麦肯锡公司招聘案例分析

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麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）

麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）一天来了一顾客买了30元货物（进价是20元），顾客给了100元。

但老板找不开，就到邻居那换了100元零钱。

不过多久，邻居过来说刚才那一百元是假钞，老板只好重新给他换掉。

请问：这位老板因这笔生意共亏了多少钱？虽不是很难，却是决定成败的一题．答案：鉴于如此简单易想的一道逻辑应用题论坛上的各位大大居然答错率在７０％以上，我不得不为中国的应试教育感到悲伤，毕竟我也是受毒害的一员．由于万恶的楼主给题目不给答案的做法使回复高达１００多页也争论不出个结果，所以我现在来用理论而非数字仔细的来分析一下这道题，使大多数人能真正理解明白这道题，得出正确的答案．将老板的行为划分成2个方向分析价值流向即可：1.老板与客户方向：收到假币，价值为0，付给客户鞋子标价30，加上找零70元真币，0-30-70=-100；2.老板与邻居方向：拿出价值0元的假币（还不知是假）换回邻居100零钱真币，-0+100，后被发现是假币又还给邻居100真币，变为-0+100-100=0，不亏不赚，白忙活；3.答案是不是上诉两个方面代数和： -100+0= -100 即亏100呢？还不是，还差一点,,,,,(３０元的货物中有１０元的利润，实际成本只有２０元，利润可以算到亏损里吗，当然不可以，利润没有亏损一说，只有成本的损失才可以叫亏损，换个方式想想，假设老板进一批货由于各种原因最终只能以成本进货价格全部卖出你能说老板亏损了吗....)新闻联播里面常说某大型国企去年亏损或盈利**万元，可以知道这是两个完全对立的概念，不应把那本来有可能得到而没有得到的10元利润算进去，亏损多少只是相对于“不亏不赚，一年白干来”说的，而不是相对于预期收益来说的，所以应该将与客户之间的交易盈亏计算写成：0-20-70= -90，即售出的鞋子按成本价计算，最后答案：亏损90元。

麦肯锡咨询案例分析报告

麦肯锡咨询案例分析报告麦肯锡咨询（McKinsey & Company）是世界上最具影响力的咨询公司之一，为全球各行业的企业提供战略与管理咨询服务。

本文将以麦肯锡咨询的一项案例为基础，对其分析方法和解决方案进行详细探讨，以展示麦肯锡咨询在案例解决过程中的专业能力和价值。

案例背景该案例是关于一家汽车制造公司的市场战略问题。

该公司在全球市场的竞争力逐渐下降，市场份额不断萎缩。

麦肯锡咨询受雇于该公司，负责分析问题并提供有效的解决方案。

问题分析麦肯锡咨询首先对汽车制造行业的整体趋势进行了深入研究，分析了市场竞争、行业变化、技术创新等方面的因素。

根据市场数据和行业趋势，麦肯锡咨询确定了该公司面临的核心问题：低竞争力和市场份额下降。

解决方案基于对问题的深入理解，麦肯锡咨询提出了以下解决方案：1. 战略定位重塑麦肯锡咨询建议该公司重新审视自身的战略定位，并基于市场趋势进行调整。

为了提高竞争力，该公司应该寻找新的增长机会，如拓展新兴市场、战略合作等，并进行相应的市场定位和品牌建设。

2. 产品创新与技术升级在现今汽车制造行业中，技术创新和产品升级是提高竞争力的重要途径。

麦肯锡咨询建议该公司加大对研发和创新的投入，推出更具竞争力的产品，并通过技术升级提高产品的附加值。

3. 渠道优化汽车销售渠道对于市场份额和品牌影响力的提升至关重要。

麦肯锡咨询建议该公司与经销商合作，并对销售渠道进行优化，提高市场覆盖率和销售效率，并加强与终端消费者的沟通与关系管理。

4. 成本优化成本控制是提高竞争力和市场份额的重要手段之一。

麦肯锡咨询建议该公司对其生产成本进行全面分析，从供应链、制造工艺等多个方面寻找降低成本的机会，并加强内部管理以提高效率。

结果评估麦肯锡咨询根据提出的解决方案，对可能产生的效果进行了评估。

通过市场调研和数据分析，麦肯锡咨询得出结论：如果该公司能够成功实施提出的解决方案，其竞争力和市场份额将得到显著提升。

结论本案例分析展示了麦肯锡咨询在解决战略问题上的高水平和专业能力。

麦肯锡招聘面试案例分析样题和答案

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 your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.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 order to 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 resourceallocation 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 schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.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 spendingon 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 only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.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 theopportunities 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 theimpact of improved messaging on campus。

麦肯锡咨询面试题目(3篇)

