案例面试错误示范(科尔尼(ATKearney))

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绩效辅导面谈失败案例

案例：如此面谈2010年年底的一个周三下午，安徽合肥高新区某IT公司销售部员工张三被其主管销售部赵经理请到了二楼会议室。

张三进门时，看见赵经理正站在窗户边打手机，脸色不大好看。

约五分钟后，赵经理匆匆挂了电话说：“刚接到公司一个客户的电话……前天人力资源部长找我谈了谈，希望我们销售部能带头实施面谈.我本打算提前通知你，好让你有个思想准备。

不过我这几天事情比较多，而且我们平时也常沟通，所以就临时决定今天下午和你聊聊。

”等张三坐下后，赵经理接着说:“其实刚才是蚌埠的李总打来电话，说我们的设备出问题了。

他给你打过电话，是吧?”张三一听，顿时紧张起来：“经理，我接到电话后认为他们自己能够解决这个问题的，就没放在心上.”张三心想：这李总肯定向赵经理说我的坏话了！于是变得愈加紧张，脸色也变得很难看。

“不解决客户的问题怎么行呢?现在市场竞争这么激烈,你可不能犯这种低级错误呀！这件事等明天你把它处理好,现在先不谈了。

”说着赵经理拿出一张纸,上面有几行手写的字，张三坐在对面没看清楚。

赵经理接着说：“这次的绩效考评结果我想你也早就猜到了,根据你的销售业绩，你今年业绩最差。

小张呀,做市场是需要头脑的,不是每天都出去跑就能跑到业务的。

你看和你一起进公司的小李，那小伙子多能干，你要向他多学着点儿！”张三从赵经理的目光中先是看到了批评与冷漠，接着又看到了他对小李的欣赏,张三心里感到了刺痛。

“经理，我今年的业绩不佳，那是有客观原因的.蚌埠、淮南等城市经济落后，产品市场还不成熟，跟江浙地区不能比.为了开拓市场，我可费了很多心血才有这些成绩的。

再说了，小李业绩好那是因为……"张三似乎有满肚子委屈，他还想往下讲却被赵经理打断了.“小张，你说的客观原因我也能理解，可是我也无能为力，帮不了你啊！再说，你来的比他们晚，他们在江浙那边已经打下了一片市场，有了良好的基础,我总不能把别人做的市场平白无故地交给你啊.你说呢？”赵经理无奈地看着张三说。

科尔尼A.T. KearneyPPT图库

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面试问题回答的六大错误示范

面试问题回答的六大错误示范面试问题回答的六大错误示范好不容易获得一个面试机会或者大公司的面试，如果面试回答问题时毫无技巧，甚至出现“自杀式”回答，那么很可能来之不易的面试就泡汤了。

下面为求职者搜集了六大面试回答问题的错误示范，希望面试者可以避开这些错误。

1.错误一：盲目自信问题：说说你的优点回答：我团结同事、认真踏实、积极主动、学习能力强……点评：优点不是越多越好，而是越真实和独特越好，或者说自身的有点符合应聘公司的风格和应聘职位的要求。

否则，所有的优点在面试官眼中就等于没有优点。

2.错误二：不经大脑思索问题：请简单介绍一下你自己：回答：我是一个很普通的人……;我今天准备得不太好……点评：面试官给出这个问题，希望的是从求职者口中得到一个简单初步的了解，而不经过大脑思考的回答，无异于自杀。

即使是一个很普通的人，也要从自身寻找出闪光点;对于我今天准备的`不太好的回答，更让面试官觉得没有收到尊重，很可能面试官会说：那请你准备好再来，不要浪费大家的时间……3.错误三：通过工作学习技能问题：你希望通过这份工作获得什么呢?回答：我希望在这份工作中能学习到更多的技能点评：公司不是学校，我们是希望你过来干活的，为公司发展出力，而不是给你练手和锻炼自己的，我们还是找一些更靠谱的人吧。

4.错误四：将钱途放在首位问题：你还有什么问题么?回答：我想问一下工资大概是多少?还能高些么?(石家庄大学生兼职推荐阅读：面试如何巧妙回答薪资问题)点评：一般来说，工资完全可以在公司的网站、一般的行业网站找到。

或者私下沟通。

建议可以在基本意向确定以后再问。

当然，就这个问题，每个人有不同意见。

5.错误五：未显示出责任感问题：如果你给一份……的任务，你会怎么做?回答：我应该能够做好……点评：：我应该能够做好，反过来说就是：做不好也不怪我吧!这样的回答，显然不能满足公司对于员工责任感的要求。

你可以尝试谈谈会怎么做。

如果做到你会怎么样，如果做不到，你会如何调整。

咨询面试系列(3)：A.T. Kearney案例分析-2.

Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer:❑Your client is a U.S. based manufacturer of branded cookies (cookies that carry the name of the manufacturer❑Recently private label cookies (those carrying the name of the retailer have emerged and threatened branded cookiesPrivate label cookies emerged five years agoTwo and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%Today they make up approximately 20% of the overall cookie market (i.e., there has been a steady, linear increase of private label portion of the overall cookie market during the past five yearsThe overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:Your client, who makes only branded cookiesA second major player, that makes both branded cookies and supplies cookies for privatelabelersA collection of small outfits, that make both branded cookies and supply private labelers❑Distribution occurs primarily through one of two types of outlets:Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies. This represents approximately 90% of total cookie salesMass merchandisers (ex. Walmart, Sam’s, etc.: sell only branded cookiesQuestion:❑How large would you estimate the overall U.S. cookie market to be in terms of $?❑How large of a threat do you believe the trend in private label cookie sales to be to your client?❑Based on your assessment, what is an appropriate strategy for your client to follow?Suggested solutions:The first question, estimating the size of the U.S. cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of U.S. households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project outfor one year. In this case, after an estimate has been made, the candidate would be told to assume the market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gatheredpertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sal es, and what the likelihood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years?Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller players?The smaller players combined had 100% of the private label subsegment five years ago.Two and one-half years ago your client’s main competitor began supplying private labelers.Today, this main competitor owns 40% of the private label subsegment, the smaller players own the remaining 60%❑How has market share of the branded segment been split over the past five years?Your client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In re spon se to this, your client’s main competitorentered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is requi red to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookie?Consumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label products?It costs approximately $1.50 to manufacture a bag of private label cookies whichwill sell for$2.00 to retailers. It costs approximately $2.00 to manufacture a bag of branded cookies which will sell for $2.75.❑How do the same numbers translate at the retail level?A retailer, paying $2.00 for private label cookies can sell that product for $2.50. The $2.75 bag ofbranded cookies can be sold for $3.50.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer. The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label products?No❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label products?Th ere wa s some excess capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much.. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a r esult of it not supplying private label products?Not noticeably❑Are grocery stores using private labels in other food categories?Yes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocers?Generally increasing. Grocer chains are expanding and the number of grocers to be found servinga given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years?The economy has been slowing over the past five years. There is concern about recessionThe above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest inu tilizing excess capacity, grocer’s desire to sell products with their name on it (they may believe this creates return customers in an increasing competitive environment, consumers concerns about a troubled economy (price vs. quality tradeoffs.At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basisof competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operationUtilize all existing excess capacityGain maximum product knowledge as quickly as possibleUnderstand low cost positions on product ingredients and mixReview process improvement/ manufacturing efficiency opportunitiesUndertake overhead reduction efforts(Any of these points could be discussed in great detail❑Ensure there is no customer confusion between private label offering and branded product❑Seek partnering agreements with retailersJoint advertising and promotions❑Explore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private labelIf the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful:❑Pursue a maximum differentiation strategyInvest in brand image to support premium priceMake it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the productManage price gap: explore price increases where appropriate( Again, any of these points could be discussed in great detail❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as availableCustomers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit.Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answ er. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge? What is driving it? How has it affected manufacturers, retailers and consumers?。

