Case interview分析工具 框架
商业分析CaseInterview的小套路
商业分析CaseInterview的⼩套路⼤家好，我是Minnie。
在商业分析师（Business Analyst，简称BA）这个⾏业我⼲了不少年，认识了不少相似背景的同⾏，也认识了许多不同背景的同学。
在和同学们的交流中我发现，同学们纷纷认为BA⾯试相对⽐较随机，准备起来缺乏系统的知识体系，⾯试过后也得不到反馈、⽆法提⾼。
今天开始，我启动⼀个“BA⾯试”系列专题，希望能帮到⼤家准备和应对BA⾯试。
接下来的⼏个⽉，欢迎⼤家持续关注！如果你也是BA⽼司机，欢迎私聊给我提提建议！不知道我是谁？Minnie硅⾕FLAG中⽼年商业分析师BitTiger.io商业分析师课程主讲⽼师在BA⾯试的准备过程中，不知道同学们有没有过如下的问题：啥叫case interview？我只听说过SQL。
为什么我的case interview（⼜双叒叕）挂了？到底什么叫business sense？......如果你有这样的问题，那么希望接下来的内容能够有帮助。
先给⼤家画画重点。
BA这个职位，说⽩了就是考察这两种技能：数据分析的能⼒商业分析的能⼒数据分析数据分析很好理解，它属于类似于抡榔头的“硬技能”。
SQL学会了就是学会，让你去任何公司、遇到任何数据你都可以抡起这个榔头开始⼲活。
训练硬技能的⽅法，也没有什么秘密，就是学SQL，学统计，学Excel，然后通过反复练习达到熟练。
我以后会找机会，对这类知识画画重点，以及展开讲讲如何练习。
此处图⽂⽆关商业分析商业分析不同于数据分析，它是⼀种“软技能”。
顾名思义，商业分析包含两层含义：第⼀层是商业，这需要同学们对商业（公司怎么赚钱）有⼀定理解。
⼤到公司CEO、部门领导，⼩到包⼦铺⽼板、时尚博主，其实或多或少都具备最基本的商业分析的能⼒。
第⼆层是分析，说⽩了就是如何回答⼀个商业问题。
商业问题不同于数据问题。
数据问题⼀般都是⾮常事先定义好的问题，不仅有着明确的input和output，就连解决问题的⼯具都已经知道了（SQL）。
案例面试Caseinterview八类类型介绍及分析工具
案例面试Caseinterview八类类型介绍及分析工具第一篇：案例面试Case interview八类类型介绍及分析工具案例面试Case interview八类类型介绍及分析工具面试案例主要有以下8种类型，或者是其中2-3种的叠加。
Falling Profits Case这个类型的案例需要你挖掘分析出导致企业利润下降的可能因素。
考察的是面试者的分析能力，深入洞察事务的能力, 熟悉金融工具，交流能力及相关行业知识相关分析工具有：Market assessment, BCG matrix, product mix assessment.New Product Introduction这个类型的案例是要求你推荐一种新产品引进的策略。
考察的是面试者的分析能力，对品牌管理及供应链的理解程度，交流能力及相关行业知识。
相关分析工具有：4p理论，市场分析，竞争者分析，product portfolio assessmentEntering a New Market这个类型的案例需要你分析出加公司是否应该进入一个新的市场，是否需要发展一种新产品或新服务。
（通常新产品或服务在某种程度上与公司已有业务相关）。
考察的是面试者的分析能力，对市场、供应链动态的理解、交流能力及相关行业知识相关分析工具有：Market assessment, product portfolio analysisEntering a New Geographic Market这个类型的案例需要你分析企业是否应该将业务拓展到新的国家或地区。
此类问题考察的是面试者的分析能力，对国际市场动态、当地通货情况、供应链动态的理解，及交流能力与相关行业知识相关分析工具有: Market assessment, supply chain analysis, competitor analysisWhere to Locate a New Facility(“Site Selection Case”)这个类型的案例需要你评估一下，公司应该在哪里添置新的工厂或设备，有时也需要你分析出公司的整体运营是否需要重新规划和部署。
第五讲.Case Interviews 分析框架及模型2
供应商退货 ➢ 生产作业：与将投入转化为最终产品形式相关的各种活动，如机械加工、包装、组装、设备维护、检
测等 ➢ 外部后勤：与集中、存储和将产品发送给买方有关的各种活动，如产成品库存管理、原材料搬运、送
➢ 政治环境，是指一个国家或地区的政治制度、体制、方针政 策、法律法规等方面。这些因素常常影响着企业的经营行为， 尤其是对企业长期的投资行为有着较大影响。
➢ 经济环境，指企业在制定战略过程中须境，主要指组织所在社会中成员的民族特征、文化传 统、价值观念、宗教信仰、教育水平以及风俗习惯等因素。
咨询case技术面训练营
目录
1. SCP分析模型 2. 波士顿三四矩阵分析模型 3. 价值链分析模型 4. PEST分析模型 5. 生命周期分析模型
SCP分析模型
➢ SCP模型：分析在行业或者企业受到外部冲击时，可能的战略调整及行为变化 ➢ SCP模型从特定行业结构、企业行为和经营结果三个角度来分析外部冲击的影响 ➢ 外部冲击：主要是指企业外部经济环境、政治、技术、文化变迁、消费习惯等因素的变化 ➢ 行业结构：主要是指外部各种环境的变化对企业所在行业可能的影响，包括行业竞争的变化、产品需求的变化、细分
艺设备中所体现出来的技术等 ➢ 人力资源管理：包括各种涉及所有类型人员的招聘、雇佣、培训、开发和报酬等
各种活动。人力资源管理不仅对基本和辅助活动起到辅助作用，而且支撑着整个 价值链等 ➢ 基础设施：企业基础设施支撑了企业的价值链条等
PEST分析模型（1/2）
➢ PEST是从政治（Politics）、经济（Economic）、社会 （Society）、技术（Technology）四个方面，基于公司战 略的眼光来分析企业外部宏观环境的一种方法。公司战略的 制定离不开宏观环境，而PEST分析法能从各个方面比较好的 把握宏观环境的现状及变化的趋势，有利于企业对生存发展 的机会加以利用，对环境可能带来的威胁及早发现避开
把手教你做Case Interview
把手教你做Case Interview（一）：Market Sizing 案例详解2015-06-16etesian Etesian亦莘Etesian亦莘etesian对咨询行业外部科普，为咨询新人解惑，与咨询顾问探讨与交流。
想象一下，你走进某高大上咨询公司面试室。
刚坐下，面试官就拿起手边的星巴克咖啡，问：“请你告诉我，楼下的Starbucks一天要卖掉多少杯咖啡？”——这就是最典型的market sizing问题。
从Pretalk到par面，Market Sizing 经常出现于各大咨询公司的各轮面试中。
简单来说，Market Sizing需要面试人估算某个领域的总数，可能是中国加油站的总数，可能是上海一共有多少台iphone，也可能是北京地铁一天要消耗掉多少张地铁票。
接下来，我会配合一个实例，一步一步呈现如何解决market sizing问题。
问题：中国一年会卖掉多少烟雾报警器？（请先思考一分钟）好，一分钟时间到，是不是什么都没想出来？没关系，第一次遇到过这类问题的同学觉得慌乱是正常的。
烟雾报警器在生活中也不常见，还涉及到专业领域的知识。
那么，应该如何思考呢？烟雾报警器的销量等价于购买量，换句话说，如果能够知道一年烟雾报警器的需求量，就可以知道销量。
哪些场景情况下会安装报警器呢？无疑就是房屋装修。
那么，说起房屋装修，首先进入你脑海的词有哪些？住宅，商业地产，毛坯，翻修……整理下思路，可以概括为以下两类：1.新房装修（分住宅和商用）2.老房翻修（分住宅和商用）不过等等，是不是还少什么东西？报警器的销量只会覆盖这些新安装的吗？旧报警器报废换新是不是没考虑？所以，正确的逻辑架构应该是这样的：到这里，基本架构清晰了，我们需要做的就是逐层分解，直到最细，就可以算出我们要的数字了。
从“新房新装需求量”开始分解，该如何下手呢？这里就需要大胆的假设了：烟雾报警器的安装一定会符合某项标准，并且很有可能是按照房屋面积进行安装。
咨询case方案框架
咨询Case方案框架1. 引言在进行咨询案例分析时，一个好的方案框架是十分重要的。
它可以帮助咨询顾问组织思路，确保咨询分析的全面性和逻辑性。
本篇文档将介绍一个通用的咨询Case方案框架，以帮助咨询顾问更好地进行案例分析。
2. 咨询Case的背景在本节中，我们将介绍咨询Case的背景信息。
这部分内容应该包括以下内容：•公司或组织的历史和背景•市场环境和竞争情况•问题或挑战的起因和重要性3. 目标和目的在本节中，我们将明确咨询Case的目标和目的。
这是解决问题的关键步骤，确保咨询顾问和委托方有共同的理解。
以下是一些问题可以帮助明确目标和目的：•委托方希望实现什么样的结果？•委托方对咨询顾问的期望是什么？•咨询顾问在解决这个问题上的角色是什么？4. 分析方法本节将介绍咨询Case的分析方法。
分析方法是咨询顾问分析问题和提出解决方案的基础。
以下是一些常用的分析方法：•SWOT分析：评估公司或组织的优势、劣势、机会和威胁。
•价值链分析：分析公司的主要业务活动，确定增值点和成本节约机会。
•PESTEL分析：评估宏观环境中的政治、经济、社会、技术、环境和法律因素对组织的影响。
5. 数据收集和分析本节将介绍数据收集和分析的过程。
数据的准确性和全面性对于咨询分析的质量非常重要。
以下是一些常用的数据收集和分析方法：•面谈：通过与公司内部的关键人员进行面谈，收集关于问题的详细信息。
•数据分析：对公司的财务报表、市场数据和竞争对手的情况进行分析。
•文献研究：通过阅读相关的研究报告和文献，获取对行业和问题的更深入的理解。
6. 解决方案本节将提出解决方案。
解决方案应该基于咨询顾问的分析结果和委托方的目标和期望。
以下是一些常见的解决方案类型：•组织优化：通过重组公司的业务和资源配置，提高效率和增加市场竞争力。
•业务发展：通过开发新的产品或市场，实现组织增长和市场份额的增加。
•流程改进：通过改进内部流程和操作，提高工作效率和质量。
第三讲.Case Interviews 软硬实力的提升
Case interview 硬实力提升 ——商业常识
➢ 寻找和观察身边值得思考的是商业问题：通过思考生活中细小的商业case，真切的感知消费 者行为和商品阵列策略、去了解购物中心的盈利机制、去思考饮食行业的差异化策略；从身 边的case出发，去学习市场营销、公司管理的理论，再把理论知识迁移到case interview中， 用知识和思考去解决case中的问题
Case interview 硬实力提升 ——快速学习能力
➢ 快速学习能力是提升Business sense的结果。一般来说，当我们去看一个行业，提升了自己 的商业常识之后，自然能快速地找到学习一个行业的重点，抓住了解一个行业的重要特征。 当然，快速学习自然也需要点“感觉”或者说是灵感，在遇到完全陌生的行业时，已有的商 业常识及积累的经验往往会给我们一些灵感，来帮助我们找到学习一个行业的兴趣点和突破 点。
咨询case技术面训练营
目录
1. Case interview软实力提升 2. Case interview硬实力提升
前文回顾
第一讲
第二讲
1. 什么是case interview? 2. 为什么要使用case interview? 3. Case interview考察哪些能力和素质？ 4. Case interview有哪些面试类型？
➢ 对常见行业进行研究：可以从日常生活中自己最感兴趣的产品或者行业，再通过网络搜索或 者互联网信息去了解这个行业的盈利模式和商业模式，以及运作机制，再深入了解行业中的 主要企业，做一个比较细致的产业分析（可参考各大咨询公司官网公布的研究报告）；还可 以参考券商行业的研究报告，行研报告的细致程度更细。在学会自主研究一个行业之后，可 以借助积累的经验和灵感，去研究下一个行业，扎实的了解各个行业的重要信息和不同点。
咨询公司case分析方法
Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。
顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类●行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）●公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）●3C（Competitor, Consumer, Company/Capabilities）●Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计●市场细分很重要，niche marketA.地理细分B.人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C.心理细分（社会阶层，生活方式，个性特征）D.行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类●市场（市场规模，市场细分，产品需求/趋势分析，客户需求）●竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）●顾客/供应商关系（谈判能力，替代者，评估垂直整合）●进入/离开的障碍（评估公司进入/离开。
对新加入者的反应，经济规模，预测学习曲线，研究政府调控）●资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）●风险预测与防范3．新产品引入类●营销调研●产品？价格？即4P●4C (Customer, Competition, Cost, Capabilities)●市场促销，分校渠道（渠道选择，库存，运输，仓储）●STP和4P（Product, Price, Place, Promotion）●产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型●Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成●如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）●如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）●成本结构是否合理，产能利用率如何（闲置率）3.推销任何一种产品/服务●4P，3c4.定价●以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）●以价值为基础定价●以竞争为基础定价三．Market Sizing/Estimation●市场趋势，市场规模，市场份额，市场壁垒等●市场集中度●市场驱动因素（价格，服务，质量，外观）●关键成功要素KSF四．M&A类●整合原因（synergy, scale, management impulse, Taxconsideration, Diversification, Breakup Value）●5C（Character, Capacity, Capital, Conditions, Competitive Advantage）●类型：horizontal, vertical, congeneric, conglomerate●估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)●DFC：Pro Forma Cash Flow Statement，Discount Rate●Hostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergrad uate would have. Here are some commonly used case concepts.Net present valuePerhaps the most important type of decision company managers must make o n a daily basis is whether to undertake a proposed investment. For example, should the company buy a certain piece of equipment? Build a particular facto ry? Invest in a new project? These types of decisions are called capital budget ing decisions. The consultant makes such decisions by calculating the net pres ent value of each proposed investment and making only those investments tha t have positive net present values.Example: Hernandez is the CFO of Western Manufacturing Corp., an automobil e manufacturer. The company is considering opening a new factory in Ohio th at will require an initial investment of $1 million. The company forecasts that t he factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Year 