第1篇一、背景随着互联网、大数据、人工智能等新技术的快速发展，企业数字化转型已成为必然趋势。

某大型企业为了提高市场竞争力，降低成本，提升效率，决定启动数字化转型项目。

项目涉及企业内部业务流程、组织架构、信息技术等多个方面，旨在实现业务流程的优化、组织架构的调整以及信息技术的升级。

二、面试题目1. 针对该企业的数字化转型项目，请从以下四个方面进行分析：（1）业务流程：分析现有业务流程中存在的问题，提出优化方案。

（2）组织架构：分析现有组织架构的不足，提出调整建议。

（3）信息技术：分析现有信息技术的局限性，提出升级方案。

（4）风险管理：分析数字化转型过程中可能面临的风险，提出应对措施。

2. 针对上述分析，请提出以下问题的解决方案：（1）如何确保数字化转型项目顺利实施？（2）如何评估数字化转型项目的成效？（3）如何确保项目团队的高效协作？（4）如何降低数字化转型项目的成本？3. 请根据以下情景，设计一套针对该企业的数字化转型培训计划：情景：企业内部员工对数字化转型缺乏认识，对新技术应用存在抵触情绪。

培训计划应包括以下内容：（1）培训目标：使员工了解数字化转型的重要性，掌握新技术应用的基本技能。

（2）培训对象：企业全体员工，特别是业务流程、组织架构、信息技术等方面的相关人员。

（3）培训内容：数字化转型背景、重要性、实施策略、新技术应用、案例分析等。

（4）培训方式：线上线下相结合，包括讲座、研讨会、实操演练等。

（5）培训时间：分阶段进行，确保员工有足够的时间学习和实践。

4. 针对该企业的数字化转型项目，请从以下角度提出创新性建议：（1）业务模式创新：结合新技术，探索新的业务模式。

（2）管理创新：优化管理模式，提高管理效率。

（3）组织创新：调整组织架构，提升组织灵活性。

（4）技术创新：引进新技术，提升企业核心竞争力。

三、面试要求1. 分析问题：要求考生具备敏锐的洞察力，能够从多个角度分析问题，找出问题的本质。

麦肯锡案例分析题及答案

Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy？Our client is Great Burger （GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc。

Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation。

As most of its competitors do，GB offers food and "combos” for the three largest meal occasions: breakfast，lunch, and dinner。

Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores，pay franchise fee to GB，but major business decisions (e.g。

，menu，look of store) controlled by GB)。

McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts （HD），a growing doughnut producer with both a U。

麦肯锡案例分析

麦肯锡案例分析【篇一：麦肯锡案例分析】1．类型介绍 (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。

麦肯锡案例分析题及答案

Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's,Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions:breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, look of store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. and international store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps others.•Stand alone value of HDo Growth in market for doughnutso HD's past and projected future sales growth (break down into growth in number of stores, and growth in same store sales)o Competition – are there any other major national chains that are doing better than HD in terms of growth/profit. What does this imply for future growth?o Profitability/profit margino Capital required to fund growth (capital investment to open new stores, working capital)•Synergies/strategic fito Brand quality similar? Would they enhance or detract from each other if marketed side by side?o How much overlap of customer base? (very little overlap might cause concern that brands are not compatible, too much might imply little room to expand sales by cross-marketing)o Synergies (Hint: do not dive deep on this, as it will be covered later) •Management team/cultural fito Capabilities/skills of top, middle managemento Cultural fit, if very different, what percent of key management would likely be able to adjust•Ability to execute merger/combine companieso GB experience with mergers in past/experience in integrating companieso Franchise structure differences. Detail “dive” into franchising structures. Would these different structures affect the deal? Can we manage two different franchising structures at the same time?The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.Exhibit 1Stores GB HDTotal5,000 1,020North America3,500 1000Europe1,000 20Asia400 0Other100 0Annual growth in stores10% 15%Financials GB HDTotal store sales$5,500m $700mParent company revenue$1,900m $200mKey expenses (% sales)Cost of sales51% 40%Restaurant operating costs24% 26%Restaurant property & equipment costs 4.6% 8.5%Corporate general & administrative costs 8% 15%Profit as % of sales6.3% 4.9%Sales/stores$1.1m $0.7mIndustry average$0.9m $0.8mQUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:•Lower costso Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporate managemento May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages, deep frying oil), however overlaps may be low as ingredients are very differento GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superior skills in lease negotiation)•Increase revenueso Sell doughnuts in GB stores, or some selected GB products in HD storeso GB has much greater international presence thus likely has knowledge/skills to enable HD to expand outside of North Americao GB may have superior skills in identifying attractive locations for stores as its sales per store are higher than industry average, whereas HD's is lower than industry average; might be able to leverage this when opening new HD stores to increase HD average sales per storeo Expand HD faster than it could do on own–GB, as a larger company with lower debt, may have better access to capitalQUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the followingassumptions for you:•Doughnut consumption/capita in the U.S. is $10/year today, and is projected to grow to $20/year in 5 years.•For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to help you with yourresponse.Possible responses might include the following:•Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)•U.S. market in 5 years = $20 x 300 = $6B•HD sales if double market share: 50% x $6B = $3B•Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?•Yes, given it implies less than double same store sales growth and per capita consumption is predicted to double.QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores. How would you assess theprofitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would help to answer the question posed.Some possible answers include:•Calculate incremental revenues by selling doughnuts in GB stores (calculate how many doughnuts per store, times price per doughnut, times number of GB stores)•Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training, software changes, incremental marketing and advertising, incremental cost of distribution if we cannot produce doughnuts in house, etc.) •Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?•If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch and dinner products, etc.•One way to calculate this cannibalization is to look at historic cannibalization rates with new product/offering launchings within GB stores•Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales when competitor doughnut st ore opens nearbyQUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is the CEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible.Answers may vary, but here is an example of a response:•Early findings lead us to believe acquiring HD would create significant value for GB, and that GB should acquire HDo Believe can add $15 thousand in profit per GB store by selling HD in GB stores. This could mean $50 million in incremental profit for North American stores (where immediate synergies are most likely given HD has little brand presence in rest of world)o We also believe there are other potential revenue and cost synergies that the team still needs to quantify•Once the team has quantified the incremental revenues, cost savings, and investments, we will make a recommendation on the price you should be willing to pay•We will also give you recommendations on what it will take to integrate the two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD。

