贝恩岗位职责-GreatAC

1、Developer: Daphne LiReviewer: Susan Lonergan Cartha OHare John Clarke bcHow to be a Great ACMarch 1998Copyright 1998 Bain & Company, Inc. 1Copyright 1998 Bain & Company, Inc. How to be a Great AC Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding c

2、areerKey takeawaysAgenda2Copyright 1998 Bain & Company, Inc. How to be a Great AC Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda3Copyright 1998 Bain & Company, Inc. How to be a Great AC Bain caseteams address a conside

3、rable range of strategic issues.Strategy consultingCorporate strategyBusiness unit strategyPerformance improvement How should a company with many businesses achieve its growth objectives? How should a business unit respond to its competitors? How many manufacturing plants does a company need? What p

4、roducts should client produce in each plant?Example:Types of Strategic Issues4Copyright 1998 Bain & Company, Inc. How to be a Great AC CompoutekAxels-4-RentBusiness problem:Answer:First-year AC workstream:Length of case:AC travel:Business unit strategy (PC business unit) Exit the retail PC market Cu

5、t costs through complexity reduction Implement process and organization redesign Phone competitors to gather data about the PC market Analyze client data relating to accounts receivable and inventory turns Build economic modelThree monthsMonthly local visits to client to gather data and attend meeti

6、ngsCorporate strategy (growth strategy) Target and retain most profitable customers through marketing programs and travel agent commission structures Focus on corporate accounts that are already penetrated, but are currently underperforming in share targets Size rental car market based on secondary

7、research and customer surveys Splice and dice client customer database to establish segments Research other companies retention programs (e.g., airlines frequent flyer)Six monthsWeekly trips to NYC for client task force meetingsExample of Caseteam Assignments5Copyright 1998 Bain & Company, Inc. How

8、to be a Great AC Caseteam CoordinatorVice-PresidentManager/CTLExperienced ConsultantNew ACNew ConsultantExperienced ACWhile you may frequently encounter variations, a typical caseteam structure looks like the following:Caseteam Structure6Copyright 1998 Bain & Company, Inc. How to be a Great AC Your

9、mix of responsibilities will vary from case to case.The jobResearch/data gatheringAnalysisCommunicationTeam Market size and dynamics Competitors Client data Customers Database manipulation Models in Excel Regressions Data into appropriate slide format Arriving at the strategic answer Blank slidessto

10、rylineproper format Oral communicationinformal team meetings with consultant/mangeroverheads to caseteam Coordinating workstreams with other ACs/consultants Participating in team brainstorming sessions and team meetings Overseeing production for presentations Caseteam eventsAreas of Responsibility7C

11、opyright 1998 Bain & Company, Inc. How to be a Great AC Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.Get the job doneExecute on your workplanCommunicate upUnderstand the “Big

12、Picture”Deliver with zero defects Develop and update your workplan Keep an 80/20 fallback plan Execute - focus on the assigned task After 6-12 months, take a more active role in intellectual leadership of your piece of work Communicate regularly and frequently with your manageruse Answer-First and 8

13、0/20tag “red flags”seek help prioritizingleverage manager to add additional 10% insight Always “know the why” in the context of the “Big Picture” Perform zero defect analysisdocument everythingproof, proof, proofreality checkKey Success Factors8Copyright 1998 Bain & Company, Inc. How to be a Great A

14、CAlways “know the why” in the context of the “Big Picture”. Why are you doing this work?what is the Big Picture?where is the value?what is the client expecting? What does your analysis mean and why is it important to the client? What are likely questions to be asked of you?by your teamby your client

15、(s) What sensitivity analyses illustrate responses to potential questions or clarify issues for you?what about client sensitivity analyses? What reality checks can you do to demonstrate knowledge of the why?use of 80/20benchmarksfocus of your quality checks“Know the Why”9Copyright 1998 Bain & Compan

16、y, Inc. How to be a Great AC A recent experience at SAC training illustrates the importance of “knowing the why” in the context of the “Big Picture”. Develop presentation on business unit strategyAssignment: The client can be profitable and should milk its businessHypothesis: Market is growing Clien

17、t has low cost position Competitors not a threatnext largest player higher costAssertions: “We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”SACs reaction:Data: What did they miss?RCPQuestion:ClientCompetitor4.804.905.604.500246Big Picture - “Know the Why

18、”: Example (1 of 2)10Copyright 1998 Bain & Company, Inc. How to be a Great AC More on “knowing the why” - what the ACs missed. “We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”SACs reaction: Competitor is lowest cost Competitor can lower price to gain sh

19、are “Milk” is not a feasible strategyWhat they missed: Evaluate the competitive threat, not design “milking” strategyNext step:Data: This team got caught up in the details of the analysis Need to step back and look at “Big Picture”Lesson learned:RCPClientCompetitor4.804.905.604.500246Big Picture - “