4, the company would then sell the factory for $200,000. The company uses a discount rate of 12 percent. Hernandez must determine whether the company should go ahead and build the factory. To make this decision, Hernandez must calculate the net present value of the investment. The cash flows associated with the factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez correctly decide s that the factory should not be built.The net present value ruleNote from the example above that once the consultant has figured out the NP V of a proposed investment, she then decides whether to undertake the invest ment by applying the net present value rule:Make only those investments that have a positive net present value.As long as the consultant follows this rule, she can be confident that each inv estment is making a positive net contribution to the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate discount rate (r) to use when c alculating net present values. The discount rate may vary depending on the in vestment.BetaThe first step in arriving at an appropriate discount rate for a given investmen t is determining the investments riskiness. The market risk of an investment is measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness a s the market as a whole (so, for example, when the market moves down 10 percent, the value of the investment will on average fall 10 percent as well). An investment with beta of 2 will be twice as risky as the market (so when th e market falls 10 percent, the value of the investment will on average fall 20 percent).CAPMOnce the consultant has determined the beta of a proposed investment, he ca n use the Capital Asset Pricing Model (CAPM) to calculate the appropriate disc ount rate (r):The risk-free rate of return is the return the company could receive by makin g a risk-free investment (for example, by investing in U.S. Treasury bills). The market rate of return is the return the company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new ventur e that would manufacture and market carbon filters. Shen's chief financial offic er, Apelbaum, wants to calculate the NPV of the proposed venture in order to determine whether the company should make the investment. After studying t he riskiness of the proposed venture, Apelbaum determines that the beta of th e investment is 1.5. A U.S. Treasury note of comparable maturity currently yie lds 7 percent, while the return on the S&P 500 stock index is 12 percent. The refore, the discount rate Apelbaum will use when calculating the NPV of the in vestment will be:Although this is an overly simplified discussion of how consultants calculate dis count rate to use in their cash-flow analysis, it does give you an overview of how consultants incorporate the notion of an investment's market to select the appropriate discount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter in his book Co mpetitive Strategy, the Porter's Five Forces framework helps determine the att ractiveness of an industry. Before any company expands into new markets, di vests product lines, acquires new businesses, or sells divisions, it should ask it self, "Is the industry we're entering or exiting attractive?" By using Porter's Fi ve Forces, a company can begin to develop a thoughtful answer. Consultants f requently utilize Porter's Five Forces as a starting point to help companies eval uate industry attractiveness.Take, for example, entry into the copy store market (like Kinko's). How attract ive is the copy store market?Potential entrants: What is the threat of new entrants into the market? Copy s tores are not very expensive to open - you can conceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so th ere's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy store custo mers are relatively price sensitive. Between the choice of a copy store that ch arges 5 cents a copy and a store that charges 6 cents a copy, buyers will usu ally head for the cheaper store. Because copy stores are common, buyers hav e the leverage to bargain with copy store owners on large print jobs, threateni ng to take their business elsewhere. The only mitigating factors are location a nd hours. On the other hand, price is not the only factor. Copy stores that ar e willing to stay open 24 hours may be able to charge a premium, and custo mers may simply patronize the copy store closest to them if other locations ar e relatively inconvenient.Supplier power: How much bargaining power do suppliers have? While paper p rices may be on the rise, copier prices continue to fall. The skill level employe es need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargaining power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For basic copying jobs, more people now possess color printers at home. Additionally, fax machines h ave the capability to fulfill copy functions as well. Large companies will normal ly have their own copying facilities. However, for large-scale projects, most in dividuals and employees at small companies will still use the services of a cop y shop. The Internet is a potential threat to copy stores as well, because som e documents that formerly would be distributed in hard copy will now be post ed on the Web or sent through e-mail. However, for the time being, there is s till relatively strong demand for copy store services.Competition: Competition within the industry appears to be intense. Stores oft en compete on price, and are willing to "underbid" one another to win printing contracts. Stores continue to add new features to compete as well, such as e xpanding hours to 24-hour service and offering free delivery.From this analysis, you can ascertain that copy stores are something of a com modity market. Consumers are very price-sensitive, copy stores are inexpensiv e to set up, and the market is relatively easily entered by competitors. Advan ces in technology may reduce the size of the copy store market. Value-added services, such as late hours, convenient locations, or additional services such as creating calendars or stickers, may help copy stores differentiate themselve s. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard increasingly is " How would you create barriers to entry as an Internet Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" your product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowest-cost provi der or carving out a higher-end market niche - what consultants call differenti ation.The Four PsThis is a useful framework for evaluating marketing cases. It can be applied t o both products and services. The Four Ps consist of:PriceThe price a firm sets for its product/service can be a strategic advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above market average to convey a "premium" image. Consi der how pricing is being used in the context of the case presented to you. ProductThe product (or service) may provide strategic advantage if it is the only prod uct/service that satisfies a particular intersection of customer needs. Or it may simply be an extension of already existing products, and therefore not much of a benefit. Try to tease out the value of the product in the marketplace bas ed on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advantage if it is sup erior to its competition, if it is easier or more convenient for people to consu me, or if it makes the consumer more aware of the product/service over its c ompetition. In the context of a business case, you may want to determine the placement of the product or service compared to its competition.PromotionWith so much noise in today's consumer (and business to business) marketpla ce, it is difficult for any one product/service to stand out in a category. Promo tional activity (including advertising, discounting to consumers and suppliers, c elebrity appearances, etc.) can be used to create or maintain consumer aware ness, open new markets, or target a specific competitor. You may want to sug gest a promotional strategy in the context of the case you are presented relati ve to the promotional activity of other competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product introductions and for industry analysis.