【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。

麦肯锡精英管理咨询案例分析

麦肯锡精英管理咨询案例分析作为世界知名咨询公司，麦肯锡（McKinsey）的咨询服务一直备受欢迎。

近期，麦肯锡在政府领域实施的一项管理咨询项目备受关注。

针对这个案例，本篇文章将进行分析和解读，探究麦肯锡如何解决这个案例并实现成功。

案例背景某城市政府希望全面改善市场环境，支持当地经济发展，麦肯锡精英管理咨询公司便受邀为该城市制定具体的发展战略。

问题分析针对市场环境的问题，麦肯锡进行了深入分析。

首先，团队发现当地存在明显的市场垄断现象，数个大型企业垄断了市场份额。

其次，由于存在高昂的参与成本和市场准入难度大等问题，新进入的企业难以生存。

此外，市场存在信息不对称的问题，导致消费者无法获取到真实的市场信息。

最后，地方政府对市场管理不力，监管不严，导致违法违规行为时有发生。

解决方案针对这些问题，麦肯锡给出了它们的建议。

首先，应该引入竞争政策，加强市场监管，促进市场竞争，降低市场垄断企业的市场份额。

其次，打破市场准入壁垒，促进新企业的生存发展。

第三，加强信息透明度，提高市场的信息公开度。

最后，政府应建立健全的监管体系，加强日常巡查和管理。

实施效果麦肯锡的这些建议被市政府所采纳。

在政府的支持下，六个月后，市场出现了良好的变化。

新企业得以充分展示其实力，市场份额得到了逐步扩大。

市场上的价格也得到了长足的改善，市场交易在更加透明的基础下进行。

市场竞争性增强，从而提高行业效率。

在此基础上，政府还对市场的监管和管理进行了优化和加强，遏制了违规违法行为的发生。

结论麦肯锡精英管理咨询公司的案例分析表明，对于政府或者企业而言，在面临市场问题时，通过了解市场结构及市场机理等方面的知识，进行深入的剖析和分析，制定相应的市场调整方案是解决市场问题的关键。

