2023年咨詢面試系列如何應(yīng)付案例分析面試

ＣrackinｇtheＣａｓe：ＡＣonsｕltｉｎgInｔeｒvｉeｗＰrimerPagｅ1of3光華人向上的精神"FiｒmsAreTheｒetoＨeｌpYoｕＨＹPEＲLINK＂htｔp://／mａin.ｃｆm?inc＝iｎc＿artｉcｌe.cfm&chid=３&ｓcｈｉd=7&WT=3０&artｉd=９8０01＂ConｓultiｎgIndｕstrｙGuideRemｅmberyouｒseventh-gradealgebraｔeacher’ｓthreｅfavorｉtｅwoｒｄs？"Showyourworｋ."Atthetime,itseemeｄsilly：Whｙnｏtｊｕｓtｓhowｔhｅrighｔanswer?Nｏｗthatyoｕ’ｒeoｌderandwiｓer,howeveｒ,youknoｗｔhatinmaｎycasｅshowyｏugetｔotherightaｎｓｗerｉsmoreimｐｏrtanｔthａnsiｍplyknｏwingtｈeansweｒitself．Ｔhｅsamegoeｓｆorｔheｃaseｑuestionsthatconｓｕlｔingrｅcruitｅｒsloｂatyｏｕ.Conｓｕltiｎｇisadｅmaｎｄｉｎgjobwitｈfew"cｏrｒect"anｓwｅrｓ;thiｓmetｈodｏｆiｎtｅrvｉeｗiｎggauｇeshowwellｙｏucesｓｏfｇettｉngtoａｎansｗerandhowyoupｅｒfｏrmｕndｅrsｉmuｌａｔｅｄclｉｅｎｔ-eｎｇagementcondｉtionｓ.

?Wetaｌｋedtｏcｏnｓultanｔ-huｎtersaｔseｖeralfirmstoglｅａｎｔｈｅirａdvｉceoncracｋingthecaseｉntｅrvｉｅｗ.Ｈere'ｓwhaｔｔherｅcrｕiｔerｓrｅvealed—anｄhowyoｕｃanbeｓtprepare．?

WhythｅCａｓeＩｎterviｅｗ？?Ｃaｓｅintervｉｅwshａvelｏngbeenuｓｅdbｙrｅcrｕｉterstoseｅacaｎdidaｔｅ＇ｓthougｈｔprocessｅsｉnmｏtion.Ｃanyｏudeconsｔrucｔandaｎalｙzeｃomplex，ｏpeｎ-ｅndeｄbusiｎeｓｓprobｌemｓ？Doｙoustayｃalm,orｗiｌlｙoｕsweatbulletsuｎdｅｒｐressureatａcｌｉentsite?

?Atｔｈeｍostbａsｉcｌevel,acａseinterｖiewisaｂoutａsｋiｎgtherightquestions，deｖelopｉngaｌogｉcalwayｏfｗｏrkingｔhｒougｈthereｌevanｔisｓuｅs,ａnｄarrivｉngatａrｅcommenｄation.Yourstｒuctureｍaybｅapaｃkagedfrａmｅworkoritｍaybeｖaｒiousfｒameworkｓsｔrungtｏgetｈer；youmayｅvenchｏosenｏttouseframeworｋsatａlｌ.What'sｉmportａntisthatyoｕdemｏｎstratesomｅdｅfineｄstｒucture.

“Caｓｅsｔudｉeｓａｒeanimperfectscｉｅnce,”conｃeｄesMｉchaelGibneｙ，prｏｊecｔｍanａgeｒａt(yī)PrｉceｗaterｈoｕseＣoopeｒs,“bｕtａreeasｉlｙiｍｐｌementａbｌｅintｈe３0to45ｍinutｅsweｈaveforeachintervｉew.”Sｉｎceｔhｅymｅasurｅyourａnaｌyticalsｋｉllｓ,tｈey'ｒeａnimpｒｏvemeｎtoveｒsimpｌe＂fiｔ＂or"rｅsumé＂interviｅwｓ.?

Iｎmｏstcaseｉnterｖiｅws,therecruiｔeｒｇivｅsyoｕanexａmｐｌeｏfａｒeaｌ-liｆｅｃlieｎｔproblem.Sｏｍeｔypicalｃategｏｒｉesiｎｃludｅ：光華人向上的精神"BrａinGａmes：“HowmanyｔennisballsaｒeiｎthｅUnitedStａt(yī)es?”O(jiān)pｅｒaｔiｏnsＩmpｒoveｍent:“Whyｉsmyclienｔ’sｆactoｒyrunｎｉngbｅhind?”MarketSｉze:“Hｏwbigiｓtheｇlｏbalaｉrcｏnｄｉtionerｍaｒket?”Althouｇheacｈrｅｑｕiｒesaslightlyｄiｆferｅｎtａｐpｒoａch,ａｌｌareｍeａntｍaｉｎlyｔoevａluatethｅproｃeｓsyouuｓｅ,nottheansweｒyoｕcomeupwith.

ＰrａｃtiｃeMaｋesＰerfeｃt

Youabsolutely，ｐositｉvelyｍusｔpｒepaｒeinａdｖanｃefｏrcaseinｔerｖiｅwｓ．“Itｂecomesprettyclearprettyfａｓｔwhohas—andwhoｈaｓｎot—ｐｒacｔiced,”sａyｓＧibnｅy.“Iknowtｈeｒeisaｂａsicsorｔofbuｓinｅssacumenthａt(yī)ｍaｙnoｔbeａｂｌetｏｂeｐｒactｉｃed,butcａｎdiｄaｔesmusthaｖｅanunderstａndabｌeaｐｐroａｃｈｔｏsolvingｐrobｌems.Tｈat’swhatｏｕrcｌiｅntｓdemaｎｄｏfｕs.Ifweｃan’tｒelaｔeｓolutiｏnｓtoｔheｃlieｎt，it’saprｏｂｌｅm.”

Don’taｓｓｕmｅtｈaｔatｔendiｎgacａse-ｏrientedｂｕsinｅssschoｏlwiｌlgiveyｏｕanｕppeｒhａｎd.JohnＦｌａｔo,CaｐGemｉniErnst＆Ｙouｎｇ’ｓnatｉｏnaｌdirectorofｕniｖeｒsiｔyrｅcｒｕiting,saｙsthesecａndidａｔesdon’tｓeeｍtｏdoaｎybeｔtｅrｏｒｗorsethａncａndidatesfromnon－ｃａｓｅscｈooｌs.

Ｓtuｄydｉfferｅntｋindｓofｃaseｑｕeｓｔions.Justbecauｓｅyourbｕdｄyｉｎtervieweｄｂefoｒeyｏuandｇａｖeyｏｕaｈeads-upｏnthｅｑｕｅstiｏnｓdoesn’tｍeanyouhaｖealｅgｕｐ.Recruitｅrshａｖｅｔonsofｃaｓｅｑuｅstionsinｔheirｒepeｒtoiｒe,ａndｔheｃhaｎcesoftｈeiｒusｉngthesａmequｅstionｍｕltipletiｍｅｓonｏｎecamｐｕｓvisitarｅslｉｍtonone.

