption is reached in year 7)+ the pharmaceutical company is looking for a buyer. how much should it ask for?booz1st round1) our client is a magazine publisher. they are considering a new pricing program where the price for subscriptions would increase every year. evaluate how such a decision would impact their business. would you advise they do it?bain1st round (nov. 2003)1) our client is apple publishing, the largest publisher of children’s fiction in the industry. seven years ago the ceo became concerned that childhood literacy rates were low and decided to make a difference. he entered the telemetry textbook market. he thinks they are the best now, but hasn’t been rewarded. seven years later he has 70 million dollars in sales and 20 million dollars inlosses. they are less than 5% of the market, but the ceo wants to stay in the market, how can he do it?2) our client produces 2-inch wrenches. they sell to home depot and also toauto-mechanics directly. if you were a store manager at home depot, how many varieties of wrenches would you display to sell and at what price points? how are the home depot wrench buyers different from the auto mechanics? if you wanted to provide discounts to the auto mechanics, which of them would you target and why? what information would you want from them first?3) university town has a population of 40,000 students. currently there are nine restaurants. you''re client is thinking about opening up the tenth. is this a good idea and should she open up a fast food or a specialty restaurant?4) a major airline is thinking about going head to head with the discount airlines by offering "cheap" fares. does this make sense? estimate the size of the european "discount" airline market.5) your client sells coffee on the five japanese bullet trains (high speed trains). estimate the size of the market. how would you advise them to increase sales?6) our client, a private equity firm, is considering an investment in a manufacturer of digital inkjet printers (printing large billboards). the manufacturer wants to enter the screen printing market (printing signs and point-of purchase posters, e.g. for supermarket sales). how big is the screen printing market? which particular segment is the most attractive?7) estimate the market size of printers in hong kong. a u.s.-based pc manufacturer now wants to get into the printer market. assess the opportunity.8) we have been hired by a global wealth management company that has 2 divisions: asset management and private banking. our asset management profits have been decreasing, and our private banking profits have been increasing. we need to help our client determine strategy to increase all his profits.9) we have been hired by the board of a company that is loosing money. the board has asked us to determine whether any of this loss can be attributed to the leer jet that the management team uses.10) we have been hired by a company that has just finished making the millennium eye,a large ferris wheel that will be placed in the middle of london. our client wants to know how big the market is and how much we should charge per ticket.a.t. kearney1st round (oct. 2003)1) the cfo of a top 3 retailer wants you to evaluate the viability of developing exclusive contracts with distributors. the three questions you should address are:1. pro''s and con''s of pursuing exclusive contracts2. identify the categories that should be explored for exclusive contracts3. how would you operationalize these contracts?2) case setup (facts offered by interviewer):your client is a u.s. basedq oil refinery. the refinery has a single location and is a small to medium-sized refinery. your client, although profitable, believes it is lagging behind the competition and could improve. you are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom line.you have been assigned to work with the maintenance division. the maintenance depa rtment’s primary objective is to prevent equipment failure and to repair equipment when it does fail. understanding of its organization is important. it consists of three primary areas: nine assets areas, one central maintenance area and one group of contractors. the first two areas are employees of the client, the third an external source of labor. an asset is a physical area of the plant that contains various pieces of equipment (pumps, heat exchangers, etc.). there are nine assets. each asset has a maintenance supervisor who is responsible for all maintenance to be performed in his/her asset. working for the maintenance supervisor in each asset is, on average, eleven “craftsmen”. the craftsmen are the actual workers that perform the maintenance. the craftsmen are unionized and divide into twelve different craft designations (e.g. electricians, pipefitters, welders, etc.). each craft designation has a defined set of skills they are qualified to perform. they are not allowed to perform skills outside of their defined craft, or help in the performance of activities involving skills beyond their craft. collectively the twelve different crafts can perform any maintenance job that might arise at the refinery. the maintenance supervisor and his/her assigned craftsmen are “hardwired” to their