戰(zhàn)略咨詢?nèi)腴T—咨詢業(yè)簡介

1、商業(yè)案例分析Business Case Analysis,Jason Zhou,未經(jīng)CareerVenture許可，任何個(gè)人或機(jī)構(gòu)不得用于商業(yè)目的,At the Very Beginning,我們相信，只要有奮斗，就能看到最大的希望。 我們堅(jiān)信，只要有信心，就能戰(zhàn)勝任何的困難。 我們篤信，只要有夢想，就能獲得最終的勝利。,CareerVenture, where dreams realize.,2,Rules to Follow,No verbal communication or behavioral action that interrupt the listening of other

2、audience is granted in the class. It is allowed to take the bathroom without asking for teachers permission. It is advisable to ask any question when you are confused about or difficult in understanding knowledge points. But remember to raise your hand up first and speak up only after teachers permi

3、ssion. No photo shot is allowed during the whole lecture. No audio recording is allowed during the whole lecture.,3,Self Introduction,4,Personal experience Why am I doing consulting,Audience introduction,5,Audiences background Your aspiration What you want to take away from this workshop Specific qu

4、estions,5_85,Consulting introduction,6,What is consulting,What about strategy,What clients have no capability to do Problem solving to find solutions to difficult problems and make actionable recommendation Corporate vs. due diligence Strategy vs. operation, IT etc.,7_85 9_85,Vision Where to play Ho

5、w to win Capabilities to realize,Content,咨詢校園招聘介紹,案例分析基本思路,咨詢案例面試簡介,相關(guān)技巧和材料,7,Lesson 1,校招流程：校招流程,來源：Wilson Fu,篩選標(biāo)準(zhǔn)：實(shí)習(xí)、GPA等,Pre-talk/ Workshop/ PST,1st marketing, R present value (PV) minus initial investment. The present value is calculated by discounting future cash flows by an appropriate rate (r)

6、, usually called the opportunity cost of capital or the hurdle rate. If Ct represents the cash flow at time t, Ct can be negative, as in the initial investment C0), the NPV is calculated as follows: NPV=C0+C1/(1 + r)+C2/(1 + r)2.Ct/(1 + r)t,38,Basic knowledge,Break-even Point Break-even analysis is

7、a managerial planning technique using fixed costs, variable costs, and the price of a product to determine the minimum units of sales necessary to break even, or to pay the total costs involved. The necessary sales are called the BEQ (break-even quantity). This technique is also useful to make go/no

8、-go decisions regarding the purchase of new equipment, the decision to produce a new product, or enter a new market. The BEQ is calculated by dividing the FC by the price minus the VC per unit (P - VC): BEQ=(FC) / (P - VC) The price minus the variable cost per unit is called the contribution margin.

9、 It represents the amount left after the sale of each unit and the paying of the variable costs in that unit that “contributes” to paying the fixed costs. To determine profit, multiply the quantity sold by the contribution margin and subtract the total FC: Profit = Q (P - VC) - FC,39,Basic knowledge

10、,Pareto Principle (aka 80/20 Rule) The Pareto principle refers to the situation in which a large amount of the total output comes from a small amount of the total input. This is typified by the “80/20 rule” which states that 80% of the output comes from 20% of the input. Typically, a Pareto analysis

11、 is conducted to determine the areas on which management should focus its efforts. For example, 80% of total downtime on a production line is attributed to 2 out of 10 manufacturing steps. Alternatively, 80% of a companys profits may be generated by 20% of its products. Bench Mark,40,Economics Theor

12、y The Supply Curve The higher the price or service, the greater the quantity of the item that producers will be willing to make available (i.e. supply). Conversely, the lower the price of a product or service, the smaller the quantity producers will be willing to make available. The Demand Curve The

13、 lower the price of a product or service, the greater the quantity of the item that consumers will be willing to buy (i.e. demand). Conversely, the higher the price of a product or service, the smaller the quantity consumers will be willing to buy. Elasticity of Demand,Basic knowledge,Economics Theo

14、ry,41,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，revenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟(jì)學(xué)原理，怎樣提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪些區(qū)域代表revenue的變化。 Kellogg 2001,Basic knowledge,Economics Theory,42,current supply curve,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，r

15、evenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟(jì)學(xué)原理，怎樣提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪些區(qū)域代表revenue的變化。,Basic knowledge,Economics Theory,43,Quantity (Q),Price (P),Demand curve,current supply curve,New supply curve,Economics Theory 例題：某企業(yè)，生產(chǎn)commodity，下圖為current supply curve，revenue= P*Q，問根據(jù)圍觀微觀經(jīng)濟(jì)學(xué)原理，怎樣

16、提高Revenue？畫出demand curve、畫出新的supply 或 demand curve，在圖中指出，哪些區(qū)域代表revenue的變化。,Basic knowledge,Economics Theory,44,Price (P),Economics Theory What is Supply Chain Management? “The process of planning, implementing, and controlling the efficient, cost effective flow and storage of raw materials, in-proce