对于政府而言，要加紧市场管理和监管，畅通信息透明渠道。

对于企业而言，要注重内部管理和品牌建设，增强自身实力，同时还要注重符合政策和规定的合规经营。

麦肯锡案例面试题

麦肯锡案例面试题：Magna Health案例分析(英文，有答案)面试, 案例分析Practice CasesMagna HealthIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are ten questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.Start Case Study====================================================================== =======================================Client Goal: To determine how to improve its financial situation.Our client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employee(ranging from physician care and medications to hospitalization).Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients in six centers. These physicians represent a wide range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral costs on a fee-for-service basis. Magna does not own any hospitals itself, instead contracting services from several local hospitals.Magna's CEO has retained McKinsey to help determine what is causing the declining profitability and how Magna might fix it.QUESTION 1What key areas would you want to explore in order to understand Magna's decline in profitability? ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps some others.Magna's revenuesPrice paid by employer for employee health coverage.Number of employees covered by Magna.Magna's costs (or fixed and variable costs)Magna's main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, outpatient care)Outpatient costs can be split into internal physician costs versus external referral costsMagna's patient base demographics/overall risk pro may affect medical costs====================================================================== =======================================QUESTION 2The team discovers that the demographics of Magna's subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first?ANSWER 2We are looking for a few responses, similar to the ones below:Claim costs, as the change in the subscriber base will change the pro diseases (e.g., more heart disease/stress and less work related injury)External referral costs, due to the change in the disease pro which they have in-house competency =============================================================================================================QUESTION 3After reviewing the basics of Magna's business, your team believes that one of the root causes of Magna's financial problems is how it manages medical costs, particularly the cost of referrals to specialists outside of its physician network. Your team has gathered the following information on Magna and its primary competitor, Sunshine HMO:Number of patientsAverage cost of referral(per member per month)Magna Health300,000$20Sunshine HMO500,000$15What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your interviewer questions to clarify the information)ANSWER 3Although there are a number of possible responses, you might have the following suggestions:Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g., its outside contracts with oncologists might be at higher rates than Sunshine's contracts).Number of referrals: Magna's physicians might have different practice patterns than Sunshine physicians, i.e., they may be less comfortable treating heart disease patients or have different training/protocols.Mix of specialties: Magna's mix of specialties that requires referrals (cardiology and neurosurgery) are probably more expensive specialties (than cardiology and psychiatry, Sunshine's referral specialties).Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to need medical care in the specialty areas outside of Magna's network, particularly cardiology).====================================================================== =======================================QUESTION 4What analyses would you do if the things you suggest were contributing to this problem? ANSWER 4In giving the answer, it's useful if you are clear about how the analysis you are proposing would help to answer the question posed.You might take the following approach, where we’ve outlined different areas of analysis:Referral pricing:Gain data on prices currently being paid by Magna for a sample of common specialtiesGain similar data for a competitor if possible for an industry average (perhaps through interviews with non-Magna specialists)Number of referrals:Interview Magna physicians and non-Magna physicians to see if any obvious behavioral differences existConsult industry publications on this issueMix of specialties:Check number of referrals by specialty for Magna and estimate similar for SunshineInterviews with external specialties used by Sunshine may help again hereMix of patients:Compare demographic data for Magna and Sunshine: should be easy to obtain from Magna; a scan of the employee schemes covered by Sunshine should give a good general picture of their demographic profileSee if Magna's referral cost has increased in line with the change in demographics of the subscribers====================================================================== =======================================QUESTION 5Magna's CEO has a hypothesis that Magna is paying too much in cardiology referral costs for its patient population. He asks the McKinsey team to look at Magna's cardiac patient population more closely and tell him how many referrals he should expect on an annual basis. Assume the following:Magna has 300,000 patients in any one year20 percent of its patients are age 65 or olderIn the U.S., patients with serious heart disease visit specialists (cardiologists) on average of five times per yearYou should always feel free to ask your interviewer additional questions to help you with your response. In this case, you should recognize the need to know the prevalence rate of serious heart disease to complete this calculation. Once asked, your interviewer would provide you with the following information:The prevalence rate of serious heart disease in the 65+ population is 30 percentThe prevalence rate of serious heart disease in the under age 65 population is 10 percentANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Based on the correct calculations, your response should be as follows: Magna should expect210,000 cardiac referrals annually based on its patient population. You should have approached the calculations as follows to arrive at that answer:300,000 total patients20 percent x 300,000 = 60,000 patients age 65+18,000 x 5 = 90,000 referrals per year240,000 Magna patients under the age of 65240,000 patients x 10 percent = 24,000 patients under age 65 with serious heart disease and 24,000 x 5 visits peryear = 120,000 visits per year total90,000 + 120,000 visits per year = 210,000 total Magna patient external cardiology visits====================================================================== =======================================QUESTION 6When the team tells Magna's CEO that based on Magna's patient population he should expect about 210,000 cardiology referrals a year he exclaims, "We currently pay for 300,000 annual cardiology referrals for our patient population!"Why might Magna's annual cardiology referrals be significantly higher than U.S. averages?What would you do to try to verify if any of these were a key cause of this problem?ANSWER 6We would not expect you to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your reasons will bring you closer to why the referrals might be higher.There are a number of answers to these questions, and you are on the right track if your responses included some of the ones below:The prevalence rate of heart disease in Magna's patient population is higher than average. To see if this was a cause of the problem, McKinsey should audit the internal data on heart disease prevalence and compare it to US National data.Magna's primary care physicians are referring patients who do not have serious heart disease to specialists. The team should interview specialists to get their opinion, or follow through a sample of patients who were referred.Primary care physicians are not comfortable (e.g., they are poorly trained or inexperienced) treating cardiac patients, even those with minor problems; they want to avoid malpractice suits. McKinsey should interview Magna physicians and institute an external review.Magna doesn't have clear guidelines on when physicians should be referring patients to specialists (or if guidelines exist, physicians are not complying with them). The team should gain an expertopinion on the current guidelines to see if this was a key cause of the problem.There are no incentives or penalties to prevent physicians from referring patients with less serious problems to specialists. In order to verify this is a key cause of the problem, the team should review incentive schemes if they exist. They should also compare similar companies/situations (e.g., prescription control mechanisms, etc.).