PWC普华永道面试案例case整理两个案例.docx
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PWC普华永道面试案例case整理两个案例.docx
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PWC普华永道面试案例case整理两个案例
PricewaterhouseCoopers
CASEDISCUSSION
BUSINESSCASE
InterviewCaseStudy#1
Roane&Hickey,Inc.
YouhavebeenrecentlyhiredintotheStrategicChange(SC)group,abusinessunitofPricwaterhouseCoopers.SCisthestrategythoughtleaderinPwC.TheengagementpartnerinConsumerProductshascometoSCtohelpdevelopastrategyforRoane&Hickey,Inc.(R&H).ThisengagementhasthepotentialofpositioningPwCtoR&Handitsparentconglomerateforthenextfive,possibletenyears.
CompanyBackground
R&Hisawholly-ownedsubsidiaryofamulti-nationalconglomerate.Theconglomerateownstencompaniesoperatinginthe.R&Histhelargestoftheten.R&Hisaconsumergoodscompanydistributingwell-knownbrandedproductsthroughgrocery,drug,massmerchantandclubchannels.With$4billioninrevenuesinthe.,R&Hisoneofthetopthreeplayersintheconsumergoodsindustry.Thecompanyhasbeenmarginallyprofitableoverthepasttenyears.Lastyearthecompanymadeaprofitduelargelytoanaccountingchange.
AlthoughR&Honlyoperatesinthe.,itownsseveralmanufacturinganddistributionfacilitiesaroundtheworldtosupportitsproductionanddistributionsystems.R&HtakesadvantageoflowerlaborcostsinMexico,CanadaandSoutheastAsiatoloweritsmanufacturingcosts.R&Hstillmaintainsthreeplantsinthe.Becauseoftheover-capacitythatR&Hhasexperienced,R&Hhasnegotiateddealswithsistercompaniesoverseastomanufactureanddirect-shipproduct.
R&Hhasfourmarketsegmentsthatoperateasprofitcenters.Themarketsegmentsare:
PersonalHygiene,ConsumerTissue,SoapsandDetergentsandPersonalCare.Eventhoughtherevenuesareroughlyevenlydividedamongallfourmarketsegments,PersonalCarecontributes90%ofthecompany'sprofits.InPersonalCare,R&Hownsthetwotopbrandedproducts,intheothercategoriesthecompanyhasthenumbertwobrand,andinonesegment,numberthree.R&Hhascommittedtobuildingaconsumerfranchisethroughaggressiveadvertisingandin-storemerchandisingsupport.
IndustryTrends
Inthe.,brandsareunderattackfromprivatelabels,whoarenowcompetingonbothpriceandquality.Brandsarelookingtojustifytheirpricepremiums.Thevalueofbeingthenumberonebrandcannotbetakenlightly.Thereturnonsalesofthetopbrandisalmosttwicethatofthenumbertwobrand.Thereturnonsalesforthenumbertwobrandistwicethatofthenumberthreebrand.
Thepoweroftheretailindustryinthe.hasincreaseddramaticallyoverthepastfiveyears.Theretailersaredrivingadditionalcostsuponmanufacturers.Withestablishedproducts,retailersaredemandingaminimallevelofturnsperyear.Withnewproducts,retailersaredemandingslottingfeesandever-increasingpromotionalsupport.Productmanagersareforcedtoachievecurrentproductrevenueandmarketsharegoalswhilestimulatingdemandfornewproducts.ManyindustryexpertsfeelthattherewillbeconsolidationofbrandswithinmanyofthemarketsegmentsinwhichR&Hcompetesand,asaresultofthisbrandconsolidation,thatR&Hwilllosecriticalsalesmassandbecomeamajorcasualty.
Inthelasttwoyearstheallocationofmarketingdollarshaschangeddramatically;tradepromotionhasrisento40%oftotalmarketingspending,consumerpromotionhasclimbedslightlyandadvertisinghasdeclined.IndustryanalystshavepointedtoR&H'stradepromotionstrategyasbeingthecatalystforthegrowthintradepromotionintheindustryascompetitorshavebeenforcedtorespond.
R&Hiswidelyregardedasaretail-orientedcompany.Withasalesforcethatistwicethesizeofanyoneelse'sintheindustry,R&Hhasforgedgreatretailrelationshipsovertheyears.R&Htraditionallyhadthebestorderfillrateinthebusiness;however,recentlysomeoftheeffortstoreduceinventoryhascausedshortagesinkeypromotedproducts.
R&HOrganization
TherearesixExecutiveVicePresidents(EVPs)inR&Hresponsibleforfunctionalareas.AlltheEVPsreporttothePresident,whoisalsoCEO.TheExecutiveVicePresidentsrepresentMarketing,Sales,Finance,Manufacturing,EngineeringandHumanResources.TheEVPofFinancehasresponsibilityforfinancialreportingandanalysesaswellasmanagingProcurement,Deployment,SchedulingandLogistics.AllthemarketsegmentmanagersreportdirectlytotheExecutiveVicePresidentofMarketing.
Muchoftheblamefortheperformanceofthecompanyoverthelasttenyearsfellontheshouldersoftheformerpresident.Itwaswhisperedthathewasfromthe"oldschool"andcouldnotchangehisways.ThenewpresidentofR&H,anAmerican,joinedthecompanysixmonthsago.HewastheExecutiveVicePresidentofanimportantEuropeandivisionofasistercompany.Theconglomeratehasalwaysprideditselfonbeingabletoleverageitsmulti-nationalresources.