面试题错误回答例举

面试题错误回答例举1、“我讨厌以前的老板。

”面试题：你的上一位老板将会是一个可怜的人，他的主要“功绩”似乎就是把你的生活变得苦不堪言。

显然，你无需谈及这些事情。

一些因过于诚实而说出的一些错误的话，尽管是令人钦佩的，然而，请你不要再犯这种错误，这些垃圾无用的谈话，是无用而让人瞧不起的。

“如果你确实很讨厌你的上一位老板，我应当准备好这样解释，为什么上一个组织管理和人际关系不适合你。

”格林?莫兰(Greg Moran)表示，一位技术公司负责销售和人事关系的主管，“然后，你得去说明什么样的组织和管理风格可能会适合于你。

”2、“我不了解贵公司。

”面试题；当有机会面试时，面试官将会问你了解我们公司什么。

如果你说不了解这家公司，面试官将会怀疑你为什么申请这个职位，是否只是为了金钱，而非职业。

格林?莫兰(Greg Moran)认为，“以今日之技术，你没有任何借说不了解这家公司，除非你太过于懒惰或谋划能力差劲，而这并不是一位有潜力职员所应当具备的特征。

”3、“不，我没有问题问你们了。

”面试题：如果你没有问题问面试官的话，说明你可能不了解这家公司，这是对公司情况缺乏兴趣的信号。

可能面试官会回答一个与职位相关的问题，如果你对这个职位的将来感兴趣的话，你应当思考一些问题来问。

“在你去面试之前，要很好地调查一番这家公司，”格林?莫兰(Greg Moran)建议，“了解这家公司的商业模式、发展前景和人员。

有了这些信息，可以让你获得一些问题在手中，前提是这些问题不会被你遗忘。

”4、“我可能需要休假数日。

”面试题：“当然我们每个人都需要生活或干一些别的私事，许多的雇主也会理解到这一点。

然而，如果你提出来的话，这将可能会变成一次讨论个人私事的时间，”莫兰建议，“不要在讨论薪金或提供职位之前提出要休假之事。

”为何?因为在面试时涉及到休假的话，这样，可能会给人太过傲慢的印象。

5、“我多久会得到这份工作?”面试题：当你想要去表明，你已经胜券在握时，你得明白，你不能因此表现得过于自信或显得准备离开去应聘另一份仍没有确定的工作。

英语面试雷区面试时你自以为说对了的错话

英语面试雷区面试时你自以为说对了的错话With unemployment hovering near eight percent, even landing a job interview can be difficult these days. So once you do, you want to make the most of it. Being prepared helps, of course, but the words you choose during the interview canbe equally important.近来失业率久久徘徊在8%左右，甚至得到一个面试时机都已经变得相当困难。

所以一旦你获得了面试的时机，你一定希望尽最大的努力。

准备充分当然很重要，但你在面试中的措辞也同样重要。

Use the wrong ones, warns Suess For Hire author and career consultant Alexandra Levit, and you can kill your chancesat advancement — even if you’re well-qualified for the job. We asked recruiters for five of the most mon culprits and what to say instead.《成功聘用》的作者，同时也是求职参谋的Alexandra Levit警告说，假设是用了错误的措辞你就可能扼杀你受聘的时机——即使你完全符合获得这份工作的条件。

我们询问了一些招聘者，得出了5句最常见的会导致你面试失败的罪首，以及应该如何代替。

"I can do anything."“我什么都能做。

”Saying this shows you're an up-for-anything go-getter, right? Not so, say recruiters. If you’re one of many candidates for the position (and you probably are), this vague response will just get you lost in the shuffle. It doesn't give the recruiter a clear idea of what you can doto meet the needs of the job. Instead, be specific. Try: "You said you're looking for someone who can do X. Let me tell you about my experience with that."这么说说明了你是个愿意做任何事的积极能干的人，对吗?招聘者们说，事实并非如此。

英语面试的错误示范

英语面试的错误示范Toby在简历上把自己吹得神乎其神，今天他赢得了一个的时机，我们来看看他怎么表现吧！Jack: Hi Toby, my name is Jack Wilson, and I'm the head of human resources here.Toby: Hello Mr. Wilson, thanks for taking the time to see me.Jack: Sure. I see on your resume that you've done a lot with puters, sales and customer service. Can you tell me a little bit about your experience?Toby: Of course. As it says on my resume my main experience is working in retail sales at a book store.Jack: What were the day-to-day responsibilities forthis job?Toby: I did a lot of market research. Since we sold a lot of newspapers and magazines, I spent a lot of time reading news stories online.Jack: Do you have any experience in customer service?Jack: You mean your "market research"?Toby: Oh right... of course I meant my market research.Jack: I see. And do you work well as part of a team?Jack: Can you give me an example of how you have e up with a new solution to a problem?Jack: Well Toby, I appreciate you ing in. Right now we have to interview a few more applicants, so we will get back to you when we make a decision.Toby: Thanks for your time. Can you tell me when you would want me to start if I'm selected?Jack: Frankly, Toby, I wouldn't worry about that too much.Ouch！Toby 问人家自己什么时候开始上班，人家却说，这个问题您就不用管了！看来，这份工作肯定没戏了！。

