知名咨询atkearney副总裁尼柯访谈

实施采购，并从中获益。第二，对于一个大公司来说，要实施采购确实需要有一定的IT系统的基础。为什么呢，因为在实施采购之前，你需要回到六个问题：谁？买什系统的支持来实施采购是不可。最近许多软件公司都发布了新的采购软件，i2的TradeMarixBuySolution,AgileSoftware的AgileBuyer6.0，AMR研究公司估计采购软件这个市场在。需要的是，我们提供的采购咨询的服务也是在不断变化的，如果早5年，我们回答的问题比较简单如我在上面提到的6个问题谁？买什么？在什么地点？向哪个供应我们会利用采购软件，帮助客户重新组织公司的业务流程，我们帮助他们做的的是 采购，你可以把在整个供应链中结合起来，形成一个闭环，信息和物质都可以在里面生生不息地流转强调的是采购也是不断变化的概念，今天，我们是帮助企业建立这样一个，帮助他们实现这样架构，帮助他们实现其组织目标。。全球和中国，在这个市场上的份额吗？，首先，很难估计有关采购咨询市场到底有多大法是把所有与之有关的综合，第二，至于公司的份额，应当说是相当小的。为什么呢？去年我们全公司的营业额才15亿，其中的三分之一即5亿是来自于与采购有关的业务，如帮助企业，公司中，在采购方面，公司一直处于领先地位的。除我们之外，没有一家咨询公司打到了5亿的营业额。从咨询公司来看，把IT和咨询服务结合在一起的，第一的是IBM公司，第二家是EDS（的母公司第三家是埃森哲。如果单从传统的咨询业务来讲是这方面的领先者；如果从向客户提供采购相关的电子解决方案或互联网（B2B）解决方案来讲，EDS第二位，第一位的是埃森哲；如果从客户完全把采购的业务外包给其他公司来看，EDS仍然是领先的。因此综合看来，与EDS的结合确保了他们在采购市场方面一直处于领先地位即使这样由于采购市场非常大，相当分散，所以像所占的市场份额并不是很大，我估计不到10%。但是令人感的是，这种分散的状况会以多快的速度，这个市场会以多快的速度成熟，集中。，，集中。在这种情况下公司也将采取一些相应的对策，以争取获得的市场份，，，1995年，与计算机和信息服务巨头EDS（据说是它首创了IT外包行业）联姻。合并之后，公司出现了高速增长，从1996年的营业额8700万到1997年的1.1亿，增长率达到30%。在联姻几年以后，的增长速度减缓了，例如，营业收入的增长率从1996年的30%下降到1998年的16%。作为增长减缓的一种迹象，在1999年3月份裁减了200名咨询人员。联姻之初的高速增长，接下来是增长缓慢。知道，在这种时候采取了哪些措施来应对这种增长的减缓或者说是低谷，我还想知道现在，，与EDS联姻，最初确实给我们带来了的市场机会，因此在合并后的一两年内，我时也注意到，整个咨询业，包括公司，在2000年发展都放缓了。确实，在今年的头的情况他们的增长放缓他们的人员慢慢地闲置下来不管是公司还是波士顿公司，导致这种状况的最根本原因在于，我们的客户的业务正处于一个重大的期。以前他们可能会有一个非常明确的目标知道要向何处去而现在这个阶段他们则有一些迷茫。也不是很清楚。这样的情况也不仅局限于一个地区，在欧洲、、亚洲都有同样的情形。到，两三年以前，我们大多数的业务就是帮助客户去做更大的业务，但是现在我们的主22年，这是第三次经历这种情况，就是从经济高速发展期进入，芝加哥的一家咨询公司，1946年该公司更名为管理顾问公司（A•T•Kearney&。现在已经成为世界最大的、发展最快的管理咨询公司之一。在75年的发展历史上，我们发现在最近十年的发展尤其迅速。在最近的十年里的营业额增长率为26%因此知道为什么公司能保持如此之高的发展速度？我也想知道咨询公司在激烈竞争的商业环境中到底凭什么存，并像一样还活得很好？，。谈到竞争优势，一个关键的因素就是看谁在这个公司公司是一个历史悠久的咨询公司它创建于1926年但是在二十世纪八十年代以前的比较保守。我在1980年加入的时候，公司的年营业额近为2500万。1982年，我们有了一个新的首席执行官（即FredGSteingraber，1982年~2000年任公司的首席执行官，他是一个具有全球眼光的人早在八十年代的时候他就提出了的发展需要一种全球化的，并不遗余力地推行这个。这种的实施结果就是，他在欧洲多建了四个办事255~7个办事处。我们的业务从本土推到了全球。他的推动下，公司从一个传统的、类似于麦肯锡的咨询公司转变为兼营咨询和IT服务的公司也是在他的这种思想指导下，我们与EDS公司合并我们的实力日益强大正是因为有这样一位具有远见卓识的，。。的团队公司招聘的人员与其他公司招聘的人员有些不一样，我们更愿意招聘哪些从。，driven，司说他们使思想驱动的公司，并且我了解到坚持为客户实施提供帮助，然而其他一满意因此知道这是否与所强调的“问题驱动”或者说是强大的实施能力有密切，题深切的理解，以及解决这样的问题需要什么样的IT知识和这几方面结合起来，真正的咨询公司应该做的，同时这也是公司与其他咨询公司区别开的一个重要原因。力。这面的，缺少任何一个方面都不能成为一个好的运动员，正像缺少任何一方案实施的技能结合得很好的为数不多的咨询公司之一，这也是我们为什么更为成功的原，在2000年12月1日任命了新的首席执行官——迪•奥斯特曼，而2001年，尔尼公司将迎来75的庆典，在这个特殊的时候，你能不能预测一下贵公司下一步的发我相信公司在未来的不会有很大的变化。就此问题讲三点第一迪•奥斯特曼上任后的主要工作将是对EDS和两家公司合并后的整合，的困惑。对于来讲，应当找出理想与现实之间的距离，找出在他们之间空间，然后，竞争对手。但是与EDS加起来，其规模目前是埃森哲的3倍，因此我们还是具有优面试征战“猫和老鼠”的游，应聘者与总经理的一对一面谈阅人无数，通过寥寥几个问题，就能出学生的英文各类公司面试的惯用套路，但咨询类公司的重点主要在以下两个方面：，人，希望能在工作3-5年后申请攻读MBA。从相关了解到，拥有贵公司的中长期工作MBA5-7年，然后寻求留学或者其它的发展机要求“我觉得你过于，不适合我们公司的工作风格”等。