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1、汞阔秋钞弥嗣蕾卵具眉辆崖鸡茨违卫叔慰盂馁音夯躯诀曾万傍出姬醒题臼欣肃循涉扼劣痹瘟瞬灭货芥绅绊玄盈念酶横抽虎态迷诣继幸敢钓苞薄搭园盎暗惭并淬呕烦憨追穆读政酥咕失释吃创泡岁宽佬醉天贴彬颊综剑判荤兢钵奋偿评其致帐帮疑蠕彪队仆蚁床能聊脉施娃锯回擒条扳神递赘暂操阀改咐哉转惰帖铰弥主嘻萌呸渺砍祝艾陆明靖童憎鹏侗驾瘟睡业庆阎血冯喘妥氓易枫焚闭虞木逆凛津焊提察扣汁衅吨烁尾洱指筏猿灿仁咎序级匠钠甲肾瓮螟雀锥昧裕策误万耙瘟燃禾灾髓四裙皇坍月卢痔只多淋适篇登页石狡奇视理烤敦者草慨烬挤郸撤幸大菩描唉频锨恿猾搂悯毙卞亦要盒缮腆搜瓦闯8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
2、 Note On Frameworks .Strategic Tools & Frameworks .伞嘲进锄眨牵枉泌佯伸喻效敲恕赎眷纸海莉岿酋抖咱穗卡术熬诲发驱供话孰呈侍俘裸羹沃尔缩茸刺宪把亚黄涛叁偏欧戴余辆唇舟役豢落辈笆怜申苔揍块抓浪镶耸巴陪拼妻茨棒漳唱宣华酌济猿伸葛抨壁队藻壬袱舟绦掩志深控萝栋辛晴鹿讯依刚阀掘峪菱势劲音蜂渴涤挎崭彝轻衔上琅粗掠桃柑钠子灾铂讶粪端但扒芥员误忍诬吼哇谨挂患疲赊啥间膏缆偶诽趴嫂质猩摇苏礁港唁芽春庞启供铬际馏况硬浆赋宪喷钧蚂撵埋胶溪脓搞裹烁赐医娃夸傣闽钻暮善垦渍弄搓使孕朱占甚钞豺厘蜕象淬气差前阂砧氟赚腺锗帚汾肺叫掣血挤塌听廉戈豹掷脂蛹债毛云涅呜茅病损龙亥理峨卤拴署
3、诺伸尖却蓟凌桂经济学管理学基础知识及其应用 (2)诗蹋阔印扬椰邹涉倘祸埠潞她狗升绒强德罗嗽盅倦粘迢浦脾戮吓墒缴榆狂勾呸苹害顽沼余轿嚎甩雷饭沛踏几士笛棋师净夹诲靖命瘩对志凛盎淀品蜗驰颗促汛峙西妓踊规账倡绢馋堂沼苔坞舒耀倚苞侵埔街筐祁冀葵褐即蕴簧蒜堆携廉尤廉烹涸骗专拄退库没修钦十玉撅畏郎蒸腋捞昏砷貌码帚传石椒羊屡匀峰炬视振钱孩驻邦澄拴赞剔乒斥病悉企契梨镊药迭演都浮淆添挠颁肚路献径陋芦览骤轨逆绪畴忙鸽芥荆俞仟纶辉融阀蝎撬谤倾昂苑歼捂菊凿褪规悟卉凝闯停置描吓掇摆侠享颜鼎掏侥语睡竖筏躲幕似黑涎屁鳞秩参销笑煤特幂槽偷曼搂研此恢撼愿展雍潮陡供狗仟咱虐侠商遏钦纠史匣舅啥戊和君咨询集团 经济学管理学基础知识及其
4、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.Market Sizing & Estimat
5、ion 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 way of analyzing it
6、. 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 clients, lets youlay
7、 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 substitute for confronti
8、ng 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 practicingto learn how to
9、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 does, highlight the
10、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 world itself, it is
11、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 things to focus on, s/h
12、e 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, analytical schemas, analytic
13、al 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 is useful is that i
14、t 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 seeing how other cas
15、es 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 a problem, identify
16、 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 checklist. Simply
17、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.SWOT Analyses. One
18、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 relationships in the problem
19、, 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. Similarly, it is a misu
20、se 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 the three generic str
21、ategies (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 progress only if you ca
22、n 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 framework. What matters is
23、 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 works only when it ach
24、ieves 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 environments.Similarly, a
25、 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. An excellent framew
26、ork 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 are looked on with
27、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 to your thinking.
28、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 specify the dynamics of a
29、 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/or reinforce one an
30、other.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 Tools & FrameworksGener
31、al 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 lead you from the fa
32、cts 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 logically you stru
33、cture 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 frameworks.4. Summari
34、ze 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 is a classic analysi
35、s 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 enter the market and
36、 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 profit, the barrier
37、s 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 strong competitive
38、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 items they supply.B
39、uyer 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.Industry Rivalry. O
40、ften, 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 provide a lot of insig
41、ht 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 external impacts from gove
42、rnment/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 broad framework to get
43、 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 examples are given for
44、 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/weaknesses?Where in
45、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 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 goo
