Caseinterview分析工具框架Word文档下载推荐.docx
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Caseinterview分析工具框架Word文档下载推荐.docx
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A.地理细分
B.人口细分(年龄及生命周期阶段细分,性别细分,收
入细分
C.心理细分(社会阶层,生活方式,个性特征
D.行为细分(购买时机-柯达,利益细分-牙膏,用户状
况,使用率,忠诚度
2.行业分析类
●市场(市场规模,市场细分,产品需求/趋势分析,客户需
求
●竞争(竞争对手的经济情况,产品差异化,市场整合度,产
业集中度
●顾客/供应商关系(谈判能力,替代者,评估垂直整合
●进入/离开的障碍(评估公司进入/离开。
对新加入者的反应,
经济规模,预测学习曲线,研究政府调控
●资金金融(主要金融资金来源,产业风险因素,可变成本/
固定成本
●风险预测与防范
3.新产品引入类
●营销调研
●产品?
价格?
即4P
●4C(Customer,Competition,Cost,Capabilities
●市场促销,分校渠道(渠道选择,库存,运输,仓储
●STP和4P(Product,Price,Place,Promotion
●产品生命周期
二.BusinessOperation
1.市场容量扩张(竞争对手,消费者,自己实力
2.利润改善型
●Revenue,Cost分析,到底是销售额下降造成,还是成本
上升造成
●如果销售额下降,看4P了(是价格过高?
产品质量问题?
分校渠道问题?
还是promotion的efficacy有问题?
●如果成本上升,看固定成本or可变成本是否有问题?
(固
定成本过高,设备是否老化,需要关闭生产线、厂房,降
低管理者工资等,可变成本过高,看原材料价格是否上升,
有没有降低的可能,switchsuppliers?
还是人员工资过
高,需要裁员等
●成本结构是否合理,产能利用率如何(闲置率
3.推销任何一种产品/服务
●4P,3c
4.定价
●以成本为基础的定价
成本加成定价,以目标利润(盈亏平衡定价
●以价值为基础定价
●以竞争为基础定价
三.MarketSizing/Estimation
●市场趋势,市场规模,市场份额,市场壁垒等
●市场集中度
●市场驱动因素(价格,服务,质量,外观
●关键成功要素KSF
四.M&
A类
●整合原因(synergy,scale,managementimpulse,Tax
consideration,Diversification,BreakupValue
●5C(Character,Capacity,Capital,Conditions,Competi
tiveAdvantage
●类型:
horizontal,vertical,congeneric,conglomerate
●估值方法:
DFC,MarketMultiple(EBITDA,P/E,P/B
●DFC:
ProFormaCashFlowStatement,DiscountRat
e
●HostileVSFriendlytakeovers
所有咨询公司面试可能用到的分析结构
Advancedconcepts&
frameworks
MBAsandothercandidateswithbusinessbackground,takenote-interviewerswillexpectyoutohaveamoredetailedtakeonyourcasethananundergrad
uatewouldhave.Herearesomecommonlyusedcaseconcepts.
Netpresentvalue
Perhapsthemostimportanttypeofdecisioncompanymanagersmustmakeonadailybasisiswhethertoundertakeaproposedinvestment.Forexample,shouldthecompanybuyacertainpieceofequipment?
Buildaparticularfactory?
Investinanewproject?
Thesetypesofdecisionsarecalledcapitalbudgetingdecisions.Theconsultantmakessuchdecisionsbycalculatingthenetpresentvalueofeachproposedinvestmentandmakingonlythoseinvestmentsthathavepositivenetpresentvalues.
Example:
HernandezistheCFOofWesternManufacturingCorp.,anautomobilemanufacturer.ThecompanyisconsideringopeninganewfactoryinOhiothatwillrequireaninitialinvestmentof$1million.Thecompanyforecaststhatthefactorywillgenerateafter-taxcashflowsof$100,000inYear1,$200,000inYear2,$400,000inYear3,and$400,000inYear4.AttheendofYear4,thecompanywouldthensellthefactoryfor$200,000.Thecompanyusesadiscountrateof12percent.Hernandezmustdeterminewhetherthecompanyshouldgoaheadandbuildthefactory.Tomakethisdecision,Hernandezmustcalculatethenetpresentvalueoftheinvestment.Thecashflowsassociatedwiththefactoryareasfollows:
HernandezthencalculatestheNPVofthefactoryasfollows:
Sincethefactoryhasanegativenetpresentvalue,Hernandezcorrectlydecidesthatthefactoryshouldnotbebuilt.
Thenetpresentvaluerule
NotefromtheexampleabovethatoncetheconsultanthasfiguredouttheNPVofaproposedinvestment,shethendecideswhethertoundertaketheinvestmentbyapplyingthenetpresentvaluerule:
Makeonlythoseinvestmentsthathaveapositivenetpresentvalue.
Aslongastheconsultantfollowsthisrule,shecanbeconfidentthateachinvestmentismakingapositivenetcontributiontothecompany.
TheCapitalAssetPricingModel(CAPM
Intheaboveexample,weassumedagivendiscountrate.However,partofaconsultant'
sjobistodetermineanappropriatediscountrate(rtousewhencalculatingnetpresentvalues.Thediscountratemayvarydependingontheinvestment.
Beta
Thefirststepinarrivingatanappropriatediscountrateforagiveninvestmentisdeterminingtheinvestmentsriskiness.Themarketriskofaninvestmentismeasuredbyits"
beta"
(?
whichmeasuresriskinesswhencomparedtothemarketasawhole.Aninvestmentwithabetaof1hasthesameriskinessa
sthemarketasawhole(so,forexample,whenthemarketmovesdown10percent,thevalueoftheinvestmentwillonaveragefall10percentaswell.Aninvestmentwithbetaof2willbetwiceasriskyasthemarket(sowhenthemarketfalls10percent,thevalueoftheinvestmentwillonaveragefall20percent.