光華人向上的精神?Getaclassmａt(yī)eorfrienｄｔorole-ｐｌaｙtheiｎｔｅrviewｗｉtｈyｏu,ａnduseanyrｅsｏurces（sｕchasaｃasebook)thatyouｒschooｌ'sconsultiｎgclubprovides．Themoreｍｏckcａsesyoｕsiｎkyoｕrteethｉnto，themorelikeｌyyｏuaｒetoｂeｒelaxｅdaｎｄpoisedfoｒｔheｒｅalｔhing.Ｓｏｍeｔiｍesyｏuｌearnｍoｒｅｂyprｅsentiｎｇacaseqｕestioｎtoｓomeｏｎetｈａnyoudowｈｅnｓolｖingthecasｅyouｒseｌｆ.?

Dｅlibｅrａt(yī)ｅlypickiｎduｓtrieｓｙoｕ＇rｅnotfaｍiliaｒwiｔhsoａstotｅｓtｙｏuraｎalytｉcalskｉｌｌｓ,notmemorizedfａcｔs;forinstance,ｉfyｏuｒpｒe-B-ｓchｏolexperｉenｃeｉsｍostlｙｉnmｅdｉａanｄｅnteｒtaiｎment,ａskｙourcaseｂｕddytｏaｓｋyouaboutsｔeｅlproｄｕcｔionorｍｅdicaldeｖicemaｒketing.Thatsaid，dｏconｓiｄerｂrusｈinｇupoｎｔhebasｉcsｉnseｖeｒaｌinduｓtrieｓ—forｉnstance,knｏｗtｈeproducｔdeveｌopmｅｎtcｙcleiｎpｈaｒmaceuｔiｃalresｅarch,andundersｔandcurrenttrendsintechnolｏgｙ.(Foｒmoreiｎformａt(yī)ioｎonvaｒioｕsfiｅlds,checｋouｔｏurHYＰERLIＮK"ｈttｐ：//www.mbaｊungle．cｏm/main.cfm?inc=INC_TOＣGeｎeｒic.cｆｍ＆ｌｉｓtid=3&ｃhｉd=３&ｓｃhid=７&WT=37"industryguiｄes．)Ａlthougｈeachcaseｉｓｄiｆferent,withｐraｃtiｃeyouwillimpｒｏveyouｒaｎalｙｔicalreaｓoninｇｓｋiｌlｓaｎdsolｕｔｉonmｅｔhoｄ．??ＴｈiｎkThroughthePｒｏｃess?Ｗhenｉtcomｅstostrａt(yī)ｅgｙoｒprｏductｍarkｅｔiｎｇquestｉoｎｓ,tｈｅinｔerｖiewｅrwilｌｏfｔenｇiｖeｙｏuonlythｅbarebonesofａcaｓeanｄｗｉｌlwaｉtforyoutｏｒｅqｕestfurthｅｒdetａｉlｓ：Howmanycompｅtiｔorsｄoestheｃomｐanyhave?Whatareｔhemajorcoｓtaｎdｒeveｎｕedrｉvers?Wｈoaretheｍajoｒｃlｉenｔs?Anddon'ｔｆorgettｏasｋfｏrthefirｍ'ｓmissｉon—iｆyｏudoｎ'tknowwhataｃompany'sgoalsare,youmigｈｅuｐwithavａliｄ—butmisguiｄed—sｏlutioｎ.Usｅｓｏｍebasicframeworkstｏdriveyoｕrquｅstioｎs—thｅｆｏurP＇saｎｄｔhｅthrｅeＣ＇s，foriｎstance.

AsamplequestiｏｎGibneyusedrecentlyｉnvolveｄamａnufacｔｕrer／ｄistｒibuｔor/reｔaileｒｏfcomputeｒproductｓ.Thｉscｌienｔhasｔｒaditioｎａllygoneｄiｒｅctlytothecoｎsumerandhaｓｄevｅlopｅｄaｓolidｂrａnｄimaｇｅ.Ｔｈｅｃｌientnowwａntsａnassessmｅnｔａstoｔｈeisｓｕesrｅlatiｎｇtothecorｅbusiness,asｗellastheoppｏrtuniｔiesfoｒｔhecompaｎytogeｔｉntotｈeseｒvicｅsｓide,ｗhiｃhitｖｉewsasahigh-margin/high-groｗtｈ－rａｔｅbusiness.Theｃanｄidatenowneｅdｓtopｒovｉｄｅanappｒｏachorevaｌｕatｉveframewoｒkｆｏraｎａlｙｚｉngeachofｔhetwodifferentproblems.

Aslongasｉｔ'spｅｒmitted,ｗorｋyoｕｒanswｅｒsoｕtonpaｐer.Ｐencｉlsａndpeｎs,plusanotｅbookorlegalｐａdｓhｏｕldbeｓtandardeｑuipｍentｉnanｙｉｎterview．“It’sａmazinghｏwmａnyｐｅoｐｌeｓhowupwithoutapenaｎdpａper,”marvelsKamｅｎnａRｉnｄova，aseniｏrasｓoｃiateatＭerｃｅｒMａnａgeｍentＣonｓultiｎｇ.Thiｎｋingthroｕghａllthefactｓisａｍust,ａｎd光華人向上的精神光華人向上的精神Ｐage2of３[WebＥｘcluｓivｅ］Ｙoudon'ｔhavetobeＳｈerlocｋＨｏlmestoaｃethｅcaseｓｉnaconｓｕltｉｎg-firmintｅrview.Infact,alittlｅpreparａt(yī)ｉoncanmakesolvingthemｓｅｅm,ｗｅll,eｌeｍeｎｔaｒy.HYPＥRLINＫ"ｊavascｒipｔ：oｐenWｉndｏw（'sｉｄｅbars／ｓbｐｏpup．ｃfｍ?artID=１691＇,'yｅs'，36５，５0０,'no＇）;"FｉrmsAｒeＴheretoＨｅlpYoｕHYPERＬINK"http://www.mbajｕｎgle.cｏm／maｉn.cfm？iｎc=inｃ_arｔicle.cfm&cｈｉd=3＆schid=７＆WT=30&artｉd=98001"CｏｎｓｕltingIｎdustrｙGｕideＭａytheFiｖeFｏrｃeｓ(Nｏt)BewitｈYｏuSｏｍｅreｃruitersaｒeｔuｒnｅｄoffｗhｅｎpotｅntｉalｈiresdｒawｏnapａckageｄａnaｌytｉcaｌfrａmework(sucｈａsthefiｖefｏrceｓ)tosoｌveａｐroｂｌem．Others,ｈｏｗeｖer,aｒｅｉmpresseｄ.Ｔｏbeonthｅｓaｆeside,ifｙouusｅａｆｒamｅwｏrk,don’tsｔｒayｔoofａrfromtheissue.

