四大面试Case中文版
case面试题目(3篇)
第1篇一、背景介绍近年来，随着我国经济的快速发展，城市化进程不断加快，城市人口规模不断扩大，汽车保有量也逐年增加。
某城市作为我国重要的经济中心，交通拥堵问题日益严重，严重影响了市民的出行效率和城市的整体形象。
为了解决这一问题，某市政府决定开展一项交通拥堵治理方案，现面向社会各界征集优秀方案。
二、案例描述1. 某城市概况某城市位于我国东部沿海地区，总面积为X平方公里，常住人口为Y万人。
近年来，随着经济的快速发展，城市人口逐年增加，汽车保有量也呈现出快速增长的趋势。
目前，某城市道路总里程为Z公里，其中快速路里程为A公里，主干道里程为B公里，次干道里程为C公里。
2. 交通拥堵现状（1）高峰时段交通拥堵严重。
在工作日早高峰和晚高峰时段，市区主要道路交通拥堵现象尤为明显，车辆行驶速度缓慢，严重影响了市民的出行效率。
（2）交通秩序混乱。
部分路段存在车辆乱停乱放、行人随意穿行等现象，导致交通拥堵加剧。
（3）公共交通发展滞后。
公共交通设施不完善，市民出行主要依赖私家车，加剧了交通拥堵。
三、问题分析1. 原因分析（1）道路资源不足。
某城市道路资源有限，难以满足日益增长的交通需求。
（2）交通规划不合理。
部分路段道路规划不合理，导致交通流量分布不均。
（3）交通管理不到位。
交通信号灯设置不合理，交通秩序混乱。
（4）公共交通发展滞后。
公共交通设施不完善，市民出行主要依赖私家车。
2. 影响分析（1）影响市民出行效率。
交通拥堵导致市民出行时间增加，影响工作和生活。
（2）影响城市形象。
交通拥堵严重，城市形象受损。
（3）影响经济发展。
交通拥堵阻碍了城市经济发展，降低了企业运营效率。
四、解决方案1. 优化道路资源（1）增加道路里程。
在现有道路资源的基础上，合理规划新建道路，缓解交通压力。
（2）拓宽现有道路。
对部分拥堵严重的路段进行拓宽改造，提高道路通行能力。
2. 合理规划交通（1）优化道路规划。
根据交通流量分布，合理规划道路建设，确保交通流量均衡。
群面case
经典案例一：世界500强LGD面试题）现在发生海难，一游艇上有八名游客等待救援，但是现在直升飞机每次只能够救一个人。
游艇已坏，不停漏水。
寒冷的冬天，刺骨的海水。
游客情况：1.将军，男，69岁，身经百战；2.外科医生，女，41岁，医术高明，医德高尚；3.大学生，男，19岁，家境贫寒，参加国际奥数获奖；4.大学教授，50岁，正主持一个科学领域的项目研究；5.运动员，女，23岁，奥运金牌获得者；6.经理人，35岁，擅长管理，曾将一大型企业扭亏为盈；7.小学校长，53岁，男，劳动模范，五一奖章获得者；8.中学教师，女，47岁，桃李满天下，教学经验丰富。
请将这八名游客按照营救的先后顺序排序。
（3分钟阅题时间，1分钟自我观点陈述，15分钟小组讨论，1分钟总结陈词）新进行一次总结陈词：面试官你好（面带微笑，有诚意滴看看面试官）。
下面将由我代表我们的组员，向您陈述我们小组的最终意见。
在讨论之后，我们的排序依次是：大学教授，大学生，经理人，中学教师，小学校长，外科医生，将军，最后是运动员。
根据您给的时间，我们进行了以下的安排：4分钟的标准订立，10分钟的分类讨论，最后是1分钟的确定答案。
在标准订立方面，小组成员的意见中没有太大的分歧，我们将“对社会的贡献程度”作为最重要的标准。
生命无轻重之分，能够对营救次序起决定作用的，是被救人员所可以提供给整个社会的贡献的多少。
仅仅确定这个标准是不全面的，因次我们还考虑了被救人员的自救能力，因为自救能力的高低，对营救次序的决定也起着关键的作用。
根据所给的资料，我们在最后也把年龄以及性别归为考虑的因素，以求合理。
标准订立之后，我们有10分钟的分类讨论。
首先我们把八名游客按照对社会的贡献程度大致地分成四类，分别是：科技、经济、教育、医学、其他。
（在上面的标准下，我们把科技放在第一位，因为“科学技术是第一生产力”从宏观上讲，发展先进的科技有助于我们发展经济教育等社会的各个方面。
随后是经济，经济是上层建筑的基础，打好经济方能发展社会；接着是教育，国家要发展，还需要培养新一代的接班人；第四位是医学，提高医学水平，有助于促进社会和谐。
四大Case面试前必备的常规问题准备
以下这十个问题是必准备的;接下来就为大家一一分析：1、自我介绍Please introduce yourself brief or Describe yourself in threewords..明智的回答是将对话向自己准备好、擅长的方面引导;然后用小故事去支撑论点..在面试中例子是非常有说服力的;多准备一些是不会有错的..万一出现冷场;这些有趣而充满个人印记的逸事将是break the ice的最好方法..2、为什么来我们公司应聘a、不错的报酬显然是四大以及其他外企吸引大学生的地方;但千万别让大把的人民币迷住了你的双眼..说点其他吧;比如良好的工作环境;完整的培训计划;充满挑战的任务;接触到不同行业的机会;较高的职业起点等等..b、尽量对各家事务所多一些了解..子问题1你是否同时选择了其他三大 2你为什么选择我们1、实话实说;例如：我没有在四大工作的经验;也没有在四大工作的朋友;我对四大的认识都是从公共媒体上得到的;所以我不知道四大之间有什么明显的差别;但是我相信每一家都能够给我一个XXX的发展机会..2;信息丰富型;PwC可说他的规模;KPMG可以说他金融行业的优势;EY可以说做钢铁行业是国内一流;说DTT;可以说公司的发展..反正找这个公司的优势说..3、如何展现你的Teamwork;Leadership在四大;出去做Project都是Team-based的;因此Teamwork是特别强调的..最好的办法就是让面试官感觉到与你共事是一件愉快的事情;今天的面试官明天极有可能就是你的上司..你要表现出你是一个easy-approaching 的人;具有良CommunicationSkills和Positive Listening的本领..4、你大学里面做过哪些事情雇主期望听到的回答是你做的事情展现了良好的Leadership和Teamwork..因此所说最好能体现这两点..参加暑期社会实践、办一份报纸、领导一个社团、举办全校范围的钢琴比赛都是很理想而且能引起面试官兴趣的话题..另外要记住的是;活动的规模性质不重要;比如到底是全校范围还是院系内部的活动无关紧要..真正关键的是：你是如何组织活动的;你是如何激发队友参与的热情的;你遇到过什么困难、又是如何克服的;结果怎样学到了哪些东西..这些才是面试官期望从你这里得到的..5、大学中遇到过什么困难吗在这个问题上;你需要坦诚..遇到困难不是丢人的事情;每个人在生活中都会碰到..面试官想借此了解你将如何面对工作中的挑战..不妨说出你曾经的心痛;最好再谈谈你是如何克服它的..6、你的弱点是什么如今的面试官经常单刀直入地要你揭开自己的疤痕;很痛苦..怎么办与上面的问题不同的是;你千万不能谈一些Rpwt人品问题上的缺陷;比如不诚实;懒惰..你谈的话题应该是些无关紧要的弱点;甚至某些情况下还是优点..一个用烂的弱点是"我太热情了;以致有时过犹不及"..你需要发挥自己的创造力想一些独特的"弱点"..7、告诉我们你一个Set a demanding goal and how you achieved it 的例子这是一个经典问题..它考察的是个人有没有Self-Motivated的精神;这是在外企工作的必备素质之一..你可以谈谈自己如何战胜学业上的负担;也可以将自己置身于团队中;说说自己是如何设立目标激发他人取得成功的..8、为什么申AUDITING啊审计可以让我掌握很多基本技能;了解一个企业的资产结构;融资方式;可以打下好的基础..“恨并快乐着”-----工作中的满足感了解了国际大所的审计模式和流程——不同于我在国内所实习时所认知的会计报表分科目审计模式;新学到的一种更宏观、更高层次的角度来认识审计;它站在管理者的高度;从整个经营和风险控制角度;宏观地看待问题..首先深入其中;然后逐层深入;直到进行到实质性测试;结束项目..这种模式可以让参与项目的每个人都能从更宏观的角度看待问题;使其对自己的工作不仅“知其然”;还“知其所以然”可以从个人兴趣;职业规划等方面来阐述;要能自圆其说..9、你的职业规划Describe your career objective and whatyou've done to achieve it..这是摘自安永Ernst&Young申请表格上的问题..一般而言;你的Career Path应该和公司对员工的期望一致..流动性低的公司对员工的忠诚度期望较高;你应该表现出自己愿意长期发展的决心；……一位在安永做过5年的员工这样跟我说;谈到将来打算最好说的实在一点;可信一些..不妨称赞四大是一个很好的学习地方;非常锻炼人..甚至可以谈谈四大后出国读书的打算..这段话值得慢慢体味..10、结构化思维关于回答问题有一个技巧：结构化你的答案..也就是说按照一、二、三的顺序给出你的回答..这个看似简单的原则却能帮你理清思路;特别是在一团乱麻线索众多的情况下;试着以这种方式回答问题至少能让你不被自己搅糊涂..11、给东方广场刷一层涂料;作为供应商;怎么给物业公司报价..计算一圈外围面积啦;乘以厚度就是体积;需要的总数量;再除以每灌涂料的容积;就是需要多少灌啊..这样可以综合报价啊;是否可以给对方折扣等等..同时还可以考虑是希望扩大市场还是扩大利润啦;等因素考虑13、如何面对压力压力大不一定完全是负面的;如果转化为了动力;让自己的一年能和别人的几年相比;你的辛苦是不是就很有价值呢12、简历问题教育背景、专业、实习经历、个人爱好特长这样的第一份工作;会给你以后的职场生涯带来很高的起点;并且能够保持你的斗志;让你永远都看起来那么自信..。