====================================================================== =======================================QUESTION 7At this point in the study, you bump into Magna's Head of Health Services in the corridor. He is responsible for all matters related to the provision of services to subscribers, both inside and outside the Magna Network. He asks you if you have made any progress. How would you respond?ANSWER 7Think about the person you are talking with, and how best to communicate the findings you have come up with so far.The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be early in the overall project at this point in the case, we do want to be able to share our current perspective. One ideal answer would include the following points:FindingsWe have investigated all the drivers of profit for Magna. Although there is likely to be room for improvement in a lot of areas, it seems the claims cost is a big area for improvement.Relative to the market and to competitors, Magna seems to have high claims cost per patient. Our initial indication is that there may be highest room for improvements in the cost of referrals outside the network.There are a number of reasons as to why this may be happening (list as in previous question). Next StepsWe are working to pin down the most significant reasons why Magna has high claims cost per patient.We are going to be looking into other areas such as reduction potential in other costs, as well as improvement potential in terms of premiums or other sources of revenue.====================================================================== =======================================QUESTION 8After some additional investigation, your team thinks that changing the behavior of Magna'sprimary care physicians has potential to reduce cardiac referral costs while maintaining high-quality care. The team believes that introducing some sort of incentive plan for physicians might help reduce the referral rate.The team's idea for a pilot plan is to increase overall fees that Magna pays to primary care physicians to handle more of their patients' basic cardiology needs. Overall fee increases would total $1 million.In addition to the team's proposal, Magna's medical director wants to pilot the following idea: Magna pays bonuses of $100,000 per year to each of the 10 primary care physicians with the lowest cardiac referral rates consistent with good patient outcomes.Although the team mentions to the medical director that there are other issues to consider relating to the pilot that are not financial, such as the ethical impact of incentivizing physicians not to refer patients to specialist treatment, he wants the team to do the first calculation including both ideas. How many fewer cardiology referrals will Magna need to have in order to recoup the cost of the pilot incentive plan (including the team's and the medical director's idea)? For simplicity’s sake assume:The cost of a cardiology referral is $200.Magna currently has 300,000 cardiology referrals per year.ANSWER 8If the incentive plan reduces cardiology referrals by 3.3 percent or 10,000 referrals, Magna will recoup the cost of the incentive plan. One potential approach to the calculation:$1 million + (10 * $100,000) = $2 million for incentive plan$2 million/$200 =10,000 referrals10,000 referrals/300,000 total referrals = 3.3 percent reduction would pay for incentive program====================================================================== =======================================QUESTION 9Your team projects that the incentive plan has the potential to reduce referrals by 5 percent in its first year, and an additional 2 percent in its second year. If these projections are correct, how much referral cost could Magna save in total over the first two years of the incentive plan?ANSWER 9Referral costs would be $4.14 million lower in the second year. Over the two years Magna would save $7.14 million. One potential approach to the calculation:Year 1 Savings with Program300,000 total referrals5 percent reduction in referrals = 15,000 referrals15,000 x $200 = $3.0 million in savings in year 1Year 2 Savings with Program285,000 total referrals2 percent reduction in referrals = 5,700 referrals5,700 x $200 = $1.14 million in savings$3 + $1.14 = $4.14 million in savingsTherefore, total cumulative savings over the 2 years = Year 1 savings + Year 2 savings = $3.0m + $4.14m = $7.14m.====================================================================== =======================================QUESTION 10Your team presents its physician incentive proposal to Magna’s CEO. The CEO, in consultation with his medical director, agrees that this is feasible and says that they will definitely pilot the overall higher fees to primary care physicians to handle more of the basic cardiology needs and they will think about the idea with the bonuses again due to the ethical concerns the team raised.At the end of the meeting the CEO says, "I like the work you’ve done, but even if we did implement the bonus payment it's not enough to address our current financial situation. Physicians are professionals who care deeply about patient care and I think there's a limit to how much cost we can expect to reduce utilizing financial incentives exclusively. Besides cardiac financial incentive programs, what other ideas should we consider to reduce the cost of Magna's specialist referrals?"Based on what we have discussed today, and any other ideas you might have, how would you respond to the CEO?ANSWER 10You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. This question is a good one for demonstrating creativity because there's a long list of possible ideas. You might give the following response:Pursue additional ways to change physician behaviorProvide training on how to treat patients with minor or stable medical problemsDefine and clarify medical guidelines for referrals (e.g., establish a medical committee to define the difference between “serious” and "minor" heart disease)Institute peer review committee charged with approving a subset of referrals (e.g., those that are considered "high cost")Spend time investigating "outlier" physicians (i.e., those who seem to refer patients to specialists at much higher rates than others) to determine how widespread the referral problem is and whether simply focusing on a few physicians will dramatically reduce referral costsDetermine whether Magna can reduce referral costs in the other medical areas where it does not have specialists (i.e., neurosurgery)Look at the contracts Magna has for specialist services to determine if it is paying too much relative to competitorsConsider whether bringing cardiology, neurosurgery, and oncology specialists in-house (i.e., within Magna) might reduce cost转载请注明出自应届生求职招聘论坛,本贴地址:6794-1-1.html。