Case我的一个好朋友，同济01级本科毕业，起步月薪一万有余，就任职于国际顶尖的管理大学最好的机会——算是我一点衷心的建议吧。.Casesetup(factsofferedbyqYour isamanufacturerofbicyclesqTheyhavebeeninbusinessfor25qTheymanufacturerandsellthreecategoriesofØRacingbikes:Highend,highperformancebikesforsophisticatedØMainstreambikes:Durable,butnotoverlycomplicatedbikesforeverydayridersØChildren’sbikes:Smaller,simplerversionsoftheirmainstreambikesforchildrenqProfitsatyour havedecreasedoverthepastfiveyearsQuestion:Whatisdrivingthedeclineinoverallprofits?qWhat mendationsmightcorrectthesituation?SuggestedThefirstquestionistodeterminewhathascausedoverallprofitstodecrease.To plishthisthecandidatemustfirstunderstandwhathastranspiredineachofthethreeproductcategoriesoverthepastfiveyearsduringwhichprofitabilityhasslipped.Thefollowingarequestionsandanswersthatwouldbeprovidedinaninterviewscenario.（案例分析需要你在里适当运用商业模型。这里面就融入了cost-profitand4PqWhatarethe’smarginsforabicycleineachofthethreesegments?Racing:Cost=$600/unit,Profit=$300/unit33%Mainstream:Cost=$250/unit,Profit=$75/unit23%Children’s:Cost=$200/unit,Profit=$50/unit20%qWhathashappenedtothemarketsizeofeachofthethreesegmentsoverthepastfiveyears?Racing:HasremainedconstantatitspresentsizeofMainstream:Hasincreasedat2%growthrateperyeartoitspresentsizeof$1.0BChildren’s:Hasincreasedat3%growthrateperyeartoitspresentsizeof$400qWhathashappenedtoour’smarketshareineachofthesesegments?Racing:Marketsharehasdecreasedfrom60%to30%Mainstream:Marketsharehasincreasedfrom0%toChildren’s:Marketsharehasincreasedfrom0%to3%HiAllBBSr4q4CqWhoarethe ’smajorcompetitorsineachmarketsegment?Whathashappenedtotheirmarketshareineachsegmentoverthepastfiveyears?marketsharefrom30%toMainstream:Thereexistmany,largecompetitors,noneofwhichholdsmorethan10%ofthemarketChildren’s:Asinthemainstreamsegment,therearemanycompetitors,nonewithmorethan10%ofthemarketTheaboveinformationprovidesenoughinformationtoputtogetherapictureofwhyprofitshavedecreasedoverthepastfiveyears:Your,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’smargin)).Thedramaticdecreaseinmarketshareintheracingsegmentisatthispointstillunexined.Questionsthatwouldhelpformulateanexnationinclude:qHavetherebeenanymajorchangesinproductqualityinyour’sracingproduct?Orinitsmaincompetitor’sracingproduct?qHavetherebeenanymajorpricechangesinyour’sracingproduct?Orinitsmaincompetitor’sracingproduct?qHavetherebeenanymajorchangesindistributionoutletsforyour’sracingproduct?Orforitsmaincompetitor’sracingproduct?Yes.Previouslyyouranditsmaincompetitorintheracingsegmentsoldexclusivelythroughsmall,specialtydealers.Thisremainsunchangedforthecompetition.Your,however,begantosellitsracingbikesthroughmassdistributorsanddiscountstores(thedistributionoutletsformainstreamandchildren’sbikes)asitenteredthemainstreamandchildren’ssegment.qHowdothemassdistributorsanddiscountstorespricetheracingbikesrelativetothespecialtyPricesatthesestorestendtobe15to20%qWhatpercentofyour’sracingsalesoccurinmassdistributorsanddiscountEffectivelynone.ThisattempttosellthroughthesedistributorshasqHowhasthedecisiontosellthroughmassdistributor’sanddiscountstoresaffectedtheimageof ’sracingproduct?NostudieshavebeenqHowhasthedecisiontosellthroughmassdistributor’sanddiscountstoresaffected relationshipwiththespecialtyAgain,noformalysishasbeenAlthoughsome ysisand/orsurveyshouldbeperformedtoanswermoreconclusivelythelasttwoquestions,apossiblestorycanbeputtogether.Therehasbeennoappreciablechangeineitherqualityorprice(oranyothertangiblefactor)ofyour ’sracingproductrelativetoitscompetition.Itisnottheproductthatistheproblem,butratheritsimage.Asyour cameoutwithlowerend,mainstreamandchildren’sproductsandbegantopushtheirracingsegmentthroughmassdistributorsanddiscountoutlets,theirreputationwascompromised.Additionally,thepresenceoftheracingproductsinthediscountoutletshasputyourhistoricracingdistributor(thespecialtyshops)inaprecariousposition.Thespecialtyshopsmustnowlowerpricetocompete,therebycuttingtheirownprofits.Instead,theyarelikelytopushthecompetition’sproduct.Remember,yourhasnodirectsales attheretailoutlets.Thespecialtyshopsessentiallyserveasyour’s Theaboveysisoffersanexnationofwhathasaffectedthetopsideoftheprofitabilityproblem.Stilltobeexaminedisthecost,orbottomside,oftheprofitabilityissue.Questionstouncovercostissueswouldinclude:qHowdoes accountforits hasasinglemanufacturingandassemblynt.Theyhaveseparatelinesinthisfacilitytoproduceracing,mainstreamandchildren’sproducts.Theydividetheircostsintothefollowingcategories:labor,materialandoverhead.Overallcostshavebeenincreasingatafairlyheftyrateof10%peryear.qWhatisthecurrentbreakdownofcostsalongthesecategoriesforeachproductsegment?Racing:Labor=30%,Material=40%,Overhead=30%Mainstream:Labor=25%,Material=40%,Overhead=35%Children’s:Labor=25%,Material=40%,Overhead=35%qHowhasthismixofexpenseschangedoverthepastfiveyears?Inallsegments,laborisanincreasingpercentageofthecosts.qDoesthebasicapproachtomanufacturing(i.e.themixoflaborandtechnology)reflectthatofitsYourlsyouthatthereisacontinuingmovementtoautomateandutilizetechnologytoimproveefficiencythroughouttheindustry,butitishis/heropinionthattheirapproach,maintainingthe“humantouch”,iswhatdifferentiatesthemfromthecompetition.