BCG---波士頓咨詢公司面試實(shí)例

士頓咨詢公司面試實(shí)例【最資料,版可由編！第1頁共15頁

BCG-波士頓詢公司面試實(shí)?在管理咨詢公司的面試中,通常有一種被稱為“商務(wù)問題”的面試方法考官向您提供一種場(chǎng)景，然后要您提出解決問題的建議。您需要像一個(gè)顧問一樣向考官文一些關(guān)鍵問題，通過這些關(guān)鍵問題反映您的思維邏輯，同時(shí)通過這些問題發(fā)現(xiàn)解決方案。?下面是一個(gè)實(shí)例，請(qǐng)注意：同樣的一個(gè)場(chǎng)景，基于您分析問題的邏輯將有無數(shù)種進(jìn)展方式，絕對(duì)沒有統(tǒng)一的答案或問題。場(chǎng)景?YourclientlargestdiscountilerCanada,500storesspreadthroughoutthecountry.Let“CanadaCo.”Forseveralyearsrunning,CanadaCohassurpassedsecondlargestCanadianretailerstores)inbothrelativemarketshareprofitability.?CanadaCo是加拿大最大的折扣零售集團(tuán)，擁有遍及全國的500家連鎖店。經(jīng)過幾年的運(yùn)營場(chǎng)占有率及盈利方面都已遠(yuǎn)遠(yuǎn)超過了擁有連鎖店的第二大零售公司。它是本公司的客戶之一。?ThelargestretailertheUnitedStates,"UShowever,justboughtCanadacompetitionisplanningconvert300storesstores.CEOCanadaCoquiteperturbedbythisturnevents,asksthefollowingquestions:"Shouldworried?shouldreact?"wouldadviseCEO?第2頁共15頁

?US美國最大的折扣零售集團(tuán)。它收購了第二大的零售公司，準(zhǔn)備將其擁有的300店全部改造成Co鎖店的形式。CanadaCo集團(tuán)的CEO此深感憂慮，他向你這樣問到：“我應(yīng)該對(duì)事態(tài)的發(fā)展擔(dān)憂嗎？應(yīng)該如何應(yīng)對(duì)呢”?你怎樣向這位CEO出你的建議呢？?Ｑ（應(yīng)聘者）：Well,beforecanadviseCEOneedmoreinformationthesituation.Firstofall,notsureunderstandwhata"discountis!?discountretailersellsalargevarietyofconsumergoodsatdiscountedprices,generallycarryingeverythingfromhousewaresandappliancesclothing.Woolworth,andWal-areprimeexamplestheU.S.?Ｑ（應(yīng)聘者）：

在我向他提出建議之前，我必須對(duì)情況作進(jìn)一步的了解。首先，我不太明白什么是“折扣零售店”。?Ａ（考官）：“折扣零售店”以折扣價(jià)格銷售各種各樣的商品，包括家庭用具、服裝等等，象美國的沃爾瑪超市就是這樣的例子。?ＱIsee.Ithinkmakessensestructureproblemway:First,let'sunderstandthecompetitioninCanadianandCanadaCohasbecomethemarketleader.Thenlet'slookattheU.S.understandhowUSCoachievedposition.end,canmergetwodiscussionsunderstandwhetherUSCo'sstrengthintheistransferableCanadianmarket.?Ａ：Thatsoundsfine.Let'sstart,then,withtheCanadiandiscountretailmarket.wouldliketoknow??Q：我知道了。我認(rèn)為問題接下來應(yīng)該這樣分析：首先，我們應(yīng)解加拿大市場(chǎng)的競(jìng)爭(zhēng)情況及CanadaCo是如何成為這個(gè)市場(chǎng)的領(lǐng)先者的次析美國第3頁共15頁