?EileenCｏvｅney，viｃｅｐresｉdeｎtａt(yī)L．Ｅ.K.Ｃｏnｓulting,waｒnscanｄidatｅｓａｂoｕｔthｅperｉlsｏffrａｍeｗorks:“Ｗｈenpeoｐledeｐendtooｍucｈonaｐre-ｅstablisｈｅｄfrａmｅwork,theyｍaynｏtbethinｋiｎgｄeeplｙｅnouｇhabｏｕttｈeprｏblemathaｎｄ.Ｔhｉｓmａｙｉnｄicaｔetｈaｔwhｅnpｒeｓentedwithanactualclientisｓue,theｙａreｎotgoinｇtofocusoｎthedeｔaiｌsａndspecificsofｔheclient’sprｏblem.Ｒａt(yī)ｈer,theymaybｅｉnclｉnedｔojumpiｎtｏeａsyandoｂviｏｕｓｓolutionｓ.”??Ifyoudｏuseone,ｃhｏoseｗisely.Ifthecasｅisaboutａbusiｎｅｓsｔｈat'ｓcoｎｓiderinｇentｒyintoanindustry,Porter'sfiｖeｆorｃesmayｉｎdeｅdbeｙourｂestｂet.Ifyou＇retalkingａbouthowproｄucｔsgetｆromsuｐｐliersｔoｅndcｏnsuｍers,considerthｅｖaｌｕechain．Companiestｈａt(yī)areｆalｌiｎgshortoｎsａlescoｕlｄuｓeaprofitａbilｉｔyｏrcoｓｔvs．reveｎueaｎalyｓｉs.Iｆyou'rｅmarｋetinganewphａrｍaceuｔｉcａｌproduct,tｈiｎｋaｂoutthe4P'sandｔｈe3C＇s．

?光華人向上的精神光華人向上的精神光華人向上的精神光華人向上的精神Paｇｅ3oｆ３[WebEｘclusiｖe]Ｙoudon'thavetoｂeShｅrlockHoｌmeｓtｏａｃethｅcasesinaconsuｌｔiｎg-firminｔerｖiew．Iｎｆact,alitｔlｅpｒeｐaｒationcanmａkｅｓｏｌviｎgthｅmseeｍ,ｗelｌ，elemeｎtarｙ.HYPERＬIＮＫ"jaｖａscrｉpt：openWｉndow('ｓidebars/ｓbpopuｐ．cfm?artIＤ=1６9１','ｙes'，365,５0０,'nｏ');＂FirmsAreＴｈｅrｅｔoHｅｌpＹouHYPERLINＫ＂ｈｔtp：/／ｗww．mbajｕnglｅ.com/ｍａiｎ.cfｍ？ｉnc=inc_artiｃle.cｆｍ＆chｉd＝3&schｉd＝7&WT=3０&ａrtiｄ＝98０01＂CoｎsｕltiｎｇIｎｄustｒyGuideRｅadｙforsｏmecomｐany-specifｉcａdｖｉｃe?Hｅｒe'sｗhａt(yī)fiverecruiteｒstｏldusabouｔｉnteｒvieｗingattheiｒfirｍs.??RｅｃruiterNo.1:EilｅｅnCｏvenｅy,vｉｃepresiｄeｎt，L.Ｅ.Ｋ.Consｕlｔing??TｈeＱｕestionｓ:

Tｅstｉnｇaｃaｎdｉdaｔe'sskilｌaｃrossaｒａｎgeofａｒeasisｔheｐriｍaｒyｒｅasonＬ．E．K.useｓcaｓｅintervieｗｓ.Coveneyindicatｅsthatthecaseinｔｅrvｉewsarｅmeantto(1)assessacａｎｄｉdate’ｓanalyticalａｂiｌity,（２)ｅvaluateacandｉdate＇ｓcoｍmｕnicaｔionskillsaｎdlogｉｃflｏw,(3)undｅrｓtａndhｏwacａndidaｔeｒespoｎdstoｒeｄirection，and（4）ｔesthis/heroveraｌｌfitwiｔhthｅfirm.MｏstquestｉoｎｓL．E．K.rｅｃruｉtersaskｃenteｒaroundｓｔrategｉcｇroｗtｈｏｐｐorｔuｎitiesforｐoteｎtiａｌｃlｉents．??ＷｏrdｓｏfWisdｏｍ:

Covｅｎｅyｐｏinｔsouｔthａt(yī)ｓｈedｏesn’ｔhaveaｐｒeferenｃeregardｉｎghowaｃandidateinitiａｌlyreactstｏthecasｅinｔerviewquｅsｔion.“Soｍepeopletakesomeｔiｍeｔoforｍulaｔｅｔheirthougｈts,ｏthｅrpｅopｌeａｓkafeｗqueｓtｉoｎs，ａnｄotherpeoplｅjumｐrｉghtｉn,”Ｃｏveｎeysａys．“Relaxａndｔaｋeyｏurtｉme，focusonｔhｅspeｃifｉcissueｓoftｈecase,ｒｅmｅmberthｅｒeisnｏoneriｇhｔanswertothecａse,andｄｏn’tuｓｅtoomanyframｅworks．Doｎ’tｔhrｏｗinthekitchｅｎsiｎk,lｉkePorteｒ’sfｉveforces,etｃ.Ｊustbecoｎfｉdeｎt,andｒelax—itwillｒｅａllyhｅｌｐwｉththeinterview.”???RecruiterNo.2:KamennaRindova,sｅｎiorａssｏｃiatｅ,MeｒｃｅrＭanaｇemenｔConsulｔｉnｇ??ThｅQｕestioｎs:?ＭMCａsksmostｃandidatesone-on-oneqｕesｔionsaｎddoesn’ｔofteｎｄogrouｐeｘｅｒcises.Ｒefleｃtingthefiｒｍ’ｓfoｃus，ｍostquestｉonsdealwｉｔhsｔrａt(yī)eｇyissues,ｗｉｔhoccasｉonalmａrketsiｚingqueｓtionｓthrownin.ＴhｅpurpoｓeｏfｔｅrｖiｅｗforMＭCiｓtｏsｅｅthecaｎdiｄatｅ'sabｉｌｉｔytosｔruｃtureaｎdthｉnｋｔhroughａproｂlemastｈｅywｏulｄonｔheｊob．??WordsofＷisｄom:?Rｉndｏvａsayspracｔiｃeandｆamiliａritywithcａseｓｉsessential，andsｔrｅsｓｅｓｔhatａnｉntervieｗｃanｇosouthｉfthｅcandidateｌｏseｓｓightｏftｈestructuｒehｅorsheisbｕilding.Laｓtly,bｅatiｎｇａｃleａrpaｔｈtｏanｙｒeｓponseｉsｍｏｒeｉmpｏrtanｔthangettiｎgiｔriｇht．“Yoｕcangivｅ（arecruiter)awｒongansｗer,ｂutiｆｙｏuｔhoughｔoutloudthrougｈtheproceｓｓ,ｙｏuｃoｕldｓｔillｈaveaｓtｅｌlariｎtｅｒｖiew,”Rindoｖaｃoncludes.??

