资源描述
商业案例分析商业案例分析BusinessCaseAnalysisJasonZhou未经CareerVenture许可，任何个人或机构不得用于商业目的商业案例分析BusinessCaseAnalysisCareerVenture|AttheVeryBeginning我们相信，只要有奋斗，就能看到最大的希望。我们坚信，只要有信心，就能战胜任何的困难。我们笃信，只要有梦想，就能获得最终的胜利。CareerVenture,wheredreamsrealize.1AttheVeryBeginning我们相信，只要有CareerVenture|RulestoFollow1.Noverbalcommunicationorbehavioralactionthatinterruptthelisteningofotheraudienceisgrantedintheclass.2.Itisallowedtotakethebathroomwithoutaskingforteacherspermission.3.Itisadvisabletoaskanyquestionwhenyouareconfusedaboutordifficultinunderstandingknowledgepoints.Butremembertoraiseyourhandupfirstandspeakuponlyafterteacherspermission.4.Nophotoshotisallowedduringthewholelecture.5.Noaudiorecordingisallowedduringthewholelecture.2RulestoFollowNoverbalcommCareerVenture|SelfIntroduction3PersonalexperienceWhyamIdoingconsultingSelfIntroduction3PersonalCareerVenture|Audienceintroduction4AudiencesbackgroundYouraspirationWhatyouwanttotakeawayfromthisworkshopSpecificquestionsAudienceintroduction4AudienCareerVenture|Consultingintroduction5WHATISCONSULTINGWHATABOUTSTRATEGYWhatclientshavenocapabilitytodoProblemsolvingtofindsolutionstodifficultproblemsandmakeactionablerecommendationCorporatevs.duediligenceStrategyvs.operation,ITetc.VisionWheretoplayHowtowinCapabilitiestorealizeConsultingintroduction5WhatCareerVenture|Content咨询校园招聘介绍咨询校园招聘介绍案例分析基本思路案例分析基本思路咨询案例面咨询案例面试简介试简介相关技巧和材料相关技巧和材料6Lesson1Content咨询校园招聘介绍案例分析基本思路咨询案例面试简CareerVenture|校招流程：校招流程来源：WilsonFu筛选标准：实习、GPA等Pre-talk/Workshop/PST1st&2ndRinterviewPre-talk内容：behavior&minicaseWorkshop：小组casePSTforMck：笔试CVScreen结构化面试每一轮2个面官，每个面官1个case，可加behavioralquestions申请分两步：简历关+面试关：（1）简历关大致标准。中高GPA、名企实习（咨询、金融、快消类实习加分，金融类指投行基金风投创投券商等）、海外交流经历加分（2）面试关依赖商业直觉、案例技巧。商业直觉来源于专业学习、课余关注、实习积累；案例技巧来自caseinterview的准备与领悟，学习、Mock、总结三步走7校招流程：校招流程来源：WilsonFu筛选标准：实习、GCareerVenture|条条大路通咨询：Bain校招的三大渠道来源：WilsonFu3月中网申，国内外TargetschoolEarlyDecisionCampusRecruiting9月下旬面试，国内StarPTA：长期实习及Mentor推荐案例比赛：冠亚军、决赛队伍员工推荐:投行或MBsummerinternSummerIntern10月底11月初，国内外Targetschool初逐渐变为补充渠道，约占HC名额30%-40%申请分两步：简历关+面试关：（1）简历关大致标准。海外交流经历（一般36个月以上）、高GPA、名企实习（咨询及金融类实习加分，金融类指投行基金风投创投券商等）（2）面试关依赖商业直觉、案例技巧。商业直觉来源于专业学习、课余关注、实习积累；案例技巧来自caseinterview的准备与领悟，学习、Mock、总结三步走8条条大路通咨询：Bain校招的三大渠道来源：WilsonFCareerVenture|条条大路通咨询：如何迈出咨询实习的第一步来源：WilsonFu校园项目、临时PTA急招、四大、企业实习LowtierconsultancyMBBACC、IBM、RB、四大等咨询公司对PTA需求大推荐是捷径、推荐也需要实力泛咨询项目Bain和BCG每年2次定期公开招募PTAMck无公开招募，基本靠推荐申请分两步：简历关+面试关：（1）“临时项目急招PTA”，进入咨询圈的窗口。对外地在校生尤其如此（2）“多情”与“专一”的平衡。“多情”是为了过简历关，“专一”有利于深度汲取咨询思维（3）PTA实习机会只给用心的人。主动自荐、换位思考、精益求精。PTA工作能学到多少取决于用心程度。（4）常见误区。大部分非京沪学生，简历准备不足；大部分PTA实习生，Case准备不足；大部分Mock练习，积累总结不足。