市場(chǎng)及USCo情況后，我們將二者結(jié)合起來分析，USCo在美國成功的經(jīng)驗(yàn)及其優(yōu)勢(shì)是否能移植到加拿大市場(chǎng)來。?A：對(duì)加拿大折扣零售市場(chǎng)，你希望了解一些什么情況呢？?QCanadaCo's500closethecompetition'sstores,ortheyservedifferentgeographic?Ａ：Thestoresarelocatedinsimilargeographicregions.Infact,youmightevenaCanadaCostoreononecorner,thecompetitiontheverycorner.?QCanadaCo的500家連鎖店與其競(jìng)爭(zhēng)對(duì)手的300店是位于不同的地區(qū)還是相距很近呢？?Ａ：兩個(gè)集團(tuán)的零售店基本上位于相同的地區(qū)，甚至你在某個(gè)角落里看見CanadaCo的商店，就會(huì)在不遠(yuǎn)處發(fā)現(xiàn)其競(jìng)爭(zhēng)對(duì)手的零售店。?Ｑ：DoCanadaCocompetitionasimilarproductmix??Ａ：Yes.CanadaCo'sstorestendawidervarietybrandbutandlarge,productissimilar.?Ｑ：AreCanadaCo'spricessignificantlythancompetition's??Ａ：No.ForcertainitemsCanadaCoislessexpensive,andforothersthecompetitionlessexpensive,buttheaveragelevelsimilar.?Ｑ：CanadaCo與其競(jìng)爭(zhēng)對(duì)手銷售同樣的商品組合嗎？Ａ：是的售的部分商品含有更多的品牌，但總體上，兩家公司銷售的商品組合是相同的。?Ｑ：CanadaCo銷售商品的價(jià)格比起競(jìng)爭(zhēng)對(duì)手低很多嗎？第4頁共15頁

?Ａ：不。有的商品價(jià)格便宜一些，有的也高一些。在總體價(jià)格水平上同競(jìng)爭(zhēng)對(duì)手是相當(dāng)?shù)摹?Ｑ：IsCanadaCoprofitablebecausehasstores,doesithaveprofitsstore??Ａactuallyhashigherthancompetitionaper-storebasis.?Ｑ：Well,higherprofitscouldbetheresultoflowercostsorhigherrevenues.Arethehigherper-storeprofitsduetolowercoststhanthecompetition'sresulthighersales??Ａ：CanadaCo'sstructureanylowerthecompetition's.Itshigherper-storeprofitsduehigherper-storesales.?Ｑ：CanadaCo的盈利超過對(duì)手，僅僅是因?yàn)樗鼡碛懈嗟倪B鎖店呢還是因?yàn)槊考业甑睦麧櫠几撸?Ａ：實(shí)際是因?yàn)樗考业甑挠芰Χ急葘?duì)手強(qiáng)。?Ｑ：較高的利潤里意味著較低的成本或較高的收益。那我們是在哪方面優(yōu)于競(jìng)爭(zhēng)對(duì)手呢？?Ａ：CanadaCo

的成本結(jié)構(gòu)并不占優(yōu)勢(shì)家零售店的高利潤來自于較大的銷售量。?Ｑ：Isthatithasstores??Ａ：No.CanadaCo'saveragesizeapproximatelysamethatcompetition.?Ｑ：Ifthey'resellingproductssimilarpricessimilar-sizedstoressimilarlocations,whyareCanadaCo'sper-storehigherthecompetition's??Ａ：It'syourtofigureout!?Ｑ：那適應(yīng)為它的店面更大嗎？?Ａ：不是，CanadaCo零售店的平均規(guī)模與其競(jìng)爭(zhēng)對(duì)手不相上下。第5頁共15頁

?Ｑ：那它們?cè)谙嗤牡攸c(diǎn)、以同樣的價(jià)格出售相同的商品，為什么CanadaCo的銷售量更大呢？?Ａ：這正是你的任務(wù)吶！?Ｑ：IsCanadaCobettermanagedthecompetition??Ａdon'tknowthatCanadaCoasacompanyisnecessarilybettermanaged,Icanyouitsmanagementforindividualstoressignificantlydifferent.?Ｑ：Howso??Ａ：Thecompetitor'sstoresarecentrallyownedbythecompany,whileCanadaCofranchiseinwhicheachindividualstoreisownedmanagedafranchiseewhohasinvestedtheandretainsofprofit.?Ｑ：是CanadaCo管理得更好嗎？?Ａ：我不知道作為一個(gè)集團(tuán)，CanadaCo管理是否更好，但它對(duì)零售店的管理模式是與競(jìng)爭(zhēng)對(duì)手完全不同的其連鎖店的集中管理不同采取的是特許經(jīng)營的方式，誰投資誰經(jīng)營，誰享有利潤分享權(quán)。?Ｑ：InthatIwouldguesstheCanadaCostoresprobablybettermanaged,sincetheindividualstoreownershaveagreaterincentivemaximizeprofit.?Ａ：Youareexactlyright.ItturnsthatCanadaCo'shigheraredueprimarilysignificantlylevelcustomerservice.storesarecleaner,moreattractive,betterstocked,andsoon.Thecompanydiscoveredthisthroughaseriesofcustomersurveysitadministeredlastyear.thinkyou'vecoveredCanadianlet'smovenowdiscussionofU.S.market.第6頁共15頁