20、Know the Why”: Example (2 of 2)11Copyright 1998 Bain & Company, Inc. How to be a Great AC After you have performed your analysis, stepping back is essential to getting the Big Picture in focus. Double check your output Are these results surprising? Why? Does this all make sense? Put the results on a

21、 slide or slides Is there a so what from the slide? What are the implications? What could client responses be?concerns/threatsconfusion Is there a better way to present the data?audiencebetter representation of key point(s) What does this mean for the client? How does this fit in with Bains work? Wh

22、at is the best way to articulate the key takeaways of the slide:what is your manager expecting?how does this analysis fit into the larger case question(s)?Presenting your data well can be more difficult than performing analysisStepping Back12Copyright 1998 Bain & Company, Inc. How to be a Great AC G

23、etting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda13Copyright 1998 Bain & Company, Inc. How to be a Great AC Hi, Manager,What do youwant to talkabout today?Im sorry but Icant give you that info for your update todaytheclien

24、t hasnt given me the data.I had to stay upall night becausemy manager keptadding to my listof things to do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture?

25、 (1 of 6)14Copyright 1998 Bain & Company, Inc. How to be a Great AC Problem:BDP: No agenda Come with objectives and agendaHi, Manager,What do youwant to talkabout today?Im sorry but Icant give you that info for your update todaytheclient hasnt given me the data.I had to stay upall night becausemy ma

26、nager keptadding to my listof things to do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture? (2 of 6)15Copyright 1998 Bain & Company, Inc. How to be a Great

27、 AC Problem:BDP: Did not inform manager of roadblocks Provide your manager with frequent updatesHi, Manager,What do youwant to talkabout today?Im sorry but I cant give you that info for your update today the client hasnt given me the data.I had to stay upall night becausemy manager keptadding to my

28、listof things to do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture? (3 of 6) 16Copyright 1998 Bain & Company, Inc. How to be a Great AC Problem:BDP: Did n

29、ot ask for prioritization Ask manager to reprioritize whenever new work is added to the workplan Let manager know if work is taking longer than anticipatedHi, Manager,What do youwant to talkabout today?Im sorry but I cant give you that info for your update today the client hasnt given me the data.I

30、had to stay upall night becausemy manager keptadding to my listof things to do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture? (4 of 6)17Copyright 1998 Ba

31、in & Company, Inc. How to be a Great AC Problem:BDP: No back up Always bring backupHi, Manager,What do youwant to talkabout today?Im sorry but I cant give you that info for your update today the client hasnt given me the data.I had to stay upall night becausemy manager keptadding to my listof things

32、 to do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture? (5 of 6)18Copyright 1998 Bain & Company, Inc. How to be a Great AC Problem:BDP: Not pushing issues

33、to recommendations If you run into roadblocks, brainstorm and offer alternativesHi, Manager,What do youwant to talkabout today?Im sorry but I cant give you that info for your update today the client hasnt given me the data.I had to stay upall night becausemy manager keptadding to my listof things to

34、 do!I think the answeris $650M, but cant rememberbut dont worry,I have it atmy desk!I dont know how Im going to do this market map. None of these companies are public.Whats Wrong With This Picture? (6 of 6)19Copyright 1998 Bain & Company, Inc. How to be a Great AC “Push back” are words you will hear

35、 often. When Pushing Back May Be AppropriateWhen Pushing Back May Not Be Appropriate You did the same analysis last week (and the week before) You have a good relationship with your consultant/CTL/manager and believe this analysis is unnecessary Youve been nonstop, without sleep working on this case

36、 for 72 hours Some people on your team have been complaining about too much free time and youve been crunching past midnight for the last two weeks Youre on vacation It is unclear to you how the analysis fits into the greater picture/overall case objectives Your supervisor is being unnecessarily dem

37、anding Its your first week on the case You dont know how to do the analysis (ask) You really want to ski/go to the beach tomorrow Youve been devoting most of your time to your other side You just got back from vacation Youre sick of this case You dont like the consultant youre working with The work

38、is/appears boring or mundane There are no other resources available to complete piece of work You believe youre too smart for the type of work required You told your roommate you would meet her for drinks at 6:30Advice on Pushing Back20Copyright 1998 Bain & Company, Inc. How to be a Great AC You kno

39、w theres a preez on Monday, but you have plans to go skiing for the weekend Its time to be a team player - especially if this preez has been on the calendar for a whileSituationSolution Offer to (1) return after your dinner and (2) come in earlier than the rest of the team to compensate Let your man

40、ager know that your aerobics is important to you, but also show some flexibility Go to your doctors appointment. As a rule, let your manager know if you will be out of the office for a considerable length of time You know the rest of the team is here crunching, but you would really like to have dinn

41、er with a friend whos in town just for today You want to go to my morning aerobics class, but your manager calls a last minute a caseteam meeting for that time You have an important doctors appointment, but your manager just scheduled a client meeting that you need to attend with herPushing Back: Ex