咨询面试系列(2)：A[1].T. Kearney案例分析

Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a manufacturer of bicycles❑They have been in business for 25 years❑They manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclistsMainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Smaller, simpler versions of their mainstream bikes for children❑Profits at your client have decreased over the past five yearsQuestion:❑What is driving the decline in overall profits?❑What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.❑What are the client’s margi ns for a bicycle in each of the three segments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unit❑What has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MM❑W hat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%❑Who are the client’s major competitor’s in each market segment? What has happened to their market share in each segment over the past five years?Racing: There is one main competitor and a host of small firms. Your main competitor hasincreased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are many competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (racing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MM x 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:❑Have there been any major changes in product quality in your client’s racing product? Or in its main competitor’s racing product?No❑Have there been any major price changes in your client’s racing product? Or in its main competitor’s ra cing product?No❑Have there been any major changes in distribution outlets for your client’s racing product? Or for its main competitor’s racing product?Yes. Previously your client and its main competitor in the racing segment sold exclusively through small, specialty dealers. This remains unchanged for the competition. Your client, however, began to sell its racing bikes through mass distributors and discount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.❑How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.❑What percent of your client’s racing sales occur in mass distributors a nd discount stores?Effectively none. This attempt to sell through these distributors has failed❑How has the decision to sell through mass distributor’s and discount stores affected the image of the client’s racing product?No studies have been done.❑Ho w has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively the last two questions, a possible story can be put together. There has been no appreciable change in either quality or price (or any other tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of the profitability issue. Questions to uncover cost issues would include:❑How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.❑What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%❑How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.❑Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilize technology to improve efficiency throughout the industry, but it is his/her opinion that their approach,maintaining the “human touch”, is what differentiates them from the competition. (Unfor tunately, he’s right!!)❑Is the workforce unionized?Yes❑What is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.❑What is the present throughput rating? How has it changed over the past five years?Presently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.❑What is the typical reason for equipment shutdown?Emergency repair❑Describe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of senior technicians.❑How often has equipment been replaced? Is this consistent with the original equipment manufacturer’s recommendations?The client feels that most OEM recommendations are very conservative. They have followed a philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:❑Abandon t he mainstream and children’s segment to recover leadership in the racing segment Issues to consider in this approach:How much of the racing segment is “recoverable”?What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?❑Maintain the mainstream and children’s segment, but sell under a different name Issues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’s market?❑Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investments?What are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriate?Are the mainstream and children’s segments potentially “over-engineered”?What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?❑Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。

AT科尔尼的并购范例-Merger-Integration-ATK

Underperformance compared to industry average
60%
Overperformance compared to industry average
Value growth 150%
Top performing mergers create significant shareholder value
40% of Growth Is From Acquisitions
Value Growers Manage Both
Well
40%
External
Sources of Growth 60%
Internal
100% Total Growth
19
1083
_Macros
What really matters in “acquisition for growth” strategies is execution
• Define key decision processes (committees, procedures, …)
• Reduce total cost of external purchases through best price evaluation volume concentration, competitive bidding
factors add another level of considerable complexity…
Time pressure
• All stakeholders expect rapid execution (shareholders, employees, management, regulation committees, government,…)

2020年绩效面谈案例——失败的绩效面谈和成功的绩效面谈(实用)

绩效面谈案例——失败的绩效面谈和成功的绩效面谈绩效面谈是整个绩效管理过程中的核心环节,是绩效反馈环节的重要手段之一。

绩效面谈工作的成功与否直接关系到绩效管理体系能否良性运行，绩效改善的目标能否真正实现。

对于许多已经导入绩效管理理念,对初步建立起绩效管理体系的企业来说，如何做好绩效面谈是颇为重要的。

但是在绩效管理的实践中，绩效面谈却常常流于形式,没有起到其应有的作用。

先来看看失败的案例：你中枪了吗？案例:人物：刘经理,小张. 刘经理:小张,有时间吗？小张：什么事情，头？刘经理:想和你谈谈,关于你年终绩效的事情。

小张：现在?要多长时间？刘经理：恩……就一小会，我9点还有个重要的会议。

哎，你也知道,年终大家都很忙我也不想浪费你的时间。

可是ＨR部门总给我们添麻烦.ﻫ小张：……ﻫ刘经理：那我们就开始吧。

ﻫ（于是小张就在刘经理放满文件的办公桌的对面,不知所措地坐了下来)ﻫ刘经理：小张,今年你的业绩总的来说还过得去，但和其他同事比起来还差了许多，但你是我的老部下了，我还是很了解你的，所以我给你的综合评价是３分,怎么样？小张：头,今年的很多事情你都知道的，我认为我自己还是做的不错的呀，年初安排到我手里的任务我都完成了呀,另外我还帮助其他的同事很多的工作……刘经理：年初是年初,你也知道公司现在的发展速度,在半年前部门就接到新的市场任务,我也对大家做了宣布的，结果到了年底，我们的新任务还差一大截没完成，我的压力也很重啊！ﻫ小张：可是你也并没有因此调整我们的目标啊?！ﻫ秘书直接走进来说，“刘经理,大家都在会议室里等你呢！ﻫ”ﻫ刘经理:好了好了，小张，写目标计划什么的都是HR部门要求的，他们哪里懂公司的业务！现在我们都是计划赶不上变化,他们只是要求你的表格填的完整好看，而且，他们还对每个部门分派了指标.大家都不容易,你的工资也不错,你看小王，他的基本工资比你低，工作却比你做的好，所以我想你心理应该平衡了吧.明年你要是做的好，我相信我会让你满意的。

