《经济学管理学基础知识及其应用 .doc》由会员分享，可在线阅读，更多相关《经济学管理学基础知识及其应用 .doc（76页珍藏版）》请在三一办公上搜索。
1、和君咨询集团 经济学管理学基础知识及其应用资料选读Table of ContentsA Note On Frameworks .Strategic Tools & Frameworks .Economics Frameworks .Finance & Accounting Frameworks .Sample Cases An Introduction.Sample Case & Suggested Solution.Profitability Cases.Market Entry & General Strategy Cases.More Case Questions To Try.Mark
2、et Sizing & Estimation Cases .More Market Sizing & Estimation Cases To Try .Brainteasers .Cases With Slides.A Note On FrameworksBy the time you face a client, we would like you to feel very confident that you can listen to a description of a situation, and rapidly put together a systematic, logical
3、way of analyzing it. As a consultant, the first important thing is how well you break a problem down and then logically try to solve it. We want you to be able to say to yourself, “Ive done this for several cases; I know I can deal with it.”A framework can guide your intelligent questioning of the c
4、lients, lets youlay out your analysis in a coherent manner, and lets you apply your experience to the case by pointing out how the case is an instance of a more general problem to which your experience applies.We cannot overemphasize that this is a skill developed through practice. There is no subst
5、itute for confronting a case, building your own systematic way to analyze it, then improving your model through discussions with others. Never be afraid to expose your model to others for fear that it is crude, incomplete, or wrong. All frameworks have holes in them. Thats the whole point of practic
6、ingto learn how to improve your initial models so that you will have a richer and more sophisticated set of organizing schemas to draw upon.What is a framework?The world is confusing, and to understand cause-effect relationships, we have to distill most problems to their essence. Thats what theory d
7、oes, highlight the most important aspects of a situation that account for most of the variance between specific instances of the situation.You might call these important aspects “drivers” or “critical success factors” or “independent variables. If our model of the world is almost as complex as the w
8、orld itself, it is not very usefulmodels help us understand and predict only when they strip a problem down to something we can grasp, a small set of key driving forces that we can focus on while ignoring other things that have far less explanatory power. If you give a manager a checklist of 37 thin
9、gs to focus on, s/he simply cannot grasp the essence of the problem. If you can highlight a much smaller number of drivers and articulate the relationships among them, s/he not only can grasp the problem but can apply those insights to other, similar problems.Frameworksor call them models, analytica
10、l schemas, analytical lenses, conceptual maps, etc. show the key cause and effect relationships that you think a person should focus on to approach a given situation. They apply to a general class of problems; each case is a specific instance of a problem class. The acid test of whether a framework
11、is useful is that it bothexplains and predicts. It helps you understand what is going on in this case and draw appropriate analogies to other cases that exemplify the same problem class. It helps you predict what will happen if the client takes a given course of action, and test your prediction by s
12、eeing how other cases in the same problem class turn out. These predictions are hypothesesthey are insights into what would follow if the world worked the way your model suggests.You should not try to follow a recipe when constructing frameworks. There are many, many ways to organize an approach to
13、a problem, identify the key drivers, and articulate the relationships among them. However, some of these organizing structures are weak. I will give you a few suggestions here purely to stimulate your thinking, not because they represent the “best” frameworks.Checklists. The weakest framework is the
14、 checklist. Simply telling managers, “Here are some things to think about,” does not help much. A checklist does extract some elements from the problem for managers to focus on, but it does not provide much insight into the nature of the problem, nor does it show the relationship among the elements.
15、SWOT Analyses. One step up from a checklist, and still a weak framework in my humble view, is a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. This is basically a checklist supplemented by “pros and cons. Again, it does not provide a lot of insight into the cause-effect relations
16、hips in the problem, and it does not show a relationship among those elements.The Familiar Frameworks. Let me pause for a moment here and suggest that I do not think much of the “7S” framework McKinsey used (that is in the heart of In Search of Excellence) when it is used simply as a checklist. Simi
17、larly, it is a misuse of Porters five forces model simply to use the forces as topic headings. Porter lays out many causal connections between each force and industry structure; it is the causal connections, not the list of five forces in and of itself, which is of intellectual value.Articulating th
18、e three generic strategies (cost leadership, differentiation - broad market, and differentiation - narrow market) is not very interesting; what is interesting is the notion that being “stuck in the middle” does not work. Breaking a problem down into business processes of value chains represents prog
19、ress only if you can articulate something about the interrelationships among those processes or links.Matrices. A popular framework that is often misused is a matrix, from the hoary 2x2 to the sophisticated multi-dimensional matrices. Drawing a matrix does not in itself constitute building a framewo
20、rk. What matters is whether you can articulate how the cells are different in some systematic way.“Fit” Frameworks. Somewhat more sophisticated is a “fit” framework. For example, you were exposed to the Tushman-Nadler diagnostic model in Organizational Behavior. The idea is that the organization wor
21、ks only when it achieves congruence between its internal structure and the environment, and congruence among its internal elements. For example, and “organic” structure may represent a better fit in a turbulent environment that a “mechanistic” structure, which works better in more predictable enviro
22、nments.Similarly, a low-cost producer cannot afford heavy R&D investments, while a firm pursuing first-mover strategy cannot compete on the basis of efficiency. To use this kind of framework, you need to spell-out the elements and what kinds of congruent configurations they can form.Decision Trees.
