案例面試真題

1:Help!OurProfitMarginsareYouaretheconsultanttoacompanythatproduceslargehouseholdappliances.Overthepastthreeyears,profitmarginshavefallen20percentandmarketsharehastumbledto15percentofthemarketfrom25percent.Whatisthesourceofthecompany'sproblems?Thisisanexampleofthetypeofquestionanundergraduatestudent(oranMBAstudentinanearlyinterviewround)mightreceive.Theinterviewerhasdoneyouthefavorofdefiningtheproblem-yourclientisinsomethingofaslump!Thisdialogueillustrateshowyou,theperspicaciouscandidate,mightdrilldownintothecoreofthewoesbesettingthefirm.You:Howwouldyoucharacterizethecurrentmarketplacefortheseproducts?Emerging?Mature?Interviewer:Theproductlineisconsideredmature.You:Howwouldyoucharacterizeyourmanufacturingprocessrelativetoyourcompetition?(You'relookingtoseeifthecompanyhasastrategicadvantage.)Interviewer:CanyoubemoreYou:Doyoubenefitfromanadvantageintechnology,economiesofscale,exchangerates,orothermanufacturingelementoveryourcompetition?Interviewer:Wehavenotupdatedourmanufacturingprocesssince1988.WemanufactureourproductsexclusivelyintheUnitedStates.Asoneoftheoldestmanufacturersoftheseproducts,wehaveareliablecustomerbaseandagoodreputation.Asforprice,weareoneofthelower-pricedinthemarket,thoughnotthelowest.You:DoanyofyourcompetitorsmanufactureInterviewer:OurnumberonecompetitorproducesallofitsappliancesinIndonesia.(Here'syourclue-manufacturingoutsidethecountrysignificantlylowerscosts.)You:Itprobablysufficestosaythatsomeofyourdeclineinprofitcanbeattributedtotheincreasedcostsyouarefacingrelativetooldermanufacturingtechniquesandhighercostsassociatedwithmanufacturingdomestically.Thisisespeciallytoxicinamaturemarketwhereconsumersaremostlyawareoftheproductcategoryandtheproductmaybeconsideredacommodity.(Acommoditymarketplaceisoneinwhichcustomersmaketheirpurchasingdecisionslargelyonprice.Forexample,toiletpaperislargelyacommoditymarket,whereconsumersbuywhatever'sonsale.)2:Cost-savingsanalysisforfoodservicescompanyCost-savingsanalysisforfoodservicescompanyInthiscase,wewillprovideyouwithinformationregardingaclientsituationandaskyouquestionsregardingthecaseissues.Afteryousubmityouranswer,we'llprovideadetailedBainanswerthatyoucancomparewithyourideas.Remember,incaseinterviewsthereisno"rightanswer":interviewerslookforproblem-solvingskills,creativityandcommonsense.Youwillnotbeabletoskipquestionsinthisonlinecase,sotakeyourtimeandhavefun!QuestionTheclientAlargefastfoodchainhashiredBaintoimprovethecompany’sprofitability.You’reabouttohaveaninitialbrainstormingsessionwithyourteamaroundyourclient’soptions,andyouwanttocollectyourthoughtsfirst.Howwouldyoubegintotackleyourclient’sprofitabilityproblem?Youranswer:BainrecommendedYourinterviewerwantstoknowthatyouhaveastructureinmind.Anappropriatestructureforthiscasewouldbetheprofitequation.Besuretostatethattoyourinterviewer.For"Profitis:totalrevenue–totalWhereRevenue=Price*QuantityandCosts=FixedCosts+Quantity*(VariableInorderforthecompanytoimproveitsprofitability,managementneedstoincreaserevenuesand/ordecreasecosts.Sotobegintacklingmyclient’sprofitproblemIamgoingtolookatthesetwosidesoftheCouldtheclientincreaseprices?HowwouldcustomersCouldtheclientsellmoremeals,eitheratexistingbranchesorthroughopeningnewArethereothercreativewaystogrowrevenue(enterintolarge-scalecateringcontracts,forCouldtheclientdecreaseourfixedcostsbysellingsomeofourbranchesorrealCouldtheclientreducethequantityofproductstheybuy,suchasingredientsfortheirHowelsecouldtheyreducetheirQuestionAtyourcaseteammeeting,yourmanagerinformstheteamthecustomerispricesensitive,themarketisfairlysaturated,andthatthefixedcostsareprettystable.ThusBainandtheclientagreethattheteamshouldfocusonloweringvariablecosts.Specificallytheclientwantstoreducetheirspendingonpurchaseditems(itemstheclientbuysfromothersandthenusesorofferstotheircustomers,likethemeatinthehamburgersortheketchuppackets).Withoutknowingmuchmoreaboutthesituation,whatwouldyousuggestaresomewaystodoso?Whichideasseemthemostattractiveandwhy?analysethesupplierofpurchaseditemstoseeifthereexistthespacetoreducethepurchaseingcost.Thencontactingseveralsimilarsuppliers,andgetthereasonablepriceofrawmaterialsBainrecommendedPurchasedgoodsinthisbusinessfallprimarilyinto2categories:foodandpackaging.Variablecostsareafunctionof:priceandvolume.Therefore,theclientneedstoreducevolumespurchasedornegotiatelowerprices.Wecouldnegotiatelowerfoodpriceswithoursuppliers(consolidateourpurchasing,Wecouldlookforcheaperingredients.Thissoundsriskybecauseitcouldlowerthequalityofthefoodthatwesell.Wecouldreducethevolumeused.Forthesamereason,thissoundsriskybecauseitwouldchangeourrecipes,oneofourcompetitiveadvantagesinproducingwinningrecipes.WecouldnegotiatelowerpriceswithoursuppliersorlookforcheaperWecouldreducethevolumeMostattractiveideasare:negotiatinglowerfoodpricesorpackagingprices,lookingforcheaperpackagingmaterials,orreducingthevolumeused.QuestionAtthispointinthebrainstormingsession,theVPaddsthattwoyearsago,thecompanylaunchedaprogramtocentralizepurchasingandsuccessfullynegotiatedmuchlowerprices.Therefore,itiscriticaltodetermineifyoucouldreducethevolumeofgoodsthattheclientpurchases.Howcouldyoureducethevolumeofpurchasedgoods?BainrecommendedSomegoodcreativeanswershereinclude(butareinnowaylimitedCantheclientchangetheshapeorsizeoffoodCantheclientpackagingforfamiliesbeCantheclientreducetheweightofthepackagingwhilestillprotectingtheCantheclientreduceotherqualitiesofthepackagingincludingdegreeofcolororlogoprevalencewithoutsacrificingtheirbrand?Cantheclientlockbathroomssothatnon-customersdonotwastetoiletpaperandCantheclientchargeforextraCantheclientreducethesizeornumberofnapkinstheyQuestionBainfocusesoncomponentsthatmakeuplargeportionsofacompany’scosts:reductionsintheseareaswillhavethelargestimpactonaclient’soverallcosts.Bain’sphilosophyistoalwaysfocusonwherethevalueis.Atfirstglance,napkinswouldnotappeartofallwithinthiscategorybecausetheyaresolowcost.Butthereisanewnapkindispensingtechnologyonthemarketthatyouhaveheardaboutandthinkcouldsavetheclientsomemoney.Youdecidetoinvestigate.Onewaytoreducevolumeistoreducehowmanynapkinsacustomertakes.Customersinfastfoodchainsoftentakemanymorenapkinsthanareneededforthemeal,oractivelyhoardthemtotakehome.Oneactionsomechainshavetakentocombatthisistoswitchtheirnapkindispensersfromsmallmetaldispensers(fromwhichyoupullnapkinsoutinbunches)tolargerplasticdispensers(fromwhichyoupullnapkinsoneatatime,likeareverseKleenexbox).Thesedispensersareproducedbymajorpapermanufacturers.Let’sassumeyourchaincametoyouwiththefollowingHowmuchmoneycouldwesaveperyearintheUSfromusingthenewtypeofnapkindispenserinallrestaurants?Whatinformationwouldyouliketoknowfromthecompany?(Donottakeintoaccounttheofthedispensersfornumberofcustomersperday,theaveragepaperusageperBainrecommendedKeyinformationthatwouldbenecessaryNumberofNumberofcustomervisitsperstoreperNumberofnapkinsusedpercustomerNumberofnapkinsusedpercustomerafterthePriceperQuestionAsyoutalkthroughthedatapointsthatyouwouldneedtogatherwithyourcolleagues,youlearnfromafellowACwhoworkedforalocalrestaurantthatacaseof6000napkinscosthisclient$28.Thus,areasonablepricepernapkinisabout$0.005.ConductyourestimatesasifyourclientissimilartoMcDonald'sintermsofthenumberofYourmanagercallsyouforaquickestimationofthemarketsizebeforegettingtheactualdatafromyourclient.Usecreativeapproachestohypothesizevaluesforeachoftheabovepiecesofinformationandthencalculatetheestimatedsavings.BainrecommendedTheinterviewerisnotlookingforyoutoknowthevaluesofeachofthesebuckets,howeveritisimportantforyoutomakereasonableestimatesandbeabletodefendyouranswer.Wereyourestimatesnearthese,ordidyouatleasttakesimilarapproaches?NumberofActualanswer:~12,000McDonald'sintheUS.Oneestimationapproach:Thinkofyourhometown:HowmanyMcDonald'sarethereforthenumberofpeople?AssumethereisaMcDonald'sforevery20-25,000Americans,withapopulationof~275millionpeopleintheUS,thatwouldbe11-13,750McDonald's.OtherEstimatetheentirefastfoodmarketandthenestimateMcDonald'sEstimatetheareacoveredperMcDonald'sacrosstheUnitedNote:Withthisapproach,becarefultoaccountforpopulationdifferencesbetween10squaremilesofNYCand10squaremilesofUtah.NumberofcustomersperrestaurantperActualanswer:Fastfoodrestaurantsexpectaround1,500customersaday.Oneestimationapproach:Assumethe20,000peopleperMcDonald'svisitanaverageoftwiceamonth,that's24timesayearpercustomeror480,000visits/365days=1,315customersperday.OtherOnemighttakethisastepfurtherduringacaseinterviewandattempttosegmentthesecustomers.Forexample,onemightassume50%oftherestaurantscustomersaredrive-throughand25%oftheremainingtaketheirfood"togo."Drive-throughcustomersdonottake,butaregivennapkins."Togo"customersmaybemorelikelyto"hoardnapkins"astheycannotgobacktothecounterformore.Note:Thiswouldinfluencepotentialanswerstothenextquestion-butfornow,assumeyoudidnottakethisstepandallcustomersarethesame.NumberofnapkinsusedpercustomerperActualanswer:Fivenapkinswitholddispensersandtwonapkinswithprohibitivedispensersforasavingsofthreenapkinspercustomer.OneestimationDuringacaseinterviewyouwouldmostlikelyjustusepersonalexperiencehere-howmanynapkinsdoyoutakeorseeotherstakewhenyou'reatafastfoodrestaurant?OtherBainwouldsendpeopletothechaintowatchnapkintakingbehaviororcallfastfoodrestaurantswithbothkindsofdispenserstofindouthowmanynapkinstheygothroughaday.