四大之EY安永面试CASE案例分析：3、Case study - BerryTube
Supporting new business start-upsIntroductionB&T operates in 30 countries worldwide. It employs 125,000 people. In the UK, B&T has 624,000 business customers. Many of these are small enterprises or start-up businesses. B&T offers a special service for these. This is called Local Business. To set up a new business can be a challenge. Entrepreneurs have to make key decisions when setting up. B&T offers support with this process.The business ideaThe first step is to come up with an idea. This needs to be new and original. Ideas come from many places. Some people get them from other businesses. Others use skills they have or spot a gap in the market. Before setting up, market research is necessary. This is to find out about the target market. Research needs to look at questions of who, what, where, when and how. For instance:•Who is in the market already?•What is the target market?•Where are customers based?•When do they want the product?•How do I reach them?Desk research can provide the answers to these questions.Types of organisationNew businesses have to decide what legal form to take. There are three main types:1. Sole traders. A single owner controls the business. The owner takes allof the profit. She or he also takes all of the risk. If the business fails, the owner is liable for debts. This means the owne r’s own money andassets are at risk. The sole trader could become bankrupt.2. Partnerships have between 2-20 partners. Partners bring more skills.They may also bring more capital. Like the sole trader, most partnerscan lose their own assets if the business fails.3. Limited company. This is a separate legal body from its owners, whoare shareholders. It is more complicated to set up, but theshareholders’ level of risk is limited to the amount they put into thecompany. This is known as limited liability.A new business needs a good plan to help prevent failure. The plan forecasts costs and revenues. It also sets out how the business will be financed. A detailed budget helps a business to keep control. A common problem is cash flow. Many new businesses need to offer customers credit in order to attract custom. This often leaves the business short of cash. B&T can help by giving advice on how to:•manage debt•avoid late payments•speed up payments from customers.A new business needs financial advice. It also needs a special banking service. B&T provides free business banking (for twelve months). It also provides support from a local business manager.FinanceB&T can also provide business finance such as:•overdrafts – these allow a person to withdraw more money from a current account than there is in it at the time• a business credit card – this allows for instant borrowing. It also creates flexibility• a bank loan - this is useful if the business wants to borrow larger amounts.Task:D&M is a UK based fashion retailer, it is targeted at young men and women aged 20-30 and is planning to enter into Hong Kong Market in 2010. Your group, as the representative of B&T HK, has been asked to give a presentation to the D&M Vice President, on how B&T Hong Kong can assist D&M in their new business start-up in Hong Kong.You have 30 minutes to prepare.。
毕马威面试 案例分析case-2017
Case1:a. 我抽到的case是一个关于一家名为bifood的食品行业的龙头企业，主要是一个餐厅形式，旗下有三个比较知名的品牌，主要的case是讲了这个公司将会加强一个加盟店的形式，然后要拆分中国市场，把中国市场作为一个独立的市场进行战略规划，还有一些关于这个公司现有战略，和未来战略的一个介绍，case的最后有一个财务报告，然后我抽到的问题里面包含了四个主要问题：第一个是对这个公司进行一个swot分析，第二个是简述一下这个公司加强加盟许可与拆分中国市场的利弊，第三个是简要阐述一下这个公司的现有战略好不好，其实这个问题我觉得和第二个有点类似，因为整个case花了很大篇幅来讲加盟许可，和中国市场的一个分离，也可以结合他对未来的一个战略和财务数据做一下分析。
最后一个是谈一下对食品行业的了解。
整个准备过程在60分钟，一定要先把问题写在草稿纸上，然后整个case很长，大概在10页左右，基本上阅读加上记录就会占用掉很多时间，其实我之前有准备很多战略分析方法，但是由于时间太紧，并且当时比较紧张，所以几乎没有用到。
时间到了以后hr还带着进去一个一个办公室，办公室里坐了一个manager，进去就直接让我开始分析case，然后由于当时处于高度紧张的状态，所以基本就是照着自己记录的笔记pre的（这里强调一下，case是不能带进去的，一定要做好note）。
我个人觉得高度紧张很难有一个临场发挥的空间，然后就是按照note的思路，对我的四个问题进行了分析与回答，case结束以后就是经理提问的环节，我遇到的经理全程都是用中文提问，问题的话就是一些比较常规的，针对你的简历内容作出的一点提问，比如你为什么想做审计，然后聊了一点学校的活动，还有实习经历这些，不用太过紧张，就是一个简单聊天的过程。
b. 我的案例是Bifoods Group，全球最长寿且最大的快餐连锁巨头，然后超级厉害，多少个国家，多少个店铺之类的，年收入15B，主要产品是Hot Chicken，pizza，印度风味食品。
小灶总结四大Case面试分析方法
Case S tudy