RecruｉterNo．3:ＳｃｏttBerｎey,headoｆU.S.recruｉtingｏｐｅraｔions,ＭｏｎitｏｒGｒｏup

TｈeQueｓtｉoｎs：?Determｉｎｉｎｇaperｓoｎ’sanalytiｃａlskiｌｌs,comｆorｔｗithmanｉｐulaｔinｇnumberｓ,aｎdabｉｌitｙtｏinｔegｒatｅdiffereｎtpiｅcesｏfdataisｔhepｕｒｐosｅoｆthecaｓeｉｎteｒvｉeｗforＭonitｏrGroup.Foｒtheｆirｓtrｏundｏfiｎtervｉewｓ,ｃａsｅｑｕｅsｔionsaｒeｕsuallｙwrittｅnandａreｔｗotｏthreｅpａｇｅｓinlenｇtｈ.Iｎthefiｎａｌrｏｕｎd,aｇroｕｐeventisuseｄ.?

WｏrdｓoｆWiｓｄoｍ:

“Myｔａkeonmosｔotherｆiｒmｓisｔhattｈeｙputapremｉumｏn[thｅｃａndidate’ｓ]aｂｉｌitytoaｓkqｕestioｎsintｈeinｔｅｒview.Moniｔoｒcasesputapreｍｉumonyouｒaｂｉｌitytoanalyｚedａt(yī)a,mａｎipulaｔｅnｕｍbers,ｉntｅgrａｔｅ，ａnｄcomｅuｐｗitｈanａnswｅrbasedoｎｔhｅdatayｏu’vebeengiven,”ｓaysBerney.ＬikeL．E.K.’sCovenｅy,hｅdｏesn’tliketoseeｃaｎdidatesusｅｔoomａｎyfｒａｍeｗorkstoｓolｖeaproblem.

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ReｃruiterNo.４:SeａｎHｕuｒmａn,naｔｉoｎalreｃｒuitｉｎgdireｃｔor,KPMGConsultiｎg

TｈｅQueｓtions:

“Thecasｅquestｉonhelpsｇｅｔtoatｈｉcessandvａrｉouschａraｃｔｅrisｔicsofacandｉdａt(yī)eyoudｏｎ’tｎecessａｒilygｅtinａnordinａryinterview，”saysHuurmaｎ.“Wｈenwｅｕsｅcaseｓ，ｗearｅｒeallyfｏcｕsingontｈiｎgsｔhａt(yī)ｔiｅintotheclient.”ThetyｐicalＫPMGconsulｔａnthunterwａｎtｓtoknowhｏwａｃａndidatecancoｍmｕniｃatｅwitｈtｈeteａm,theiｒleaｄerｓｈｉp,andtｈeclient.??Huurmａnｆavｏrsgrouｐiｎtervｉews，andkｎoｗsalotofｃanｄidatｅscａnｂepｒｅpｐｅｄinaｄvａnce,buthenoｔesthaｔtheｒｅ’s＂nｏamounｔofcoachｉｎg"thatcanprepareyoufoｒaｇject.

光華人向上的精神?WordsｏfWisdom:

“Tooｍａnypeｏpｌejumprightｉnｔoｔｈeｃasｅstuｄyaｎddon’tｐutanythｏughtｉntoiｔ,”ｓayｓHｕurmaｎ.“Iｗantｔervieｗeesｔothiｎkｔｈingsthrｏugh．”KＰＭGreｃrｕiterｓａrealwaystoldtolettｈeｃanｄiｄatｅhavesｏｍeｔｉmetoｔhinｋthrｏughｔhecaｓｅ,butHuurmaniｎｄicatesthａt(yī)veｒｙfewｃａnｄiｄatestakｅaｄvａnｔagｅofiｔ.??ＨuｕrmａnadmitsｔhatfｅwrecruｉterswoulｄasｋinterｖieweeswhatKPＭGｓtanｄsfor(cuｒiｏus?It'sKlｙnｖeｌd,Pｅaｔ,Ｍａrｗick,andGoeｒｄeｌer),buｔｉｔ’ｓimpoｒtanttｏdoyoｕrhomewoｒｋonthｅfiｒm’sservicｅｓ，ｓtｒeｎgths,ａndｃｕlｔure.

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RecｒｕｉtｅｒＮo.５:ＭichaeｌGｉｂｎｅy,proｊecｔmａnａger，ＰｒｉｃｅwaｔerｈoｕｓｅCoｏpｅrs

TheＱｕestiｏｎs:

SｏmeofＰwC’ｓcompetｅｎｃｉeｓdｏｎ’ｔｒequiｒetｈataｃａsｅｑｕesｔionbeasked,butiｔ’baｂlybeｓｔtoｐｌanfoｒone.Interｖieｗsaretypｉcalｌｙone-oｎ－oneａndaｒｅmeanttotｅｓttｈebuｓinｅｓｓaｃumenｏfacandidate.Seeｉngｃanｄｉdateｓ'insightｉnｔobusｉnesｓprobｌemsanｄtｈｅiｒａpproaｃhtosolvinｇｔheｍ(ｍｏstqueｓtionｓarebａsedonｔruｅ-lifｅｃlｉｅntenｇaｇeｍｅnts）ｉstheoｖerａllgoal．

?ＷordsofWisdom:

Gibneyundersｔａndｓｔhaｔmanｙpｒobｌｅmｓaretoobiｇtosolveduｒingtｈecoｕｒseofahaｌf-ｈｏuｒinterviｅw,ｂutwaｎｔstoｓeｅafirmｇraspoｆkeyｉssuｅs.“Ｔｈeｃａndidａｔemusｔｈavｅａnｕndeｒstandｉngｏfｔheoveraｌlｓituａt(yī)ionａndｔheoveｒａllpｒobｌem,andtｈenｃreatｅanapproａchtｏsolvｅiｔ，”Giｂｎｅysaｙs.“Ｆorinstaｎcｅ，iｆwe’ｒetａlkiｎgaboｕtacｌｉentgettinｇｉnｔotｈeseｒｖicｅsbuｓｉｎｅss,Ｉｗoｕldexpecttoseｅｓｏｍekindofframｅworｋａｒoundｉdｅｎtｉfyingｗｈatｒelevａnｔserｖｉcｅswouｌdｂe,andｔｈedifferenｔmarketｐaｎyfactorｓｉｎvolved.Iwanｔthecandidａt(yī)eｔｏrelatedｉrecｔlywｈatthecoreisｓｕesaｒｅ.”??MｉchaeｌK．Norｒｉsisanexｐertinconsultｉngａnｄconsuｌtanｔｒｅｃｒｕitmｅntｉssueｓ.Hecａnｂeｒeachedat光華人向上的精神Firm:A.T.KearneｙCａseNｕmber:Ｃaseｓetup（ｆactｓｏffｅrｅdbyinteｒｖｉeｗｅr）：YourcｌientisａmａnufａcｔuｒeｒoｆｂiｃycｌesＴheyhavebｅeｎｉnｂｕsiｎesｓfor25yearsTｈｅymａnufacｔurerandsｅｌlthrｅecaｔｅgoriesofbiｃｙcles:Raｃingbikes：Hｉghｅｎd,highpｅrfｏｒｍａncｅｂikesfｏｒsoｐhiｓticａｔｅdcｙclisｔsMainｓｔrｅａｍｂikes:Ｄuｒable,ｂuｔnｏtoｖerｌyｃomplicatedbikeｓforｅverｙdayriｄｅrsChildreｎ’sbｉkeｓ:Sｍａller,sｉmplervｅrsiｏnsofｔheirmaiｎstreamｂｉｋeｓforchildrenPrｏｆitsａt(yī)yourclientｈavｅdecｒeasedｏｖerｔhepａstfivｅyｅarｓQueｓtioｎ:Ｗhatｉsdriｖiｎgthedｅclineｉnoveraｌlｐrofitｓ?Ｗhatｒecommｅndatioｎsmigｈtcorrectｔhesｉｔuａｔion?Suggestedsｏlｕtiｏnｓ:Thefiｒstquestｉonistoｄｅtermineｗｈａｔｈascausedｏverａllｐｒｏfｉtstｏdecreａｓe.Tｏａｃcoｍpｌｉｓhthiｓtｈecandidａt(yī)ｅmustfｉrstunderstａｎdwhatｈａstranspiｒｅｄineachｏftheｔhrｅｅprodｕｃtcａt(yī)eｇｏriesｏvertheｐaｓtfivｅyearｓduｒｉngｗhｉchｐｒｏfitabilitｙhａsslｉｐped．Theｆolｌｏｗingarｅqｕｅstｉonsaｎdaｎｓｗersthatwoｕｌdbeprovidｅｄiｎａnintervｉeｗscｅnaｒio.Ｗhaｔａretｈecliｅnt’sｍaｒｇinsfｏrａｂｉcycｌeineachofｔhethreeｓeｇments?Ｒaciｎg：Ｃost=$６０0/ｕnit,Pｒoｆｉｔ=$３０0/unｉtMａｉnstrｅａm：Ｃost=$25０/unit，Profit=$75／uｎitCｈｉldren’s:Ｃosｔ=$２00/unit，Proｆｉｔ=＄5０/unｉtWｈathashａppenｅｄtotｈemａrkｅtsizeofeachoｆｔhethrｅeｓegmentsovertｈｅｐａstfｉveyeaｒs?Rａcing:Ｈasremaｉnedcｏnsｔａｎtatiｔspreseｎｔsiｚeｏf$300MＭMaｉnstream:Hasiｎcreaseｄat2%ｇrowtｈratepｅｒｙｅartoｉｔsｐrｅsｅntsizｅoｆ$1.0BＣｈildｒen’s:Hasiｎcｒｅaseｄａt(yī)3%gｒowthrａt(yī)eperyeartoｉｔsprｅsentsizeof＄40０MMＷhａt(yī)hashａｐpeneｄtoｏｕｒclient’ｓmａrkeｔshareinｅaｃhｏftheseseｇｍｅnts?Ｒａcing：Marｋetｓhａrehasdeｃreasｅdfrom６0%to30%Mainｓｔream：Maｒkeｔsｈaｒehasiｎcrｅaｓeｄｆrom0%ｔo５%Chilｄrｅn’s:Mａｒｋetsｈarｅhａsincreasｅdfrom0%tｏ3％Wｈｏａretheclienｔ’smajorｃｏmpetiｔor’sineaｃhmａrｋeｔsegmenｔ?Wｈathａshappeｎｅｄtoｔhｅiｒmarkeｔshaｒeineacｈsｅgｍｅntovｅrthepaｓtfiveyeａrs?Raｃiｎg:Thereiｓonemainｃompｅtitoranｄahoｓtofsｍａlｌfｉrms.Ｙourｍaｉncｏｍpetitｏｒhaｓｉｎcreaｓｅdmarketｓｈarefrom30%to50%Maiｎstreaｍ:Thereeｘｉstmany，ｌargeｃoｍpetｉtors,noneofwhiｃhhoｌdsmoｒetｈａn1０%ｏftｈemarketCｈildren’s:Ａsintｈemａiｎsｔrｅamseｇment,therｅａｒemanyｃｏmpetｉtoｒｓ,noｎewｉｔｈｍorｅｔｈan10%ｏftｈemaｒketＴheaｂｏveinfｏｒmationprｏｖidｅsｅｎoｕｇhiｎfｏrmａt(yī)iｏnｔｏputtｏgｅtheｒapｉctureofｗhyｐroｆｉｔｓhavedｅcreaseｄｏverthepaｓtfiveｙｅarｓ:Yourcliｅnｔ,ｗｉtｈａcommａndingpositioninａｆｌatｍaｒkeｔsegment(raｃing),expandeｄintoneｗseｇmeｎts（ｍaｉnstreamandｃｈildren’ｓ).Asｔｈisoccurrｅd,ｍaｒｋetｓharedeｃrｅａｓｅddramａｔicallyｉｎthemostlucrａt(yī)ivesegｍent(rａcing）,creａt(yī)inganunfavｏraｂlemix．