asset. that is, they work only on equipment in their given asset.central maintenance is a centralized pool of maintenance supervisors and craftsmen, who are dispatched to support the different assets during times of high workload. they are employees of your client and fit the description contained in the above asset explanation. the only difference is that they may work in any of the different assets as determined by workload. there are a total of 11 maintenance supervisors and 100 craftsmen that comprise central maintenancecontractors are a group of outside supervisors and craftsmen who support your client during times of high workload. they also are capable of performing any maintenance job that may arise, but differ f rom your client’s craftsmen in that they divide the collective skills required into five designations rather than twelve. thus, the craftsmen of the contractor are capable of performing a broader set of skills. they, like your client’s craftsmen, don’t per form skills outside of their defined craft but do allow different craft designations to help each other. there are an average of 7 contractor maintenance supervisors and 140 contractor craftsmen at the refinery on any given day.question:whatq opportunities exist to increase profits?what recommendations can you make to capture savings related to the identified opportunities? what is the cost savings associated with your recommendations?suggested solutions:the first question involves identifying opportunities to improve profits. the candidate must start with either revenues or costs. although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. thus, it is more appropriate to focus on costs and cost reduction. the following questions will help the candidate gain insight into cost reduction opportunities.how does the maintenance department track its costs?if the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. the candidate would be steered toward labor costs and given the following tables regarding maintenance labor costs forthe past year.to support understanding of the following tables, turnaround work is long term preventive maintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years. all other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fits into the category of daily workcraftsmen daily work turnaround totalclient $ 8mm $ 2mm $ 10mmcontractor $ 5mm $ 9mm $ 14mmtotal $ 13mm $ 11mm $ 24mmsupervisor totalclient $ 1mmcontractor $ 0.5mmtotal $ 1.5mmsince the craftsmen table represents a larger dollar amount than the supervisor table, it is logical to pursue cost savings opportunities in this area first.what is the utilization of craftsmen in the assets?in central maintenance?and for contractors?assume each area is utilized 100% of the time, 50 weeks per year, 40 hours per week.how does the labor cost of craftsmen ($24mm) on a refinery-sized basis (i.e., $cost / per barrel of crude oil processed) compare with industry averages?consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.this is an important question to determine if there is a problem with costs (don’t assume there is, the client may be performing better than industry average!)is there any particular reason why turnaround work is so heavily skewed toward contractors? turnaround work tends to be more cyclical. an external workforce is used to absorb some of this additional work. keep in mind that both client and contractor craftsmen are capable of performing any maintenance job at the plant.after further analysis of the tables the key fact that should become appear odd is the large difference in the cost per unit of labor between your client’s craftsmen and the outside contractor’s craftsmen. often candidates will ask for the hourly wage rates of these two groups. there is sufficient data to calculate these numbers. the calculation is:annual cost of client craftsmen = $10mm/ (11 craftsmen/asset x 9 assets + 100 craftsmen in central maintenance) = $50,000 / yearannual cost of contractor craftsmen = $ 14 mm/ 140 contractor craftsmen = $100,000 / year again, this difference should provoke a series of questions to understand the difference.is there any difference in the work performed by the client and contractor craftsmen?no, other than the different levels of turnaround work vs. daily work performed as noted in the previous table. both groups are capable of doing any job with roughly equal levels of quality.is there any difference in efficiency between the two groups of craftsmen?the candidate would at this point be asked how they would measure this.after reaching an understanding of the difficulty involved in measuring the efficiency of aworkforce (especially a unionized workforce), the candidate would be told that through a series of interviews with maintenance supervisors, there is a consensus that contractor craftsmen are roughly twice as productive as client craftsmen.this is a critical point in the case. the candidate must recognize that in the present environment the client is largely indifferent about units of labor. you can have a client worker who is half as efficient or a contractor worker who is twice as expensive. the key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.what is cau