42、amples21Copyright 1998 Bain & Company, Inc. How to be a Great AC Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda22Copyright 1998 Bain & Company, Inc. How to be a Great AC PreparationpackingThe AC roleEnsuring the perfec

43、t client meetingPreparation: back up & logisticsEnsuring the Perfect Client Meeting23Copyright 1998 Bain & Company, Inc. How to be a Great AC Maintain back-up book and leave audit trail at all times (dont wait until presentation is over!)make back-up user-friendlyinclude sensitivity analyses and oth

44、er analyses beyond material shownanticipate questions have a cheat sheet Make copies (when appropriate)let your team take notescan use copies to make changesnumber pages (blue pencils dont copy) Carry necessary supplies to make corrections, calculations, measurements Anticipate problems (client copi

45、ers, broken staplers, etc.) Bring relevant case work outside of presentationolder workannual reports, financialssample surveys, modelstable of contents Keep desk/files organized so team members can find needed materials when you are out of the officeGood preparation for client meetings is an investm

46、ent with astronomical returns.Preparation (Back-up)24Copyright 1998 Bain & Company, Inc. How to be a Great AC Know logisticstravel plans and optionsmeeting times and locationsdirectionsphone numbers and contacts Know your position: be prepared topay for petty cash itemsoffer to drive rental carscoor

47、dinate last-minute emergencies/travel changes Never make anyone wait for youtravel tip: dont check baggage8slows you down in airports8leaves you at risk for lost baggagePrepare to be the logistics point person for client meetings. Assuming that “someone” has taken care of logistics is a prelude to d

48、isaster.Preparation (Logistics)25Copyright 1998 Bain & Company, Inc. How to be a Great AC Open your briefcase - list its contents What would you add if you were traveling to a client presentation tomorrow? Compare your answer to “The Ultimate Travel Package,” which followsPreparation Packaging (Exer

49、cise)26Copyright 1998 Bain & Company, Inc. How to be a Great AC Pack your briefcase to cover a wide range of contingencies. Dont make assumptions about what other team members “should” be carrying. And remember: a hand-drawn slide of last-minute insights is better than a fully-produced slide of erro

50、rs.“The Ultimate Travel Package”Contact informationToolsOffice supplies Bain and client phone lists Business cards Daily calendar Calculator PCpower cordphone plugfiles downloaded Clear blank acetates Graph paper Writing paper/ note pad Soft lead mechanical pencils Ruler White-out tape (thick and th

51、in) Paper clips Binder clips Rubber eraser Manila folders Black slide pens (fineline and thickline)“The Ultimate Travel Package”27Copyright 1998 Bain & Company, Inc. How to be a Great AC Review and prepare appropriately to meet the objectives of the client visitunderstand expectations of your partic

52、ipation (what are you supposed to gain from/contribute to the meeting) Gauge your degree of participation to the meetings make-upas a rule of thumb, the higher the level of clients involved, the less you will talk If your analysis/area of expertise is being discussed, offerinsightsrelevant discoveri

53、esquestions Ask your manager or CTL what role you ought to play at the very least, play the role of engaged observer If you have client maps attendingtake the opportunity to build the relationshipmake sure you prewireget reaction/feedback Always take notes (preparing a summary may be helpful) Always

54、 carefully think about what you say and doage is frequently a liability Always be attentive/engaged (dont fall asleep or daydream)Your involvement at the client will depend on your teams style, but in general:Your Role in the Client Meeting28Copyright 1998 Bain & Company, Inc. How to be a Great AC G

55、etting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda29Copyright 1998 Bain & Company, Inc. How to be a Great AC Style (self-projection)Self presentationPreparationSelf-managementCommunicationDeveloping Personal Style30Copyrigh

56、t 1998 Bain & Company, Inc. How to be a Great AC Bains culture and relative youth make it easy to forget the importance of self presentation, especially in non-office setting. Convey confidence, not arrogancemake eye contactenunciate clearlyproject a can-do attitudechallenge constructively - ask que

57、stions Create a presenceremember that professional does not equal no personality interact with others around you Make yourself available during reasonable hoursdont abuse the no face time policy Dress professionally in line with office and client normsSelf Presentation31Copyright 1998 Bain & Company

58、, Inc. How to be a Great AC Successful ACs regard self-preparation as fundamental to projecting an image of competence, engagement and professionalism. When you meet with others bringcalendarHP12Cnotepadyour brain For caseteam meetingsunderstand what issues will be coveredtalk with supervisor about

59、what you should coverbring relevant materials8determine appropriate levels of detail8be able to talk about implications of your analysis, next steps, etc. For client meetingslook and be organized: make sure you have the relevant pieces of analysisbe prepared to answer questions about sources/methodo

60、logiesknow how to explain your slides8presentation layout (e.g., marimekko, growth share matrix)8how analysis was done (if asked)8key takeaway/insightPreparation32Copyright 1998 Bain & Company, Inc. How to be a Great AC From the start, one of the most visible images you will project is your ability