Theｅｘtｅｎｔtｏwhicｈproｆitshａvedecreａseｄcaｎｂededucedｆrｏmsomeｑuickmaｔh:ｐrofｉｔshavｅsｌｉｐpedfrom$6０MMｆiveyeaｒsago（=６0%ｘ$30０ＭＭx33%raｃingmarｇin)to$４4ＭＭtｏday(=(30%ｘ$300MMx33%ｒａcingｍarｇｉn)+（5%x＄1Bｘ２３％maｉnstreaｍmaｒgin)+（３％x$４00ＭMx20%chｉldren’smaｒｇin）).Tｈeｄｒamaｔicdｅｃreaseｉｎmａrkeｔshaｒeiｎｔｈeｒａciｎｇsegｍeｎｔｉsａt(yī)tｈispｏｉnｔsｔillunexplａiｎed.Questionｓthatwｏuldhelpfｏrmuｌaｔｅanｅxｐlaｎａt(yī)ioｎincluｄｅ:Haｖetｈerebeeｎａnymajｏrcｈanｇｅsinprｏductｑuaｌityinｙｏuｒcliｅｎｔ’sｒａｃingpｒoｄuct?Ｏｒiｎitsｍａincompetitor’ｓracｉdｕct?NoHavetherｅbeenaｎｙmajorpricｅchaｎgesｉnyourcｌieｎｔ’sraｃｉngproduct?Orinｉtsmaincoｍｐｅtitor’sraｃingproduct?NｏHａｖｅtherebeｅnaｎymajorcｈangesｉndｉstribuｔiｏnoutletsｆorｙourcｌｉent’sｒaｃingｐrｏｄｕct?Oｒforiｔｓｍaincompetitor’sraciｎgproduct?Yes．Pｒｅｖiouslyyouｒclｉenｔandｉｔｓmaｉncompeｔiｔｏｒintｈeraciｎgseｇｍｅnｔｓoldexｃlｕsiveｌythroughsmalｌ，specialtｙｄeａleｒs.Ｔhisremainsuｎcｈangeｄfｏrtheｃoｍpetｉtion.Yourｃlient,however,begａｎtoseｌlｉtｓrａｃingbikｅsthrｏughmassｄistributｏｒsanｄdiscｏuntｓtｏres(thedistrｉbutionouｔletsformaｉnstreamandchildｒen’ｓbikes）asitenteredthｅmａinｓtreamandｃｈｉldren’sｓｅgment.Howdｏthｅmａｓsdistrｉbuｔoｒsanddiscouｎtstoreｓpｒiceｔｈeracinｇbikesｒelatｉvｅtｏtheｓpeｃialtystorｅｓ?Prｉcesattheseｓtoresteｎdtoｂe15to20%ｌｅss．Whatpeｒcentofｙourcliｅnt’sｒａcinｇsaｌesｏccurinｍassdｉｓtｒibutｏｒsａnddiscountstｏreｓ?Effectiｖｅlｙｎｏnｅ.ThiｓatteｍptｔosellthrougｈtｈesｅdｉstriｂutorsｈasfaｉledHｏwhasｔｈｅdeciｓiｏntosellthｒoughmasｓdｉstｒiｂｕtor’sａｎddiscｏunｔstoreｓaｆfectｅｄｔｈeｉmageoｆtｈｅclieｎt’ｓracinｇproｄｕｃt？Nｏstｕdiesｈａvebeｅnｄone.Ｈｏwhasｔhｅｄeｃisiontosellｔhroｕgｈｍaｓｓdistｒｉｂutor’ｓanｄdiscountstoｒeｓａffectedyourcｌient’srelationshipwithｔhespecialtyoutlets？Aｇain,noｆorｍalａnalysisｈasｂeｅnｐerfoｒｍeｄ.Aｌthoughｓomeaｎａlyｓisａnd/orsurveｙｓhｏｕldbeｐerformedtｏaｎｓwermoreconclusiveｌythｅｌａstｔwoquestions,aｐossiｂｌｅstoｒycaｎbeputｔoｇether.Thｅrehａsbeｅnnｏapｐｒｅｃiａblechaｎｇeineithｅrqualityoｒpriｃｅ(orａnyｏtｈertangiｂlｅfactoｒ）ｏｆyourｃｌient’ｓｒａcingpｒoductrelａt(yī)ivetoｉtscompetiｔion．Iｔisnｏｔthｅpｒoduｃtthaｔｉstheｐroｂleｍ,buｔrａt(yī)heritsｉmage.Asｙｏurclientcameoｕtwｉtｈlｏwｅrｅnd,mainsｔreamandchｉldren’duｃｔsandbｅｇａnｔopusｈtｈeirrａciｎgsｅgｍentｔhrougｈｍassdｉsｔｒibutｏrsaｎddiscounｔｏutlets,thｅirreputatioｎwascoｍpromised．Ａddｉｔioｎaｌly,tｈepｒeｓeｎceofthｅｒacｉｎgprｏductsiｎtｈediscountｏｕtletsｈasputｙouｒｈｉｓtoｒicｒacｉngdistributoｒ（tｈesｐecialtyｓhｏps)iｎaｐｒecａrｉｏｕsposition．Tｈespecialtyshopｓmuｓtnoｗlｏｗerｐricetｏcomｐetｅ,theｒebｙｃｕttｉngtｈeiｒownpｒｏfits.Iｎsｔead，tｈeｙａrｅｌikelytopｕshthecｏmpｅtｉtion’sproduct.Remｅmbeｒ,youｒclｉenthａsnodｉｒｅctsaｌesｆｏrceattheretaiｌｏｕtlets.Thespｅｃialtｙshopsessentiａllｙsｅrveａsyourｃliｅnｔ’ｓsalesforｃe.Theaboveanalysｉｓoffersaneｘplaｎaｔiｏnofwhaｔｈasaffeｃｔedｔhｅtopsideoｆthｅpｒofitabiliｔyｐrobｌem.Ｓtｉlｌtoｂｅexaminｅdisｔｈｅcost,oｒｂｏttｏmsｉｄｅ，oftheｐroｆｉtaｂilｉtyissue.Queｓtｉｏｎstoｕnｃovｅrｃoｓtｉssｕeｓwouｌdinclｕde:Ｈｏwdｏｅsｔheclieｎｔaｃcounｔforitｓcostｓ？Theclｉenｔhasａsiｎglemaｎufacｔuｒｉngａｎdaｓsemblyplant.Ｔheｙhａｖeｓeｐaｒatelinｅsinthisｆaciｌitytoｐrｏduceｒacing，ｍaｉｎstreamanｄchiｌdｒen’sproducts.Theydｉvidetheiｒcｏstｓintothefollowｉｎgcaｔegｏｒｉes:ｌabor，ｍａt(yī)ｅｒialaｎdoverhead．Overaｌｌcoｓtsｈaveｂeenｉncreasingaｔaｆaｉrlyｈｅfｔyｒａｔeof10%ｐeryear.Whaｔisｔhecurrｅntbｒeａkdｏwnoｆｃostsaloｎgthesｅcaｔegoriesforｅａｃhｐｒodｕctｓegment?Rａcing:Lａｂｏr=30%,Mateｒial=40%,Overhead=30%Maiｎsｔｒeaｍ：Laｂor＝２5%，Mａｔerｉal＝４０％,Oｖｅｒhead=3５%Chｉｌdreｎ’ｓ:Ｌabor＝２5%,Maｔeｒial=４0％,Overheaｄ=35%Hｏwｈasthismiｘｏfexpenseｓｃhangedoｖｅrｔhepastfｉveｙears?Inａllsegｍeｎtｓ,laborisanｉncｒｅasｉｎgperｃeｎtageoftheｃostｓ.Doeｓtheｂasicapｐｒｏachｔomａnｕfaｃｔuｒing(ｉ．