sing the inefficiencies associated with the client’s labor?again, the candidate would be encouraged to offer their own ideas.after some discussion the candidate would be told that many of the maintenance supervisors complain endlessly about restrictions placed on them by the existing union labor contract and the tightness of craft designations.the interviewer would probe to ensure the candidate understands why the present craft designation creates the inefficiencies. essentially work is too finely divided. it makes planning and supervision extremely cumbersome. as an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed to support other craft designations.is it possible to change the existing union contract?the present labor contract is a three year contract that is due to be renegotiated/renewed in six months.will the union resist changes to the existing contract?indeed!!at this point, the candidate should recognize a major (albeit difficult) opportunity to reduce labor costs. the client would essentially like to have its own employees look and function like its contractors, but continue to get paid at present rates. in reality, management will need to make wage concessions in order to change present work practices. however, through planned negotiations a scenario can be created which presents a favorable opportunity for your client to begin to replace outside contractors with its own craftsmen.there are several ways to address the third question of the case, the actual savings that might be achieved. one quick method is to assume that these changes would bring maintenance costs back in line with industry average. utilizing the cost benchmark mentioned earlier, one could assume costs could be reduced to $24mm/1.20 = $20mm, a $4mm savings.a second, and more detailed, method would be to take the extreme scenario where the client’s craftsmen is paid its present rate, but is made as efficient as the contr actor’s craftsmen. in this case, you begin with the present level of 200 client craftsmen who are functioning as 100 equivalent contractor craftsmen (they’re one-half as efficient). by improving their efficiency, you are effectively “creating” 100 equivale nt contractors. thus, you are immediately able to replace 100 contractors and save $10mm. this could be taken one step further by assuming you would want to replace all contractors. this would save an additional $2.5mm ($4mm existing contractor expense - $2mm required to hire additional client craftsmen + $0.5mm in contractor supervisors). as noted earlier, in reality, this approach would require wage concessions to the union, so actual savings may be something significantly less.key takeaways:this case requires the candidate to quickly digest a large amount of organizational issues and then quickly check some ratios to uncover the basic problem (the client workforce is inefficient). creativity must then be used to structure a recommendation that would create a more favorable situation for the client. as in other cases, acceptable solutions need not follow the exact method above nor cover all of the above points.mercer1st round1) a new england telephone company is thinking of entering the home security market. what is the potential market size and what would you recommend they do?2) if i gave you $10 million dollars to invest in any one business, which would it be?3) should kraft foods expand and incorporate ice cream into their product mix? if yes, how should they enter this market?4) you are starting a new business, a gourmet coffee shop. the shop is located next to a train station. you''re building the business with the hope of selling it within two years. what is your strategy?5) how big is the market for window display marketing books?2nd round(nov 2004)：we have been hired by a client to help her evaluate his product mix and determine the best one going forward. refer to graphs.。
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。
麦肯锡培训资料---解决问题的基本方法七步成诗1
好 天 气
15
TRPA000615TP-RC(97)
推 论 式 的 逻 辑 树 举 例 ?公 共 图 书 馆
为 绩 不 动 变 延 时 有 改 ？ 通 地 籍 否 绩 使 有 方 改 ？ 什 变 采 能 ？ 长 间 重 善 么 差 取 否 开 能 要 机 业 ？ 行 改 馆 否 的 会 图 改 图 图 图 书 变 书 书 书 馆 吗 馆 馆 馆 书 ？ 员 的 的 刊 材 料 的 收 集 工 作 有 工 有 改 变 吗 ？ 布 置 改 变 了 吗 ？ 借 阅 程 序 有 改 变 吗 ？
其 他 方 面 ： 问 题 的 背 景 情 况
1.决 1.决 策 者
•哪 些 是 你 的 听 众 ？
4.成 4.成 功 的 标 准
•决 策 者 如 何 判 断 是 否 成
功 地 解 决 了 问 题 ？ •他 /她 所 关 心 的 是 什 么 ？
2.影 响 决 策 者 的 主 要 因 素 2.影
•哪 些 是 他 们 比 较 关 心 的 问 题
？ •你 如 何 解 决 互 相 冲 突 的 问 题 ？
5.主 要 衡 量 标 准 5.主
•哪 些 是 衡 量 成 功 的 主 要
变 数 ？
3.解 3.解 决 问 题 的 时 间
•多 快 需 要 找 出 解 答 ？
6.所 6.所 需 的 准 确 度
•需 要 何 种 准 确 度 ？
8
TRPA000615TP-RC(97)
讲 述 来 龙 去 脉 ：在 沟 通 文 件 中 将 数 据 及 论 证 联 系 起 来
一 周 解 答 然 后 再 来
10
20
30
40
50
4
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。
矩阵分析 考前例题和作业题
于是有
AP = A ⎡ ⎣ X1 , X 2 , X 3 ⎤ ⎦=⎡ ⎣ AX1 , AX 2 , AX 3 ⎤ ⎦ ⎡ −1 0 0 ⎤ ⎢ ⎥ = PJ = ⎡ ⎣ X1 , X 2 , X 3 ⎤ ⎦ ⎢ 0 −1 1 ⎥ ⎢ ⎣ 0 0 −1⎥ ⎦ =⎡ ⎣− X1 , − X 2 , X 2 − X 3 ⎤ ⎦
E + U ≠ 0, 否则-1就是 U 的特征根，与已知矛盾。 矩阵 E + U 满秩。 ( E + U )( E − U ) H H −1 H W = −i( E + U ) ( E − U ) = ( E − U )( E + U ) H −1 −1 H = −i( E + U ) U U ( E − U )
再由第三个方程解出一个特解 再由第 个方程解出 个特解 为 那么所求相似变换矩阵为
T
X 3 = [1, 1 0 0, 0]
T
⎡0 4 1⎤ P = [ X 1 , X 2 , X 3 ] = ⎢1 3 0⎥ ⎢ ⎥ ⎢ ⎣ 0 −2 0 ⎥ ⎦
3 5(2) 3-5(2)
A 是正规矩阵，求酉矩阵 是正规矩阵 求酉矩阵U 使得 U AU 为对角矩阵.