麦肯锡案例分析技巧

As part of the interview process, we will ask you to discuss a business problem. As you work through the business case with your interviewer, you will also become better informed about our firm and the kinds of problems we solve.Most candidates enjoy the cases and the business issues they raise. Your approach to the case and the insights you reach will give you an opportunity to demonstrate your problem solving abilities and help us get a sense of your potential. The following questions are addressed in this section:Why we use case studiesHow you should approach the problemWhat we are looking forCase study tipsSome common mistakesIf you want to practice, please try our on-line case study.Why We Use Case StudiesYour ability to deal creatively with complex or ambiguous problems in unfamiliar businesses, to structure your thinking, and to reach sensible conclusions with the available facts in a short time is a critical skill as a consultant.Since no particular background or set of qualifications necessarily prepares you to do this, we've come to rely upon the case study as an integral part of our interview process. The case study gives us an opportunity to see how you think about problems and whether you can reach a well-supported conclusion.Back to TopHow You Should Approach the ProblemThe cases you discuss in each of your interviews will be different. Generally, they are based on the interviewer's professional experiences and will usually describe situations with which you are notfamiliar. For example, your cases might focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner.In addressing the case, it is important that you take a logical, well-structured approach and reach a reasoned conclusion. At a minimum, you should be sure that you:Understand the underlying problem and the question. Ask for clarification on points that you feel are unclear.Break the problem down into a logical structure. There may be several issues to be addressed in order to reach a conclusion.Address the issues one at a time. Focus on the most important issues first. Your interviewer may not expect you to get through all of them in the allotted time.Address important issues, not just ones you feel comfortable with. Candidates often focus too much on their own area of expertise rather than the important issues (for example, accountants focusing on the financial aspects of new product development without mentioning customers).Test your emerging hypotheses. Keep coming back to check that you are addressing the question you were asked.Request additional information. As you build an understanding of the problem, there may be more information that you need.Reach a conclusion. Synthesize your thoughts concisely and develop a recommendation.Back to TopWhat We Are Looking ForIn most instances there is no right answer to the problem. It is critical that you demonstrate your ability to think in a structured way and that you reach a reasoned conclusion that is supported by the evidence. Listen carefully to the scenario; if you miss critical information, it can affect your ability to solve the problem.During the case study, we look for evidence of your ability on a number of dimensions — logical reasoning, creativity, quantitative skills, business judgment (not business knowledge), pragmatism, and an ability to structure problem solving. We also look for evidence of intellectual curiosity and enthusiasm for typical consulting issues.It is equally important for us to get a sense that you are comfortable with our working style —learning from the emerging facts and developing revised hypotheses as more information becomes available. You should be receptive to new information and use it to push your thinking forward. When you are asked a question, you should refer back to any relevant information that's already been discussed, rather than answering it in isolation.Back to TopCase Study TipsListen to the problem. Make sure you are answering the question that you have been asked.Begin by setting a structure. Think of four to five sub-questions that you need to answer before you can address the overall issue.Stay organized. Finish one key question and arrive at a point of view before you go on to the next.Communicate your train of thought clearly. If you have considered some alternatives and rejected them, tell the interviewer what and why.Step back periodically. Summarize what you have learned and what the implications appear to be.Ask for additional information when you need it. But make sure that the interviewer knows why you need the information.Watch for cues from the interviewer.Don’t fixate on "crackin g the case." It is much more important to demonstrate a logical thought process than to arrive at the solution.Use business judgment and common sense.Relax and enjoy the process —think of the interviewer as a teammate in a problem-solving process and the case as a real client problem that you need to explore and then solve.Back to TopSome Common MistakesMisunderstanding the question or answering the wrong question.Proceeding in a haphazard fashion. For example, not identifying the major issues that need to be examined or jumping from one issue to another.Asking a barrage of questions without explaining to the interviewer why you need the information.Force-fitting familiar business frameworks to every case question, whether they are relevant or not, or misapplying a relevant business framework that you do not really understand, rather than simply using common sense.Failing to synthesize a point of view even if you don’t have time to talk through all the key issues, be sure to synthesize a point of view based on where you ended up.出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。