?Ｑ：那我認(rèn)為的零售店應(yīng)該管理得更好，因?yàn)槊總€(gè)店主都會(huì)擁有更強(qiáng)烈的利潤最大化的動(dòng)機(jī)。?Ａ：正是如此。CanadaCo鎖店更大的銷售量主要來源于優(yōu)質(zhì)的顧客服務(wù)水平，它們店面整潔，商品排列有序。這些結(jié)論都是通過去年進(jìn)行的一系列顧客調(diào)查獲得的。我想你對(duì)加拿大市場(chǎng)已經(jīng)獲得了足夠的了解，讓我們可以轉(zhuǎn)到美國市場(chǎng)吧。?ＱHowmanystoresdoesUSCoownintheU.S.,andhowmanydoessecondlargestdiscountretailer?Ａ：USCoownsstoresthesecondlargestcompetitorapproximatelystores.?Ｑ：AreUSCobiggerthosethetypicalretailerinthe?Ａ：Yes.USCostoresaverage200,000squarefeet,whereasthetypicaldiscountstoreapproximately100,000squarefeet.?Ｑ：USCo在美國擁有多少家連鎖店？第二大的集團(tuán)呢？?Ａ：USCo零售店，位于第二位的它的最大的競(jìng)爭(zhēng)者有1000家商店。?Ｑ：USCo的零售店比一般的折扣零售店更大嗎？?Ａ：是的。它們的零售店平均有200000平米，而一般的只有100000平米大小。?.?Ｑ：Thosenumbersthatshouldsellingroughlytimesvolumethenearestcompetitor!?Ａ：Close.USCo'ssalesareapproximately$5billion,whereasthenearestcompetitorsellsaboutbillionofmerchandise?Ｑ：IwouldthinkthatsalesofthatsizegiveUSCosignificantwithsuppliers.Doesitalowerofthancompetition?第7頁共15頁

?Ａ：Infact,costgoodsapproximatelypercentlessthatthecompetition.?Ｑ：這些數(shù)據(jù)是否意味著USCo銷售量使其最大的競(jìng)爭(zhēng)對(duì)手的倍！?Ａ：差不多。USCo的銷售額為50美元，而其最大的競(jìng)爭(zhēng)對(duì)手為10。?Ｑ：我想如此大的規(guī)模使USCo于其供應(yīng)商的關(guān)系中處于非常有利的地位。它的金或成本是不是比起競(jìng)爭(zhēng)對(duì)手低呢？?Ａ：低15%?Ｑ：Soitprobablyhaslowerprices.?Ａ：Rightagain.pricesonaveragetenpercentthanthosecompetition.?Ｑ：SoitseemsUSCobeensosuccessfulprimarilybecausehasloweritscompetitors.?Ａ：That'spartlyright.Itssuccessprobablyalsosomethingwithlargerofproducts,giventhelargerstoresize.?Ｑ：那么它出售的商品價(jià)格就較低。?Ａ：對(duì)，價(jià)格低10%左右。?Ｑ：那就是說USCo的成功主要在于它提供的較低的價(jià)格。?Ａ：這是一部分原因。還有就是它的店面更大，商品的種類也更多。?Ｑ：Howdidgetmuchbiggerthanthecompetition??AItstartedbuildingsuperstoresinruralmarketsservedmainlybymom-and-popstoresandsmalldiscountretailers.USCothatwouldbewillingtobuyfromit,anditwasright.Asitgrewanddevelopedcloutsuppliers,beganoutotherretailersconvertstorestheUSCo第8頁共15頁