⎡a 1 ⎤ ⎥ ⎢ a ⎥ 与 B=⎢ 1⎥ ⎢ ⎥ ⎢ a⎦ ⎣ε
ε ≠0
⎤ ⎥ ⎥ 1⎥ ⎥ a⎦
n Dn−1 (λ ) = 1, Dn (λ ) = (λ − a ) n Dn−1 (λ ) = 1, Dn (λ ) ≠ (λ − a )
2 7(4) 求方阵 2-7(4)
⎡3 0 8⎤ A = ⎢ 3 −1 6 ⎥ ⎢ ⎥ ⎢ ⎣ −2 0 −5⎥ ⎦
故 A 的初等因子为
λ + 1,( ( λ + 1) )
麦肯锡7s模型问卷
麦肯锡7S模型问卷战略-战略执行1、我清楚地知道公司的战略方向A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、区域制定了详细地战略实施计划A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、我和同级同事都了解各自在实施战略过程中的角色和责任A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、与我工作相关部门的工作目标支持我的战略任务实现A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、公司战略使我们的工作重点更加明确A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、我认同公司的战略方向A.非常同意B.比较同意C.中立D.比较不同意E非常不同意8、为了实现公司战略，我和同级同事在工作中投入全部力量A.非常同意B.比较同意C.中立D.比较不同意E非常不同意战略-战略制定1、你认为公司目前的发展战略明确A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、未来3-5年我们的业务能快速增长A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、根据战略拟定资金使用计划、销售计划、用人计划等A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、你清晰知道本项目的定位A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、本项目对所处环境的机会的认识清晰A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、本项目对自身的优势的认识清晰A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、决策层检讨项目经营战略非常频繁A.非常同意B.比较同意C.中立D.比较不同意E非常不同意8、你认为项目目前的定位明确A.非常同意B.比较同意C.中立D.比较不同意E非常不同意9、公司战略将使我们项目高度获利，取得满意的投资回报率A.非常同意B.比较同意C.中立D.比较不同意E非常不同意10、企业的核心能力有竞争力A.非常同意B.比较同意C.中立D.比较不同意E非常不同意11、公司战略将提升我们的竞争优势A.非常同意B.比较同意C.中立D.比较不同意E非常不同意12、公司战略将提升我们产品（在价格或者品质等方面）的竞争力A.非常同意B.比较同意C.中立D.比较不同意E非常不同意13、公司战略将使我们的服务做得更好A.非常同意B.比较同意C.中立D.比较不同意E非常不同意14、公司战略将使我们的品牌形象和知名度胜过主要竞争对手A.非常同意B.比较同意C.中立D.比较不同意E非常不同意战略-战略指标1、环境对本项目的三个主要威胁是什么开放式回答2、公司明确了实现新战略所需的人才的质量标准和数量A.非常同意B.比较同意C.中立D.比较不同意E非常不同意战略-战略认同1、公司清楚了解执行新战略所需要的核心价值观和行为准则A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、你认为目前公司的发展战略需要做出调整A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、公司有清晰的核心价值观和行为准则A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、我认同公司的核心价值观和行为准则A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、公司高管的言行与核心价值观和行为准则一致A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、履行工作职责时，员工遵循公司的核心价值观和行为准则A.非常同意B.比较同意C.中立D.比较不同意E非常不同意人员-高管胜任评价1、我们的项目营销负责人具备有效执行工作职责的能力A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、项目营销负责人做到正直诚实A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、项目营销负责人与员工坦诚沟通A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、项目营销负责人投入的时间和资源发展组织和人才A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、项目营销负责人能够作出正确的决策A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、项目营销负责人善于学习，并从错误中吸取教训A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、项目营销负责人是哪种管理风格A.专制型，要求下属立即服从B.领跑型，期待下属表现优异，并能进行自我指导C.权威型，号召员工为愿景目标而奋斗D.亲和型，建立情感纽带，创造和谐关系E民主型，鼓励下属的参与来达成共识F.辅导型，培养面向未来的员工8、适应你项目营销负责人的管理风格A.非常同意B.比较同意C.中立D.比较不同意E非常不同意9、你认为项目营销负责人的管理方式需要在哪方面作出改善（限选3项）A.更多和蔼态度，改善火爆脾气B.倾听更多来自下属的意见C.更多的激励下属，而非批评下属D.更多的明确指令，而非含糊其辞E给予下属更多细致的指导和辅导F.更多的身体力行，发挥带头作用G.更多的冷静分析，而非感情用事H.其他（需要填写）10、项目营销负责人在做决策的时候更多依靠A.数据统计B.自身经验C.随机应变D.咨询其他人E不清楚11、项目营销负责人的决策速度A.当场决定B.及时决策C.