个⼈人案例分析，10分钟阅读，30分钟分析准备，10分钟演习,7⻚页内容，其中两⻚页图表，先读问题（了解案例类型，了解案例的⺫⽬目标和标准），
主要考察点：学习能⼒力（体现⽅方法：对案例理解准确全⾯面，能迅速抓住重点，沟通过程抓取有⽤用信息），影响⼒力及沟通能⼒力（体现⽅方法，接纳消化别⼈人意⻅见和建议，通过组织、引导等⽅方法推及讨论达成共识，总结展⽰示条理清晰），⾼高成就动机及⾃自我激励能⼒力（遇到阻⼒力，压⼒力能积极调整⾃自⼰己，⾯面试中 展现对任务以及所申请的⼯工作的兴趣和热情）。
如若是进⼊入新的地理市场，就要对法律法规进⾏行分析，如专利的合法性，会不会被诉讼。
PWC普华永道面试案例case整理（两个案例）
PWC普华永道面试案例case整理（两个案例）PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has come to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.Company BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten companies operating in the . R&H is the largest of the ten. R&H is a consumer goods company distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the ., R&H is one of the top three players in the consumer goods industry. The company has been marginally profitable over the past ten years. Last year the company made a profit due largely to an accounting change.Although R&H only operates in the ., it owns several manufacturing and distribution facilities around the world to support its production and distribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs. R&H still maintains three plants in the . Because of the over-capacity that R&H hasexperienced, R&H has negotiated deals with sister companies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the company's profits. In Personal Care, R&H owns the two top branded products, in the other categories the company has the number two brand, and in one segment, number three. R&H has committed to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the ., brands are under attack from private labels, who are now competing on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the . has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H competes and, as a result of thisbrand consolidation, that R&H will lose critical sales mass and become a major casualty.In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as competitors have been forced to respond.R&H is widely regarded as a retail-oriented company. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the company over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the company six months ago. He was the Executive Vice Presidentof an important European division of a sister company. The conglomerate has always prided itself on being able to leverage itsmulti-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the company needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the companyScenario 2: Merge the company with a sister company that has similardistribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollarsa year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain ., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can become a strategic advantage for the company if it can outperform its competitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the company, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the Supply Chain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.The EVP of Human Resource has championed the need to implement a whole new way of envisioning the company working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the company needs toinvest in its new product capability. The strategy is to acquire smaller, regional companies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shippingthree times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders coming in.The EVP of Marketing believes that a combination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the company is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the company doesn't turn itself about."Mr. Forstman has called Grady Means, ISS SBU leader andpartner, and said, "This i s PricewaterhouseCoopers’ first major engagement with R&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The company is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the company needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can come up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation2. What are the key areas for change Why do you believe so3. What do you envision your product to be in a week4. What type of additional information