?Ｑ：Sowheneverbuysoutcompetingitalsophysicallyexpands?Ａ：Notnecessarily.itdoes,whensaidconvertedittotheUSCoformat,Imeantthatitcarriesthesamebrandsatpricesthatonaveragepercentthancompetition's.?Ｑ：USCo規(guī)模為什么能這么大？?A：它最早是在鄉(xiāng)村地區(qū)開辦超市，之前這些地區(qū)只有一些小的零點(diǎn)和家庭小賣部。USCo為這些地區(qū)的人會(huì)愿意從超市購買商品，后來證明這一判斷是正確的。USCo始擴(kuò)張，與供應(yīng)商建立聯(lián)盟，逐漸購并了其它的一些零售商，將它們歸入U(xiǎn)SCo下。?Ｑ：是不是每次USCo收購了一家競(jìng)爭(zhēng)者的商店，都會(huì)將它擴(kuò)充？?A：并不是每次都需要這樣。對(duì)于收購過來的有些商店，它只需要低于競(jìng)爭(zhēng)對(duì)手10%價(jià)格出售商品，并貫上自己的品牌就可以了。?Ｑ：WhatcriteriadoesUSCouseindecidingwhetheritshouldphysicallyexpandstorejustboughtout??Ａ：Itdependslotfactors,suchassizetheexistingstore,localmarketcompetition,localrealcosts,soon,Idon'tthinkneedtointohere.?Ｑ：Well,Ithoughtmightrelevanttermspredictingitwillwith300storesboughtCanada.?Ａ：Let'sjustassumethatitdoesn'tplantoexpandtheCanadianstoresbeyondcurrent?Ｑ它在決定哪些商店需要擴(kuò)充些只是收購過來的時(shí)候，有什么標(biāo)準(zhǔn)呢？第9頁共15頁

?Ａ：這取決于很多種因素，比如商店已有的規(guī)模、當(dāng)?shù)厥袌?chǎng)的競(jìng)爭(zhēng)情況、地產(chǎn)的價(jià)格等等。我認(rèn)為這些對(duì)我們的問題不重要。?Ｑ覺得這些有助于我們預(yù)測(cè)它將會(huì)對(duì)收購的這300家商店做怎樣的安排。?Ａ：我們就假定它不會(huì)擴(kuò)充這些商店的規(guī)模。?Ｑ：OK.thinklearnedenoughUSCo.liketoafewquestionsaboutUSCo'sabilitytosucceedintheCanadianmarket.USCoastrongnameCanada??Ａ：No.AlthoughtheCanadianbusinesscommunitycertainlyfamiliarwiththecompanybecauseofitsU.S.success,theCanadianconsumerbasicallyofUSCo'sexistence.?Ｑ：那我已經(jīng)對(duì)USCo有了足夠的了解了。我想在為幾個(gè)關(guān)于USCo否具有在加拿大市場(chǎng)成功的能力的問題。USCo加拿大擁有很強(qiáng)的品牌嗎？?Ａ：不。雖然加拿大一些商業(yè)企業(yè)知道它在美國市場(chǎng)成功，但加拿大的消費(fèi)者并不知道這個(gè)公司。?Ｑ：DoesUSCocarryproductssimilartoUSCo's,ordoestheCanadianconsumerexpectdifferentproductsandbrandstheU.S.discountretail?Ａ：Thetwocompaniescarrysimilarproducts,althoughtheCanadaColeanheavilytowardCanadiansuppliers.?Ｑ：HowmuchvolumeCanadaCosell??Ａ：About$750millionofgoods?Ｑ：USCo出售商品的品牌和樣嗎？或者加拿大的消費(fèi)者喜歡一些與美國的小給這不同的產(chǎn)品和品牌？第10頁共15頁

?Ａ：然CanadaCo更傾向于選擇加拿大的供應(yīng)商個(gè)公司賣同樣品牌的商品。?Ｑ：CanadaCo的銷售量是多少？?Ａ：每年75億元左右。?Ｑ：IsthereanyreasontothinkthatthecostsofdoingbusinessforUSCowillhighertheCanadianmarket??Ａ：Canyoumorespecific??Ｑ：Imean,example,laborleasinghigherCanadathantheS.??Ａdoeshavesignificantlyhigherlaborcosts,andI'mnotsureaboutcostsleasingButareyoudriving?Ｑ：有沒有什么原因會(huì)使USCo加拿大營業(yè)的成本會(huì)更高呢？?Ａ：能具體一點(diǎn)嗎？?Ｑ：比如勞動(dòng)力成本及租金等會(huì)比在美國高？?Ａ：加拿大的勞動(dòng)力成本要高得多，租金則不一定。問這些是要得出什么結(jié)論呢？?Ｑ：Iwasthinkingifthere'sacostdoingbusinessCanada,USCowilltochargepricesitdoesinthetocovercosts.?Ａ：That'sprobablytrue,butremember,CanadaComustcopewiththesamehighlaborcosts.CanyouthinkofadditionalcostsincurredbyUSCo'sCanadaoperationswouldbeincurredCanadaCo??Ｑ：我想如果USCo在加拿大的運(yùn)營成本較高的話，它對(duì)商品的定價(jià)也會(huì)比在美國高一些。第11頁共15頁