犹豫不决D.拖拖拉拉E朝令夕改F.不清楚12、你认为项目营销负责人带团队时关注哪几个方面A.强化标准B.团队合作C.关注过程D.注重结果E其他（需要填写）人员-一线和中层胜任评价1、我们的一线（组长/主管/销支项目统筹）和中层管理者（经理）具备有效执行工作职责的能力A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、一线（组长/主管/销支项目统筹）和中层管理者（经理）做到正直诚实A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、一线（组长/主管/销支项目统筹）和中层管理者（经理）与员工坦诚沟通A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、一线（组长/主管/销支项目统筹）和中层管理者（经理）善于学习，并从错误中吸取教训A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、一线（组长/主管/销支项目统筹）和中层管理者（经理）能够作出正确的决策A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、我们的非管理岗位员工具备有效执行工作职责的能力A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、一线（组长/主管/销支项目统筹）和中层管理者（经理）投入时间和资源用于发展组织和人才A.非常同意B.比较同意C.中立D.比较不同意E非常不同意人员-培训能力和招聘能力1、公司能吸引和招聘合适的人才A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、公司知道什么能够吸引人才，并且能向人才说明公司的优点A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、公司有清晰的人才能力标准A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、公司有合适的人才招聘渠道A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、公司有基于人才能力标准的招聘流程A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、参与招聘的人接受过正式的招聘技能培训A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、公司使用专业的招聘工具A.非常同意B.比较同意C.中立D.比较不同意E非常不同意人员-人才培养1、公司提供给员工充分的培训使他们把工作做得更好A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、上司为下属制定发展计划A.非常同意B.比较同意C.中立D.比较不同意E非常不同意人员-员工满意度1、公司能够留住优秀人才A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、员工在公司受到尊重和关心A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、员工在公司有个人成长空间A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、相对于其他公司同类岗位的薪酬而言，员工的薪酬是合理的A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、你目前所在的岗位，人才流失情况严重A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、结合目前的岗位，你认为哪些因素是导致人才流失的主要原因A.员工长期无法实现其职业生涯目标B.员工与公司的价值观不统一C.缺乏晋升通道D.薪酬制度不合理E缺乏良好的工作氛围人员-员工素质1、公司以公平的方式快速处理绩效差的员工A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、你认为自身能力在哪些方面需要改善A.沟通协作B.创新突破C.逻辑思考D.自我学习E成就动机人员-绩效考核管理1、公司实施正式的业绩/绩效目标设定、回顾和评估流程A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、上司和下属一同讨论，就业绩/绩效目标达成一致A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、上司为下属制定的业绩/绩效目标具有挑战性A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、上司为下属制定的业绩/绩效目标是有可能达成的A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、上司和下属定期进行业绩/绩效回顾A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、当业绩/绩效不理想时，上司会进行辅导，采取改善行动A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、根据业绩/绩效目标实际达成情况来评估A.非常同意B.比较同意C.中立D.比较不同意E非常不同意8、我看到业绩/绩效结果与晋升和奖励有明确的关联A.非常同意B.比较同意C.中立D.比较不同意E非常不同意9、业绩/绩效好的员工收入明显高于业绩/绩效差的同岗位员工A.非常同意B.比较同意C.中立D.比较不同意E非常不同意人员-组织结构2、组织架构设计符合战略执行要求A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、合适的人放在合适的岗位上A.非常同意B.比较同意C.中立D.比较不同意E非常不同意共享价值观-团队意识1、公司各个部门之间能有效沟通协作A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、公司鼓励部门合作及员工合作，交换意见、共享资源A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、公司设定的业绩/绩效指标鼓励部门及员工之间的相互协同和支持A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、我/我的部门/小组能得到他人/其他部门/小组的支持A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、我/我的部门/小组能支持他人/其他部门/小组A.