9条条大路通咨询：如何迈出咨询实习的第一步来源：WilsonCareerVenture|Content咨询校园咨询校园招聘介绍招聘介绍案例分析基本思路案例分析基本思路咨询案例面咨询案例面试简介试简介相关技巧和材料相关技巧和材料10Lesson1Content咨询校园招聘介绍案例分析基本思路咨询案例面试简CareerVenture|商业案例的主要类型商业案例的主要类型按案例类型分按案例类型分MarketSizingPricingHowmanybottlesofcokearesoldannuallyinChina?DoesitmakesenseforTencenttoentertheInternetmarketofIndia?SpringAirline(春秋航空)planstolaunchstanding-room-onlyticket.Howmuchshouldtheycharge?P&GsmarketshareisdeclininginChina?Why?Howtoturnitaround?AlibabaisconsideringpurchasingPPTV.Whetherdoyouthinkitisawiseidea?MarketEntryProfitabilityM&AOrganizationalIssueWhichcandidatewouldbethebestchoicetobeselectedasCEO?11商业案例的主要类型按案例类型分MarketSiziCareerVenture|案例面试考察什么？来源：WilsonFu表面问题：解决问题、思考方式、结果正表面问题：解决问题、思考方式、结果正确、工作习确、工作习惯惯深层内容包括深层内容包括Communication:不止是英文表达、还有聆听的技巧不止是英文表达、还有聆听的技巧Professionalism:自信、成熟、专业自信、成熟、专业Smarts:商业常识、独特见商业常识、独特见解解Charm：愿意和你同事：愿意和你同事SmartsProfessionalismCommunicationProblem-solving12案例面试考察什么？来源：WilsonFu表面问题：解决问题CareerVenture|CASE解题四步充充分理解题目分理解题目EstablishUnderstandingoftheCase建建立自有框架立自有框架SetUptheFramework逐步分析案例逐步分析案例EvaluatetheCaseUsingtheFramework总结给出建议总结给出建议SummarizeandMakeRecommendations13CASE解题四步13CareerVenture|CASEinterview考察的核心14语言表达语言表达英文流利懂得聆听分析框架分析框架不重不漏商业积累商业判断商业判断/逻辑思维逻辑思维思维敏捷切中要害CASEinterview考察的核心14语言表达英文流CareerVenture|Caseinterview的三个阶段的三个阶段1.Processexcellencevs.specificanswer(Repeatablevs.GotLucky)2.Logical,data-drivenanalysis3.Synthesis(TheBigPicture)&Presentationofconclusions15Caseinterview的三个阶段1.ProcesseCareerVenture|Content咨询校园咨询校园招聘介绍招聘介绍案例分析基本思路案例分析基本思路咨询案例面咨询案例面试简介试简介相关技巧和材料相关技巧和材料16Lesson1Content咨询校园招聘介绍案例分析基本思路咨询案例面试简CareerVenture|商业案例分析基本思路商业案例分析基本思路问题导向问题导向问题(problem)主要原因(reason)驱动力(driver)根源(root cause)TheprofitofcompanyAdropped30%lastyr.SalesrevenuedeclinedwhiletotalcostremainedstableSalesofproductYdecreased20%whereasXandZperformedwell.CompetitorClaunchedanewproductTwithlowerprice17商业案例分析基本思路问题导向问题(problem)主要CareerVenture|商业案例分析基本思路商业案例分析基本思路问题导向问题导向商业问题分析的逻辑链条（Logicflow）18商业案例分析基本思路问题导向商业问题分析的逻辑链条（LCareerVenture|商业案例分析基本思路商业案例分析基本思路问题导向问题导向问题(problem)主要原因(reason)驱动力(driver)根源(rootcause)苏宁2013年上半年净利润同比下降58.3%营业总收入554.54亿元，比上年同期增长17.51%。大环境不景气成本大幅攀升线上线下同价大力投入物流、电商平台京东商场！19商业案例分析基本思路问题导向问题主要原因驱动力根源苏宁CareerVenture|Frameworkprofitability20Frameworkprofitability20CareerVenture|Frameworkbusinesssituation21FrameworkbusinesssituationCareerVenture|Process221.ASKforanyinfoonwheretostart2.StateaHYPOTHESIS3.PICKabranchofframeworktostart4.IdentifyKEYISSUESwithinBRANCH5.AskSTANDARDQUESTIONStogatherinitialdataExample:Letsstartbylookingatrevenues.ExampleofSTANDARDQUESTION:”HaveRevenuesGoneUp,DownorStayedTheSame”6.GoDEEPERdownthebranchifdatasuggeststodoso,orgoUPalevelandworkadifferentbranch7.REFINEhypothesisasyoudiscovermoreinsights8.Synthesizeyourfindingsandcommunicate9.ConcludeandrecommendProcess221.ASKforanyinfooCareerVenture|Caseexample23TheprofitabilityofawhitegoodscompanyhasbeendecliningandtheCEOwantsyourrecommendationonwhyithappensandactionstorestoreprofitabilityCaseexample23TheprofitabilCareerVenture|Content咨询校园咨询校园招聘介绍