【实例】麦肯锡面试的成功与失败实例-30页

我闯入了麦肯锡的两轮面试后却失败了２００１：面试麦肯锡从加州理工到高盛银行第二轮面试惨遭淘汰为何选了我高薪、旅行各国、接触不同企业、结识各领域领导人物如何应聘咨询公司（下）——个案调查我闯入了麦肯锡的两轮面试后却失败了我是南京大学商院97级的，已经毕业一段时间了，这期间一直希望进入一家国际一流咨询企业，经历了很多面试和挫折，虽然都以失败告终，但收获还是有的。

我写下来一是想和现在找工作的同学互勉；二是为了给以后想进入全球顶尖咨询和投行的师弟师妹们一些经验和教训。

E-mail通知面试麦肯锡很奇怪，是E-mail通知面试的。

一共56个人被选出来参加第一论面试。

在第一轮面试之前有一个笔试，叫mckinsey caselets，居然是ETS出品的。

里面的很多case与几大咨询公司网站上提供的case比较相似，只要你能融会贯通，做题不难，但是阅读量挺大。

我考过gmat，提前20分钟做完。

考完笔试会有一个pre－interview reception，这和笔试一样都不影响你是否进入下一轮面试。

这个reception就是有些麦肯锡的大中小“牛”们出来和同学们见个面，介绍一下麦肯锡的case interview是什么样的，还有就是做广告。

个人觉得麦肯锡这样很人性化，很重视applicatant。

这时会发给你一张interview schedule，我看了一下，上面一半以上是海归，还有好多是什么牛津，剑桥毕业的，吓死人。

第一轮面试感觉良好我是第二天下午一点多面试的。

麦肯锡的面试一共3轮，每轮两个面试官。

每轮都包括behavior interview和case interview。

第一个面试我的是一个全球副董，聊的时候她很严肃，我就没话找话，把能说的都说了。

然后她就给我做了一个关于mobile phone manufactuer进入中国市场的案例，整个过程还算不错。

第二个是一个资深顾问，我觉得他是我在所有面试官面前发挥得最好的一次。

经典面试问题以及正确错误回答的分析

经典面试问题以及正确错误回答的分析问题1 你为什么觉得自己能够在这个职位上取得成就？分析这是一个相当宽泛的问题，它给求职者提供了一个机会，可以让求职者表明自己的热情和挑战欲。

对这个问题的回答将为面试人在判断求职者是否对这个职位有足够的动力和自信心方面提供关键信息。

错误回答我不知道。

我擅长做很多事情。

如果我能得到并且决定接受这份工作，我确信自己可以把它做得相当好，因为我过去一直都很成功。

评论尽管表面上听起来这种回答可以接受，但是它在几个方面都有欠缺。

首先，这种语言很无力。

像“擅长做很多事情”以及“相当好”之类的话，都无法反映你的进取心，而如果不能表现出足够的进取心，你就很难进入最好的企业。

另外，将过去做过的所有事情同这个职位联系起来，这意味着求职者对这一特定职位没有足够的成就欲望和真正的热情。

正确回答从我的经历来看，这是我的职业生涯中最适合我的一份工作。

几年来，我一直在研究这个领域并且关注贵公司，一直希望能有这样的面试机会。

我拥有必备的技能（简单讲述一个故事来加以说明），我非常适合这一职位，也确实能做好这份工作。

评论这是一个很有说服力的回答，因为它可以告诉面试人，这个求职者拥有足够的技能和知识来完成这项工作。

他所讲的故事表明了求职者的技能，也验证了他最初的陈述。

最后，求职者表示了“做好这份工作”的愿望，这证明了他具备对这份工作的热情和进取心。

问题2 你最大的长处和弱点分别是什么？这些长处和弱点对你在企业的业绩会有什么样的影响？分析这个问题的最大陷阱在于，第一个问题实际上是两个问题，而且还要加上一个后续问题。

这两个问题的陷阱并不在于你是否能认真地看待自己的长处，也不在于你是否能正确认识自己的弱点。

记住，你的回答不仅是向面试人说明你的优势和劣势，也能在总体上表现你的价值观和对自身价值的看法。

错误回答从长处来说，我实在找不出什么突出的方面，我认为我的技能是非常广泛的。

至于弱点，我想，如果某个项目时间拖得太久，我可能会感到厌倦。

有悖心理测量学原理六个面试错误(Word最新版)

有悖心理测量学原理六个面试错误通过整理的有悖心理测量学原理六个面试错误相关文档，渴望对大家有所扶植，感谢观看！面试是挖掘应聘者和目标岗位相关的信息，并依据这些信息预料其在目标岗位上的将来业绩的过程。