would you want5. What type of analysis do you believe needs to be performed6. Do you have an idea concerning the analytical structure7. What type of framework might you envision for thisstrategy8. What are the key elements you would include in designinga strategy9. What are the key elements you would include in implementing a strategy10. What is your assessment concerning R&H's ability to implementa strategy11. What are some key performance indicators that you would suggest12. What are the key issues between the Supply Chain and other areas of the company(such as Marketing and Sales) that must be addressed13. What are some ways that improvements in the Supply Chainwill impact the other areas of the company, especially Marketing and Sales14. How does Supply Chain effect the value of the company's brands15. What are the risks that the PwC team faces in this engagementPricwaterhouseCoopersCASE DISCUSSIONBUSINESS/STRATEGYInterview Case Study #2Telekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past,but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switchingbox. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to getelectricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once,with no phase in. Each of the four local companies will be converted separately.Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable ., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, whichis divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation.Another management consulting firm is providing some business strategy consulting to Telekenesis.PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine;3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices tocustomers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.QuestionsDo you believe you have enough information to develop an Business/IT strategy for this client If no, what additional information would you requireWhat skills would the consulting team need to successfully complete this engagement How would you structure the work for this engagementWhat are the risks that Telekenesis facesShould PwC guarantee an "operational profile" If so, should there be any caveats included in the guaranteeWhat types of business processes will be neededHow would you integrate the processes of the four existing local phone companies and TelekenesisWhat kinds of information systems will the company requireWhere can PwC add the most value in the engagement ., of all the items that Telekenesis requested assistance with, where should we focus)。
求职面试群面真题群面case 四大04
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群⾯结束后，建议组内花20分钟进⾏复盘，交流分析，不断进步。
CASE DISCUSSION BUSINESS/STRATEGY Interview Case Study （PWC）Telekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to get electricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately.Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable t.v., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tacticalplanning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis.PricewaterhouseCoopers has been asked to propose on three major stages of work: 1. process vision; 2. tactical doctrine; 3. infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.QuestionsDo you believe you have enough information to develop an Business/IT strategy for this client? what additional information would you require?What skills would the consulting team need to successfully complete this engagement?How would you structure the work for this engagement?What are the risks that Telekenesis faces?If no,Should PwC guarantee an "operational profile"? If so, should there be any caveats included in the guarantee?What types of business processes will be needed?How would you integrate the processes of the four existing local phone companies and Telekenesis? What kinds of information systems will the company require?Where can PwC add the most value in the engagement? (i.e., of all the items that Telekenesis requested assistance with, where should we focus?)。
四大之EY安永面试CASE案例分析：2、Case study - Audit Comm