ｅ.themixoflaboｒaｎdtｅcｈｎology)ｒeｆleｃtthatoｆｉtｓｃoｍｐｅtｉtion?Ｙoｕrｃlieｎttellsyoｕthattｈｅreisacontinuingｍovｅmｅnttoaｕtomatｅanｄutｉlizｅtｅchnoｌｏgytoｉｍｐｒovｅｅｆfiｃiencythrｏughoｕｔtｈeiｎｄuｓtrｙ,ｂutiｔishis/heropiｎｉｏnｔhaｔtｈｅirａpprｏach,maintaininｇthｅ“ｈumantouｃh”，iｓｗhatdｉffｅrentiａt(yī)eｓthｅmfromtheｃompetitｉoｎ.(Unfｏｒtuｎately,hｅ’srigｈt!!）Istｈeｗorkfoｒcｅuｎioｎized?YesWhａｔｉstｈeaverageaｇeofthewｏrkforce?52aｎdclimbiｎｇ．Ｔhｅreisvｅrylｉttlｅtｕｒnoverinｔheworkforce．Whatiｓthｅpｒｅsenttｈｒoｕghｐutraｔｉng?Howｈaｓitchangedovertｈepastfiｖeyears?Presｅｎｔlｙtheplanｔisproducingaｔａｂout8０%ｏfcａpａｃitｙ．Ｔhｉshasbeeｎdeｃreasｉngstｅadiｌｙoveｒtｈelastsevｅraｌyears.Wｈａt(yī)isｔhetypｉcalreasoｎforequｉｐmentｓhutdoｗn?EmｅrgencyrepairDesｃrｉbetheｐreveｎtｉvｅmａinｔｅnanceprogrａminｅffectattheclｉent’ｓｆacility?Prｅvｅｎtｉｖemaintenancｅｉｓperforｍedinformallｙｂasedontｈeknｏｗｌｅdgeofsｅｎiortｅｃhｎicians.Ｈowoｆtｅnｈaseｑuiｐmentbeenreplａceｄ？Ｉsthｉsｃｏｎsistenｔwｉthtｈｅoriginａｌeqｕiｐｍeｎtmaｎufacｔurｅr’srecommendations?ＴheclieｎtｆｅeｌｓthatmｏstOEＭrecommｅndationsareverycｏnservative.ＴheyhａｖｅfollｏwｅdaphilosopｈyofｍaｘimiｚingｔhelifeoｆtheiｒeqｕiｐmentandhａｖegenｅrallｙdｏuｂledOEMrecomｍｅndations.Tｈeaｂoｖeinｆｏrmatｉoｎｉｓsuffiｃieｎｔtoａddsomeuｎderｓtaｎdingtothecostsiｄeofｔheｅquatiｏn.Yourｃlienｔhasａnaｇｉnｇｗｏrkforｃｅaｎdｐlａｎtthａt(yī)isbｅhiｎdthetimesinterｍsoftechnｏｌoｇｙａndinnｏvａt(yī)ion.Thisｈascｏntｒｉbｕtedtoｅxcｅssivebreakdownｓ,decreａｓeｄthroughpｕt,iｎcｒeaseｄlaｂoｒratｅs（waｇｅsiｎcreaseｗithｓｅniｏrity）andgrｅａt(yī)erlaｂorhouｒs(ｏｖｅrtiｍｅtofiｘbrokenmachines)．Inｐroposinｇrecoｍmendaｔiｏnstoｉmｐrovｅthｅclient’sｓｉtuａt(yī)iｏn，tｈｅｒｅiｓnosiｎglｅcoｒrectapprｏaｃh．Therearｅａnｕmｂｅrｏfapprｏaｃheｓthａt(yī)mightbeexplorｅdandｒecoｍmｅｎｄed.Thefollowｉｎｇaｒesoｍepossibilｉties:Abaｎdonthemainstreaｍａndｃhｉldｒen’ssegｍｅnｔtorｅcoｖerleａderｓhiｐinｔheraｃingsｅgmｅntIｓsuｅｓtocoｎsiｄerinthisapｐroach:Howmuchofｔheracｉngsegｍenｔis“reｃoveraｂle”?Wｈatａretｈeｅｘｐectedgｒoｗtｈrａt(yī)esofｅachｓegmｅnｔ？Howｂadlydａmaｇeｄｉstheｒelａｔｉonｓhiｐｗiththespｅcｉａlｔyoutｌets?Arｅtｈeｒealternatiｖeoutｌｅtｓtoｔhespecｉａltyshopssuchａsiｎteｒｎetsaｌes?Ｈoｗwｉｌｌthismｏｖｅaffｅctｏｖeraｌｌutiｌizａｔionoftheｏpeｒatingｆａｃiliｔies?Maintaｉnthemaiｎstrｅaｍandcｈiｌdrｅn’ｓsegmｅnt,ｂuｔsｅlluｎderadifｆerentnameIssｕesｔoconsiderintｈｉsapproach：Istheredemandamｏngｔhemassaｎdｄiｓcountdiｓtriｂutoｒsｆorbicｙclｅsundertheirname?Ｗｈａt(yī)adｄitionａladveｒtisｉnｇmｏtiｏnｓcostsmiｇｈtbｅiｎcｕrｒed?Whaｔarｅtｈｅexpectｅdgｒowthｒatｅｓoｆｅａcｈsｅgment?Whaｔisdｒivｉｎgｔhebuyingｈaｂiｔsofｔhemａｉnｓtreamandchiｌｄｒen’smarkｅt?Redｕcecoｓtsthｒoughautｏmａt(yī)ｉoｎaｎdiｎnoｖationIsｓｕeｓｔobecoｎｓｉdeｒed:Whatteｃhｎｏｌogiｃａｌimprｏｖemｅntｓaretobｅmaｄe?Whataretｈｅrｅquireｄinvesｔmｅnｔs？Whａt(yī)ａrethｅｅxpeｃｔedretｕｒｎsonthoｓｅinｖestｍeｎtｓ？Howwｉｌlthｅｓeinvestｍｅntｓaffecｔｔｈｒoughpｕt?Ｔｏwhｉchlinｅｓａrethesｅinvestmentsappropriate？Arethemａinｓｔreａmandchｉlｄｒｅn’ｓsｅｇmｅnｔｓpotｅｎｔialｌy“over-ｅnｇineeｒed”?Whatimpactwillthishａvｅｏｎtｈｅreｑuｉrｅdｗｏrkｆoｒceleｖeｌs?Ifｌayofｆｓａｒerｅquｉreｄｔoａchieｖeｔhｅbｅｎefiｔs,whatiｍpactｗilltｈｉshaveonｌabｏrｒeｌatioｎｓ？RｅｄuｃｅcoststhｒougｈesｔａbliｓhingaforｍａlprｅventｉveｍaｉｎtenanceprogramIｓsuestobecｏnsidｅｒｅd:Wｈatorgａnｉzationａｌchａｎｇeswillbeｒequiｒed?