从这个意义上来看，面试也是心理测量的一种类型。

面试专业化的唯一途径是遵照心理测量学的基本原理来设计和主持，那么，在实践中，有违心理测量学原理的面试现象有哪些呢?如何解决这些问题呢?面试时间比较短在面试实践当中，有的组织为了节约时间、提高效率，往往会压缩面试的时间，有的面试也就在特殊钟左右。

作为一种挖掘信息并预料将来的重要工具，面试应当保证足够的时间，才能够挖掘到应聘者身上有代表性的信息。

从心理测量学来说，面试也是一种抽样，透过抽样来推想整体的过程。

既然是抽样，就要有代表性。

假如面试只有特殊钟，那么确定不能满足要求。

比如说，有的应聘者，特殊是高校生，在面试之前很少见到过这样正式的诚，由于很惊惶，可能须要用五分钟时间来适应面试环境，就只能用剩下的五分钟来呈现才能了。

那么面试的时间多长才合适呢?一般来说，岗位层级越高，岗位须要的实力越困难，面试的时间也就越长。

进行高层管理者面试须要六特殊钟以上，中层管理者至少四特殊钟，一般岗位最好也在半个小时左右。

不同类型的面试须要的时间长短也是有区分的，行为面试须要更多的追问，因此，行为面试比情境面试时间要长。

对于外部应聘者，须要更多的、更深化的了解，因此，外部聘请较内部聘请时间要长，除了考察其阅历、学问技能之外，还要有更多的时间评价其行为风格和组织的价值观是否匹配。

评价维度不恰当每种人事测量方法都有其适合的评价维度，不能用面试来考察全部的维度。

在面试实践当中，关于评价维度的设计有如下两个问题：第一、维度设计过多。

有的面试甚至须要评价十几个维度，面试官根本不行能在短短的几特殊钟内对这么多的维度进行有效的区分和评价。

一般来说，假如是一个小时的面试时间，建议设计六个评价维度。

毁灭性的面试错误

精心整理毁灭性的面试错误在面试时，为了得到人力资源主管很好的印象，就要避免某种行为。

面试时关键的细节失误就会造成你的名字从候选者名单中抹掉一些进入人力资源工作的人认为人力资源的管理更像一种社会性的工作。

然而，了。

况。

遇到这种情况你自然本能的反应就是想帮助应聘者，告诉他们哪里出现了错误。

但是你不能这样做，而且你也不可能打断他们或冒犯他们。

无论如何，对于公司来说那样做都是对公司没有任何好处的，用同情心来代替你的冷漠，作为人力资源人士哪怕对应聘者努力挤出一丝虚假的微笑都是好的，然后对他说：“我们再联络。

”因此，如果不幸的面试者在面试期间和面试之后不断地犯同样的错误，那么由谁来告诉他呢？除非他们的朋友看见了面试时的画面，否则没有人。

这项任务就落到了我的头上，就在这里就在现在来告诉他们。

注意一下避免面试时“我们所做的”5个主要的不合时宜的行为，同时告诉你的朋友。

合适的衣着限制你的友爱友善是很棒的。

事实上它也是基本的礼貌，除非你正在申请一个实际的工作（开个玩笑）。

但如果你对一个完全陌生的人投入太多的友爱不是明智的。

我面试过一位女性，很巧，她曾经在我以前待过的公司工作过。

在我离开那个公司6个月后，她进入了这家公司。

在那次面试时，她问了我那家公司我们共同认识的人。

当然，我认识他们，SallyJones、JoeBartlett等等，是的，我都认识，在6到7个名字之后，我想，嘿，女士，够了，我们应该到此为止了。

但她还在继续，直到她把这家公司的整个花名册的员工的名字都点了一遍，才停了下来。

我觉1个吗？”。

科尔尼咨询A.T.Kearney Spend Analysis_Example

Combination of various sources indicates $125 MM in unadjusted MRO spend
Source: AP&P-Card data; PO Data from State of Georgia, 2005
A.T. Kearney X/mm.yyyy/00000
A.T. Kearney X/mm.yyyy/00000
2
ple
Georgia Spend Cube Data
Sources of Spend Cube Data
AP & P-Card Data - $106 MM No line item detail Contains the aggregate spend for a transaction with an Agency/Vendor Data sources include AP without PO visibility, P-Card, GSFIC $52,412,947 of the spend falls under “No Agency Listed” $104,098,316 of the spend fall under “NO NIGP” code PO Data - $19 MM Contains Line Item Detail Item Description, Quantity, Unit Price, Buyer Name/ID Contains PO Type Description Open Market, Statewide Contract Release, Agency Contract and Releases, Construction-PW-A and E, Sole Source-Per GPM, Exempt-Per OCGA 50-5-58, Sole Brand-Per GPM, Mandatory-CS, GCI, GEPS, GIB, Intergovernmental Agreement