Flexible working patterns at the Audit CommissionThe Audit Commission is a body in the public sector. This consists of public bodies funded by government and through tax. Its job is to check such bodies are using public money properly. Each public body has to spend its money wisely. An audit is a check. In this case, it is a check on either money or efficiency. It involves the checking of accounts to make sure that they are true and fair. It also checks quality and efficiency. The Audit Commission knows that ways of working have changed over the years. New technology mayallow people to work from home and can help to bring in more flexible working. The Audit Commission has a mission. It is to be 'a driving force in the improvement of public services'. To do this, it employs people at three levels. These 'families' are:∙The audit family - This carries out financial audits. Most of these are accountants who work in teams. They visit public bodies and checktheir books∙The performance audit family - This helps the public sector to function more efficiently∙The functional family - This makes sure that the core functions of the Commission are running smoothly.The Audit Commission needs a flexible workforce to meet its changing needs. Different workers need more flexible ways of working. A number of working patterns have therefore been developed. These include both full-time andpart-time workers, contract workers, job sharing, temporary and permanent staff. Having all of these different contracts helps to provide flexibility, that is:∙numerical - the number of staff can be changed∙functional - the skills to cope with a variety of work can be built∙place of work - employees gain better work-life balance, including working from home. This involves one-off set up costs to providefacilities such as broadband at to assess health and safety.them to if it meets its needs. Both sides can gain from this. For workers, travel to work in London is reduced. Also, child minding can be more flexible and working from home is more family-friendly. In terms of the organisation, it allows them to recruit from a greater range of workers. It also leads to a more diverse workforce.Working from home is based on trust but brings gains to both sides.The main problems of home working are:∙not mixing with other staff and therefore losing the culture of the organisation. Training days, conferences and networking are used tocounter this. There is also an intranet to help workers to stay in touch∙new technologies can fail to function∙health and safety risks. These are covered by making sure risks are reduced and through good insurance∙keeping of confidential files at home. These risks are reduced through clear guidelines.Task:Your group is the Flexible Work Arrangement (FWA) task force of the Audit Commission. You are required to present to the Chief Operations Officer on the process to monitor performance of home working employees and the guidelines for data protection and confidentiality.You have 30 minutes to prepare.。
1四大面试流程指导 必看
一、注意
Case面试因为现场有监考官，所以没法弄原题出来，故没法和笔试一样去保证原题。
本来怕没法保证原题而影响大家对本店的评价，是准备不送面试资料的。
依然赠送是因为有些往年回忆和case分析技巧一直都适用，还是可以看看的，所以送给大家参考。
大家用此资料练手的流程如下：
1、看下1.常用分析模型介绍 2. Case-interview 两个文件，比如SWOT 迈克波
特五力模型等都是万能模型，要学会，每年四大就算换case也可以套用的。
2、看完后再随便找case book里面的case者网上任意一篇商业case多和小伙
伴模拟分析几次
3、多看应届生BSS之前面试人的分享，他们会及时回忆部分Case、面试流程等
二、面试流程
以下是校招完整的面试流程，实习流程一般没有par面，其他的一样。
更多的case会议大家可以关注应届生BBS的论坛分享。
写邮件场景：
1、道歉信：和一个客户取消了见面，写诚意满满的道歉信
注意点：①说原因，且原因尽量写不可抗力的因素②写补救措施，比如约
定下次会议时间，并且尽量按客户时间为准。
2、邀请函
邀请专业了解安永，主要是要分点写安永的优势，并在邮件里列明参观的形成比如内容、陪同人员等
3、介绍信：介绍安永
4、求助邮件：①请求supportive company介绍客户资源②和经历约定时间，
寻求他的帮助
5、自我介绍等
更多的场景大家可以关注应届生BBS的论坛分享。
4、毕马威面试流程。
进“四大”前,你需要准备的(中英简历及面试问答)
Interviewee：··························
3、英语口语
对于“英语”的难易，大家众说纷纭，但我认为“真相只有一个”，那就是你自己去尝试，自己取努力，自己去坚持。网上有很多经验，我就不具体多少，但是“练”是很重要的，你口语不行，就去练，听力不行，就去听。世上那么多复杂的事情，还是源于我们自己想的太多。
•The Certificate Of Primary Title Accounting Professional
Computer Skills•The National Certificate in Computing Level 2
Driving Skills•Driving License C1
二、面试
我认为无论是单面还是群面或是partner interview,都是要考察你的综合素质，所以，下面是我觉得需要准备的几个方面:
1、改变自己
我曾经听到有人说过，同样都是干审计，为什么“四大”的salary就那么高呢？刚开始，我心里也是有些不平衡，但到后来，了解了“四大”，也就理解了四大。
能进“四大”的人，大部分是海归、名校毕业生，而且学习成绩优异、综合素质高。如果你不具备以上条件，那么至少有一样是你的闪光点，如丰富的审计经验、CPA已过等等。