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to companies (althoug h it can be applied to individuals). You may employ it in other situations if yo u think it is appropriate.CharacterEvaluate the dedication, track record, and overall consumer perception of the company. Are there any legal actions pending against the company? If so, for what reason? Is the company progressive about its waste disposal, quality of l ife for its employees, and charitable contributions? What sort of impact would this have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factories at, above, or below capacity, and for what reasons? Are there plans to add new plants, imp rove the technology in existing plants, or close underperforming plants? What about production overseas?CapitalWhat is the company's cost of capital relative to its competitors? How healthy are its cash flows, revenues, and debt load relative to its competition? ConditionsWhat is the current business climate the company (and its industry) faces? W hat is the short- and long-term growth potential in the industry? How is the market characterized? Is it emerging or mature? These questions can assist yo u in evaluating the facts of the case against the environment that the compan y/industry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can bean unparalleled set of business processes, the ability to produce a product/ser vice at a lower cost, charge a market premium, or any number of other asset s that create an advantage over other market players. Whatever the case, the se advantages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you should look for those unique qualities that a company possesses and identify any that meet t he criteria mentioned above. You may suggest that the company leverage its competitive advantage more aggressively or recommend alternatives if that co mpany has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business processes and i dentifying where that company actually adds value to a product or service. Th e total margin of profit will be the value of the product or service to buyers, l ess the cost of its production, as determined by the value chain.In most cases, a competitive advantage is only temporary for many of today's products/services. Being first to market, having a unique formula or configura tion, or having exclusivity in a market were once long-term defensible strategi es. But today, businesses are globally connected by lightning-fast communicati ons and knowledge-sharing systems and manufacturing technologies are gettin g better and faster at reacting to and anticipating market conditions. Thus the se advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advantage by deconstr ucting the various "changes" a company's business processes perform on a set of raw materials or other inputs. Most can be easily copied by other competit ors, but there is usually a unique subset that represents the "value-added" qu alities only the company under scrutiny possesses. This set is that company's competitive advantage, or "value chain." Sometimes this set can be copied, bu t a unique set of circumstances may still allow the company in question to per form them at a lower cost, charge a premium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework to identify a co mpany's overall business processes set and then determine if one or more of t he processes are defensible competitive advantages.For example, a manufacturer of fruit juice might have the following value chai n elements:•Research and development (Will mango really taste good with cloudberry juic e?)•Cost of goods sold (How much does it cost to manufacture the fruit juice? Is there a frost in Florida that drives up the costs of oranges? Is the currency c risis in Indonesia making papaya very cheap? Are per-volume purchases lower than, for example, those of Tropicana?)•Packaging and shipping (How much does that new banana-shaped container c ost? Are many bottles lost in transit? What are the fixed costs of shipping?)•Manufacturing (How much do those juice pulpers cost? How often do factories need to be reengineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?)•Distribution(Where are the distribution centers? Where are the products distri buted?)•Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consi der the authoritative text on competitive strategy: Competitive Strategy: Tech niques for Analyzing Industries and Competitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited number of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifying its core competencies. A firm should define its core com petencies broadly in order to be flexible enough to adapt to changes in the m arketplace. (For instance, when Xerox defined itself as a "document company," rather than a maker of copy machines, it was able to take advantage of the more lucrative business of document handling and outsourcing for major corpo rations, as well as of the market for fax machines, scanners, and other docum ent-handling equipment.)Companies should seriously consider selling/spinning off business units that ar e not part of their "core" business. For instance, Pepsi recently spun off its re staurant operations after it concluded that its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operations and implemen tation engagements) is "benchmarking." Benchmarking basically means researc hing what other companies in the industry are doing (usually in order to evalu ate whether your client is operating efficiently or to identify areas where the c lient can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs w ith those of other mail-order companies, breaking down its costs for each part of the process (including order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas where its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other co mpanies are doing, you want to focus on those companies that have particular low costs or which otherwise operate particularly well. What are they doing ri ght (i.e., what are their "best practices")? And how can our client (in the case) emulate or copy what they're doing? Remember to look outside your client'sparticular industry, if necessary, to find the best practices for a particular proc ess or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have two factors th at, when combined, yield different outcomes. A very rudimentary example wou ld be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a company. Let? s say a company is interested in understanding the difficulty of acquiring or b uilding a distribution center and it is considering financing this decision with ei ther stock or debt. The potential outcomes might look like this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps t he most famous 2x2 matrix. The matrix measures a company's relative marke t share on the horizontal axis and its growth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisition cases are wil dly popular at investment banks. Here's how to analyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three primary value drivers:The value components can be further broken out into specific "value drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools• Competitive position framework• Relative value versus competitors to customer through supply chain• Product life cycle• Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions• Segmentation analysis• Porter's Five Forces• Experience curves• Trends and outlook• Key success factorsTarget Analysis Tools• Business system - comparison with competitors• Market share (over time and by segment)• Capacity (growth and utilization of)• Customer's key purchase criteria and relative performance• Financial history• Sales and profitability by segment• Cash flow analysis• Margin and expense structure• Relative cost position• Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S. business sc hools teach them as part of their core curriculums. Your interviewers will insta ntly recognize when you are applying them, since they are already familiar wit h the techniques. While this is OK, consider that you are trying to demonstrat e your unique analytical and deductive reasoning skills that set you apart from other candidates. You must be creative and original in analyzing case questio ns. Use these frameworks sparingly. (Another note: No interviewer will be imp ressed if you proudly proclaim, "I'm going to apply Porters Five Forces now." Apply frameworks without identifying them.)。
《CASE工具介绍》课件
CASE工具在项目开发中的应用场景
1
需求分析阶段
利用CASE工具收集和分析用户需求，帮助确定系统的功能和特性。
2
概要设计阶段
使用CASE工具进行系统的概念设计和架构设计，制定系统的整体设计方案。
3
详细设计阶段
利用CASE工具进行软件的详细设计和模块设计，确定各个模块的功能和接口。
4
编码实现阶段
在编码过程中，CASE工具可以提供代码自动生成和调试功能，提高开发效率。
《CASE工具介绍》PPT课 件
欢迎大家来到今天的课程，我们将会介绍CASE工具以及在项目开发中的应用。 通过本课件，你将了解CASE工具的定义、分类、选择和使用方法等重要内容。
CASE工具是什么
CASE工具是指计算机辅助软件工程工具，它可以在软件开发生命周期中协助开发人员进行各个阶段的工作。 CASE工具的作用包括提高开发效率、改善软件质量、提供可视化设计和支持团队协作等。
小结
本课程总结了CASE工具的作用和分类，探究了其在项目开发中的应用，并提 供了选择和使用CASE工具的指导。
通过本课程的学习，你将更好地理解和应用CASE工具，加强软件开发的效率 和质量。
CASE工具在软件开发过程中扮演着重要的角色，并有着广阔的应用前景。
5
测试阶段
利用CASE工具进行测试用例的创建和执行，帮助开发人员进行系统测试。
常用的CASE工具
Rational Rose
一个综合性的CASE工具，支持需求分析、设计和测 试等各个阶段的工作。
PowerDesigner
一款强大的数据建模和设计工具，可用于数据库设 计和业务流程建模等任务。
Enterprise Architect
CASE工具介绍.ppt
域控制器上安装。ClearCase的解密和安装比较复杂。
ClearCase是世界上目前最强大的配置管理工具之一，由于它采用许多新的配置管
理思想，使得相对于传统的 CVS,VSS,PVCS等版本管理工具，ClearCase具有许多闪光
点，目前正在为世界上各大软件企业所使用（国内目前华为，先驱使用该系统)。
VSS的客户端既可以连接服务器运行，也可以在本机运行，非常适合于个人程序开发 的版本管理。
２，PVCS:
PVCS 是世界领先的软件开发管理工具，市场占有率达70％以上，是公认的事实
上的工业标准。IDC在1996年9月的报告中评述：“PVCS是软件开发管理工业领域遥
遥领先的领导者”。全球的著名企业、软件机构、银行等诸多行业及政府机构几乎无
界面和需求数据库，从而可以使开发机构实时、直观地对来自于最终用户的项目需求
及需求变更进行追踪和管理，可有效地避免重复开发，保证开发项目按期、按质、按
原有的资金预算交付用户。
四、常用CASE工具简介
３，ClearCase:
ClearCase 是rational公司的主要配置管理工具，可能大家对Rose熟悉一点，不过
就我所知，现在绝大多数企业已经从PVCS过渡到ClearCase来了，其原因在于
ClearCase是整个rational产品系列中的中枢(repository).ClearCase提供了VOB的概念来
进行配置管理，功能极其强大。同时ClearCase使用起来也非常复杂，没有经过专门培
训，自学还是有一定难度的。ClearCase目前国内流行版本是for NT的4.1需要在NT主
四、常用CASE工具简介
(四)数据库建模： １，ERWin:CA 公司出品的拳头产品, 强大的老牌数据库建
软件CASE工具概述
软件CASE工具概述软件CASE工具概述CASE完整C形式是计算机辅助软E件工程.使用各种自动化软件工具可以做软件项目的开发和维护工作.CASE 工具CASE工具设置的软件应用程序。
这使用为自动的SDLC活动。
CASE工具所使用的软件项目经理，分析师和工程师开发的软件系统.有许多CASE工具做软件开发生命周期的各个阶段，如工具，设计工具，项目管理工具，数据库管理工具，文档工具分析.为了得到所需的结果，CASE工具加速项目工作的发展并帮助推动软件开发的下一个阶段.CASE工具组件于特定的SDLC阶段，CASE工具可以分为以下:•中央存储库- CASE工具需要一个中央存储库，它可以作为通用的，集成的，一致的信息来源。
中央存储库是存放在哪里的产品规格，需求文档，相关的报告和图表，对管理的其他有用的信息都存储在一个中心位置。
中央储存库也可以作为数据字典.•大写工具 - 大写工具在SDLC的规划，分析和设计阶段使用.•小写工具 - 小写工具的实施，测试和维护使用.•集成的CASE工具 - 集成的CASE工具在SDLC的各个阶段的帮助，从需求收集到的测试和文档.CASE工具可以组合在一起，如果他们有类似的功能，流程活动，并得到整合其他工具的能力.CASE工具的适用范围CASE工具的范围，进入整个软件开发生命周期.CASE工具类型现在，我们简要地通过不同的CASE工具图工具这些工具被用来表示在图形形式的系统组件，数据和其中的各种软件组件的控制流程和体系结构。
例如，流程图制作工具，用于创建流程图.流程建模工具过程建模方法来创建软件过程模型，该模型被用来开发软件。
流程建模工具，帮助管理者选择的过程模型或修改它，因为每个软件产品的需求。
例如，EPF作曲.项目管理工具这些工具用于项目计划，成本和工作量估计，项目调度和资源规划。
经理人必须严格遵守项目执行与软件项目管理的每提及一步。
项目管理工具可以帮助存储和整个组织共享项目信息的实时性. 例如, Creative Pro Office, Trac Project, Basecamp.文档工具在软件项目文档启动软件过程之前，整个云SDLC的各个阶段和项目建成后.文档生成工具为技术用户和最终用户的文档。
咨询公司case分析方法25页
Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。
顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）3C（Competitor, Consumer, Company/Capabilities）Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计市场细分很重要，niche marketA. 地理细分B. 人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C. 心理细分（社会阶层，生活方式，个性特征）D. 行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类市场（市场规模，市场细分，产品需求/趋势分析，客户需求）竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）顾客/供应商关系（谈判能力，替代者，评估垂直整合）进入/离开的障碍（评估公司进入/离开。
对新加入者的反应，经济规模，预测学习曲线，研究政府调控）资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）风险预测与防范3．新产品引入类营销调研产品？价格？即4P4C (Customer, Competition, Cost, Capabilities)市场促销，分校渠道（渠道选择，库存，运输，仓储）STP和4P（Product, Price, Place, Promotion）产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）成本结构是否合理，产能利用率如何（闲置率）3. 推销任何一种产品/服务4P，3c4. 定价以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）以价值为基础定价以竞争为基础定价三．Market Sizing/Estimation市场趋势，市场规模，市场份额，市场壁垒等市场集中度市场驱动因素（价格，服务，质量，外观）关键成功要素KSF四．M&A类整合原因（synergy, scale, management impulse, Tax consideration, Diversification, Breakup Value）5C（Character, Capacity, Capital,Conditions, Competitive Advantage）类型：horizontal, vertical, congeneric, conglomerate估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)DFC：Pro Forma Cash Flow Statement，Discount RateHostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on y our case than an undergraduate would have. Here are some common ly used case concepts.Net present valuePerhaps the most important type of decision company managers mu st make on a daily basis is whether to undertake a proposed inv estment. For example, should the company buy a certain piece of equipment? Build a particular factory? Invest in a new project? These types of decisions are called capital budgeting decision s. The consultant makes such decisions by calculating the net present value of each proposed investment and making only those investments that have positive net present values.Example: Hernandez is the CFO of Western Manufacturing Corp., a n automobile manufacturer. The company is considering opening a new factory in Ohio that will require an initial investment of $1 million. The company forecasts that the factory will genera te after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Y ear 4, the company would then sell the factory for $200,000. Th e company uses a discount rate of 12 percent. Hernandez must de termine whether the company should go ahead and build the facto ry. To make this decision, Hernandez must calculate the net pre sent value of the investment. The cash flows associated with th e factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez c orrectly decides that the factory should not be built.The net present value ruleNote from the example above that once the consultant has figured out the NPV of a proposed investment, she then decides whethe r to undertake the investment by applying the net present value rule:Make only those investments that have a positive net present va lue.As long as the consultant follows this rule, she can be confide nt that each investment is making a positive net contribution t o the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate disc ount rate (r) to use when calculating net present values. The d iscount rate may vary depending on the investment.BetaThe first step in arriving at an appropriate discount rate for a given investment is determining the investments riskiness. Th e market risk of an investment is measured by its "beta" (?), w hich measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness as the m arket as a whole (so, for example, when the market moves down 1 0 percent, the value of the investment will on average fall 10percent as well). An investment with beta of 2 will be twice as risky as the market (so when the market falls 10 percent, the value of the investment will on average fall 20 percent). CAPMOnce the consultant has determined