绩效面谈案例——失败的绩效面谈和成功的绩效面谈

绩效面谈是整个绩效管理过程中的核心环节，是绩效反馈环节的重要手段之一。

绩效面谈工作的成功与否直接关系到绩效管理体系能否良性运行，绩效改善的目标能否真正实现。

对于许多已经导入绩效管理理念，对初步建立起绩效管理体系的企业来说，如何做好绩效面谈是颇为重要的。

但是在绩效管理的实践中，绩效面谈却常常流于形式，没有起到其应有的作用。

先来看看失败的案例：你中枪了吗？案例：人物：刘经理，小张。

刘经理：小张，有时间吗？小张：什么事情，头？刘经理：想和你谈谈，关于你年终绩效的事情。

小张：现在？要多长时间？刘经理：恩……就一小会，我9点还有个重要的会议。

哎，你也知道，年终大家都很忙我也不想浪费你的时间。

可是HR部门总给我们添麻烦。

小张：……刘经理：那我们就开始吧。

（于是小张就在刘经理放满文件的办公桌的对面，不知所措地坐了下来）刘经理：小张，今年你的业绩总的来说还过得去，但和其他同事比起来还差了许多，但你是我的老部下了，我还是很了解你的，所以我给你的综合评价是3分，怎么样？小张：头，今年的很多事情你都知道的，我认为我自己还是做的不错的呀，年初安排到我手里的任务我都完成了呀，另外我还帮助其他的同事很多的工作……刘经理：年初是年初，你也知道公司现在的发展速度，在半年前部门就接到新的市场任务，我也对大家做了宣布的，结果到了年底，我们的新任务还差一大截没完成，我的压力也很重啊！小张：可是你也并没有因此调整我们的目标啊？！秘书直接走进来说，“刘经理，大家都在会议室里等你呢！”刘经理：好了好了，小张，写目标计划什么的都是HR部门要求的，他们哪里懂公司的业务！现在我们都是计划赶不上变化，他们只是要求你的表格填的完整好看，而且，他们还对每个部门分派了指标。

大家都不容易，你的工资也不错，你看小王，他的基本工资比你低，工作却比你做的好，所以我想你心理应该平衡了吧。

明年你要是做的好，我相信我会让你满意的。

好了，我现在很忙，下次我们再聊。

小张：可是头，去年年底评估的时候……刘经理没有理会小张，匆匆和秘书离开了自己的办公室。

面试的十二种高级错误_(总结近10年跨国公司人力资源管理工作之经验)

面试的十二种高级错误【编者按】在求职面试中，没有人能保证不犯错误。

只是聪明的求职者会不断地修正错误走向成熟。

然而在面试中有些错误却是一些相当聪明的求职者也难免会一犯再犯的，我们权称之为“高级”错误。

下面的文章总结近10年跨国公司人力资源管理工作之经验，列举出常见的十二种“高级”错误。

而之后的文章总结了24条面试提示，这将尽可能的减少你“中招”可能，将给你带来成功的契机。

一、不善于打破沉默面试开始时，应试者不善“破冰”（英文直译，即打破沉默），而等待面试官打开话匣。

面试中，应试者又出于种种顾虑，不愿主动说话，结果使面试出现冷场。

即便能勉强打破沉默，语音语调亦极其生硬，使场面更显尴尬。

实际上，无论是面试前或面试中，面试者主动致意与交谈，会留给面试官热情和善于与人交谈的良好印象。

二、与面试官“套近乎”具备一定专业素养的面试官是忌讳与应试者套近乎的，因为面试中双方关系过于随便或过于紧张都会影响面试官的评判。

过分“套近乎”亦会在客观上妨碍应试者在短短的面试时间内，作好专业经验与技能的陈述。

聪明的应试者可以例举一至两件有根有据的事情来赞扬招聘单位，从而表现出您对这家公司的兴趣。

三、为偏见或成见所左右有时候，参加面试前自己所了解的有关面试官，或该招聘单位的负面评价会左右自己面试中的思维。

误认为貌似冷淡的面试官或是严厉或是对应试者不满意，因此十分紧张。

还有些时候，面试官是一位看上去比自己年轻许多的小姐，心中便开始嘀咕：“她怎么能有资格面试我呢？”其实，在招聘面试这种特殊的采购关系中，应试者作为供方，需要积极面对不同风格的面试官即客户。