非常同意B.比较同意C.中立D.比较不同意E非常不同意共享价值观-授权赋能1、上司能作出适当的授权，确保快速回应客户A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、员工被赋予必要的决策权利共享价值观-企业文化1、公司有明确的企业文化A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、“说到做到，使命必达”是公司的核心价值观吗？A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、目前在价值观和文化宣传上已经达到理想效果A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、你认为公司在企业文化的哪个方面需要加强A.给予员工荣誉感B.实现员工成就感C.增强员工归属感D.激发员工使命感E增强员工责任感 F.不清楚共享价值观-理想承诺1、最近三年，你认为对公司发展最重要的三件事是什么？开放式回答2、最令你难忘的一件事是什么？开放式回答3、你最感动的一件事是什么？开放式回答4、你认为对项目贡献最大的三个人是谁？（区域平台的填写对象为整个区域）开放式回答5、他们最宝贵的精神是什么？开放式回答6、他们对你最大的启发是什么？开放式回答7、你认为公司发展必须具备什么样的精神（理念）？开放式回答8、公司有什么样使命/目标能使你觉得你的工作重要？开放式回答系统制度-体系构建1、你认为公司管理制度健全系统制度-内部控制1、你认为单位的管理制度能得到严格执行A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、在日常管理中，上下级间的指令和汇报经常存在越级现象A.非常同意B.比较同意C.中立D.比较不同意E非常不同意系统制度-单位安排工作是否有序1、安排工作有序A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、部门间存在推诿或扯皮现象A.非常同意B.比较同意C.中立D.比较不同意E非常不同意3、公司对待员工公平A.非常同意B.比较同意C.中立D.比较不同意E非常不同意4、在需要相关部门合作的事务中，各部门间的责任界定清晰A.非常同意B.比较同意C.中立D.比较不同意E非常不同意5、公司内部处理日常事务有序A.非常同意B.比较同意C.中立D.比较不同意E非常不同意6、在与你相关的工作中，能充分行使建议权A.非常同意B.比较同意C.中立D.比较不同意E非常不同意7、高层领导难以形成统一意见A.非常同意B.比较同意C.中立D.比较不同意E非常不同意8、你能及时了解到公司和本部门相关的经营信息A.非常同意B.比较同意C.中立D.比较不同意E非常不同意技能-职业培训1、你在从事本岗位前接受过相关专业技能的培养A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、接受过本岗位理论性知识教育A.非常同意B.比较同意C.中立D.比较不同意E非常不同意技能-业务精通1、现阶段自己的技能和知识满足本岗位的需求A.非常同意B.比较同意C.中立D.比较不同意E非常不同意2、能准确而有效地进行书面及口头表达A.非常同意B.比较同意C.中立D.比较不同意E非常不同意技能-开放学习1、能主动有效地学习新知识或新技能A.非常同意B.比较同意C.中立D.比较不同意E非常不同意技能-责任担当1、能积极主动地完成各项任务A.非常同意B.比较同意C.中立D.比较不同意E非常不同意风格-团队协作1、我认为我能为团队做出的贡献是：A、我能很快地发现并把握住新的机遇。
矩阵的测试题及答案
矩阵的测试题及答案一、选择题1. 矩阵A和矩阵B相乘，结果为矩阵C，若矩阵A是3x2矩阵，矩阵B是2x4矩阵，矩阵C的维度是：A. 3x2B. 3x4C. 2x4D. 4x3答案：B2. 下列矩阵中，哪一个是可逆矩阵？A. [1 0; 0 0]B. [1 2; 3 4]C. [2 0; 0 2]D. [0 1; 1 0]答案：C3. 矩阵的转置操作会改变矩阵的：A. 行数B. 列数C. 行列式D. 秩答案：B二、填空题4. 若矩阵A的行列式为3，矩阵B是A的伴随矩阵，则矩阵B的行列式为______。
答案：95. 对于任意矩阵A，其逆矩阵A^-1与A的乘积结果是______。
答案：单位矩阵I三、简答题6. 解释什么是矩阵的特征值和特征向量，并给出一个3x3矩阵的特征值和特征向量的计算方法。
答案：矩阵的特征值是指能使得线性方程组(A - λI)v = 0有非零解的标量λ，其中A是给定的矩阵，I是单位矩阵，v是非零向量，称为对应于特征值λ的特征向量。
对于一个3x3矩阵A，计算其特征值通常需要求解特征多项式det(A - λI) = 0，得到特征值λ后，将λ代入(A - λI)v = 0，求解线性方程组得到特征向量v。
四、计算题7. 给定两个矩阵A和B，其中A = [1 2; 3 4]，B = [5 6; 7 8]，计算矩阵A和B的和以及A和B的乘积。
答案：矩阵A和B的和为 [6 8; 10 12]，矩阵A和B的乘积为[19 22; 43 50]。
8. 若矩阵C = [1 0; 0 1]，求矩阵C的100次幂。
答案：矩阵C的100次幂仍然是 [1 0; 0 1]，因为C是单位矩阵，其任何次幂都是其自身。
五、论述题9. 讨论矩阵的秩在解决线性方程组中的应用，并举例说明。
答案：矩阵的秩是指矩阵中线性独立行或列的最大数目。
在线性方程组中，系数矩阵的秩可以用来判断方程组的解的情况。
如果系数矩阵的秩等于增广矩阵的秩且等于未知数的数量，则方程组有唯一解；如果系数矩阵的秩小于增广矩阵的秩，则方程组无解；如果系数矩阵的秩大于增广矩阵的秩，则方程组有无穷多解。
矩阵期末练习题及答案
矩阵期末练习题及答案例1若A 是对称矩阵，则A T -A=______。
答案：0例2若矩阵A 可逆，则（A T ）-1=____.答案：（A -1）T例3设A ，B 均为方阵，若AB =I ，则A -1=_____,B -1=______.答案：B ，A例2 矩阵A=⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-100020100，则A -1=（ ）。
答案：⎢⎢⎢⎣⎡001 0210 ⎥⎥⎥⎦⎤-100 例3、 设A 、B 均为方阵，则下列结论正确的是（ ）。
A ．（AB ）T =A T B TB ．AA T =A T AC ．若A T =A ，则（A 2）T =A 2D ．若A T =A ，B T =B ，则（AB ）T =AB 。