招聘介绍案例分析基本思路案例分析基本思路咨询案例面咨询案例面试简介试简介相关技巧和材料相关技巧和材料24Lesson1Content咨询校园招聘介绍案例分析基本思路咨询案例面试简CareerVenture|Tips25TipsforAnalyzingCasesThinkOutLoudUse“hypothesis”alotoEducatedguessoGatherdatatotestvalidityoModifyhypothesis(andsayyouaredoingso)oAskformoredatatotestrevisedhypothesisCriticalCOMPARISONofNumbersoCompanyvs.Competitors(Company-SpecificorIndustry-WideProblem)oCurrentYearvs.PreviousYear(FindTheTrend)SEGMENTyourNumbersASKFORDATATips25TipsforAnalyzingCaseCareerVenture|Tips26GeneraltipsRule#1TheConsultantsMotto:“OftenRight,NeverWithoutData-DrivenJustification”Rule#2:“ItsNotAboutBeingRight,ItsAboutBeingRightInACLIENTFRIENDLYWay”HOWYoureRightMattersALOTRule#3:“DontBeAnA*hole”Hint:A*holesarenot“clientfriendly”(SeeRule#2)Tips26GeneraltipsCareerVenture|案例面试注意什么？大胆去问！大胆去问！Dontbeafraidtoaskquestions.Herearesomeothertipstohelpwithyoursuccess.阅阅读控读控制制Reviewallthecaseslidesquickly-Putasidetheslidesthatseemlessimportant.Theremaybeseveral.掌控时间掌控时间Donotstareattheslidesformorethan20minutes-ThepreptimegoesFAST.计算准确计算准确Dothemath-Figureoutwhatanalyticsarenecessaryforyourrecommendation(e.g.sizetheopportunity)andpiecetherequireddatatogetherfromtheslides.凝练简洁凝练简洁Beconcise-Havethefewkeymessagesyouwanttoconveynailedinyourhandwrittensummary.Savethedetailsforyourvoiceover.务实落地务实落地Bepragmatic-Craftarecommendationthatcanactuallybeimplementedbytheclient.HaveaMondaymorningplan.抗住追问抗住追问Considerbothsides-Gooddiscussionsfocusontherationalebehindyourrecommendationwithconsiderationofthestrongestargumentsagainstit.相信直觉相信直觉Trustyourinstincts-Thereisnoonerightanswer.27案例面试注意什么？大胆去问！27CareerVenture|案例面试注意什么？身份定位：新人向领导汇报！身份定位：新人向领导汇报！听清题目，开口确认听清题目，开口确认Listentotheinterviewerandaskquestions先理解，再解题先理解，再解题Dontrushintotheanalysiswithoutdevelopinganunderstandingoftheproblem结结构化地解决问题构化地解决问题Structuretheproblemanddevelopaframework抓抓住关键住关键Focusonhigh-impactissues假设在心，创新选项假设在心，创新选项Generateahypothesisandexploreoptionscreatively展示商业判断展示商业判断DemonstrateBusinessJudgment计算准又快计算准又快Makequickandaccuratecalculations综合思路，得出结论综合思路，得出结论Synthesizeyourthoughtsanddrawconclusionsfromyouranalysis别别慌慌Dontpaniciftheanswerisnotapparent不要过于固执己见不要过于固执己见Dontdefendyoursolutionatallcosts组织好语言组织好语言Thinkbeforespeaking不要闷声做题不要闷声做题Dontinternalizeyourthoughtprocess不要固守框架不要固守框架Dontsticktoanartificialframework28案例面试注意什么？身份定位：新人向领导汇报！28CareerVenture|CaseinterviewtipsafterinterviewAskinterviewerforadvice/feedbackExpressyourappreciationtotheinterviewerDontforgettosay“goodbye”Summarizeandgetlessons-learned29CaseinterviewtipsafterinCareerVenture|Resources30C-Articlesreadall!