$0.005pernapkin*3napkins*1500customers*365daysperyear*12,000restaurants$98.6MdollarssavedinnapkinQuestionDoesthisestimatesoundHowwouldyougoaboutfeelingcomfortablewiththisfigureandpressurecheckingyourWhatwouldyouwanttoflagforyourmanagerasfactorsthatmightsignificantlyaltertheBainrecommendedTocheckthemagnitudeoftheoverallnumbersomeoptionsLookingatacomparablecompany’soperatingincometoseewhatpercentageoftheexpensenapkinsaccountfor.FindoutwhatyourclientcurrentlyspendsperrestaurantperyearonKeepinmindthatwithacompanyofthissizeanysmallchangesinassumptionswillsignificantlyalteryouranswer.Somethingstoflagforyourmanager:Thechainyouworkforprobablygetsasignificantlybetterdealonnapkinpricingduetothemagnitudeoftheirorders(incontrasttothesingle-locationrestaurantnapkinpriceestimateyoureceived)Upto50%ofcustomersaredrive-throughandtheirnapkinbehaviorshouldnotThiswouldreducethesavingsbyuptoThethreenapkinreductionestimateneedsrefining.PerhapsapilotprogramwouldneedtobedonetoseeifthedispensersreallyhavethedesiredeffectQuestionAssumeyouwouldneed10dispensersperstoreforatotalof120,000dispensers.Alsonotethatnapkinsinthesedispenserscostmoreatapriceof$.01pernapkin(rememberitisthepapercompaniesthatmakethenewdispensers).Atwhatpriceperdispenserwouldtheinvestmentnotbeworthdoing?Youranswer:Bainrecommended120,000*costofdispenser+2napkins*.$01pernapkin*1,500customers*365days*12,000stores=5napkins*.005pernapkin*1,500customers*365days*12,000stores120,000*costofdispenser=ThemostyouwouldbewillingtopayperdispenserwouldbeNote:InanactualcaseinterviewyoucanuseroundnumberestimatessothatmentalmathisQuestionTheactualcostofthesedispensersisaroundCanyouseeanyotherfactorsyourclientshouldconsiderbeforemakingaWhatotheradvantagesanddisadvantagesmighttherebetothisswitch?(Impactoncostsandcustomers.)HowmightyouevaluatetheimpactoftheextraneousBainrecommendedSomepotentialideasFewernapkinsusedperdayleadstolessrestockingwhichmaymeanbettercustomerserviceorlowerlaborcost.Betterrelationshipwithpapermanufacturer(potentialforbetterWiththenewdispenserlockingyouintoapaperprovideryoumaylosebuyerpower.Thereisthepotentialforadditionalnapkinpriceincreasesinthefuture.Customerreaction:Willacustomerfindthistobepoorservice?Whatifheorsheneedstograbahandfulofnapkinsafteraspill?ManagementwillneedtonegotiateacontractthatincludeslimitsonfutureBainwillneedtodocustomerresearchandpilotprogramstoevaluatecustomerAndmany,manymore!Asyoucansee,thekeystoagoodcaseinterviewarelogicalassumptions,creativethinking,andbasicquantitativeability.Taketimetothinkthroughproblemsandshareyourthoughtprocesswithyourinterviewerandyouwilldogreat.Duringyourcaseinterview,youmaybeaskedtomakeestimatesorsolveaproblem.You'llfindtwoexamplesbelowthatwillhelpyouthinkthroughtheprocessofarrivingatreasonableestimates.Thethirdquestionisabrainteaser—aremindertothinkcreativelywhentacklinganycaseinterviewproblem.Q:HowmanypayphonesarethereontheislandofA:AlogicalplacetobeginyouranalysismightbetoballparkthenumberofpayphonesonManhattanstreetcorners.IfyouthinkofNewYorkCityasagridofstreets,youmightguessitisabout300streetslong(northtosouth)bytenstreetswide(easttowest),soithasapproximately3,000intersections.Youmightthenassumethereisonepayphoneforeverytwointersections,foratotalofabout1,500payphones.Ifyou’refeelingreallycreative,youmightsubtractthenumberofintersectionsthatare“invalidated”becausetheyfallintheareaofCentralPark.SayCentralParkistenblockslongbytwoblockswide,or20intersections.Usingyourone-pay-phone-for-every-two-intersectionsassumption,youwouldwanttosubtracttenpayphonesfromtheoriginal1,500.Youmightthenaddtothe1,490thenumberofpayphonesthatmightbefoundinrestaurants,hotels,schools,hospitals,andoffice-buildinglobbies.Q:Howmanyhotel-sizedbottlesofshampooandconditionerareproducedeachyeararoundtheA:Youmightbeginbyassumingthathotel-sizedbottlesareproducedfortwopurposesTosupplyhotelsandupscaleToprovidesamplesforgiftpacks,salons,andsoYouwouldthenwanttostartbyestimatingthenumberofhotelsandmotelsaroundtheworldthatoffertheproductstotheirguests.Onewayofestimatingthenumberofhotelsistoassumethathotelsarefoundpredominantlyinmajorcitiesandresorts.Figurethatthereare2,000majorcitiesandresortsaroundtheworld,anaverageoftenforeachoftheworld’sapproximately200countries.Assumethateachcityaverages20hotelsthatofferbottledhairproductstotheirguests.Multiplying20by2,000givesyou40,000hotelsaroundtheworldthatrequireshampooand/orconditionerfortheirguests.Tounderstandhowmanybottlesofshampooandconditionerthe40,000hotelsrequire,younowneedtoestimatethetotalnumberofuseseachhotelonaveragerepresents.Youcanarriveatthatnumberthroughthefollowingcalculation:assumethatthereare100roomsineachhotel,andthatthoseroomsareoccupied50percentofthetime.Multiplying40,000by100by0.5by365(don’tforgetthenumberofdaysintheyear!)givesyouapproximately750million.However,itisprobablyreasonabletoassumethatagueststayingforlongerthanadaywillnotuseawholeshampoobottleeveryday.Ifyouassumethatanaverageofoneshampoobottleisusedforeverytwooccupieddaysinagivenroom,youcannowdivideyour750millionestimateinhalfto375million.Togettothenumberofbottlesofconditioner,estimatearatiobetweentheuseofshampooandtheuseofconditioner.Sincemanyofusdonotconditioneverytimeweshampoo,youmightassumethattheratiois2:1.Dividing375millioninhalfgivesyouapproximately190million.Yourconclusionwouldthenbethat375millionbottlesofshampooand190millionbottlesofconditionerarerequiredforhoteluseeveryyear.Toestimatethetotalmarketsize,youcanprobablymakethingseasyonyourselfbyassumingthatthenumberproducedforsamplepurposesisasmallpercentageofthetotal,saytenpercent.Combiningyourtwomarketswouldgiveyouapproximately400millionbottlesofshampooand210millionbottlesofconditioner.Finally,youmightwantto“realitycheck”yourtotalfigure.Assuming610millionbottlesareproducedandsoldeachyearatanaveragepriceof25centseach,theworldwidemarketforminiaturebottlesofshampooandconditionerisabout$150million.Doesthatsoundreasonable?Q:Youareinaroomwiththreelightswitches,eachofwhichcontrolsoneofthreelightbulbsinthenextroom.Yourtaskistodeterminewhichswitchcontrolswhichbulb.Alllightsareoff.Yourconstraintsare:youmayflickonlytwoswitchesandyoumayentertheroomwiththelightbulbsonlyonce.Howwouldyousetaboutdeterminingwhichswitchcontrolswhichbulb?A:Tosolvethisriddleyoumustdosomeout-of-the-boxthinking.Thebestwaytodeterminewhichlightbulbiswhichistoflickoneswitchon,waitforfiveminutesandflickitoff.Thenflickoneoftheremainingtwoswitchesonandleavetheotheroff.Whenyouentertheroomwiththebulbs,youcandeterminewhichswitchcontrolswhichofthetwolightsthatareoffbyfeelingtoseewhichofthebulbsishot(fromhavingburnedforfiveminutes).Othercreativesolutionsinvolvepushingtheconstraintsofthegame.Youmightaskiftheroomyou’reinhasaphone,soyoucouldcallsomebodytohelpyou.Youmightaskiftheroomshaveaconnectingwindow.Youmightassumeyoucanleavethefirstroomanumberoftimes,andthereforegoout,buyadrill,andboreaholethroughthewallsoyoucanseewhichlightbulbisconnectedtowhichswitch.Or,youmightbuyamirrorandplaceitstrategicallyoutsidethedoortoguideyou.Remember,youarelimitedonlybyyour4FamousSkinCareWhiteningProductsinCaseBackground:Youaretheproductmanageratfamousskincare'swhiteningdivisionandyouareaskedtowhethertolaunchtheproductinChinaKeyWhat'sthesizeoftheskincaremarketinChina?AndgrowthWhat'sthesizeofthewhiteningproduceinchina'smarket?AndgrowthWhataretheconsumerbehaviorWhoarethecompetitorsandhowhasmarketshareCanfamousskincareoperateprofitably?Makelocalvs.import?OptionsandHypothesis:Consumergoodsdemandpattern(correlateswellwithincome)-seehowwellthiscanbeusedtoprojectfuturedemands4Pofmarketinginanalyzingcompetitors-andseewhattheyhaveProfitabilitymodeltoseetheeconomicsimpactofthedifferentoptionsDataRequirementTotalsizeofskincaremarketandgrowthTotalsizeofwhiteningproductsandgrowthMarketsharebycompetitorandhistoricalmarketConsumerbehaviorRegulationsonforeigncompanyinvestmentinProfitabilitymodelformakelocalvs.importDataCollectionandAnalysis:Afteryoucollectthedata,thenyoucanlookathowyourquestionsareChina'sskincaremarketisworthover$10Billion,withwhiteningproductaccoutingfor40%ofit.Therearecurrently6majorcompetitors-withonlyoneclearmarketleader.Consumersareextremelyreceptivetonewskinproductsandcustomerloyaltycanbeestablishedwhentheproductsreallydeliveredtheresults.Evenatahighpremium,customersarewillingtopayforitBasedonprofitablitymodel-theimportmodelismorefeasibleduringthefirst5years-thenwhendemandreallypicksup,themake-localmodelwouldbemoreprofitable5Famousshoemaker'sdecitiontochangesupplierCaseBackground:Youarethepurchasingmanageratfamousshoemakerandu'velearnedreportsofunfairwageratesatoneofyourkeysupplier.Youneedtodecidewhetheryoushoulddiscontinueyourrelationshipwiththissupplier.KeyWhatisthelaborratesthatarecurrentlypaidtotheemployees?