麦肯锡结构化表达案例

麦肯锡结构化表达案例全文共四篇示例，供读者参考第一篇示例：麦肯锡结构化表达是一种市场调研和分析工具，用于帮助企业领导者做出重要决策。

在面对复杂的商业问题时，麦肯锡结构化表达可以帮助管理层快速理清头绪，准确抓住核心问题，从而做出合理的战略规划。

麦肯锡结构化表达的基本步骤包括问题拆解、框架构建、数据收集和分析、结果总结以及建议提出。

这个过程强调逻辑思维和系统性分析，帮助管理团队解决复杂问题并作出可信的决策。

下面我们来看一个具体的麦肯锡结构化表达案例，以便更好地理解这种方法的应用。

某企业正在考虑进入一个新市场，但面临如何定位产品、市场需求和竞争对手等诸多挑战。

管理团队决定使用麦肯锡结构化表达来解决这些问题。

他们拆解了问题，明确了进入新市场所面临的具体挑战和疑问。

接着，团队构建了一个框架，将整个问题分解为几个关键维度，例如市场规模、增长趋势、竞争格局、消费者需求等。

他们将这些维度列入一个表格中，并开始进行数据收集和分析。

通过市场调研、竞争分析、消费者访谈等方式，团队收集了大量信息，并将其填入表格中。

随后，团队对收集到的数据进行分析，找出了不同维度之间的联系和影响。

他们通过统计分析、趋势预测、SWOT分析等方法对市场进行了深入挖掘，并总结出了关键发现。

团队根据分析结果提出了一系列建议，包括产品定位、营销策略、竞争对策等。

通过麦肯锡结构化表达的方法，这家企业成功地理清了进入新市场的核心问题，并提出了明晰的解决方案。

这种结构化分析方法不仅可以帮助企业领导者做出战略决策，还可以培养团队成员的逻辑思维和问题解决能力，提高整体团队的执行力和创新能力。

麦肯锡结构化表达是一种强大的工具，可以帮助企业管理层在面对复杂问题时做出明晰的判断和决策。

通过逻辑思维和系统性分析，它能够帮助团队理清思路，抓住核心问题，并找到有效的解决方案。

希望企业能够充分利用这种方法，提升内部管理水平，并在竞争激烈的市场中取得成功。

第二篇示例：麦肯锡结构化表达（MECE）是一种管理和咨询领域常用的思维框架，旨在帮助分析问题、组织思维和传达信息。

麦肯锡结构化战略思维案例应用解析

麦肯锡结构化战略思维案例应用解析以麦肯锡结构化战略思维为题，以下是10个案例应用解析：1. 案例一：市场定位策略在市场定位策略方面，麦肯锡结构化战略思维可以帮助企业确定目标市场，并制定相应的营销策略。

例如，一家新创企业想要进入食品配送市场，麦肯锡的思维框架可以帮助企业分析市场现状、竞争对手和潜在机会，从而确定目标用户、核心竞争力和差异化的市场定位，进而制定相应的市场推广策略。

2. 案例二：产品组合优化对于一家多产品线企业来说，优化产品组合是提高盈利能力的重要策略。

麦肯锡的结构化思维可以帮助企业分析各产品的市场需求、竞争情况、利润贡献等因素，并通过适当的组合和定价策略来优化产品组合。

例如，一家电子消费品企业可以利用麦肯锡的思维框架来分析各产品线的市场份额和利润贡献，以确定哪些产品应该加大投入和宣传，哪些产品应该调整或淘汰。

3. 案例三：供应链优化供应链优化是提高企业效率和降低成本的关键。

麦肯锡的思维框架可以帮助企业分析供应链的各个环节，识别瓶颈和风险，并提出相应的优化方案。

例如，一家制造企业可以利用麦肯锡的思维框架来分析原材料采购、生产过程、仓储物流等环节，找出影响效率和成本的关键因素，并提出改进措施，如与供应商的合作优化、生产线布局调整等。

4. 案例四：市场扩张战略对于一家企业来说，市场扩张是实现长期增长的重要战略。

麦肯锡的思维框架可以帮助企业分析新市场的潜力、竞争情况和市场进入障碍，并提出相应的市场扩张策略。

例如，一家互联网企业想要进入新兴市场，可以利用麦肯锡的思维框架来分析用户需求、竞争对手和市场规模，制定相应的产品定位和市场推广策略。

5. 案例五：企业战略转型在面对市场变化和竞争压力时，企业需要进行战略转型以保持竞争力。

麦肯锡的思维框架可以帮助企业分析内外部环境的变化，识别机遇和挑战，并提出相应的战略转型方案。

例如，一家传统制造企业想要转型为智能制造企业，可以利用麦肯锡的思维框架来分析市场需求、技术趋势和竞争情况，制定相应的技术研发和市场推广策略。

麦肯锡面试经验

麦肯锡面试经验麦肯锡是世界著名的管理咨询公司之一，其综合能力与专业性备受业界认可。

作为一家行业领军企业，麦肯锡对招聘的要求也非常高。

面试是每个应聘者在求职过程中最为重要的部分，因此掌握一些面试经验是必要的。

在这里，我将分享一些麦肯锡面试经验，希望对即将面试或正在面试中的同学有所帮助。

一、面试前准备在准备面试之前，应聘者需要充分了解麦肯锡的企业文化、业务领域以及行业动态，以及整个招聘流程。

此外，建议应聘者自我检查并评估自己的强项和弱项，并准备好自己的故事，以便在面试中能够简单、清楚地介绍自己的背景、专业领域和工作经验。

二、面试环节麦肯锡的面试通常包括个人面试、小组讨论和案例分析等几个环节。

1. 个人面试麦肯锡的个人面试通常持续60分钟左右，涵盖个人情况、工作历程及背景、能力和兴趣等方面。

在个人面试中，应聘者需要展现出自己的智商、情商和能力。

一些常见的问题包括：- 介绍一下自己的职业生涯；- 你认为自己最大的优点是什么；- 描述一个你在工作中取得的成就；- 你最喜欢的领域是什么，或者你最擅长的领域是什么；- 你在职业生涯中遇到过的最大的挑战是什么。

