贝恩咨询岗位职责-GreatAC

Developer:DaphneLiReviewer:SusanLonerganCarthaO’HareJohnClarkebcHowtobeaGreatACMarch1998Copyright©1998Bain&Company,Inc.Copyright©1998Bain&Company,Inc.HowtobeaGreatAC2GreatAC•Gettingthejobdone•Managingup•Theperfectclientmeeting•Developingpersonalstyle•Buildingarewardingcareer•KeytakeawaysAgendaCopyright©1998Bain&Company,Inc.HowtobeaGreatAC3GreatAC•Gettingthejobdone•Managingup•Theperfectclientmeeting•Developingpersonalstyle•Buildingarewardingcareer•KeytakeawaysAgendaCopyright©1998Bain&Company,Inc.HowtobeaGreatAC4GreatACBaincaseteamsaddressaconsiderablerangeofstrategicissues.StrategyconsultingCorporatestrategyBusinessunitstrategyPerformanceimprovement•Howshouldacompanywithmanybusinessesachieveitsgrowthobjectives?•Howshouldabusinessunitrespondtoitscompetitors?•Howmanymanufacturingplantsdoesacompanyneed?•Whatproductsshouldclientproduceineachplant?Example:TypesofStrategicIssuesCopyright©1998Bain&Company,Inc.HowtobeaGreatAC5GreatACCompoutekAxels-4-RentBusinessproblem:Answer:First-yearACworkstream:Lengthofcase:ACtravel:Businessunitstrategy(PCbusinessunit)•ExittheretailPCmarket•Cutcoststhroughcomplexityreduction•Implementprocessandorganizationredesign•PhonecompetitorstogatherdataaboutthePCmarket•Analyzeclientdatarelatingtoaccountsreceivableandinventoryturns•BuildeconomicmodelThreemonthsMonthlylocalvisitstoclienttogatherdataandattendmeetingsCorporatestrategy(growthstrategy)•Targetandretainmostprofitablecustomersthroughmarketingprogramsandtravelagentcommissionstructures•Focusoncorporateaccountsthatarealreadypenetrated,butarecurrentlyunderperforminginsharetargets•Sizerentalcarmarketbasedonsecondaryresearchandcustomersurveys•Spliceanddiceclientcustomerdatabasetoestablishsegments•Researchothercompanies’retentionprograms(e.g.,airlines'frequentflyer)SixmonthsWeeklytripstoNYCforclienttaskforcemeetingsExampleofCaseteamAssignmentsCopyright©1998Bain&Company,Inc.HowtobeaGreatAC6GreatACCaseteamCoordinatorVice-PresidentManager/CTLExperiencedConsultantNewACNewConsultantExperiencedACWhileyoumayfrequentlyencountervariations,atypicalcaseteamstructurelookslikethefollowing:CaseteamStructureCopyright©1998Bain&Company,Inc.HowtobeaGreatAC7GreatACYourmixofresponsibilitieswillvaryfromcasetocase.ThejobResearch/datagatheringAnalysisCommunicationTeam•Marketsizeanddynamics•Competitors•Clientdata•Customers•Databasemanipulation•ModelsinExcel•Regressions•Dataintoappropriateslideformat•Arrivingatthestrategicanswer•Blankslides–storyline–properformat•Oralcommunication–informalteammeetingswithconsultant/manger–overheadstocaseteam•CoordinatingworkstreamswithotherACs/consultants•Participatinginteambrainstormingsessionsandteammeetings•Overseeingproductionforpresentations•CaseteameventsAreasofResponsibilityCopyright©1998Bain&Company,Inc.HowtobeaGreatAC8GreatACFlawlessexecutionwilldestineACsforgreatness.Theycapitalizeontheresourcesavailabletothem,andshowawillingnesstodowhateverittakestogetthejobdone.GetthejobdoneExecuteonyourworkplanCommunicateupUnderstandthe“BigPicture”Deliverwithzerodefects•Developandupdateyourworkplan•Keepan80/20fallbackplan•Execute-focusontheassignedtask•After6-12months,takeamoreactiveroleinintellectualleadershipofyourpieceofwork•Communicateregularlyandfrequentlywithyourmanager–useAnswer-Firstand80/20–tag“redflags”–seekhelpprioritizing–leveragemanagertoaddadditional10%insight•Always“knowthewhy”inthecontextofthe“BigPicture”•Performzerodefectanalysis–documenteverything–proof,proof,proof–realitycheckKeySuccessFactorsCopyright©1998Bain&Company,Inc.HowtobeaGreatAC9GreatACAlways“knowthewhy”inthecontextofthe“BigPicture”.•Whyareyoudoingthiswork?–whatistheBigPicture?–whereisthevalue?–whatistheclientexpecting?•Whatdoesyouranalysismeanandwhyisitimportanttotheclient?•Whatarelikelyquestionstobeaskedofyou?–byyourteam–byyourclient(s)•Whatsensitivityanalysesillustrateresponsestopotentialquestionsorclarifyissuesforyou?–whataboutclientsensitivityanalyses?•Whatrealitycheckscanyoudotodemonstrateknowledgeofthewhy?–useof80/20–benchmarks–focusofyourqualitychecks“KnowtheWhy”Copyright©1998Bain&Company,Inc.HowtobeaGreatAC10GreatACArecentexperienceatSACtrainingillustratestheimportanceof“knowingthewhy”inthecontextofthe“BigPicture”.•DeveloppresentationonbusinessunitstrategyAssignment:•TheclientcanbeprofitableandshouldmilkitsbusinessHypothesis:•Marketisgrowing•Clienthaslowcostposition•Competitorsnotathreat–nextlargestplayerhighercostAssertions:•“WecandoaBDPtofigureoutwhereourclientcanlowercosts”•“Costsarerelativelysimilar”SACs’reaction:Data:•Whatdidtheymiss?RCPQuestion:ClientCompetitor4.804.905.604.500246BigPicture-“KnowtheWhy”:Example(1of2)Copyright©1998Bain&Company,Inc.HowtobeaGreatAC11GreatACMoreon“knowingthewhy”-whattheACsmissed….•“WecandoaBDPtofigureoutwhereourclientcanlowercosts”•“Costsarerelativelysimilar”SACs’reaction:•Competitorislowestcost•Competitorcanlowerpricetogainshare•“Milk”isnotafeasiblestrategyWhattheymissed:•Evaluatethecompetitivethreat,notdesign“milking”strategyNextstep:Data:•Thisteamgotcaughtupinthedetailsoftheanalysis•Needtostepbackandlookat“B