-Aseriesoffreeintrovideo-Lookovermyshoulder-HowtosucceedinmanagementconsultingCasebooks-Whartonisthebest-Caseinpointforreference-ConsultingcompanieswebsiteResources30CCareerVenture|Thankyou!31Thankyou!31CareerVenture|BasicknowledgeEconomiesofScaleEconomiesofscalearesaidtoexistwhentheaveragecost(AC)declinesasoutputincreasedoverarangeofoutput.IfACdeclinesasoutputincreases,somustthemarginalcost(MC)(thecostofthelastincrementalunitofoutput).TherelationshipbetweenACandMCcanbesummarizedasfollows:MCAC=DiseconomiesofscaleTheparadigmshapeofthecostcurveisU-shaped.ThegenerallyacceptedexplanationforthisisthatACinitiallydeclinesbecausefixedcostsarebeingspreadoverincreasingoutputandtheneventuallyincreaseasvariablecostsincrease.Theminimumefficientscale(MES)istheminimumlevelontheaveragecostcurve.Economiesofscalearenotlimitedtomanufacturing;marketing,R&D,andotherfunctionscanrealizeeconomiesofscaleaswell.32BasicknowledgeEconomiesofScCareerVenture|BasicknowledgeEconomiesofScopeEconomiesofscopeexistifthefirmreducescostsbyincreasingthevarietyofactivitiesitperforms.Whereaseconomiesofscaleareusuallydefinedintermsofdecliningaveragecostfunctions,itismore customary todefineeconomiesofscopeintermsoftherelativetotalcostofproducingavarietyofgoodstogetherinonefirmversusseparatelyintwoormorefirms.Economiesofscopemaybeachievedbyleveragingcorecompetencies.Forexample,itmaymakeeconomicsenseforamanufactureroftapetogettothebusinessofmanufacturingnotpadswith adhesive backings as there are commonalties in the two businesses asmanypointsalongthevaluechain.LearningCurveThe learning curve refers to cost advantages that flow from accumulatedexperienceandknow-how,oftenthroughlowercosts,higherqualityandmoreeffectivepricingandmarketing.Themagnitudeoflearningbenefitsisexpressedintermsofa“progressratio”calculatedastheunitcostafterdoublingcumulativeproductiondividedbythepreviouscost(C2/C1).Aratiooflessthan1suggeststhatsomecostsavingsduetolearningistakingplace.Themedianappearstobeapproximately.80,implying that for the typical firm,a doubling of cumulativeoutputisassociatedwitha20%reductioninunitcost.33BasicknowledgeEconomiesofScCareerVenture|BasicknowledgeCSF-CriticalSuccessFactors(orKSF)Keysuccessfactorsarethosefactorswhicharemostcriticalindeterminingafirmsabilitytosurviveandprosper.Attributesofkeysuccessfactorsarethefollowing:ManagementcaninfluencethemTheyimpacttheoverallcompetitivepositionofthefirmintheindustryTheyareaninteractionofcharacteristicsofanindustryandeachfirmsstrategiesAfirmmustsupplywhatcustomerswantandsurvivecompetitionfromotherfirms,therefore,managementshouldask:Whatdocustomerswant?Whatdoesthefirmneedtodotosurvivecompetition?Keysuccessfactorsarethosefactorswhichleadtotheanswerstotheabovequestions.Forexample,forwoodproducts,keysuccessfactorsareowninglargeforests,andmaximizingtheyield.34BasicknowledgeCSF-CriticalCareerVenture|BasicknowledgeCoreCompetenciesA concept popularized by Professors Gary Hamel and C.K.Prahalad corecompetencies are those competencies which provide a potential access to a