the beta of a proposed inves tment, he can use the Capital Asset Pricing Model (CAPM) to cal culate the appropriate discount rate (r):The risk-free rate of return is the return the company could re ceive by making a risk-free investment (for example, by investi ng in U.S. Treasury bills). The market rate of return is the re turn the company could receive by investing in a well-diversifi ed portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new venture that would manufacture and market carbon filte rs. Shen's chief financial officer, Apelbaum, wants to calculat e the NPV of the proposed venture in order to determine whether the company should make the investment. After studying the ris kiness of the proposed venture, Apelbaum determines that the be ta of the investment is 1.5. A U.S. Treasury note of comparable maturity currently yields 7 percent, while the return on the S&P 500 stock index is 12 percent. Therefore, the discount rate Apelbaum will use when calculating the NPV of the investment wi ll be:Although this is an overly simplified discussion of how consult ants calculate discount rate to use in their cash-flow analysis, it does give you an overview of how consultants incorporate th e notion of an investment's market to select the appropriate di scount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter i n his book Competitive Strategy, the Porter's Five Forces frame work helps determine the attractiveness of an industry. Before any company expands into new markets, divests product lines, ac quires new businesses, or sells divisions, it should ask itself, "Is the industry we're entering or exiting attractive?" By usi ng Porter's Five Forces, a company can begin to develop a thoug htful answer. Consultants frequently utilize Porter's Five Forc es as a starting point to help companies evaluate industry attr activeness.Take, for example, entry into the copy store market (like Kinko 's). How attractive is the copy store market?Potential entrants: What is the threat of new entrants into the market? Copy stores are not very expensive to open - you can c onceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so there's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy sto re customers are relatively price sensitive. Between the choice of a copy store that charges 5 cents a copy and a store that c harges 6 cents a copy, buyers will usually head for the cheaper store. Because copy stores are common, buyers have the leverag e to bargain with copy store owners on large print jobs, threat ening to take their business elsewhere. The only mitigating fac tors are location and hours. On the other hand, price is not th e only factor. Copy stores that are willing to stay open 24 hou rs may be able to charge a premium, and customers may simply pa tronize the copy store closest to them if other locations are r elatively inconvenient.Supplier power: How much bargaining power do suppliers have? Wh ile paper prices may be on the rise, copier prices continue to fall. The skill level employees need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargainin g power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For ba sic copying jobs, more people now possess color printers at hom e. Additionally, fax machines have the capability to fulfill co py functions as well. Large companies will normally have their own copying facilities. However, for large-scale projects, most individuals and employees at small companies will still use th e services of a copy shop. The Internet is a potential threat t o copy stores as well, because some documents that formerly wou ld be distributed in hard copy will now be posted on the Web or sent through e-mail. However, for the time being, there is sti ll relatively strong demand for copy store services. Competition: Competition within the industry appears to be inte nse. Stores often compete on price, and are willing to "underbi d" one another to win printing contracts. Stores continue to ad d new features to compete as well, such as expanding hours to 2 4-hour service and offering free delivery.From this analysis, you can ascertain that copy stores are something of a commodity market. Consumers are very price-sensitive, copy stores are inexpensive to set up, and the market is relat ively easily entered by competitors. Advances in technology may reduce the size of the copy store market. Value-added services, such as late hours, convenient locations, or additional servic es such as creating calendars or stickers, may help copy stores differentiate themselves. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard incr easingly is "How would you create barriers to entry as an Inter net Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" y our product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowe st-cost provider or carving out a higher-end market niche - wha t consultants call differentiation.The Four PsThis is a useful framework for evaluating marketing cases. It c an be applied to both products and services. The Four Ps consis t of:PriceThe price a firm sets for its product/service can be a strategi c advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above mark et average to convey a "premium" image. Consider how pricing is being used in the context of the case presented to you. ProductThe product (or service) may provide strategic advantage if it is the only product/service that satisfies a particular interse ction of customer needs. Or it may simply be an extension of al ready existing products, and therefore not much of a benefit. T ry to tease out the value of the product in the marketplace bas ed on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advan tage if it is superior to its competition, if it is easier or m ore convenient for people to consume, or if it makes the consum er more aware of the product/service over its competition. In t he context of a business case, you may want to determine the placement of the product or service compared to its competition. PromotionWith so much noise in today's consumer (and business to busines s) marketplace, it is difficult for any one product/service to stand out in a category. Promotional activity (including advert ising, discounting to consumers and suppliers, celebrity appear ances, etc.) can be used to create or maintain consumer awarene ss, open new markets, or target a specific competitor. You may want to suggest a promotional strategy in the context of the ca se you are presented relative to the promotional activity of ot her competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product int roductions and for industry analysis.