一个真正的销售员在面对客户的时候，他的态度是无法选择的。

四、慷慨陈词，却举不出例子应试者大谈个人成就、特长、技能时，聪明的面试官一旦反问：“能举一两个例子吗”？应试者便无言应对。

而面试官恰恰认为：事实胜于雄辩。

在面试中，应试者要想以其所谓的沟通能力、解决问题的能力、团队合作能力，领导能力等取信于人，唯有举例。

2021年麦肯锡招聘面试案例分析样题和答案英文

McKiney On line case studyTo step through this case example，we will give you some information，ask a question，and then，when you are ready，give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note，you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise，you will answer a series of questions as the case unfolds. We provide our recommended answers after each question，with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview，we are more interested in your explanation of how you arrived at your answer，not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue，and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case，there will be far more interaction with the interviewer than this exercise allows. For example，you will have the opportunity to ask clarifying questions.Finally，a live case interview would typically be completed in 30 - 45 minutes，depending on how the case evolves. In this on-line exercise，there is no time limit. There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview，so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh yourmemory of previous answers by clicking the highlighted Q&A links to the left. To print the answer，click on the print icon that appears in the TOP RIGHT corner. At the end，you can print the entire on-line case study at once.The caseQuestion 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 orderto meet its growth targets，while staying within its budget constraints.Q1：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 certainhigher potential campuses and eliminating other ones that appear tohave more limited potential.•Review recruiting approach at each campus (e.g.，optimizecost-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 haveperformed 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 potentialcampuses and eliminating other ones that appear to have more limitedpotential.•Review recruiting approach at each campus (e.g.，optimizecost-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.Q2：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 anentry-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 besegmented by discipline or segmented based on career interests inresponse to the survey)，then calculate the 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 school Helpful 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.Q3：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 hires The 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.Question4Q：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.Q5：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 students to 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.Q6：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 onlyif 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.Question7University 4 graduates 1,000 seniors each year.Q7：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%)Question8Q8：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 increaseapplicants significantly without increasing costs. At one of thecampuses we've looked at，University 4，the number of applicantswould 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 certainplaces or reallocate resources 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。

科尔尼-矩阵式管理报告ATKEARNEY-matrix structure

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Waging War on Complexity
Although CEOs have overwhelmingly favored the various forms and states of the matrix, there is little empirical evidence to support (or discredit) its success. Most of the information is subjective and anecdotal, and, rather than increasing understanding, it simply promotes widespread confusion. To establish a more fact-based understanding of the matrix, A.T. Kearney conducted a study. The primary research consisted of interviews and group discussions with more than 200 executives and managers from seven major U.S.-based corporations in six industries. Companies selected for the study had operated within a matrix structure for anywhere from three years to more than 20 years, and were either in the initial stage of implementing a matrix structure, in the process of restructuring their matrix structure, or had been hailed as a high-performing matrix organization. Participants were asked about the challenges and benefits of working in the matrix. Answers were categorized and used to develop insights about characteristics of the matrix and to identify key success factors. In this paper, we highlight the study findings and offer some insight into the matrix that, for the first time, blends concrete fact with stories from the front lines. It begins with a brief discussion about the matrix and identifies reasons why CEOs adopt a matrix organizational structure (see sidebar). We then describe the three predominant types of matrix organizations, all of which have evolved over time. Finally, we identify the challenges and key success factors of top matrix organizations, including best practices. We look at what works in matrix organizations, what doesn’t work — and, more important, offer reasons why. Having gained acceptance in the aerospace industry more than half a century ago, the matrix has thrived ever since. At its best, the matrix helps to reduce complexity, enable the smooth sharing of resources across a company, and establish economies of scale. A company that adopts a matrix structure gains agility, and is able to react more quickly to market and customer demands. At its worst, the matrix can actually increase complexity, but only if it is not implemented properly. Various factors influence a CEO’s decision to adopt a matrix — growth, mergers, acquisitions — factors that are inevitably linked to complexity reduction. Any company that has experienced a growth spurt, for example, can attest to the subsequent division of labor and the formation of various business groups that ensue. The result, especially when it is brought on by multiple, and sometimes conflicting, business goals, is always the same: complexity. As the current trend in industry consolidation continues, and as more organizations expand their global reach, companies will continue to turn to the matrix structure. Similarly, in today’s fast changing Internet environment, information is critical for an organization’s survival and prosperity. Yet most companies continue to operate in a traditional hierarchical structure in which information flows vertically through selected communication points that filter and distribute the information to the appropriate recipients. In a stable environment, this communication process works; in a turbulent environment, organizations quickly become paralyzed by information overload. Once again, complexity reduction is key.