波士顿咨询的案例分析ppt课件

1、Xxxxx-xx/Footer- 0 - Amsterdam Auckland Boston Chicago Dallas Dusseldorf Hong Kong Kuala Lumpur London Los Angeles Madrid Melbourne Milan Monterrey Munich New York Paris San Francisco Seoul Shanghai Stockholm Sydney Tokyo Toronto Zurich Amsterdam Auckland Boston Chicago Dallas Dusseldorf Hong Kong K

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8、ew York Paris San Francisco Seoul Shanghai Stockholm Sydney Tokyo Toronto Zurich Amsterdam Auckland Boston Chicago Dallas Dusseldorf Hong Kong Kuala Lumpur London Los Angeles Madrid Melbourne Milan Monterrey Munich New York Paris San Francisco Seoul Shanghai Stockholm Sydney Tokyo Toronto Zurich Ams

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11、anghai Stockholm Sydney Tokyo Toronto Zurich Amsterdam Auckland Boston Chicago Dallas Dusseldorf Hong Kong Kuala Lumpur London Los Angeles Madrid Melbourne Milan Monterrey Munich New York Paris San Francisco Seoul Shanghai Stockholm Sydney Tokyo Toronto Zurich Amsterdam Auckland Boston Chicago Dalla

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14、o Zurich THE BOSTON CONSULTING GROUP Crack a Case Presentation- Highlights -January 16, 2019Xxxxx-xx/Footer- 1 -INTERVIEW FORMATIntroductionsSet the agendaBe prepared to discuss prior experiencesOpen discussion (resume, motivations)Case introductionCase discussionCase wrap upQ&A, your chance to ask

15、questionsNext steps1-2 minutes10-15 minutes20-25 minutes4-5 minutes1-2 minutesXxxxx-xx/Footer- 2 -UNDERSTANDING CASE INTERVIEWSCase interviews are notCase interviews are An opportunity to see if you think logically and clearly An opportunity to see how you apply what youve learned An attempt to sens

16、e how you would interact with clients A way to gain insight into your level of curiosity A chance to expose you to what consultants doA stress testAn attempt to stump, embarrass or scare youA test of your knowledge of a particular industry or businessAn attempt to replicate months of consulting work

17、 in 20 minutesXxxxx-xx/Footer- 3 -KEY EVALUATION CRITERIASuccess-oriented behaviorAnalytical skillsPresence/communicationListening skillsOral skills/articulationCharisma/sparkCredibility/maturityFraming/organizing the problemPrioritization of issuesIdentifying relevant informationDrawing conclusions

18、 from factsIdentifying key implications and next steps Tolerance for ambiguity Toughness/resilience Initiative/motivationXxxxx-xx/Footer- 4 -CASES CAN TAKE THREE FORMSFocused questionsTheoretical casesActual case examplesOur most commonEstimation“How many car batteries are sold annually in the Unite

19、d States?”Brain-teaser (not preferred)“Give me ten ways to find a needle in a hay-stack”Abstract business situations and problems“Could you make a business out of going door to door and exchanging coins for bills?”Drawn from the interviewers own experienceUsually condensed and simplifiedOften disgui

20、sed for confidentialityXxxxx-xx/Footer- 5 -HOW TO PREPARERead, read, read and thinkWall Street Journal, Business Week, etc.“Structure the story” from the headlinePractice problem solvingCase examples (Wet Feet Press, consulting company websites, GSB mock interview/workbook)Friends, family, professor

21、sMake it as realistic as possible (e.g. timing, write down ideas/approach, talk out loud)Talk to alumni and friends who went through itXxxxx-xx/Footer- 6 -DoDontRelax case should be viewed as “fun”, “challenging”Make sure you understand the problemTell the interviewer if you have heard the case befo

22、reAsk questionsThink out loudTake notes, draw, or sketch if you wishRespond to the issue with your own thought process not set frameworksAccept guidance and cluesDo something with numbers if youre given themTake a structured approach, come to a conclusionTry to replicate months of BCG case team work

23、 in 20 minutesThere is no one “right” answerBecome unnerved, frazzled, or panickedIts OK to ask for help Keep your thoughts to yourselfInterviewers are more interested in the process than the resultJump around from topic to topicOr jump to conclusions too quicklyImpose artificial frameworksTry to ta

24、ke advantage of prior knowledgeRush to an answerHOW TO APPROACH THE CASE INTERVIEWXxxxx-xx/Footer- 7 -SOME COMMON MISTAKESMistakeFail to demonstrate interest in positionDo not structure answerDefine problem too narrowlyGive a generic, simplistic answerFocus on getting the answer, not demonstrating t

25、hought processLack of convictionInterviewer comments“Many students do not have any questions ready for the interviewer. They seem confused that they would have to ask questions. Many people just ask about when the next round will be.”“If an interviewee cant explain how his or her own life and career

26、 fits together, I dont believe he or she can determine how a business fits together.”“It is very clear when you are interviewing a student who has not had a lot of case exposure. They tend to lack structure in their approach. Everyone interviewing should practice cases as much as possible.”“It is ve

27、ry common for a student who has a marketing background to focus only on the marketing issues such as how the product is positioned or someone with a financial background to focus on financing issues and ignore the strategic reasons or fit for an acquisition.”“Many students tend to be too simplistic

28、in their analysis. Students need to develop a framework unique to the situation presented.”“Interviewers look for a student to dig deep on issues instead of just skimming the issues. Students should try to determine the most important issues and ask penetrating questions regarding these issues.”“Too many students try to give the answer instead of walking through the logic. They should try not to make any assumptions, but if they feel they need to, they should c