(VC.themarketratesvs.int'lWhatarethereasonsfordiscrepancies(i.e.areemployeescompensatedinotheHowmuchdoesfanousshoebuyfromthissupplierandwhatwouldbetheimpactofswitchingtoanothersupplier?Whatisfamousshoemaker'sinternalpoliciesregardinglaborconditionsofsuppliers?Howwillthisactionimpactdifferentstakeholders?OptionsandEconomicsargument-lowestcostUniversality-ifyouwereplacedinthedifferentstakeholder'sshoe,wouldyoumakethesamedecisionandfeelfair?DataLaborwageratesforyoursupplier,itscompetitor,localmarketrates,int'kCompanypoliciesregardingsupplierlaborCostanalysisofswitchingsuppliersDataCollectionandAnalysis:Afteryoucollectthedata,thenyoucanlookathowyourquestionsareLaborratesappearstobemuchlowerthanint'lstandards.Butit'scomparabletolocalwagerates,theworkingconditionisalsonotcomparabletoint'lstandardagain,similartolocalworkingFamousshoemaker;scompanystatesthateachsuppliermustfairlycompensateitsworkersanditdoesn'tworkwithsuppliersthathaveabusivelaborpratices.Supplierdoesseemtooperatebelowint'lstandardEconomicsargumentsaysthereisnothingwrongthere-supplierlegallyoperatesandhasthelowestcost-hence,noneedtoswitchUniversality-feelsfairbecausethesupplierprovideslivelihoodtolocalcommunity,famousshoemakerenjoysagoodmarginandtheworkersgetafairwageintheirlocalcommunitycostofswitchingsupplierimpliesseveredisruptiontosupplyActionitem:Continuecommunicationwithsuppliertomakeensurenolaborstandardsare6MartketEntryreportcasebackground::德國(guó)某制鎳e,,300,代表是德國(guó)人,他覺(jué)得中國(guó)的空氣環(huán)境不好,所以一直沒(méi)把家人接過(guò)來(lái),經(jīng)常往返于中國(guó)和德國(guó),以至于沒(méi)有更好的開(kāi)展中國(guó)業(yè)務(wù).現(xiàn)在德國(guó)總部決定任命你做首席代表,然后要求你寫一.A:那你能簡(jiǎn)單介紹一下鎳這個(gè)產(chǎn)品嘛I:中國(guó)是一個(gè)缺鎳的國(guó)家,市場(chǎng)需求量比較大.鎳是一種金屬,用途比較廣,可以用于手機(jī),眼鏡框,開(kāi)關(guān),燈泡絲等等.我可以告訴你的是,在中國(guó)對(duì)于鎳肯定是有很大的需求.現(xiàn)在總部需A:首先我會(huì)對(duì)中國(guó)市場(chǎng)進(jìn)行調(diào)查,獲得信息并作一定的分析,然后結(jié)合公司自身的情況,提出I:那就從市場(chǎng)調(diào)查開(kāi)始把,你會(huì)做些什么A:恩,你剛才告訴我中國(guó)對(duì)于鎳的需求很大而且很有潛力,那到底有大多有潛力,這是我從marketsize,marketgrowth,marketshare,以及宏觀環(huán)境的情況,比如政策限制阿.Player,marketshare,看一下foerignplayerlikeus,他們做的怎樣customer的情況,看看我們的客戶對(duì)于產(chǎn)品的需求以及購(gòu)買因素獲得了這些信息后,capabilities,來(lái)提出我的建議.I:對(duì)阿,你獲得了這些信息后,report里面只寫這些,要給出你的建議,那你的建議是什么呢?業(yè)務(wù)模式是什么呢?A:可能出于試水的考慮,我會(huì)提出先不在中國(guó)生產(chǎn)產(chǎn)品,而是直接在中國(guó)銷售德國(guó)的成品.出于對(duì)中國(guó)市場(chǎng)不是十分熟悉,sell我們的產(chǎn)品.當(dāng)然同時(shí)我們I:那你怎么來(lái)搞好在中國(guó)的銷售呢A首先我會(huì)改變中國(guó)的組織架構(gòu),representativeoffice,現(xiàn)在我打算改成以地域來(lái)分的組織架構(gòu)來(lái)組織銷售隊(duì)伍.比如華東區(qū),華南區(qū),華北區(qū)等等.I:還有沒(méi)有別的方式來(lái)組織銷售A:還可以按照客戶來(lái)分把,比如眼鏡客戶銷售,手機(jī)客戶銷售,燈泡客戶銷售等等.或者按I:那你為什么會(huì)首先想到地域來(lái)分A笑),其實(shí)我也想到了按照其他方式來(lái)分,只不過(guò)首先說(shuō)了按照地域來(lái)分,呵呵I:那然后那,你的報(bào)告就完了么A:還沒(méi)有,因?yàn)楝F(xiàn)在只是在中國(guó)銷售在德國(guó)制造的成品,這樣成本肯定會(huì)高,所以以后我:A:我覺(jué)得可能是原材料吧,以及運(yùn)輸成本,而在本地制造的話這些成本肯定會(huì)降低I:你說(shuō)對(duì)了一半,其實(shí)最顯而易見(jiàn)的成本差異就在于人力成本,中國(guó)的人力成本明顯低于德國(guó)的人力成本,當(dāng)然還可能會(huì)牽涉到關(guān)稅,所以成本差異主要可能就在運(yùn)輸,人力,關(guān)稅等等.好!那你如果打算在中國(guó)制造的話,你會(huì)考慮些什么?A:首先考慮選址吧,I:再往前一點(diǎn)呢A:采購(gòu),I笑)看來(lái)你很喜歡原材料阿,A:哦,那就是我前面提到的到底是自己造廠,localplayer合資I:如果是合資的話,你需要考慮些什么呢Apotential的JVPartnerlist,因?yàn)橛幸恍﹪?guó)企公司非常愿意和國(guó)外的很強(qiáng)的制造商合作,來(lái)獲取國(guó)外先進(jìn)的技術(shù)以及管理經(jīng)驗(yàn).partnermarketpositioncompanyfinancialperformace(revenue,volume,debt,AR),接著我可能會(huì)考慮有沒(méi)有合資上的政策限制,partner的產(chǎn)品線是不是符合我的產(chǎn)品,partner的銷售,營(yíng)銷網(wǎng)絡(luò)以及服務(wù)能力.