在个人面试中，应聘者需要清楚、明确地回答问题，并且以事实为依据，防止出现虚假言辞。

此外，还需要积极表现出对麦肯锡企业文化和业务领域的了解和认同。

2. 小组讨论小组讨论通常由4-6名面试者组成，持续时间为30-45分钟。

在小组讨论中，应聘者需要充分表现出自己的沟通和表达能力，在团队中起到积极的作用。

小组讨论通常涉及某个问题或主题，要求面试者在给定的时间内讨论解决方案。

建议应聘者在讨论中积极发言，并表现出自己良好的团队合作精神。

3. 案例分析麦肯锡的案例分析通常是面试的重点和难点环节之一。

在案例分析环节中，应聘者需要根据事实数据和现实情况来分析问题，提出可行的解决方案，并进行推销。

麦肯锡的案例通常包含数学、财务、市场、组织、战略等多方面知识，考验面试者的思考和分析能力。

麦肯锡跨国公司案例分析与报告

创新是把技术变成钱，发明是把钱变成技术。

——联想集团总裁柳传志“红杏闹春”还是“山雨欲来”——跨国公司在中国的研发机构素描1998年11月5日，微软公司宣布，微软中国研究院在北京正式成立。

一石激起千层浪，这一新闻立即成为中国信息产业内外关注的焦点。

其实，这不过是冰山之一角。

早在1995年，上海贝尔实验室、IBM中国研究中心就已经在中国成立，从而掀起了以世界500强为代表的世界知名跨国公司在华R&D投资热潮，ＳＵＮ、宝洁、杜邦、联合利华、诺基亚、爱立信、摩托罗拉、日立、松下、诺和诺得、罗克威尔等世界知名跨国公司相继在中国设立研究机构或实验室，而微软中国研究院和Intel中国研究中心的设立更是将这一热潮推向了顶峰。

瓜熟蒂落1997年的东亚金融危机，使这一地区的经济陷入了无底深渊，人们在反思以日本和亚洲四小龙为典型的东亚经济模式的同时，不禁将目光投向了美国，人们豁然发现：美国经济自1990年第四季度起，已经连续7年保持低通货膨胀、低失业、高经济增长的势头。

就在世人都在研究美国“新经济”之谜的时候，美国总统克林顿的一番话让人茅塞顿开：这一切都来源于美国在发展“以知识为基础的经济”方面所做的努力。

“以知识为基础的经济”（knewledge-based economy），简称知识经济，在知识经济下，R&D作为生产知识和将新知识转化为生产力的重要经济活动，已经成为知识经济的核心。

为了建造知识经济的大厦，使自己在知识社会中更有“底气”，各国政府纷纷提出各种政策，抛出种种计划，竭力提高本国的R&D能力，企业特别是大型企业也不惜花重金投资于R&D。

据统计，世界500家最大跨国公司每年用于R&D的投资支出，占其销售额的比例平均在10%以上。

与此同时，各国政府、企业、个人之间的R&D国际合作也如火如荼：美国和俄罗斯在空间探索方面开展了最强者之间的合作；德国西门子与日本东芝、美国IBＭ联合开发256兆位芯片；日本和美国在REＥＬ WORLD ＣＯＭPUTINＧ（RWC）项目中达成协议，允许两国政府的实验室交换光电技术方面的最新发现；中国政府经过不断努力，终于使欧盟同意将投入达150亿美元的研究与技术开发计划对中国全面开放；中国和俄罗斯也成立了“中俄高技术中心”，积极加强在高科技领域的合作。

麦肯锡案例分析

麦肯锡案例分析【篇一：麦肯锡案例分析】1．类型介绍 (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。

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。

麦肯锡公司招聘案例分析

麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）

麦肯锡咨询案例分析报告

麦肯锡招聘面试案例分析样题和答案

麦肯锡咨询面试题目(3篇)

麦肯锡案例分析题及答案

麦肯锡案例分析

麦肯锡案例分析题及答案

【实例】麦肯锡面试的成功与失败实例-30页

麦肯锡精英管理咨询案例分析

麦肯锡案例面试题

麦肯锡案例分析技巧

麦肯锡结构化表达案例

麦肯锡结构化战略思维 案例应用解析

麦肯锡面试经验

麦肯锡跨国公司案例分析与报告

麦肯锡案例分析

麦肯锡结构化战略思维案例应用解析