ＷhaｔanaｌyｓiswillbepｅrfｏｒmｅdtoｄeterminetheapｐropriatｅamouｎtofＰM?Whatｔraiｎiｎｇｉsrequiredoftheｗｏrkｆｏrｃe?Whaｔtｅｃｈnicalorsｙstemchangeｓａｒｅrequｉreｄ?Ｈoｗｗｉｌltheunioｎizedｗorkｆｏrｃereｓpond?Keｙtａkeaways：Thiscaｓｅｃvetobｅlengthyａndveryiｎvolved.Ｉtｉsnｏｔexpectedtｈataｃaｎdｉdatewoｕldcｏverallofｔheａbｏvetopｉcs,ｂutraｔherworkｔhrｏughselｅｃtedtopｉcsiｎaｌｏgiｃalfashion.Ｉtiｓimporｔantthatｔhecａｎdidａｔepｕrsｕeasoｌutｉｏｎｔhａｔcoｎsｉｄersbｏtｈreｖenｕｅanｄcosｔiｓsuestoｉmｐfｉt.Additｉonａlｌｙ,acｏnadｉｄaｔe’sabiｌiｔytoworｋcomｆoｒtａblｙｗiｔhtheｑｕaｎｔiｔatｉveｓidｅofthiscaseiｓimｐoｒtanｔ.Theａboverｅcｏmmenｄatｉonｓforiｍprｏvｉngprofitabilｉtｙａrｅｊuｓtafｅwａmongmaｎy．Tｈecaｎｄidａt(yī)emaycｏmewitｈｔｈeirｏwｎｉdeas．Fｉrｍ:A.Ｔ．KｅarneｙCaseNumber:Ｃasｅｓｅtuｐ（faｃｔsofferedｂyｉntervｉeweｒ):YoｕrclientｉsaU.Ｓ．baseｄｍaｎufacturerofｂranｄedcookieｓ（cｏokiesthatcaｒrｙtｈenameoftheｍaｎufaｃturｅｒ）Rｅｃｅntlyprivａt(yī)ｅlａbelｃookiｅｓ(thosecaｒｒyｉｎgthｅnameｏftheretailer）ｈaｖeeｍｅrgedaｎdｔhｒeaｔeｎedbrandｅdcoｏｋiesPrｉｖａt(yī)ｅlaｂelcookｉeｓemerｇeｄfiｖｅyearsagoTwoanｄｏne－h(huán)alfyearsaｇotheymadeup１0％ofｔheoverallｃoｏkiｅｍarｋet(bｒandｂeｉnｇtｈｅothｅｒ９0%)Tｏdａytheｙmａｋeuｐａpproxｉmatｅly20%ｏfthｅoverallcookiｅmarket(ｉ.e.，ｔherehaｓbeenasteady,ｌinｅariｎcrｅaｓｅofｐｒｉvatelaｂeｌｐorｔioｎoｆtｈeovｅrallcookiｅmarｋetduｒinｇtｈｅpasｔfiｖeyears)Ｔheoverallｃｏoｋieｍarkｅthasｂeｅnrelａt(yī)ivelyflatoｖerｔｈepaｓtfiｖeyearsPrivaｔelabｅlcooｋiｅｓareｍａｄebｙthｅｓamemａnufａctｕrerｓwhｏｍaｋｅbｒandeｄcｏｏｋies,ｔhｅyａrejustsoldundｅｒｔｈenamｅoftheｒeｔａilerThereａｒeeｓsentialｌythrｅｅmaｊorｃoｍpetiｔoｒstocｏnsｉｄer:Youｒclienｔ，ｗhoｍaｋｅsonlｙｂｒandedcｏｏkiesAsecondmajｏrplayer,thatmaｋｅsｂｏtｈbrandｅdcooｋiesaｎdsuｐpｌieｓｃooｋiｅｓfｏｒpｒivatｅｌａｂｅlerｓAcollectionofsmallｏutfits,thａt(yī)ｍakebｏthbrａndedcoｏkiesanｄｓuｐplyprivaｔｅlabelersDistributionoccｕrｓpｒimarilｙｔhｒoｕghoｎeoftwotypesofoｕtlｅts:Gｒｏｃeｒyoutlets:aｌlｇｒocersseｌlbｒandeｄｃookies,ｍostalsocarrythｅirｏwnpｒｉvaｔelabｅlcooｋｉｅｓ．Tｈiｓrepresenｔｓaｐpｒoximateｌy9０%oftoｔａlcｏｏkiesalesMａssmerｃhandｉsers（ex．Walmａrt，Ｓａm’s,ｅtc.）:sellonlybｒandｅdｃooｋｉesQuestｉｏn:HｏwlａrｇewoulｄyouｅstimatetheoveraｌlU．S.coｏkieｍarkettobeｉntermsof$？Howlａrgｅofathreａt(yī)ｄｏyoubelｉeｖeｔhｅｔｒendinpｒivａt(yī)ｅｌabelcｏokiesalestｏbｅtoｙourｃliｅnｔ?Ｂasｅdonyoｕrassesｓmｅｎｔ,ｗｈaｔisanapｐropriatestｒateｇyｆｏryoｕｒcｌienttｏfoｌlow?Suggｅｓｔedsolutions:Thefiｒsｔquestｉon,eｓｔimａt(yī)inｇthesiｚeofthｅU．Ｓ.ｃoｏｋiemarket，ｈaｓnorightoｒｗronganswer.Iｔiｓatestｏｆacandidate’sabｉliｔyｔomakereasｏnableａssumpｔiｏnsａndｗorkｑuiｃｋｌywｉthｎｕmbersonan“orderoｆmaｇｎｉｔｕｄe”lｅvel.ＯｎｅacｃeptableｒesｐoｎsewouｌdｂetｏesｔimatethｅnuｍｂerofU.S.ｈoｕsｅｈolｄs,ｅstimatehousｅholdｃonsumptｉｏnoｖersｏｍepeｒiｏdoftimｅ,eｓtiｍａt(yī)etheａvｅragｅcoｓtofabagoｆcookies,aｎdprｏjｅｃtoutfoｒonｅyear.Inｔhiscaｓe,aftｅraｎestiｍatehasbeeｎmade,ｔhｅcａndidatewoｕｌdbeｔolｄtoａsｓumetｈeｍaｒketsizeiｓ$1Biｌliontosｉｍｐlifｙaｎyfuturecａlｃulａｔions.Assｔatｅｄinｔhｅuｐfrｏntinformａｔion,ｔhｅｍarｋetｉsasｓumｅdtoｈaveｂｅeｎｆｌatfｏrthｅｐａstfｉｖeyears．Theｓｅcｏndquesｔioniｓmoreｉｎvolｖed.Itiｎvolｖesdeｔermｉｎiｎgtowhａｔexｔｅｎtyourclieｎｔisthreａt(yī)enedbyｔheinｃrｅasｉngpercｅntoftｈeovｅralｌｃookiemarketrｅpreｓeｎtedｂypｒiｖatelabelsａlｅｓ．Toｂｅｔterａnswertｈｉｓquｅｓtioｎinformationsｈｏulｄbｅgatherｅｄperｔaiｎingｔowhａt(yī)isdri