答案：（C ）。
例4、 设A 是三角形矩阵，若主对角线上元素（ ），则A 可逆。
A ．全部为0B ．可以有零元素C ．不全为0D ．全不为0答案：（D ）例5、设A=⎢⎢⎢⎣⎡-342 ⎥⎥⎥⎦⎤-101，B=⎢⎣⎡-87 ⎥⎦⎤-109，求A.B 。
解：A.B=⎢⎢⎢⎣⎡-342 ⎥⎥⎥⎦⎤-101⎢⎣⎡-87 ⎥⎦⎤-109=⎢⎢⎢⎣⎡-132822 ⎥⎥⎥⎦⎤--173628例6、设A=⎢⎢⎢⎣⎡321 422 ⎥⎥⎥⎦⎤313，求A -1。
解：（AE ）=⎢⎢⎢⎣⎡321 422 313 001 010 ⎥⎥⎥⎦⎤100→⎢⎢⎢⎣⎡001 222-- 653-- 321-- 010 ⎥⎥⎥⎦⎤100→⎢⎢⎢⎣⎡001 022- 153-- 121-- 110- ⎥⎥⎥⎦⎤100→⎢⎢⎢⎣⎡001 022 153 121 110-⎥⎥⎥⎦⎤-100→⎢⎢⎢⎣⎡001 022 100 132-- 163-- ⎥⎥⎥⎦⎤-153→⎢⎢⎢⎣⎡001 020 100 131- 163- ⎥⎥⎥⎦⎤--152→⎢⎢⎢⎣⎡001 010 100 1231- 133- ⎥⎥⎥⎥⎦⎤--1252 ∴A -1=⎢⎢⎢⎣⎡1231- 133- ⎥⎥⎥⎥⎦⎤--1252例7．设矩阵 ⎥⎦⎤⎢⎣⎡-=021201A ，⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=200010212B ，⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--=242216C ，计算C BA -T . 解 C BA -T =⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡200010212⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-022011⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--+242216 =⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-042006⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--+242216 =⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡200210例8．设矩阵⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=321221211A ，求1-A ． ．解 因为⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--→⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=1010110011010001211100321010221001211)(I A ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--→110100011010001211⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡---→110100*********011⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡---→110100*********001 所以，矩阵⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡---=-1100112121A ． 例9．设矩阵⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-=143102010A ，⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=100010001I ，求1)(-+A I ． 解 因为 ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-=+243112011A I ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡----→⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡-103210012110001011100243010112001011 ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡--→115100012110001011⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡---→115100127010001011 ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡----→115100127010126001所以 ⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡----=+-115127126)(1A I 例10、解矩阵方程⎥⎦⎤⎢⎣⎡-=⎥⎦⎤⎢⎣⎡--214332X . 解 因为⎥⎦⎤⎢⎣⎡--10430132⎥⎦⎤⎢⎣⎡→10431111 ⎥⎦⎤⎢⎣⎡--→23101111⎥⎦⎤⎢⎣⎡--→23103401 即 ⎥⎦⎤⎢⎣⎡--=⎥⎦⎤⎢⎣⎡---233443321 所以，X =⎥⎦⎤⎢⎣⎡-⎥⎦⎤⎢⎣⎡--212334=⎥⎦⎤⎢⎣⎡-12例8、证明：若A 2=I ，且AA T =I ，则A 为对称矩阵。
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。
矩阵理论历年试题汇总及答案
矩阵理论历年试题汇总及答案矩阵理论是线性代数中的一个重要分支，它涉及到矩阵的运算、性质以及矩阵在不同领域中的应用。
历年来的矩阵理论试题通常包括矩阵的基本运算、矩阵的特征值和特征向量、矩阵的分解等重要概念。
以下是对矩阵理论历年试题的汇总及答案解析。
矩阵的基本运算试题1：给定两个矩阵 \( A \) 和 \( B \)，其中 \( A =\begin{bmatrix} 1 & 2 \\ 3 & 4 \end{bmatrix} \)，\( B =\begin{bmatrix} 5 & 6 \\ 7 & 8 \end{bmatrix} \)，求 \( A + B \) 和 \( AB \)。