2、排版相关问题也很重要。
大家都知道CV一张纸就够了，但有时文字多出了几行，可以通过调节页面边距来调整；
为了提高简历的清晰度与辨识度，可以适当的加一些简单的线条，使得CV既整洁又大方；
你觉得你简历当中是亮点的地方，可以把字体加粗，这样可以让HR瞬间知道你的strengths是哪方面。
case面试题目
case面试题目导语：面试是求职过程中非常重要的一环，而Case面试则是其中一种常见的面试方式。
Case面试通过给候选人提供具体的问题或案例，考察其解决问题和分析能力，以及对待工作情境的应变能力。
本文将就Case面试的背景和常见题目进行分析和讨论，旨在帮助应聘者更好地准备和应对Case面试。
一、Case面试的背景随着企业求才过程的专业化和多样化，Case面试逐渐成为各大企业招聘中的重要环节。
Case面试通过给候选人提供模拟实际工作情境的问题，旨在考察其解决问题的能力和分析思维，以及应对复杂工作情境的能力。
因此，对于应聘者来说，熟悉Case面试的常见题目，并积极备战是至关重要的。
二、常见Case面试题目1. 市场调研与分析此类题目通常涉及针对某个行业或市场的调研和分析，要求应聘者通过收集和分析相关数据，给出对该市场的评估和建议。
例如：假设你是一家新成立的线上教育平台的市场分析师，请就该行业当前状况，未来趋势以及竞争对手等方面进行分析，并提出你的市场推广策略。
2. 项目管理与解决方案这类题目主要考察应聘者的项目管理能力和解决问题的能力。
候选人需要根据给定的项目情境和要求，制定合理的项目计划和解决方案。
例如：你作为项目经理，如何规划并确保成功实施一项技术升级项目？请详细说明你的计划和方法。
3. 创新与思维能力此类题目旨在考察应聘者的创新思维能力和问题解决能力。
候选人需要通过提出新的产品、服务或改进方案等方式展示自己的创造性和解决问题的能力。
例如：请你设计一种创新的智能家居产品，并解释其功能、应用场景以及市场潜力。
4. 经营策略与决策分析这类题目主要考察候选人对企业经营决策的理解和分析能力。
要求应聘者分析并给出针对某一企业或行业的决策方案，并解释其合理性和预期效果。
例如：假设你是一家传统零售企业的CEO，在电子商务的竞争下，你将如何调整经营策略以促进企业的发展？5. 团队协作与沟通能力此类题目主要考察候选人的团队协作和社交能力。
四大面试英文自我介绍
四大面试英文自我介绍四大在应聘中指的是四大会计事务所，分别是普华永道（PwC）、德勤（DTT）、毕马威（KPMG）、安永（EY）。
下面就是小编为您收集整理的四大面试英文自我介绍的相关文章，希望可以帮到您，如果你觉得不错的话可以分享给更多小伙伴哦！篇一：四大面试英文自我介绍I‘m glad to introduce myself to you. My C hinese name is Ma Lin， but you can call me Rock， my English name. I chose Rock to be my English name because I want to be as tough as a rock， hehe. I was born and raised in Guangdong， so I speak both Cantonese and Mandarin.I‘ll soon graduate from Zhongsha n University， majoring in accounting. I think you may have interviewed quite a lot of students from our school， so you know this major prepares us for CGA and most courses are taught in English. My GPA is 3.6，it ranks number 9 in the 115 students in my gr ade. And I’ve passed 15 exams in CGA，I anticipate I will get the CGA qualification in 2009.Besides having good academic performance， I was actively involved in student activities. I was in charge of Student Welfare in my class， and in the Student Union of our school. I enjoyed this position because what I did was very important to everybody，although it was mostly small details.I had a three-month internship in Guangdong Zhengzhong Accounting Firm. I did the inventory check and helped the accountants to make the auditing reports. My boss was pleased with my performance and he asked me to recommend my classmate to join our team.KPMG is my dream company. What‘s more， I have greatinterest in joiningthe Tax Department as my long term career goal is to be a tax consultant. I wish my dream could come true today. Thank you!篇二：四大面试英文自我介绍Good morning !It is really my honor to have this opportunity for an interview,I hope i can make a good performance today. I'm confident that I can succeed.Now i will introduce myself brieflyI am 26 years old,born in shandong province .I was graduated from qingdao university. my major is electronic.and i got my bachelor degree after my graduation in the year of 201X.I spend most of my time on study,i have passed CET4/6 . and i have acquired basic knowledge of my major during my school time.In July 201X, I began work for a small private company as a technical support engineer in QingDao city.Because I'm capable of more responsibilities, so I decided to change my job.And in August 2004,I left QingDao to BeiJing and worked for a foreign enterprise as a automation software test engineer.Because I want to change my working environment, I'd like to find a job which is more challenging. Morover Motorola is a global company, so I feel I can gain the most from working in this kind of company ennvironment. That is the reason why I come here to compete for this position.I think I'm a good team player and I'm a person of great honesty to others. Also I am able to work under great pressure.That’s all. Thank you for giving me the chance.。
四大群面 Case
AD5 - Audit
Participant Information
IMPORTANT NOTICE: This exercise should be considered as an example of case study that could be used in the EPSO Assessment Centre. The problems have not been fully elaborated, but give a global overview of the type of problems you could be confronted with in a real assessment centre.