我還會(huì)考慮股權(quán)的結(jié)構(gòu),Equityshare,partner的管理層是否能夠很好的接受西方的領(lǐng)先技術(shù)和管理經(jīng)驗(yàn)(managementfit),40幾歲I:非常好,那我們的討論就到這吧,Casesetup(factsofferedbyYourclientisamanufacturerofbicyclesTheyhavebeeninbusinessfor25TheymanufacturerandsellthreecategoriesofRacingbikes:Highend,highperformancebikesforsophisticatedcyclistsMainstreambikes:Durable,butnotoverlycomplicatedbikesforeverydayridersChildren’sbikes:Smaller,simplerversionsoftheirmainstreambikesforchildrenProfitsatyourclienthavedecreasedoverthepastfiveyearsWhatisdrivingthedeclineinoverallWhatrecommendationsmightcorrecttheSuggestedThefirstquestionistodeterminewhathascausedoverallprofitstodecrease.Toaccomplishthisthecandidatemustfirstunderstandwhathastranspiredineachofthethreeproductcategoriesoverthepastfiveyearsduringwhichprofitabilityhasslipped.Thefollowingarequestionsandanswersthatwouldbeprovidedinaninterviewscenario.Whataretheclient’smarginsforabicycleineachofthethreeRacing:Cost=$600/unit,Profit=$300/unit Cost=$250/unit,Profit=$75/unit Cost=$200/unit,Profit=$50/unitWhathashappenedtothemarketsizeofeachofthethreesegmentsoverthepastRacing:HasremainedconstantatitspresentsizeofMainstream:Hasincreasedat2%growthrateperyeartoitspresentsizeof$1.0BChildren’s:Hasincreasedat3%growthrateperyeartoitspresentsizeof$400MMWhathashappenedtoourclient’smarketshareineachoftheseRacing:Marketsharehasdecreasedfrom60%to30%Mainstream:Marketsharehasincreasedfrom0%to5%Children’s:Marketsharehasincreasedfrom0%to3%Whoaretheclient’smajorcompetitor’sineachmarketsegment?Whathashappenedtotheirmarketshareineachsegmentoverthepastfiveyears?Racing:Thereisonemaincompetitorandahostofsmallfirms.Yourmaincompetitorhasincreasedmarketsharefrom30%to50%Mainstream:Thereexistmany,largecompetitors,noneofwhichholdsmorethan10%oftheChildren’s:Asinthemainstreamsegment,therearemanycompetitors,nonewithmorethan10%ofthemarketTheaboveinformationprovidesenoughinformationtoputtogetherapictureofwhyprofitshavedecreasedoverthepastfiveyears:Yourclient,withacommandingpositioninaflatmarketsegment(racing),expandedintonewsegments(mainstreamandchildren’s).Asthisoccurred,marketsharedecreaseddramaticallyinthemostlucrativesegment(racing),creatinganunfavorablemix.Theextenttowhichprofitshavedecreasedcanbededucedfromsomequickmath:profitshaveslippedfrom$60MMfiveyearsago(=60%x$300MMx33%racingmargin)to$44MMtoday(=(30%x$300MMx33%racingmargin)+(5%x$1Bx23%mainstreammargin)+(3%x$400MMx20%children’sThedramaticdecreaseinmarketshareintheracingsegmentisatthispointstillunexplained.Questionsthatwouldhelpformulateanexplanationinclude:Havetherebeenanymajorchangesinproductqualityinyourclient’sracingproduct?Orinitsmaincompetitor’sracingproduct?Havetherebeenanymajorpricechangesinyourclient’sracingproduct?Orinitsmaincompetitor’sracingproduct?Havetherebeenanymajorchangesindistributionoutletsforyourclient’sracingOrforitsmaincompetitor’sracingYes.Previouslyyourclientanditsmaincompetitorintheracingsegmentsoldexclusivelythroughsmall,specialtydealers.Thisremainsunchangedforthecompetition.Yourclient,ho