widevarietyofmarkets,makeasignificantcontributiontoperceivedcustomerbenefitsoftheendproduct,andaredifficultforcompetitorstoimitate.TheclassicexampleofacompanywhichhaseffectivelyleverageditscorecompetenciesisHonda,whichhasgainedacompetitiveadvantageinnumerousproductmarketsthroughitsfocusonleveragingitsskillatmakingengines.35BasicknowledgeCoreCompetenciCareerVenture|BasicknowledgeVerticalIntegrationInsomeindustries,companiesfinditadvantageoustointegratebackward(towardstheirsuppliers)orforward(towardstheircustomers).Verticalintegrationmakesthemostsensefromamanagementandeconomicperspectivewhenacompanywantsgreatercontrolofachannelthathasamajorimpacttoitsproductcostorquality,orwhentheexistingrelationshipinvolvesahighlevelofassetspecificity(assetsthatarespecifictotherelationshipthecompanyhaswithitssupplierorcustomer).JIT-JustinTimeManufacturingThegoalofJITproductioniszeroinventorywith100%quality.Itmeansthatmaterialsarriveatthecustomersfactoryexactlywhenneeded.Itcallsforasynchronizationbetweensupplierandcustomerproductionsschedulessothatinventorybuffersareunnecessary.EffectiveimplementationofJITshouldresultinreducedinventoryandincreasedquality,productivity,andadaptabilitytochanges.36BasicknowledgeVerticalIntegrCareerVenture|BasicknowledgeFixedversusVariableCostsVariableCosts(VC):Thecostsofproduction(etc.)thatvarydirectlywiththequantity(Q)produced:thesecostsgenerallyincludedirectmaterialsanddirectlaborcosts.Semi-VariableCosts:Thecostsofproductionthatvarywiththequantityproduced,butnotdirectly(typically,thesearediscretecosts,suchasthecostofaddingnewproductioncapacitywhenQreachescertainlevels).FixedCosts(FC):ThecostsofproductionthatdonotvarywiththeQproduced.NPV-NetPresentValueTheNPVisaprojectsnetcontributiontowealth;presentvalue(PV)minusinitialinvestment.Thepresentvalueiscalculatedbydiscountingfuturecashflowsbyanappropriaterate(r),usuallycalledtheopportunitycostofcapitalorthehurdlerate.IfCtrepresentsthecashflowattimet,Ctcanbenegative,asintheinitialinvestmentC0),theNPViscalculatedasfollows:NPV=C0+C1/(1+r)+C2/(1+r)2.Ct/(1+r)t37BasicknowledgeFixedversusVaCareerVenture|BasicknowledgeBreak-evenPointBreak-evenanalysisisamanagerialplanningtechniqueusingfixedcosts,variablecosts,andthepriceofaproducttodeterminetheminimumunitsofsalesnecessarytobreakeven,ortopaythetotalcostsinvolved.ThenecessarysalesarecalledtheBEQ(break-evenquantity).Thistechniqueisalsousefultomakego/no-godecisionsregardingthepurchaseofnewequipment,thedecisiontoproduceanewproduct,orenteranewmarket.TheBEQiscalculatedbydividingtheFCbythepriceminustheVCperunit(P-VC):BEQ=(FC)/(P-VC)Thepriceminusthevariablecostperunitiscalledthecontributionmargin.Itrepresentstheamountleftafterthesaleofeachunitandthepayingofthevariablecostsinthatunitthat“contributes”topayingthefixedcosts.Todetermineprofit,multiplythequantitysoldbythecontributionmarginandsubtractthetotalFC:Profit=Q(P-VC)-FC38BasicknowledgeBreak-evenPoinCareerVenture|BasicknowledgeParetoPrinciple(aka80/20Rule)TheParetoprinciplereferstothesituationinwhichalargeamountofthetotaloutputcomesfromasmallamountofthetotalinput.Thisistypifiedbythe“80/20rule”whichstatesthat80%oftheoutputcomesfrom20%oftheinput.Typically,aParetoanalysisisconductedtodeterminetheareasonwhichmanagementshouldfocusitsefforts.Forexample,80%oftotaldowntimeonaproductionlineisattributedto2outof10manufacturingsteps.Alternatively,80%ofacompanysprofitsmaybegeneratedby20%ofitsproducts.BenchMark39BasicknowledgeParetoPrinciplCareerVenture|EconomicsTheoryTheSupplyCurveThehigherthepriceorservice,thegreaterthequantityoftheitemthatproducerswillbewillingtomakeavailable(i.e.supply).Conversely,thelowerthepriceofaproductorservice,thesmallerthequantityproducerswillbewillingtomakeavailable.TheDemandCurveThelowerthepriceofaproductorservice,thegreaterthequantityoftheitemthatconsumerswillbewillingtobuy(i.e.demand).Conversely,thehigherthepriceofaproductorservice,thesmallerthequantityconsumerswillbewillingtobuy.Elasticity of DemandBasicknowledgeEconomicsTheory40EconomicsTheoryBasicknowledgCareerVenture|EconomicsTheory例题：某企业，生产commodity，下图为currentsupplycurve，revenue=P*Q，问根据围观微观经济学原理，怎样提高Revenue？画出demandcurve、画出新的supply或demandcurve，在图中指出，哪些区域代表revenue的变化。Kellogg2001BasicknowledgeEconomicsTheory41Price(P)Quantity(Q)currentsupplycurveEconomicsTheory例题：某企业，生产comCareerVenture|EconomicsTheory例题：某企业，生产commodity，下图为currentsupplycurve，revenue=P*Q，问根据围观微观经济学原理，怎样提高Revenue？画出demandcurve、画出新的supply或demandcurve，在图中指出，哪些区域代表revenue的变化。BasicknowledgeEconomicsTheory42Quantity(Q)Price(P)DemandcurvecurrentsupplycurveNewsupplycurveEconomicsTheory例题：某企业，生产comCareerVenture|EconomicsTheory例题：某企业，生产commodity，下图为currentsupplycurve，revenue=P*Q，问根据围观微观经济学原理，怎样提高Revenue？画出demandcurve、画出新的supply或demandcurve，在图中指出，哪些区域代表revenue的变化。BasicknowledgeEconomicsTheory43Price(P)EconomicsTheory例题：某企业，生产comCareerVenture|EconomicsTheoryWhatisSupplyChainManagement?“Theprocessofplanning,implementing,andcontrollingtheefficient,costeffectiveflowandstorageofrawmaterials,in-processinventory,finishedgoods,andrelatedinformationfrompointoforigintopointofconsumptionforthepurposeofconformingtocustomerrequirements.”纵向一体化库存！库存！BasicknowledgeEconomicsTheory44EconomicsTheoryBasicknowledgCareerVenture|FrameworksforCaseInterviewsFinancialStatementBasicsIncomeStatementBALANCESHEETNetSalesAssets=Liabilities-CostofgoodssoldCashA/Payables(-LaborInvestments Long-termdebt-MaterialsReceivableOtherliabilities-OverheadInventoriesReserves-Delivery,etc.)PP&E=GrossMargin+Shareholdersequity-Selling,Gen&Adminexp.-CommonStock=Operatingprofit-RetainedEarnings-Interest=Profitbeforetaxes45FrameworksforCaseInterviewsCareerVenture|FrameworksforCaseInterviews其他一些概念其他一些概念例题，一个公司ROI下降了，问原因，怎么办？