Dear (your name), Welcome to our team! As mentioned on the phone yesterday, my assistant has prepared the necessary documentation and information for your first assignment within DG Enlargement. The information consists of some basic background information, but most of the documents relate to a recent audit carried out in the Balkan Region. As you know, the Commission is responsible for the implementation of the financial instruments in the Balkan Region under IPA and we have to pay particular attention to projects that do not work out well or that were not sustainable for some reason. I would like you to read everything in detail and to draft a report summarizing the situation, proposing some potential solutions and making recommendations for the future. I would also like you to use the available information to make recommendations about how to improve the Audit process in the future. Many thanks in advance. I will be back from an international conference on 6 July, but please feel free to contact me or any of your colleagues, should there be any problems or questions from your side. My assistant can give you my mobile number. All the best and see you soon, Evie
四大面试Case中文版
Mercury Energy是拉玛尔市的一个电力供应商。
它是该地区唯一的电力公司。
为了资助其在邻近的扩建工程和基础设施建设，公司管理层正在举行一次会议，以决定明年的预算。
你现在代表你的部门参加高层管理会议。
请与其他部门领导分享您所拥有的信息。
每个部门都有自己的关注的方面，你应该与其他管理者协调，达成一致的预算（你不一定要决定精确的预算数字。
但要确定一个大致的方案）。
你必须为公司目前面临的形势制定一个行动计划。
今年的平均月费用：整体销售在最近几个月相对稳定，明年不会出现大幅波动。
公司主要有四类客户群，城市住宅（urban residential），农村住宅（rural residential），制造业工厂（manufacturing）和政府机关（offices）.客户服务部主要由呼叫服务中心和比尔收集的代表，负责收取逾期电费。
它雇用了1000多个城市代表，并且最近增加了账单收集代表，以增加账单的收集数量。
公关部负责广告和媒体的关系。
他们还举行活动，创造了一种友好的公司形象.说明：1.你们将2人为一小组，扮演同一个部门的经理。
阅读完你们的材料后，要将你们所知的信息分享给其他部门的经理。
2．5分钟的材料阅读后，你将有20分钟的讨论。
然后，你们要为预算方案及行动计划提供一个5分钟的演讲。
3．你不能任命一个会议的领导人或会议主席。
4．演讲者人数不定。
你是公司的财务经理。
在最新的月度财务报告中，你发现了以下的趋势。
过去5个月对不同客户的逾期率（各部门应收账款总额%）不同客户的平均逾期比例（%，逾期未付总额）不同客户的平均销售额比例（过去12个月相对稳定）：Mercury Energy是拉玛尔市的一个电力供应商。
它是该地区唯一的电力公司。
为了资助其在邻近的扩建工程和基础设施建设，公司管理层正在举行一次会议，以决定明年的预算。
你现在代表你的部门参加高层管理会议。
请与其他部门领导分享您所拥有的信息。
每个部门都有自己的关注的方面，你应该与其他管理者协调，达成一致的预算（你不一定要决定精确的预算数字。
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Mercury En ergy 是拉玛尔市的一个电力供应商。
它是该地区唯一的电力公司。
为了资
助其在邻近的扩建工程和基础设施建设，公司管理层正在举行一次会议，以决定明年的预算。
你现在代表你的部门参加高层管理会议。
请与其他部门领导分享您所拥有的信息。
每个部门都有自己的关注的方面，你应该与其他管理者协调，达成一致的预算(你不一定要决定
精确的预算数字。
但要确定一个大致的方案)。
你必须为公司目前面临的形势制定一个行动计划。
今年的平均月费用：
整体销售在最近几个月相对稳定，明年不会出现大幅波动。
公司主要有四类客户群，城
市住宅 (urban residential )，农村住宅 (rural residential )，制造业工厂(manufacturing ) 和政府机关(offices).
客户服务部主要由呼叫服务中心和比尔收集的代表，负责收取逾期电费。
它雇用了1000
多个城市代表，并且最近增加了账单收集代表，以增加账单的收集数量。
公关部负责广告和媒体的关系。
他们还举行活动，创造了一种友好的公司形象
说明：
1•你们将2人为一小组，扮演同一个部门的经理。
阅读完你们的材料后，要将你们所知的信息分享给其他部门的经理。
2. 5分钟的材料阅读后，你将有20分钟的讨论。
然后，你们要为预算方案及行动计划提供
一个5分钟的演讲。
3•你不能任命一个会议的领导人或会议主席。
4.演讲者人数不定。
Non-resbdentfi)
. Arei, MM*
你是公司的 财务经理。
在最新的月度财务报告中，你发现了以下的趋势。
^■Overdue 0-30 day& ^Overdue 30-60 days
Overdue 60-90 days —Overdue +90 days
过去5个月对不同客户的逾期率（各部门应收账款总额
%）
JUL
AUG SEP OCT NOV
Residential Users in Urban Arsa 39% 37% 12% 14% 11%
R&sidential Users in Rural Area 42% 30% 37% 39% ^0% Ndn-r&siddfiiLjal us^n& - M^iriufabCturirigi
19% 15% 31%
30% 30% Non-reside nlial u 骅巧-Oflic^s
2%
3%
e%
8%
8%
不同客户的平均逾期比例（ %逾期未付总额 ）
residential Offices^ 6%
Non- residential users - Manufacturin
E 23%
Residential llser^ in Rural Area, 41%
不同客户的平均销售额比例（过去 12个月相对稳定）
Novi-rBsiElential
u»rs - OHiejM r
17K \
Residential
lasers in Ufban
2 OK ftesddential I Users In Rural
1-4 JOO% 丼jtf
農
10.00%
«J O£H -i.CK
Residential Users in Llrb^in
10%
JUL AUG SEP
OCT NOV
Mercury En ergy 是拉玛尔市的一个电力供应商。
它是该地区唯一的电力公司。
为了资
助其在邻近的扩建工程和基础设施建设，公司管理层正在举行一次会议，以决定明年的预算。
你现在代表你的部门参加高层管理会议。
请与其他部门领导分享您所拥有的信息。
每个部门都有自己的关注的方面，你应该与其他管理者协调，达成一致的预算(你不一定要决定
精确的预算数字。
但要确定一个大致的方案)。
你必须为公司目前面临的形势制定一个行动计划。
今年的平均月费用：
整体销售在最近几个月相对稳定，明年不会出现大幅波动。
公司主要有四类客户群，城
市住宅 (urban residential )，农村住宅 (rural residential )，制造业工厂(manufacturing ) 和政府机关(offices).