CurrentSituation
VennTeldren,theExecutiveVicePresidentofFinance,isconsideredtobeabrilliantmanbymanyintheindustry.BornandraisedinEurope,Mr.Teldrenrosequicklythroughtheorganization.However,becauseofhisoutspokennature,heangeredenoughseniorlevelexecutives("showedup"asMr.Teldrenwouldsay)thathehasneverreceivedapositionofpresident,eventhoughhisnameismentionedeverytimeanopeningappears.
RecentlythevicechairpersonoftheconglomerateresponsibleforthegroupinwhichR&Hisamember,satdownwiththeR&HPresidentandEVPs.Thevicechairpersonstatedthatthecompanyneededtoimproveperformancewithinoneyear.Heofferedacoupleofscenariosofwhattheconglomeratewasconsideringintheeventthatthemanagementfailedtoimproveprofitability.
Scenario1:
Dropunprofitablebrandsandreducethesizeofthecompany
Scenario2:
Mergethecompanywithasistercompanythathassimilar
distributionrequirementsandhaveprovenprofitability
RecentInitiatives
R&Hhasrecentlytakenpartinanindustry-widestudycalledEfficientCustomerResponseorECR.Thestudyfoundthatanindustry-wideefforttodevelopmoreefficienttradepracticesanddeliverysystemscouldsaveanaggregated$30billiondollarsayear.PwCassistedR&Hinthisstudy.AlltheEVPsagreethattherearehugedollarsavingsthatcanbeachievedwithefficiencyimprovements.
Vennbelievesthatthesupplychain.,Procurement,Manufacturing,Deployment,Scheduling,Logistics,andWarehousing)canbecomeastrategicadvantageforthecompanyifitcanoutperformitscompetitors.PwCstudieshaveshownthatimprovementscannotbemadewithouttheinputorthesupportofallthefunctionalareasofthecompany,especiallyMarketingandSales.TheEVPsfromMarketingandSalesdonotalwaysseetheSupplyChainaskeyplayers;infact,theEVPsofMarketingandSalesseetheSupplyChainasonlyavendortothem.
VennknowsthattheresultsoftheECRinitiativemaynotbeenoughtorallysupportamongtheEVPs.VennknowsthatwhateverstrategyisacceptedneedstodefinetherolesofeachoftheEVPsandtoprovideanoutletforeachEVPtodemonstratehisandherskills.HeisalsoawarethattheotherEVPsareveryconsciousofthegrowthofVenn'spower.EachEVPwillinitiateaprojectwiththeassumptionthatthearchitectofthesolutiontoR&H'scurrentsituationwillbeinpositionforthenextpresidency.
TheEVPofHumanResourcehaschampionedtheneedtoimplementawholenewwayofenvisioningthecompanyworkingtogether.Shehasenvisionedaflatterorganizationandhasspentyearsdevelopingstudieswithanotherleadingconsultancytosupporthervision.ShehasastrongsupporterintheEVPofSales.ThepresentEVPofSaleswasoriginallyfromHumanResources.Hervisionhasalwaysentailedanextensivere-structuringandre-trainingeffort.
TheEVPofEngineeringfeelsthatthecompanyneedstoinvestinitsnewproductcapability.Thestrategyistoacquiresmaller,regionalcompaniesthatareproducingdifferentiatedproducts."Wecanabsorbthemintousandstimulateournewproductpipeline,"hestated."Withthesenew,regionallyprovenproducts,wecanfillcapacityandleverageourdistributionandsalesstrength.Icanalsoenergizemyareawithfreshideas.It'swin-win,nodoubtaboutit."
TheEVPofManufacturingissickandtiredofhearingthatmanufacturingistheproblem.Hepointstothefactthattheyreproducingandshippingthreetimestheproducttheywerefiveyearsagowiththesamenumberofpeopletheyhadeightyearsago.Ifthingsdon'tchangeinotherareas,thenthingswon'tchangeinManufacturing,otherthantheinabilitytosupporttheorderscomingin.
TheEVPofMarketingbelievesthatacombinationofre-structuringandacquisitionisneeded.Hewantstoreducethesalesperson'srolewiththeretailerandfocusonconsumerspendingbehinda"highquality"messagegroundedintangibleproductbenefitsacrossallproductsegments.Hewantstobroadentheproductmixwithnewproductsfromacquisition.
TheEngagement
VennhasmentionedtoGaryForstman,thePwCengagementpartner,thatheiswillingtodevotethenecessaryresourcesinhisfunctionalareastoproveouttherightstrategytotheotherEVPs.Vennhasalsoindicatedthatthecompanyiswillingtodevotesignificantresourcesandcapabilitiestotherighteffort."AlltheEVPsknow,"hesaid,"thattherewillbewhole-scalechangesifthecompanydoesn'tturnitselfabout."
Mr.ForstmanhascalledGradyMeans,ISSSBUleaderandpartner,andsaid,"ThisisPricewaterhouseCoopers’firstmajorengagementwithR&Hafterseveralyearsofsmallerengagementswherewewereabletodemonstrateourabilitytoimplementsolutions.Nowwehaveanopportunitytoreallyshine.Thecompanyisre-evaluatingitsstrategicpositionandhasaskedseveralconsultingfir
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