（此处举例不做具体计算）Twotypesofproducts各占50%，customdisplays定制产品、standarddisplays标准产品Revenue增长了25%，Costsofproduction(materials,labor,SG&A,etc.)保持80%ofsales不变Nonewinvestmentsinproperty,plant,andequipment(PP&E)Totalnumberof.standardized.productshasincreasedfrom5to12；5standardizedproductsaccountfor80percentofsalesinstandardizedproducts;Inventorylevelshaveincreasedby300%duringlastthreeyears(primarilyinfinishedgoods),from$25millionto$75million46FrameworksforCaseInterviewsCareerVenture|FrameworksforCaseInterviews其他一些概念其他一些概念净推荐指数NPS相对市场份额RelativeMarketShare(RMS或RSOM)GMROI以及其他一堆财务公式47FrameworksforCaseInterviewsCareerVenture|FrameworksforCaseInterviewsPortersFiveForcesAtoolofCompetitionAnalysisPortersFiveForces48FrameworksforCaseInterviewsCareerVenture|EntryBarriers:EconomiesofScaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietarylow-costproductdesignGovernmentpolicyExpectedretaliationRivalryDeterminants:IndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersDeterminantsofSubstitutionThreat:RelativepriceperformanceSwitchingcostsBuyerpropensitytosubstituteFrameworksforCaseInterviewsPortersFiveForces49EntryBarriers:RivalryDetermiCareerVenture|DeterminantsofSupplierPower:DifferentiationofinputsSwitching costs of suppliers and firms in theindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustryDeterminantsofBuyerPower:BargainingLeverage:Buyer concentration versus firmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPriceSensitivity:Price/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmarkersincentivesFrameworksforCaseInterviewsPortersFiveForces50DeterminantsofSupplierPowerCareerVenture|4PsofMarketingThismodelwasdevelopedbyKelloggsPhilipKotler.Thesearethefourkeydimensionsinmarketinganyproductorservice.Itstandsfor:P-roductP-riceP-lacementP-romotion4-CsofMarketingConsumer为中心进行营销，应关注并满足客户在成本（Cost）、便利（Convenience）方面的需求，加强与客户的沟通（Communication）FrameworksforCaseInterviews4PsofMarketing514PsofMarketingFrameworksCareerVenture|4CsStandsfor:C-ustomer消费者/客户C-ompetition竞争者C-ost成本C-apabilities企业能力Intended to ask the critical questions in understanding the core business of anorganization,it is really more of a back-of-the-envelope sketch than a detailedanalysis.Fillinginthesecategoriescanbeafirst,cursorystepinunderstandingagivencompanyorindustry.Althoughthismodelisunlikelytoproducerevolutionaryinsights,itmayhelpindefiningabusinessbybreakingitdownintotheverybasicsandlookingforconflictingelements.Itisdifficulttousewithdiversifiedcompaniesandinterests.3CsStandsfor:C-ustomerC-ompanyC-ompetitorsFrameworksforCaseInterviews4CsofStrategy524CsFrameworksforCaseInterCareerVenture|ValueDisciplinesAsetofstrategicfocidevelopedbyCSCIndexconsultantscalledthevaluediscip
展开阅读全文