23、An excellent framework is a decision tree. You have had considerable practice constructing these during your first year, and decision trees have a good deal of rigor and value, especially in forcing you to identify contingencies. Those of you interviewing with McKinsey will find that decision trees
24、are looked on with great favor there.Causal models. An often less formal framework than a decision tree is a causal model, that essentially shows the cause and effect relationships between a set of drivers. These models tend to oversimplify contingencies, but nonetheless can add considerable clarity
25、 to your thinking. The most formal kind of cause model you could propose is a multivariate equation, which with absolute precision and clarity specifies what you think the drivers are, how they affect the outcome, and what the functional form of their impact would look like.Some causal models specif
26、y the dynamics of a situation, often by uncovering interlocking cycles of a behavior over time. Again, the point is not that such models are perfect over time, but cyclical behavior is very common in the world, and powerful insights can be gained from identifying interlocking cycles that dampen and/
27、or reinforce one another.With imagination and insight, you will create other types of frameworks. What all good frameworks have in common is that they identify the drivers of a situation and specify both the interrelationships among those drivers and how they affect important outcomes.Strategic Tool
28、s & FrameworksGeneral marketing, strategy and operations concepts for use in consultingGeneral Tools For ConsultingThe list presented in the following sections, though not exhaustive, covers most of the standard tools you will use in consulting. Use these tools to think about the key issues and to l
29、ead you from the facts to a conclusion.As you look at these tools, though, remember that no framework or tool is as good as an original framework or tool. Play with these ideas and frameworks until you develop a set of your own frameworks that you feel comfortable using.Finally, pay attention to how
30、 logically you structure your proposal or answer. This is a bit more straightforward to learn than the frameworks, but is no less important. An example of a structure for your interaction is:1. State or restate the problem.2. Identify the key issues for further investigation.3. Apply the relevant fr
31、ameworks.4. Summarize and provide a recommendation. It may also be useful to discuss implications of your recommendation such as competitive reactions and acceptance within the client organization.The Five ForcesMichael Porters “Five Forces” Model for industry structure and attractiveness analysis i
32、s a classic analysis for cases that involve a decision as to whether to invest in or enter a given industry. The five forces are:Threat Of New EntrantsThreat Of SubstitutesSupplier Power Buyer Power Industry RivalryThreat Of New Entrants. This force measures the ease with which new competitors may e
33、nter the market and disrupt the position of other firms. The threat that outsiders will enter a market is stronger when the barriers to entry are low or when incumbents will not fight to prevent a newcomer from gaining a market foothold. In addition, when a newcomer can expect to earn an attractive
34、profit, the barriers to entry are diminished.Threat of Substitutes. The threat posed by substitute products is strong when the features of substitutes are attractive, switching costs are low, and buyers believe substitutes have equal or better features.Supplier Power. Suppliers to an industry are a
35、strong competitive force whenever they have sufficient bargaining power to command a price premium for their materials or components. Suppliers also have more power when they can affect competition among industry rivals by the reliability of their deliveries or by the quality and performance of the
36、items they supply.Buyer Power. Buyers become a stronger competitive force the more they are able to exercise bargaining leverage over price, quality, service, or other terms or conditions of sale. Buyers gain strength through their sheer size and when the purchase is critical to the sellers success.
37、Industry Rivalry. Often, the most powerful of the five forces is the competitive battle among rivals that are already in the industry. The intensity with which competitors jockey for position and competitive advantages indicates the strength of the influence of this force.Although this model can pro
38、vide a lot of insight into an industry, beware of becoming too dependent on Porter in your case interviews. Also, make sure you understand the underlying drivers of the forces, and why and how they create varied competitive environments. In addition, you may wish to add to this framework any externa
39、l impacts from government/political factors and technology changes.The Three Cs (Or Is It 7?)This simple framework can be helpful for marketing cases as a simple way to begin looking into a companys position in the market. The first three Cs rarely get to all of the issues, but they do provide a bro
40、ad framework to get the analysis started. The last four Cs may be useful additions to further your analysis. As you practice cases, begin to develop a series of potential questions related to each “C” that will help you to “drill down” further towards the root causes of the problem at hand. Some exa
41、mples are given for the first 3 Cs below.CustomerWhat is the unmet need?Which segment are we/should we target?Are they price sensitive?CompetitionWhat are strengths/weaknesses?How many are there and how concentrated are they?Are there existing or potential substitutes?CompanyWhat are its strengths/w
42、eaknesses?Where in the value chain do we add value?CostCapacityCultureCompetenceThe 4 PsThis framework is suitable for marketing implementation cases. It is not usually appropriate for beginning the analysis, but it can be very helpful when you discuss implementation to make sure that you cover all
43、of the issues.ProductPromotionPricePlace (distribution channel)Value Chain AnalysisThis analysis can provide a good outline for analyzing a companys internal operations and the value of each step in making a product or service go from raw materials to a finished good or service. Value chains vary dr
44、amatically for every industry, but here are two examples that can be customized:SupportActivitiesCompany InfrastructureHuman Resource ManagementInformation SystemsProcurementPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServicesValue chain analyses step you through the
45、companys processes and help you understand how much value each step adds. Through this type of analysis, you can discern possible synergies among various units of an organization and determine which value activities are best outsourced and which are best developed internally. It can also show you where there may be potential to remove a step in the process that adds little value. Finally, it may uncover where a company is weak and thus vulnerable.Primary Activities. Create the product or service, deliver it to the market, create a demand for the product, and provide after-