答案：首先计算矩阵的加法 \( A + B \)，根据矩阵加法的定义，对应元素相加，得到 \( A + B = \begin{bmatrix} 6 & 8 \\ 10 & 12 \end{bmatrix} \)。
接着计算矩阵乘法 \( AB \)，根据矩阵乘法的定义，得到 \( AB = \begin{bmatrix} 1\cdot5 + 2\cdot7 & 1\cdot6 + 2\cdot8 \\ 3\cdot5 + 4\cdot7 & 3\cdot6 + 4\cdot8\end{bmatrix} = \begin{bmatrix} 19 & 22 \\ 43 & 50\end{bmatrix} \)。
特征值和特征向量试题2：已知矩阵 \( C = \begin{bmatrix} 4 & -2 \\ 1 & -1\end{bmatrix} \)，求 \( C \) 的特征值和对应的特征向量。
答案：首先求特征值，我们需要解方程 \( \det(C - \lambda I) = 0 \)，其中 \( I \) 是单位矩阵。
计算得到 \( \det(\begin{bmatrix}4-\lambda & -2 \\ 1 & -1-\lambda \end{bmatrix}) = (4-\lambda)(-1-\lambda) - (-2)(1) = \lambda^2 - 3\lambda - 2 \)。
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。
经济管理基础测试题库含答案
经济管理基础测试题库含答案1、生产要素的价格等于()A、要素的边际成本B、边际产品收益C、边际产值D、依具体情况而定答案：B2、不随产量变动而变动的成本称为:()A、平均成本B、固定成本C、长期成本D、总成本答案：B3、工资率上升有收入效应和替代效应，如果工资率一直增长到使收入效应起主要作用，则劳动供给曲线()A、向上倾斜B、垂直C、向下倾斜D、向后弯曲答案：D4、()将人的需要按重要性和需要的先后次序即由低级向高级划分为：生理的需要、安全的需要、社交的需要、尊重的需要、自我实现的需要5级。
A、麦格雷戈的X理论和Y理论B、赫茨伯格的双因素理论C、麦克利兰的需求理论D、马斯洛的需要层次理论答案：D5、养蜂者的工作会对果园生产产生()A、生产的外部经济B、消费的外部经济C、生产的外部不经济D、消费的外部不经济答案：A6、经济学家把消费者愿意为某种商品或劳务支付的价格与他实际购买该商品或劳务时实际支付的价格之间的差额，称之为()。
A、消费者均衡B、消费者剩余C、消费者偏好D、消费者约束答案：B7、已知某商品的0<Ed<1，若该商品降价会使厂商收益( )。
A、减少B、增加C、不变D、不确定答案：A8、波士顿矩阵图法中，( )类经营领域，产品生产所需投资高，但销售收入低，这可能是企业刚刚开发的很有前途的经营领域。
A、“Ⅰ金牛”类经营领域B、“Ⅱ明星”经营领域C、“Ⅲ幼童”类经营领域D、“IV瘦狗”类经营领域答案：C9、市场不能提供纯粹的公共物品是因为()。
A、公共物品不具有排他性B、公共物品不具有竞争性C、消费者都想“免费乘车”D、以上三种情况都是答案：D10、当汽油的价格上升时，对小汽车的需求量将()。
A、减少B、不变C、增加D、不确定答案：A11、()是管理者实施领导的基本形式，也是最常见的领导行为。
A、命令B、批示C、指挥D、示范12、某人的吸烟行为属()。
A、生产的外部经济B、消费的外部经济C、生产的外部不经济D、消费的外部不经济答案：D13、等成本线平行往外移动表明:()A、产量提高了B、成本增加了C、生产要素的价格按相同比例提高了D、生产要素的价格按不同比例提高了答案：B14、供给曲线是一条向（ )倾斜的曲线。
企业管理概论第七章经典试题
1．按照麦肯锡的战略环境矩阵分析法，如果一个企业要对某个行业进行重点投资，则该行业应该落在（)A．野猫区 B.明星区C．金牛区D。
瘦狗区2．某通讯产品制造商的A品牌手机在非智能手机市场上具有很强的竞争优势，但是，随着智能手机市场的日趋扩大，非智能手机经营领域的战略吸引力在迅速下降。
根据麦肯锡矩阵分析法，目前A品牌手机在该矩阵中位于A．现金牛区B．明星区C．野猫区D．瘦狗区企业外部环境分析中竞争状况研究范围的是【A 】3．以下不属于．．．7-175/176A．对用户和消费者产品需求趋势的分析B。
对竞争对手资金、技术、生产规模、技术水平等状况的调查分析C．对竞争对手新产品动向的调查分析D.对潜在竞争对手的调查分析4．某润肤露生产企业分别针对儿童市场、青年男性市场、青年女性市场进行调查，希望发现市场缝隙,寻找到新的目标市场。
该企业所进行的这项调查工作属于（）A．企业细分市场调查和分析B．企业总体市场调查和分析C．潜在市场调查D．竞争对手竞争能力调查5。
用户的潜在需求调查属于市场需求分析中的（）A。
企业总体市场调查和分析 B.企业细分市场需求调查和分析C.用户和消费者产品需求趋势分析D.市场竞争状况分析6．下列哪种分析属于企业经营实力分析的范畴?（)A．领导者素质分析B．企业技术素质分析C．企业组织结构分析D．企业技术开发能力分析7。
从对某企业需求增长率和相对市场占有率分析来看，该企业的A 产品处于“野猫”区，这说明（)A。
需求增长率高，相对市场占有率低B。
需求增长率高，相对市场占有率高C。
需求增长率低，相对市场占有率低 D.需求增长率低,相对市场占有率高8．企业内部调研内容包括一般情况调研和经营实力分析两方面，下列属于一般情况调研的是（）A．产品竞争能力分析B．技术开发能力分析C．产品获利能力分析D．企业资源供应分析9．下列属于企业经营实力分析的是（）A．企业管理素质分析B．企业技术素质分析C．企业组织结构分析D．企业生产能力分析10．下列属于企业一般情况调研范畴的是( ）A．企业财务、成本和经济效益分析B．产品竞争能力分析C．技术开发能力分析D．产品获利能力分析11．SWOT组合战略图中的“复合多样化战略"属于( ）A．扭转型战略B．增长型战略C．防御型战略D．扬长避短型战12。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
麦肯锡矩阵题库1-0-8
问题：
[单选]麦肯锡矩阵的纵轴用多个指标反映（）。
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
(策略游戏 /)
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
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。