(Unfortunay,he’sright!!)qIstheworkqWhatistheaverageageofthework52andclimbing.ThereisverylittleturnoverintheworkqWhatisthepresentthroughputrating?HowhasitchangedoverthepastfivePresentlythentisproducingatabout80%ofcapacity.Thishasbeendecreasingsteadilyoverthelastseveralyears.7?qWhatisthetypicalreasonforequipmentEmergencyqDescribethepreventivemaintenanceprogramineffectat ’sPreventivemaintenanceisperformedinformallybasedontheknowledgeofseniorqHowoftenhasequipmentbeenreced?Isthisconsistentwiththeoriginalequipment feelsthatmostOEM mendationsareveryconservative.Theyhavefollowedaphilosophy izingthelifeoftheirequipmentandhavegenerallydoubledTheaboveinformationissufficienttoaddsomeunderstandingtothecostsideoftheequation.Yourhasanagingworkandntthatisbehindthetimesintermsoftechnologyandinnovation.Thishascontributedtoexcessivebreakdowns,decreasedthroughput,increasedrates(wagesincreasewithseniority)andgreaterlaborhours(overtimetofixbrokenInproposing mendationstoimprovethe’ssituation,thereisnosinglecorrectapproach.Thereareanumberofapproachesthatmightbeexploredand mended.Thefollowingaresomepossibilities:qAbandonthemainstreamandchildren’ssegmenttorecoverleadershipintheracingsegmentIssuestoconsiderinthisapproach:ØHowmuchoftheracingsegmentis“recoverable”?ØWhataretheexpectedgrowthratesofeachsegment?ØHowbadlydamagedistherelationshipwiththespecialtyØAretherealternativeoutletstothespecialtyshopssuchasinternetsales?ØHowwillthismoveaffectoverallutilizationoftheoperatingfacilities?qMaintainthemainstreamandchildren’ssegment,butsellunderadifferentnameIssuestoconsiderinthisapproach:ØIstheredemandamongthemassanddiscountdistributorsforbicyclesundertheirname?)ØWhatadditionaladvertisingandpromotionscostsmightbeincurred?ØWhataretheexpectedgrowthratesofeachØWhatisdrivingthebuyinghabitsofthemainstreamandchildren’sqReducecoststhroughautomationandinnovationIssuestobeconsidered:ØWhattechnologicalimprovementsaretobemade?ØWhataretherequiredinvestments?ØWhataretheexpectedreturnsonthoseinvestments?ØHowwilltheseinvestmentsaffectthroughput?ØTowhichlinesaretheseinvestmentsØArethemainstreamandchildren’ssegmentspotentially“over-engineered”?ØWhatimpactwillthishaveontherequiredworklevels?ØIflayoffsarerequiredtoachievethebenefits,whatimpactwillthishaveonlaborqReducecoststhroughestablishingaformalpreventivemaintenanceprogramIssuestobeØWhatorganizationalchangeswillbeØWhat ysiswillbeperformedtodeterminetheappropriateamountofPM?ØWhattrainingisrequiredofthework?KSUHØWhattechnicalorsystemchangesarerequired?ØHowwilltheunionizedworkrespond?KeyThiscasecanprovetobelengthyandveryinvolved.Itisnotexpectedthatacandidatewouldcoveralloftheabovetopics,butratherworkthroughselectedtopicsinalogicalfashion.Itisimportantthatthecandidatepursueasolutionthatconsidersbothrevenueandcostissuestoimpactprofit.Additionally,acandidate’sabilitytoworkcomfortablywiththetativesideofthiscaseisimportant.Theabove mendationsforimprovingprofitabilityarejustafewamongmany.Thecandidatemaycomewiththeirownideas.Casesetup(factsofferedby Yourisamanufacturerof Theyhavebeeninbusinessfor25 Theymanufacturerandsellthreecategoriesof