?Ａ需要承受這些更高的運(yùn)營成本吶不能想到USCo在有些成本方面會(huì)比CanadaCo高一些呢？?Ｑ：USComightincurhigherdistributioncoststhanCanadaCobecauseitwillhavetoshipproductfromitsU.S.warehousesuptoCanada.?Ａ：Youarepartiallyright.CanadaCoisadvantagedindistributioncosts,sinceitsnetworkspanslessgeographicareaanditgetsmoreproductCanadiansuppliers.However,sincecontinuestogetagooddealofproductfromU.S.,theactualadvantagetoCanadaConot—onlytwopercentoverall?Ｑ：USCo運(yùn)輸成本上可能會(huì)比CanadaCo，因?yàn)樗枰獜奈挥诿绹膫}庫運(yùn)貨來加拿大。?Ａ：你只對(duì)了一半。CanadaCo在運(yùn)輸成本方面會(huì)有一些優(yōu)勢(shì)，因?yàn)樗N售網(wǎng)絡(luò)的地域跨越性較小也較多的從加拿大的供應(yīng)商處進(jìn)貨。但是也有很多商品來自美國。因此，她的總成本只有2%的優(yōu)勢(shì)。?Ｑ：AllthissuggeststhatUSCowillbeabletoretainasignificantadvantageCanadaCo'sstores:notpercent,thenleastseveneightpercent.?Ａ：Iwouldwithconclusion.?Ｑ：這意味著會(huì)比CanadaCo零售店擁有價(jià)格上的優(yōu)勢(shì)，即使達(dá)不到10%也大概會(huì)有7-8%?Ａ：我同意你的結(jié)論。第12頁共15頁

?Ｑ：ThenIwouldthethefollowing:theterm,mightbesafe.YourstoreshaveamuchstrongerbrandnameinthanUSCo’s,theyseemwellmanaged.asconsumersusedseeingpricesconsistentlytoeightlessUSCo,willrealizeshoppingmeanssignificantsavingsoverthecourseoftheyear.Althoughsomeconsumersremainloyalofhabitorbecauseyourlevelofservice,itisreasonabletoexpectthe"discount"shoppertoshopwherepricesarelowest.Moreover,overtimeyourbrand-nameadvantagewillerodeasUSCobecomesmorefamiliartoCanadianconsumers.YoucertainlytoworrylosingsignificantsharetoUSCointhelongYoushoulddosomethingaboutnow,it'slate.?Ｑ：我會(huì)這樣建議這位CEO：公司在短期不會(huì)有什么問題。在加拿大它擁有比USCo好的品牌，而且它的運(yùn)營情況也不錯(cuò)。但是，一旦消費(fèi)者看到USCo商品總是更低（7-8%，他們會(huì)知道在USCo購物會(huì)在長期內(nèi)省很多錢。雖然一部分會(huì)消費(fèi)者會(huì)由于你們提供的高質(zhì)量的服務(wù)而對(duì)公司保持忠誠，但這些購買打折商品的消費(fèi)者會(huì)更注重價(jià)格的高低。隨著人們對(duì)USCo的逐漸熟悉，你們的品牌效應(yīng)也會(huì)削弱。你卻是應(yīng)為公司的市場(chǎng)占有率被USCo走而擔(dān)憂，并及時(shí)采取適當(dāng)?shù)男袆?dòng)扭轉(zhuǎn)這種趨勢(shì)。?Ａ：CanyousuggestpossiblestrategiesCanadaCo??Ｑ：Maybeitcanfindwaystocutcostsandmaketheorganizationmoreefficient,soitcankeeppriceslowevenifitscostofgoodsishigher.?Ａ：Anythingelse??Ｑ：Itmightconsiderinstitutingsomethinga"frequentshopper"第13頁共15頁

program,whereconsumersaccumulatepointsthatentitlethemtofuturediscountsmerchandise.?Ａ：你能給出一些戰(zhàn)略上的建議嗎？?Ｑ以通過削減成本簡(jiǎn)機(jī)構(gòu)來降低出售商品的價(jià)格可以采取類似“貴賓卡”等活動(dòng)來