17、ss inventory, finished goods, and related information from point of origin to point of consumption for the purpose of conforming to customer requirements.” 縱向一體化 庫存！庫存！,Basic knowledge,Economics Theory,45,Frameworks for Case Interviews,Financial Statement Basics,46,Frameworks for Case Interviews,其他一

18、些概念 例題，一個(gè)公司ROI 下降了，問原因，怎么辦？（此處舉例不做具體計(jì)算） Two types of products各占50%，custom displays定制產(chǎn)品、standard displays標(biāo)準(zhǔn)產(chǎn)品 Revenue增長了25%， Costs of production (materials, labor, SG Inventory levels have increased by 300% during last three years (primarily in finished goods), from $25 million to $75 million,47,Fram

19、eworks for Case Interviews,其他一些概念 凈推薦指數(shù) NPS 相對(duì)市場份額 Relative Market Share (RMS 或 RSOM) GMROI 以及其他一堆財(cái)務(wù)公式,48,Frameworks for Case Interviews,Porters Five Forces A tool of Competition Analysis,Porters Five Forces,49,Entry Barriers: Economies of Scale Proprietary product differences Brand identity Switchi

20、ng costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curve Access to necessary inputs Proprietary low-cost product design Government policy Expected retaliation,Rivalry Determinants: Industry growth Fixed (or storage) costs/value added Intermittent overc

21、apacity Brand identity Switching costs Concentration and balance Informational complexity Diversity of competitors Corporate stakes Exit barriers,Determinants of Substitution Threat: Relative price performance Switching costs Buyer propensity to substitute,Frameworks for Case Interviews,Porters Five

22、 Forces,50,Determinants of Supplier Power: Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiati

23、on Threat of forward integration relative to threat of backward integration by firms in the industry,Determinants of Buyer Power: Bargaining Leverage: Buyer concentration versus firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer information Ability to backwa

24、rd integrate Substitute products Pull-through Price Sensitivity: Price/total purchases Product differences Brand identity Impact on quality/performance Buyer profits Decision markers incentives,Frameworks for Case Interviews,Porters Five Forces,51,4 Ps of Marketing This model was developed by Kellog

25、gs Philip Kotler. These are the four key dimensions in marketing any product or service. It stands for: P - roduct P - rice P - lacement P - romotion 4 - Cs of Marketing Consumer為中心進(jìn)行營銷，應(yīng)關(guān)注并滿足客戶在成本（Cost）、便利（Convenience）方面的需求，加強(qiáng)與客戶的溝通（Communication）,Frameworks for Case Interviews,4 Ps of Marketing,52

26、,4 Cs Stands for:C - ustomer 消費(fèi)者/客戶 C - ompetition 競爭者 C - ost 成本 C - apabilities 企業(yè)能力 Intended to ask the critical questions in understanding the core business of an organization, it is really more of a back-of-the-envelope sketch than a detailed analysis. Filling in these categories can be a first

27、, cursory step in understanding a given company or industry. Although this model is unlikely to produce revolutionary insights, it may help in defining a business by breaking it down into the very basics and looking for conflicting elements. It is difficult to use with diversified companies and inte

28、rests. 3 Cs Stands for:C - ustomer C - ompany C - ompetitors,Frameworks for Case Interviews,4 Cs of Strategy,53,Value Disciplines A set of strategic foci developed by CSC Index consultants called the value disciplines (Harvard Business Review, January-February 1993, pp 84-93). The disciplines are: O

29、perational excellence Provide customers with reliable products or services at competitive prices and delivered with minimal difficulty or inconvenience, with the goal of leading the industry in price and convenience (e.g. Dell Computer). Customer intimacy Segment and target markets precisely, then t

30、ailor offerings to match exactly the demands of those niches, combining customer knowledge with operational flexibility to respond quickly to almost any need (e.g. Home Depot). Product leadership Offer customers leading-edge products and services that consistently enhance the customers use or applic

31、ation of the product, thereby making rivals goods obsolete (e.g. Nike). 波特的一般競爭戰(zhàn)略：成本領(lǐng)先、差異化、集中化戰(zhàn)略,Frameworks for Case Interviews,一般競爭戰(zhàn)略,54,BCGs Growth-Share Matrix The BCG matrix provides a valuable framework that enables us to identify and evaluate the companys products relative to market share an t

32、he extent to which the market, as a whole, is expanding or contracting. It can also be used to analyze a portfolio of companies held by a single organization by classifying within the “Cash Cow” matrix each of the held businesses. TWO by TWO,Frameworks for Case Interviews,BCGs Growth-Share Matrix,55

33、,Strategic Outsourcing In general, competencies that are, or will be, strategically important should not be outsourced. If the company does not currently own this competency, or is at a competitive disadvantage in performing it, it should reengineer the process to improve it or seek a strategic partner. All other capabilities should be outsourced, unless the