CAPM
Oncetheconsultanthasdeterminedthebetaofaproposedinvestment,hecanusetheCapitalAssetPricingModel(CAPMtocalculatetheappropriatediscountrate(r:
Therisk-freerateofreturnisthereturnthecompanycouldreceivebymakingarisk-freeinvestment(forexample,byinvestinginU.S.Treasurybills.Themarketrateofreturnisthereturnthecompanycouldreceivebyinvestinginawell-diversifiedportfolioofstocks(forexample,S&
P500.
Shen,Inc.,acoalproducer,isconsideringinvestinginanewventurethatwouldmanufactureandmarketcarbonfilters.Shen'
schieffinancialofficer,Apelbaum,wantstocalculatetheNPVoftheproposedventureinordertodeterminewhetherthecompanyshouldmaketheinvestment.Afterstudyingtheriskinessoftheproposedventure,Apelbaumdeterminesthatthebetaoftheinvestmentis1.5.AU.S.Treasurynoteofcomparablematuritycurrentlyyields7percent,whilethereturnontheS&
P500stockindexis12percent.Therefore,thediscountrateApelbaumwillusewhencalculatingtheNPVoftheinvestmentwillbe:
Althoughthisisanoverlysimplifieddiscussionofhowconsultantscalculatediscountratetouseintheircash-flowanalysis,itdoesgiveyouanoverviewofhowconsultantsincorporatethenotionofaninvestment'
smarkettoselecttheappropriatediscountrate.
Porter'
sFiveForces
DevelopedbyHarvardBusinessSchoolprofessorMichaelPorterinhisbookCompetitiveStrategy,thePorter'
sFiveForcesframeworkhelpsdeterminetheattractivenessofanindustry.Beforeanycompanyexpandsintonewmarkets,divestsproductlines,acquiresnewbusinesses,orsellsdivisions,itshouldaskitself,"
Istheindustrywe'
reenteringorexitingattractive?
"
ByusingPorter'
sFiveForces,acompanycanbegintodevelopathoughtfulanswer.ConsultantsfrequentlyutilizePorter'
sFiveForcesasastartingpointtohelpcompaniesevaluateindustryattractiveness.
Take,forexample,entryintothecopystoremarket(likeKinko'
s.Howattractiveisthecopystoremarket?
Potentialentrants:
Whatisthethreatofnewentrantsintothemarket?
Copystoresarenotveryexpensivetoopen-youcanconceivablyopenacopystore
withonecopierandoneemployee.Therefore,barrierstoentryarelow,sothere'
sahighriskofpotentialnewentrants.
Buyerpower:
Howmuchbargainingpowerdobuyershave?
Copystorecustomersarerelativelypricesensitive.Betweenthechoiceofacopystorethatcharges5centsacopyandastorethatcharges6centsacopy,buyerswillusuallyheadforthecheaperstore.Becausecopystoresarecommon,buyershavetheleveragetobargainwithcopystoreownersonlargeprintjobs,threateningtotaketheirbusinesselsewhere.Theonlymitigatingfactorsarelocationandhours.Ontheotherhand,priceisnottheonlyfactor.Copystoresthatarewillingtostayopen24hoursmaybeabletochargeapremium,andcustomersmaysimplypatronizethecopystoreclosesttothemifotherlocationsarerelativelyinconvenient.
Supplierpower:
Howmuchbargainingpowerdosuppliershave?
Whilepaperpricesmaybeontherise,copierpricescontinuetofall.Theskilllevelemployeesneedtooperateacopyshop(forbasicservices,likecopying,collating,etc.arerelativelylowaswell,meaningthatemployeeswillhavelittlebargainingpower.Suppliersinthissituationhavelowbargainingpower.
Threatofsubstitutes:
Whatistheriskofsubstitution?
Forbasiccopyingjobs,morepeoplenowpossesscolorprintersathome.Additionally,faxmachineshavethecapabilitytofulfillcopyfunctionsaswell.Largecompanieswillnormallyhavetheirowncopyingfacilities.However,forlarge-scaleprojects,mostindividualsandemployeesatsmallcompanieswillstillusetheservicesofacopyshop.TheInternetisapotentialthreattocopystoresaswell,becausesomedocumentsthatformerlywouldbedistributedinhardcopywillnowbepostedontheWeborsentthroughe-mail.However,forthetimebeing,thereisstillrelativelystrongdemandforcopystoreservices.
Competition:
Competitionwithintheindustryappearstobeintense.Storesoftencompeteonprice,andarewillingto"
underbid"
oneanothertowinprintingcontracts.Storescontinuetoaddnewfeaturestocompeteaswell,suchasexpandinghoursto24-hourserviceandofferingfreedelivery.
Fromthisanalysis,youcanascertainthatcopystoresaresomethingofacommoditymarket.Consumersareveryprice-sensitive,copystoresareinexpensivetosetup,andthemarketisrelativelyeasilyenteredbycompetitors.Advancesintechnologymayreducethesizeofthecopystoremarket.Value-addedservices,suchaslatehours,convenientlocations,oradditionalservicessuchascreatingcalendarsorstickers,mayhelpcopystoresdifferentiatethemselves.Butoverall,thecopystoreindustrydoesnotappeartobeanattractiveone.
Asdot-comscomeunderfire,onecasequestionwe'
veheardincreasinglyis"
HowwouldyoucreatebarrierstoentryasanInternetStartup?
Productlifecyclecurve
Ifyou'
reconsideringaproductcase,figureouthow"
mature"
yourproductor
Strategytool/frameworkchart
Here'
sonewaytothinkaboutthechoicebetween
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