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CASE IN POINT (Profit & Loss (External Factors (Unemployment rate,…
CASE IN POINT
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The Interview
Introduction
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Questions about you
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What they look for
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Drive, aspirations, energy, morals and ethics
You should respond, not thinking about the right answer
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Great, give me another example
CAQs
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Why consulting?
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- Work with and learn from intelligent people
- Develop a vast array of marketable skills
- Neverending learning curve
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Tell me of a time you showed leadership, you failed, you were a team player, took initiative, handled a crisis, persuaded a group
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Case Questions
If you fumble the case, that's it.
Your Questions
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"Before I ask my first question, I just want to make sure you understand..."
The Grand Finale
WHY SHOULD I HIRE YOU?
Reiterate you want to be a consultant #
"low-risk" hires
Spend time and money for recruiting, hiring, and training to have you leave after six months
- Able to convince you are commited to consulting
- Demostrate success-oriented behavior
- Exhibit good analytical skills
- Articulate thoughts, create positive presence, and defend without being defensive
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Case Questions
The Case Commandments
Confidence
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You need to remain confident, even if you are uncertain
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- Hold that thought for "one alligator"
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- Be creative and brainstorm
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- Exude enthusiasm and a positive attitude
Mind the speed, tone, and confidence of your voice
- Bring closure and summarize
Review your findings, restate your suggestions, and make a recommendation
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Why?
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to assess your poice, self-confidence, and communications skills under pressure
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Types of Case Questions
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Assumptions
Logical and thought process over goodness #
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If you get stuck
- Recap where you've been to see where you got off track
- Look at the information that the interviewer gave you
- Quickly run through Company, Costs, Competition, Consumer, Channels
- Ask for help (no more than once)
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Recommendations, Summaries and Final Slide
Be definitive
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If no, come up with an alternative plan to reach the client's goal
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Ivy Case System
The First Five Steps
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(objective: decide whether to enter or not in a new market)
"To get 10 percent of the market in 3 years" #
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- Label the case and lay out your structure
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Core to the Case
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Product mix, costs and margins?
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Market size, growth rate and trends?
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Product differentiation? #
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Profit & Loss
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What's going on, and how do we fix it?
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Additional Scenarios
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Turnaround
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Actions
Visit clients, suppliers, and distributors
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Practice Cases
Anatomy
P&L
(1) Harley-Davidson
Revenue-based: raise garb and replacement parts prices; increase distribution channels in Asia where the dollar is weak; offer financing packages thanks to low interest rates
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Changing prices: raising them would get same revenues -> no increase in order to keep market share (verified objective)
Long-term revenue-based: new bike toward women and younger men; acquire scooter company (fast growing segment) not Harley named
Long-term cost-based: buy steel futures to hedge against a steel increase; new parts from composites; modernize plants; outsource some parts overseas
(5) Flatline
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1 grow by "moving" all the under-penetrated cities up to the ratio by increasing patient outreach (+20% sales)
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(6) Powersports
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Be innovative
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Trade excess inventory for stock of oil companies that are down but not out and are important in the market
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Entering a new market
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(3) Music to My Ears
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If your assumption is not to enter, always tell why you think so
5 takeaways: 1 company revenues >> new market overall size; 2 2 players = 80% market; 3 no way to get 5% of volume; 4 low price sensitivity; 5 5% of revenues = 55$M = about 7% revenues increase (850$M)
Acquisition: PROS know-how; distribution channels; time to market; CONS not enough $ for a big player (overpaying a small one due to high YoY growth rate); cultural mismatch
Not to enter: get 7% revenues increase through lower price line and re-branding with (cool) celebrities
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Case Starts
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Interviewer-driven
Precise request ("Here's my problem. I want you to determin X, Y and Z."
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Entering a new market
Estimate Market Size, but first
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