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to comp anies (although it can be applied to individuals). You may empl oy it in other situations if you think it is appropriate. CharacterEvaluate the dedication, track record, and overall consumer per ception of the company. Are there any legal actions pending aga inst the company? If so, for what reason? Is the company progre ssive about its waste disposal, quality of life for its employees, and charitable contributions? What sort of impact would thi s have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factori es at, above, or below capacity, and for what reasons? Are ther e plans to add new plants, improve the technology in existing p lants, or close underperforming plants? What about production o verseas?CapitalWhat is the company's cost of capital relative to its competito rs? How healthy are its cash flows, revenues, and debt load rel ative to its competition?ConditionsWhat is the current business climate the company (and its indus try) faces? What is the short- and long-term growth potential i n the industry? How is the market characterized? Is it emerging or mature? These questions can assist you in evaluating the fa cts of the case against the environment that the company/indust ry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can be an unparalleled set of business processes, the abi lity to produce a product/service at a lower cost, charge a mar ket premium, or any number of other assets that create an advan tage over other market players. Whatever the case, these advant ages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you s hould look for those unique qualities that a company possesses and identify any that meet the criteria mentioned above. You ma y suggest that the company leverage its competitive advantage m ore aggressively or recommend alternatives if that company has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business p rocesses and identifying where that company actually adds value to a product or service. The total margin of profit will be th e value of the product or service to buyers, less the cost of i ts production, as determined by the value chain.In most cases, a competitive advantage is only temporary for ma ny of today's products/services. Being first to market, having a unique formula or configuration, or having exclusivity in a m arket were once long-term defensible strategies. But today, businesses are globally connected by lightning-fast communications and knowledge-sharing systems and manufacturing technologies a re getting better and faster at reacting to and anticipating ma rket conditions. Thus these advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advanta ge by deconstructing the various "changes" a company's business processes perform on a set of raw materials or other inputs. M ost can be easily copied by other competitors, but there is usu ally a unique subset that represents the "value-added" qualitie s only the company under scrutiny possesses. This set is that c ompany's competitive advantage, or "value chain." Sometimes thi s set can be copied, but a unique set of circumstances may stil l allow the company in question to perform them at a lower cost, charge a premium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework t o identify a company's overall business processes set and then determine if one or more of the processes are defensible compet itive advantages.For example, a manufacturer of fruit juice might have the follo wing value chain elements:•Research and development (Will mango really taste good with cl oudberry juice?)•Cost of goods sold (How much does it cost to manufactu re the f ruit juice? Is there a frost in Florida that drives up the cost s of oranges? Is the currency crisis in Indonesia making papaya very cheap? Are per-volume purchases lower than, for example, those of Tropicana?)•Packaging and shipping (How much doe s that new banana-shaped c ontainer cost? Are many bottles lost in transit? What are the f ixed costs of shipping?)•Manufacturing (How much do those juice pulpers cost? How often do factories need to be reengineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?)•Distribution (Where are the distribution centers? Where are th e products distributed?)•Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consider the authoritative text on competitive strateg y: Competitive Strategy: Techniques for Analyzing Industries an d Competitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited nu mber of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifying its core competencies. A f irm should define its core competencies broadly in order to be flexible enough to adapt to changes in the marketplace. (For in stance, when Xerox defined itself as a "document company," rath er than a maker of copy machines, it was able to take advantage of the more lucrative business of document handling and outsou rcing for major corporations, as well as of the market for fax machines, scanners, and other document-handling equipment.) Companies should seriously consider selling/spinning off busine ss units that are not part of their "core" business. For instan ce, Pepsi recently spun off its restaurant operations after it concluded that its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operationsand implementation engagements) is "benchmarking." Benchmarkin g basically means researching what other companies in the indus try are doing (usually in order to evaluate whether your client is operating efficiently or to identify areas where the client can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs with those of other mail-order companie s, breaking down its costs for each part of the process (includ ing order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas where its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other companies are doing, you want to focus on those comp anies that have particular low costs or which otherwise operate particularly well. What are they doing right (i.e., what are t heir "best practices")? And how can our client (in the case) em ulate or copy what they're doing? Remember to look outside your client's particular industry, if necessary, to find the best p ractices for a particular process or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have twofactors that, when combined, yield different outcomes. A very rudimentary example would be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a c ompany. Let?s say a company is interested in understanding the difficulty of acquiring or building a distribution center and i t is considering financing this decision with either stock or d ebt. The potential outcomes might look like this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps the most famous 2x2 matrix. The matrix measures a co mpany's relative market share on the horizontal axis and its gr owth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisit ion cases are wildly popular at investment banks. Here's how toanalyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three p rimary value drivers:The value components can be further broken out into specific "v alue drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools•Competitive position framework•Relative value versus competitors to customer through supply chain•Product life cycle•Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions•Segmentation analysis•Porter's Five Forces•Experience curves•Trends and outlook•Key success factorsTarget Analysis Tools•Business system - comparison with competitors •Market share (over time and by segment)•Capacity (growth and utilization of)•Customer's key purchase criteria and relative performa nce•Financial history•Sales and profitability by segment•Cash flow analysis•Margin and expense structure•Relative cost position•Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S.business schools teach them as part of their core curriculums. Your interviewers will instantly recognize when you are applyi ng them, since they are already familiar with the techniques. W hile this is OK, consider that you are trying to demonstrate yo ur unique analytical and deductive reasoning skills that set yo u apart from other candidates. You must be creative and origina l in analyzing case questions. Use these frameworks sparingly. (Another note: No interviewer will be impressed if you proudly proclaim, "I'm going to apply Porters Five Forces now." Apply f rameworks without identifying them.)希望以上资料对你有所帮助，附励志名言3条：1、要接受自己行动所带来的责任而非自己成就所带来的荣耀。
第二讲.Case Interviews 的基本技巧和训练方式
case interview 概述（2/2）
（break-even analysis/分析趋势/分析投资回报...） 注意面试官的提示语（分析过程中）： 常见提示语：①你还能否想到别的方法？
②你觉得还有没有可能是别的问题导致的...