客户服务部主要由呼叫服务中心和比尔收集的代表，负责收取逾期电费。
它雇用了1000
多个城市代表，并且最近增加了账单收集代表，以增加账单的收集数量。
公关部负责广告和媒体的关系。
他们还举行活动，创造了一种友好的公司形象
说明：
1•你们将2人为一小组，扮演同一个部门的经理。
阅读完你们的材料后，要将你们所知的信息分享给其他部门的经理。
2. 5分钟的材料阅读后，你将有20分钟的讨论。
然后，你们要为预算方案及行动计划提供
一个5分钟的演讲。
3•你不能任命一个会议的领导人或会议主席。
4.演讲者人数不定。
你是Mercury energy 客户服务部的经理。
你有以下信息。
Mercury en ergy已赢得了客户关系管理中心颁发的奖项，这说明Mercury en ergy拥有卓越的客户服务标准。
参赛者匿名审核通过在较长时间内使用的标准，如回答时间的电话和
电子邮件，方便访问，产品知识和操作者的态度和效率。
这个奖项是全国最著名的奖项之一。
它是通过呼叫中心费用的增加量资助
账单收集的代表人数比例：
Non-re$idehtial
Non-residential _users - Office^ 2%
users -
9% \
Residential
Users in Rural Residential
Area. 26%U
占电r*£ in Urbari
A63.%
Mercury energy 常采用以下方法收集逾期票据：
1. 切断电源(Cutting electricity ):根据规定，Mercury Energy 允许切断未能及时支付账单
的客户用电。
通知期限为30天。
公示期后，该公司的代表将拜访供应商并采取相应的行动。
2. 诉讼(Lawsuits)：Mercury energy会雇佣代理人，对未能支付的账单超过180天客户发起诉讼。
法院将授权该公司采取强制措施。
3. 折扣(Discounts )：大客户如政府当局，Mercury energy 不能采取强制行动，通常公司
会给这些客户一个折扣以支付逾期90天的账单，。
采取措施后成功收集账单的百分比：
Mercury En ergy 是拉玛尔市的一个电力供应商。
它是该地区唯一的电力公司。
为了资
助其在邻近的扩建工程和基础设施建设，公司管理层正在举行一次会议，以决定明年的预算。
你现在代表你的部门参加高层管理会议。
请与其他部门领导分享您所拥有的信息。
每个部门都有自己的关注的方面，你应该与其他管理者协调，达成一致的预算(你不一定要决定
精确的预算数字。
但要确定一个大致的方案)。
你必须为公司目前面临的形势制定一个行动计划。
今年的平均月费用：
整体销售在最近几个月相对稳定，明年不会出现大幅波动。
公司主要有四类客户群，城
市住宅 (urban residential )，农村住宅 (rural residential )，制造业工厂(manufacturing ) 和政府机关(offices).
客户服务部主要由呼叫服务中心和比尔收集的代表，负责收取逾期电费。
它雇用了1000
多个城市代表，并且最近增加了账单收集代表，以增加账单的收集数量。
公关部负责广告和媒体的关系。
他们还举行活动，创造了一种友好的公司形象
说明：
1•你们将2人为一小组，扮演同一个部门的经理。
阅读完你们的材料后，要将你们所知的信息分享给其他部门的经理。
2. 5分钟的材料阅读后，你将有20分钟的讨论。
然后，你们要为预算方案及行动计划提供
一个5分钟的演讲。
3•你不能任命一个会议的领导人或会议主席。
4.演讲者人数不定。
你是公关部经理。
你将对以下事件做出反应，在讨论正在进行的扩张计划时，你必须与
同事分享信息。
从去年开始，Mercury Energy和Star基金会推出了Star爱心俱乐部的倡议，客户能够通过他们每月支付的Mercury Energy的账单，为Star基金会的困难儿童捐款，捐助款项
将用来购买健康设备。
除了Star爱心俱乐部，Mercury Energy每年举办"Star比赛”，参
加比赛的孩子们被要求用帮助照亮星河的星星。
通过这种方法，Mercury En ergy希望为客
户建立一个负责和友好的企业形象。
这一事件正得到公众和用户的积极反馈，在进入新的市场时，将有利于扩张计划。
以下是上星期全国性报纸的新闻报道：。