Racingbikes:Highend,highperformancebikesforsophisticated Mainstreambikes:Durable,butnotoverlycomplicatedbikesforeveryday Children’sbikes:Smaller,simplerversionsoftheirmainstreambikesfor Profitsatyourhavedecreasedoverthepastfive Whatisdrivingthedeclineinoverall mendationsmightcorrecttheSuggestedThefirstquestionistodeterminewhathascausedoverallprofitstodecrease.To plishthisthecandidatemustfirstunderstandwhathastranspiredineachofthethreeproductcategoriesoverthepastfiveyearsduringwhichprofitabilityhasslipped.Thefollowingarequestionsandanswersthatwouldbeprovidedinaninterviewscenario.Whatarethe ’smarginsforabicycleineachofthethreesegments?Racing:Cost=$600/unit,Profit=$300/unit Cost=$250/unit,Profit=$75/unit Cost=$200/unit,Profit=$50/unitWhathashappenedtothemarketsizeofeachofthethreesegmentsoverthepastfiveRacing:Hasremainedconstant itspresentsizeofMainstream:Hasincreasedat2%growthrateperyeartoitspresentsizeof$1.0BChildren’s:Hasincreasedat3%growthrateperyeartoitspresentsizeof$400MM Whathashappenedtoour ’smarketshareineachofthesesegments?Racing:Marketsharehasdecreasedfrom60%to30%Mainstream:Marketsharehasincreasedfrom0%to5%Children’s:Marketsharehasincreasedfrom0%to3% Whoarethe ’smajorcompetitor’sineachmarketsegment?Whathashappenedtotheirmarketshareineachsegmentoverthepastfiveyears?Racing:Thereisonemaincompetitorandahostofsmallfirms.Yourmaincompetitorhasincreasedmarketsharefrom30%to50%Mainstream:Thereexistmany,largecompetitors,noneofwhichholdsmorethan10%ofthemarketChildren’s:Asinthemainstreamsegment,therearemanycompetitors,nonewithmorethan10%ofthemarketTheaboveinformationprovidesenoughinformationtoputtogetherapictureofwhyprofitshavedecreasedoverthepastfiveyears:Your,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’smargin)).Thedramaticdecreaseinmarketshareintheracingsegmentisatthispointstillunexined.Questionsthatwouldhelpformulateanexnationinclude:?Havetherebeenanymajorchangesinproductqualityinyour’sracingproduct?Orinitsmaincompetitor’sracingproduct??Havetherebeenanymajorpricechangesinyour’sracingproduct?Orinitsmaincompetitor’sracingproduct??Havetherebeenanymajorchangesindistributionoutletsforyour’sracingproduct?Orforitsmaincompetitor’sracingproduct?Yes.Previouslyyouranditsmaincompetitorintheracingsegmentsoldexclusivelythroughsmall,specialtydealers.Thisremainsunchangedforthecompetition.Your,however,begantosellitsracingbikesthroughmassdistributorsanddiscountstores(thedistributionoutletsformainstreamandchildren’sbikes)asitenteredthemainstreamandchildren’ssegment.?HowdothemassdistributorsanddiscountstorespricetheracingbikesrelativetothespecialtyPricesatthesestorestendtobe15to20% Whatpercentofyour ’sracingsalesoccurinmassdistributorsanddiscountstores?Effectivelynone.Thisattempttosellthroughthesedistributorshasfailed Howhasthedecisiontosellthroughmassdistributor’sanddiscountstoresaffectedtheimageofthe ’sracingproduct?Nostudieshavebeen Howhasthedecisiontosellthroughmassdistributor’sanddiscountstoresaffectedyour’srelationshipwiththespecialtyoutlets?Again,no ysishasbeenAlthoughsomeysisand/orsurveyshouldbeperformedtoanswermoreconclusivelythelasttwoquestions,apossiblestorycanbeputtogether.Therehasbeennoappreciablechangeineitherqualityorprice(oranyothertangiblefactor)ofyour ’sracingproductrelativetoitscompetition.Itisnottheproductthatistheproblem,butratheritsimage.Asyour cameoutwithlowerend,mainstreamandchildren’sproductsandbegantopushtheirracingsegmentthroughmassdistributorsanddiscountoutlets,theirreputationwascompromised.Additionally,thepresenceoftheracingproductsinthediscountoutletshasputyourhistoricracingdistributor(thespecialtyshops)inaprecariousposition.Thespecialtyshopsmustnowlowerpricetocompete,therebycuttingtheirownprofits.Instead,theyarelikelytopushthecompetition’sproduct.Remember,yourhasnodirectsalesattheretailoutlets.Thespecialtyshopsessentiallyserveasyour’ssalesTheaboveysisoffersanexnationofwhathasaffectedthetopsideoftheprofitabilityproblem.Stilltobeexaminedisthecost,orbottomside,oftheprofitabilityissue.Questionstouncovercostissueswouldinclude:?HowdoestheaccountforitsThehasasinglemanufacturingandassemblynt.Theyhaveseparatelinesinthisfacilitytoproduceracing,mainstreamandchildren’sproducts.Theydividetheircostsintothefollowingcategories:labor,materialandoverhead.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? lsyouthatthereisacontinuingmovementtoautomateandutilizetechnologytoimproveefficiencythroughouttheindustry,butitishis/heropinionthattheirapproach,the“humantouch”,iswhatdifferentiatesthemfromthecompetition. Isthework Whatistheaverageageofthe 52andclimbing.Thereisverylittleturnoverinthework Whatisthepresentthroughputrating?Howhasitchangedoverthepastfiveyears?Presentlythentisproducingatabout80%ofcapacity.Thishasbeendecreasingsteadilyoverthelastseveralyears. Whatisthetypicalreasonforequipmentshutdown?Emergencyrepair Describethepreventivemaintenanceprogramineffectatthe ’sfacility?Preventivemaintenanceisperformedinformallybasedontheknowledgeofseniortechnicians. Howoftenhasequipmentbeenreced?Isthisconsistentwiththeoriginalequipment feelsthatmostOEM mendationsareveryconservative.Theyhavefollowedaphilosophy izingthelifeoftheirequipmentandhavegenerallydoubledTheaboveinformationissufficienttoaddsomeunderstandingtothecostsideoftheequation.Yourhasanagingworkandntthatisbehindthetimesintermsoftechnologyandinnovation.Thishascontributedtoexcessivebreakdowns,decreasedthroughput,increasedlaborrate