Case interview 解题技巧—分析框架
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解题技巧
1 3 MAFIA法则
2
Framework（分析框架）
2
Interaction（互动）
4
理性提问、独立分析、分享思路、role play
在面试中role play成咨询顾问来解决问题，站在 咨询师的角度去思考问题，与面试官做更深入的 交流
在面试过程中需要将你的思维方式和分析能力成 功的展现给你的面试官，你需要“大声的思考”； 切忌问完问题之后闷不作声，你需要把你分析的 角度、方法和原因告诉面试官，这样面试官才能 够清楚你能否快速、准确以及很多逻辑的思考和 解决问题
咨询case技术面训练营
目录
1. case interview概述 2. case interview解题技巧 3. Case interview软实力提升（第三讲） 4. Case interview硬实力提升（第三讲）
case interview 概述（1/2）
和Behaviour Interview不同，case interview并不认为通过对你的了解能 够对你未来的行为能有一个很好的预测；相反，case interview和核心理 念是让你在面试现场体现你所具有的特长和基本的特质。
CASE工具及环境概述
CASE工具及环境概述1. 介绍计算机辅助软件工程（CASE）工具是一种能够协助软件开发人员完成软件开发过程中各种任务的工具集合。
这些工具旨在提高软件开发的效率和质量，减少人为错误，促进团队合作。
本文将对CASE工具及相关环境进行概述，介绍其在软件开发中的重要性和应用。
2. CASE工具分类2.1. 需求管理工具需求管理工具帮助团队收集、分析、记录和跟踪软件项目的需求。
常见的需求管理工具包括门户系统、需求管理软件等。
2.2. 建模工具建模工具用于设计和绘制软件系统的结构图、流程图等模型。
典型的建模工具有UML、ER图等。
2.3. 编码工具编码工具用于编写、编辑、测试和调试软件代码。
常用的编码工具有IDE集成开发环境、文本编辑器等。
2.4. 测试工具测试工具用于自动化测试、性能测试、负载测试等，提高软件质量。
常见的测试工具有Junit、Selenium等。
2.5. 配置管理工具配置管理工具用于追踪版本控制、变更管理和配置管理。
典型的配置管理工具包括Git、SVN等。
3. CASE环境CASE环境是指软件开发团队使用的工具和资源的集合，包括硬件、软件和人员等方面的资源。
一个良好的CASE环境能够提高团队的协作效率和软件开发的质量。
3.1. 硬件环境硬件环境是指团队成员使用的计算机、服务器、网络设备等硬件设施。
为了保证CASE工具的正常运行和协作，团队需要配置高性能的计算机和稳定的网络环境。
3.2. 软件环境软件环境包括团队使用的CASE工具、开发环境、数据库系统等软件资源。
团队需要选择适合自身需求的软件工具，并确保这些工具相互兼容、稳定。
3.3. 人员环境人员环境是指团队成员的技能水平、沟通能力、团队协作等方面。
一个高效的人员环境能够促进团队成员之间的协作和沟通，提高软件开发的效率和质量。
4. CASE工具及环境的重要性CASE工具及环境在软件开发中扮演着重要的角色，对团队的效率和软件质量都有着重大的影响。
第四讲.Case Interviews 分析框架及模型
波特五力分析模型（1/2）
波特五力分析模型（2/2）
➢ 迈克尔·波特（1947—至今）他是哈佛商学院的大学教授，在世界管理思想界可谓是"活着的传奇"， 他是当今全球第一战略权威，是商业管理界公认的"竞争战略之父"，他有设计了很多战略分析模型， 供于各个企业使用
➢ 竞争对手：影响行业内企业竞争的因素有—产业增加、固定（存储）成本/附加价值周期性生产过剩、 产品差异、商标专有、转换成本、集中与平衡、信息复杂性、竞争者的多样性、公司的风险、退出壁 垒等
➢ 瘦狗：在低增长市场是具有相对低的市场份额的业务经常是中等现金流的使 用者。由于其虚弱的竞争地位，它们将成为现金的陷阱。
➢ 明星：在高增长市场上具有相对高的市场份额通常需要大量的现金以维持增 长，但具有较强的市场地位并将产生较高的报告利润，它们有可能处在现金 平衡状态。
➢ 问题：在迅速增长的市场上具有相对较低市场份额的业务需要大量的现金流 入，以便为增长筹措资金。
➢ 新进入者：影响潜在新竞争者进入的因素有—经济规模、专卖产品的差别、商标专有、资本需求、分 销渠道、绝对成本优势、政府政策、行业内企业的预期反击等
➢ 购买者：决定购买者力量的因素—买方的集中程度相对于企业的集中程度、买方的数量、买方转换成 本相对企业转换成本、买方信息、后向整合能力、替代品、克服危机的能力、价格/购买总量、产品 差异、品牌专有、质量/性能影响、买方利润、决策者的激励
咨询case技术面训练营
目录
1. 逻辑树分析模型 2. SWOT分析模型 3. 波士顿矩阵分析模型 4. 波特五力分析模型
逻辑树分析模型
➢ 逻辑树又称问题树、演绎树或分解树等。很多咨询公司分析问题最常使用的工具就是“逻辑 树”。逻辑树是将问题的所有子问题分层罗列，从最高层开始，并逐步向下扩展
咨询业面试必看 case interview 及其经典案例分析
(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
Case-interview分析工具
Case interview分析工具/框架一．市场进入类题目（要不要进入某个市场，开发某个新产品）例题：1，华为要不要大力发展个人pc业务2，小米要不要集中资源开发一款5000元售价的旗舰手机常用模型：行业分析（波特五力模型）种力量模型将大量不同的因素汇集在一个简便的模型中，以此分析一个行业的基本竞争态势。
五种力量模型确定了竞争的五种主要来源，即供应商和购买者的讨价还价能力，潜在进入者的威胁，替代品的威胁，以及最后一点，来自目前在同一行业的公司间的竞争。
一种可行战略的提出首先应该包括确认并评价这五种力量，不同力量的特性和重要性因行业和公司的不同而变化，如下图所示：需要重点考虑五个问题：1，供应商的议价能力和供应能力2，购买者的购买力和购买欲3，新进入者的威胁4，替代品的种类和威胁5，其他竞争者的动作公司宏观环境（PEST模型和SWOT模型）PEST是对宏观环境因素作分析，不同行业和企业根据自身特点和经营需要，分析的具体内容会有差异，但一般都应对政治（Political）、经济（Economic）、技术（Technological）和社会（Social）这四大类影响企业的主要外部环境因素进行分析。
简单而言，称之为PEST 分析法。
在行研中，我们用了PEST分析行业的变化。
实际上每个细分市场就可以看成一个行业，同样可以利用PEST来分析。
具体分析的维度如图所示：SWOT优劣势分析主要是着眼于企业自身的实力及其与竞争对手的比较，而机会和威胁分析将注意力放在外部环境的变化及对企业的可能影响上。
在分析时，应把所有的内部因素（即优劣势）集中在一起，然后用外部的力量来对这些因素进行评估。
市场区隔理论市场区隔(Market Segment)是将消费者依不同的需求、特征区分成若干个不同的群体，而形成各个不同的消费群。
有以下四类细分方式：A. 地理细分B. 人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C. 心理细分（社会阶层，生活方式，个性特征）D. 行为细分（购买时机，用户状况，使用率，忠诚度）4P（产品product，价格price，渠道place，推广promotion）4P是营销学中一个很经典的模型。
CASE工具介绍
常用CASE工具简介 四、常用CASE工具简介
(一)图稿绘制： Microsoft Visual Visio 目前国内用得最多的case工具之一。它提供了日常使用中的绝大多数 目前国内用得最多的case工具之一。它提供了日常使用中的绝大多数 框图的绘画功能（包括信息领域的各种原理图，设计图) 框图的绘画功能（包括信息领域的各种原理图，设计图)，同时提供 了部分信息领域的实物图。它是最通用的硬件、网络平台等图表设计 软件。好处是易用性高，特别是对不善于自己构造图的人。但是正因 为很全，所以某个方面上会造成专业程度较低。 visio的精华在于其使用方便，安装后的visio2000既可以单独运行，也 visio的精华在于其使用方便，安装后的visio2000既可以单独运行，也 可以在word中作为对象插入, word集成良好。其图生成后在没有安 可以在word中作为对象插入,与word集成良好。其图生成后在没有安 装visio的word上仍可查看。使用过其他绘图工具的朋友肯定会感受到 visio的word上仍可查看。使用过其他绘图工具的朋友肯定会感受到 viห้องสมุดไป่ตู้io在处理框和文字上的流畅，同时在文件管理上，visio提供了分页、 visio在处理框和文字上的流畅，同时在文件管理上，visio提供了分页、 分组的管理方式。visio支持 UML的静态和动态建模，对UML的建模 分组的管理方式。visio支持 UML的静态和动态建模，对UML的建模 提供了单独的组织管理。从2000版本后visio被Microsoft收购, 提供了单独的组织管理。从2000版本后visio被Microsoft收购,正式成为 Office大家庭的一员,目前最新版是2002。纳入名门的visio2002被微软 Office大家庭的一员,目前最新版是2002。纳入名门的visio2002被微软 的风格所同化，样子出现了一些华而不实的东西，但是功能上visio不 的风格所同化，样子出现了一些华而不实的东西，但是功能上visio不 减从前，各种器件模版有了许多增进。而且还实现了与其他CASE工 减从前，各种器件模版有了许多增进。而且还实现了与其他CASE工 具的集成如下图所示：
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三．Market Sizing/Estimation 市场趋势，市场规模，市场份额，市场壁垒等 市场集中度 市场驱动因素（价格，服务，质量，外观） 关键成功要素 KSF
四．M&A 类
整合原因（synergy, scale, management impulse, Tax consideration, Diversification, Breakup Value）
investment will on average fall 10 percent as well). An investment with beta of 2 will be twice as risky as the market (so when the market falls 10 percent, the value of the investment will on average fall 20 percent). CAPM Once the consultant has determined the beta of a proposed investment, he can use the Capital Asset Pricing Model (CAPM) to calculate the appropriate discount rate (r):
最近在准备 CASE INTERVIEW，刚接触这个，对里面涉及到的 FRAMEWORK 和 STRATEGY 非常不熟悉，偶获珍宝，与诸君共享。顺便攒 RP！！
案例面试分析工具/框架
一．Business Strategy 1． 市场进入类
行业分析（波特 5 力，市场趋势，市场规模，市场份额，市 场壁垒等）
二．Business Operation
1．市场容量扩张（竞争对手，消费者，自己实力） 2．利润改善型 Revenue, Cost 分析，到底是销售额下降造成，还是成本
上升造成 如果销售额下降，看 4P 了（是价格过高？产品质量问题？
分校渠道问题？还是 promotion 的 efficacy 有问题？） 如果成本上升，看固定成本 or 可变成本是否有问题？（固
经济规模，预测学习曲线，研究政府调控） 资金金融（主要金融资金来源，产业风险因素，可变成本/
固定成本） 风险预测与防范
3． 新产品引入类
营销调研 产品？价格？即 4P 4C (Customer, Competition, Cost, Capabilities) 市场促销，分校渠道（渠道选择，库存，运输，仓储） STP 和 4P（Product, Price, Place, Promotion） 产品生命周期
入细分） C. 心理细分（社会阶层，生活方式，个性特征） D. 行为细分（购买时机-柯达，利益细分-牙膏，用户状
况，使用率，忠诚度）
2． 行业分析类
市场（市场规模，市场细分，产品需求/趋势分析，客户需 求）
竞争（竞争对手的经济情况，产品差异化，市场整合度，产 业集中度）
顾客/供应商关系（谈判能力，替代者，评估垂直整合） 进入/离开的障碍（评估公司进入/离开。对新加入者的反应，
所有咨询公司面试可能用到的分析结构
Advanced concepts & frameworks
MBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergraduate would
5C（Character, Capacity, Capital, Conditions, Competitive Advantage）
类型：horizontal, vertical, congeneric, conglomerate 估值方法：DFC，Market Multiple( EBITDA，P/E，P/B) DFC：Pro Forma Cash Flow Statement，Discount Rate Hostile VS Friendly takeovers
The risk-free rate of return is the return the company could receive by making a risk-free investment (for example, by investing in U.S. Treasury bills). The market rate of return is the return the company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).
Example: Hernandez is the CFO of Western Manufacturing Corp., an automobile manufacturer. The company is considering opening a new factory in Ohio that will require an initial investment of $1 million. The company forecasts that the factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Year 4, the company would then sell the factory for $200,000. The company uses a discount rate of 12 percent. Hernandez must determine whether the company should go ahead and build the factory. To make this decision, Hernandez must calculate the net present value of the investment. The cash flows associated with the factory are as follows:
公司宏观环境（人口，经济，自然，技术，政治），公司微 观环境（公司，供应商，市场中介，顾客，竞争对手，大 众）
3C（Competitor, Consumer, Company/Capabilities） Cost-revenue
固定成本，可变成本 收入怎么计算？时间序列估计，可比公司估计 市场细分很重要，niche market A. 地理细分 B. 人口细分（年龄及生命周期阶段细分，性别细分，收
The Capital Asset Pricing Model (CAPM) In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate discount rate (r) to use when calculating net present values. The discount rate may vary depending on the investment. Beta The first step in arriving at an appropriate discount rate for a given investment is determining the investments riskiness. The market risk of an investment is measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness as the market as a whole (so, for example, when the market moves down 10 percent, the value of the
定成本过高，设备是否老化，需要关闭生产线、厂房，降 低管理者工资等，可变成本过高，看原材料价格是否上升， 有没有降低的可能，switch suppliers? 还是人员工资过高， 需要裁员等） 成本结构是否合理，产能利用率如何（闲置率） 3. 推销任何一种产品/服务 4P，3c 4. 定价 以成本为基础的定价
Hernandez then calculates the NPV of the factory as follows:
Since the factory has a negative net present value, Hernandez correctly decides that the factory should not be built. The net present value rule Note from the example above that once the consultant has figured out the NPV of a proposed investment, she then decides whether to undertake the investment by applying the net present value rule: Make only those investments that have a positive net present value. As long as the consultant follows this rule, she can be confident that each investment is making a positive net contribution to the company.