职问商科技能课第二期-贝恩杯2017-点评分析

职问咨询技能课实验班2期－课程数据搜集与整理desk

research-数据搜集与excel整理市场规模研究与行业研究与分析手把

你专业技能数据搜集与excel整理课程作业点评市场规模

与研究市场规模

与研究作业点评行业研究与分析框架行业研究与分析（汽车、快消、TMT）行业研究与分析-作业点评咨询英语培训咨询PPT技能培训©职问™，、

和修改职问咨询技能课实验班2期－介绍©职问™，、

和修改职问咨询必备技能对赌计划第二期MB

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部商业分析师BainCup2017点评与思路分析01How

to

effectively

set

up

your

starting

point？An

interesting,

clear

and

solid

story

winsQ&A0204Slides

Layout？Consulting

English?

Other

skills

being

tested03©职问™，、和修改A

guiding

question

you

need

to

ask

throughout

theysisWhere

to

play?andHow

to

win?©职问™，、和修改职问咨询技能课实验班-行业研究的基本框架模块关键要点搜集数据，了解市场基本信息（过去3-5年市场增速、现有市场规模、未来市场规模

）分析过去市场增速背后的驱动因素（driver），判断市场未来趋势（trends）对市场进行进一步细分，对每个细分市场重复行业整体分析，市场细分可基于产品或基于需求端/供应链环节E.G.轻型

车，下面基于产品分类会有轻卡、皮卡、轻客；物流行业，可基于供应链环节细分为干线物流、配送段物流等）消费者群体细分，可解释消费者不同的行为特征，且可基于细分采取有效市场举措若细分群体较多，可进一步对消费者细分群体的进行优先级分析研究选定的消费者细分群体的需求市场整体分析细分市场（产品）分析竞争态势&竞争者分析消费者分析竞争态势：识别各细分市场主要玩家（key

player），及其市场份额、定价区间（priceladder）等，判断各细分市场竞争激烈度（从完全竞争到完全

）竞争者分析：建立竞争对手数据库（competitor

profile），包括销量、销售额等定量数据，发展

、4P、客户群等定性资料，得出竞争对手成功的关键因素（KSF）©职问™，、和修改How

to

answer

the

question

with

yourysis

in

a

consulting

paradigmWhere

to

play?How

to

win?©职问™，、和修改How

to

effectively

set

up

your

starting

point？©职问™，、和修改©职问™，、和修改Choose

your

ingredients

smartly

before

your

actually

startIt

is

quite

ogous

tochef

competition,your

expertise,your

management

oftime,

andmost

importantly

the

choice

of

ingredientsdecide

the

result.©职问™，、和修改How

to

identify

the

suitable

digitalization

strategies

for

selected

company?Suitable

for

WGcompanies

with

largescaleand

especiallymulti-product

lineStandard

actions

insales

digitalization©职问™，、和修改Which

company

should

be

chosen

to

produce

an

attractive

story?30%21%7%6%10%6%21%小天鹅西门子松下美的三洋其他海尔￥61.5BnWM25%17%12%25%容声/海信Fridge￥96.4Bn100%西门子

美的

美菱

奥马其他11%8%

2%海尔33%20%12%8%4%5%19%100%格力海尔美的100%海信科龙

志高

奥克斯

其他AC￥149.9Bn©职问™，、和修改A

quick

scanning

of

white

goods

industry

in

China:

TheWG

industrybig

3

have embraced

varying

digital

transformation

strategiesTotal

Revenue

in

2016Business

StrategyDigital

Strategy10001191159815012750GreeFocus

ACStrongOffline

DistrubitionMidea-25%-16%Multi-industry/brandM&AHaierPlatformStrong

Logistic&ServiceOmni-channel

strategySmart

home

appliance

strategyTrying

internet

of

things

withstrong

offline

logistic

capabilityOmni-channel

strategyMobile

appsInternet

of

things(cooperationwith

Tmall)Starting

omni-channelSmart

home

appliance

strategywith

Gree

smartphone?Digitalization

Level©职问™，、和修改Think

the

whole

picture

&

possible

storyline

carefully

even

beforeyou

choose

the

company©职问™，

、

和修改30%21%7%6%10%6%21%海尔小天鹅西门子松下美的三洋其他￥61.5BnWM25%17%12%25%容声/海信Fridge￥96.4Bn其他11%西门子

美的

美菱

奥马8%

2%海尔33%20%12%8%4%5%19%格力海尔美的海信科龙

志高

奥克斯

其他AC￥149.9BSmart

home

applianceMobile

APPOmni-channel

strategyDigital

engineeringBig

dataSmart

home

applianceMobile

AppBig

dataValue

chain

expansion:Fresh

productOmni-channelSmart

home

applianceDigital

engineeringInternet

of

thingsOmni-channelDigital

engineeringA

goodstarting

point:

choose

Gree,

Hisense,

Meling……©职问™，、

和修改GreeHisenseMelingOmni-channel

Smart

home

applianceDigital

engineeringInternet

of

thingsOmni-channelSmart

home

applianceBig

dataDigital

engineeringBig

dataValue

chain

expansion:Fresh

productAn

interesting,clear

and

solid

story

winsHow

your

slides

would

be

assessed

by

the

consultantNearly

300

effective

case

submission

in

1st

round,

it

is

told

threview

one

case

work

in

less

than

3minonsultant

shouldWhat

would

they

focus

in

3

min:

a

clear

and

interesting

storyline,

a

typical

and

well-trained

consulting

slide

format©职问™，、和修改职问咨询技能课实验班-Storyline的设计技巧咨询案例项目过程第二步第一步第三步第四步第五步第六步确 例类型理解并解读客户出现的问题市场情况分析（市场、竞争对手、消费者等）公司自身能力分析回答 规划的三个问题，进行故事线的设计规划实施©职问™，、和修改How

to

construct

your

storyin

a

compelling

and

concrete

way?市场情况分析（市场、竞争对手、消费者等）理解并解读客户出现的问题公司自身能力分析回答规划的三个问题，进行故事线的设计规划实施©职问™，、和修改How

to

construct

your

storyin

a

compelling

and

concrete

way?©职问™，、和修改Another

pathway：Better

to yze

the

company

itself

in-depth

ratherthan

rush

into

the

complicated

market

ysis©职问™，、和修改A

suggested

storyline

for

Bain

Cup:

Just

one

solution

from

all

possibilities口整体WG市场增长缓慢，线上销售增长迅速➔口

未来WG增长的驱动因

一：一二线消费者

更高价格的智能家电和整体解决方案➔口

未来WG增长的驱动因

二： 物流迅速发展，接触到渗透率较低的三四线城市和农村消费者➔口竞争者已先行，海尔做了二，美的在做一➔口

格力的 份额 线下份额，同时 起步远 于其他企业➔口新策略1（omni-channel

built

around

customer

journey

in

short

run）口新策略2(smart

appliance-digital

engineering

inthe

longer-term,after

5

years)口新策略3(built

the

O2O

ability

in

5-years,digitalize

its

offline

channel-internet

of

thingstostrengthen

logistic

and

service

ability,

reaching

more

potential

customers

)

➔口

实施和潜在风险

决办法

➔口项目时间安排及阶段成果汇报©职问™，、和修改Common

flaws

in

slides

submitted

by

volunteer

candidates:

A

conclusionAn

adrift

storyline：the

market

&customer ysis

part

is

isolated

from

the

strategy

formation(i.e.

the ysis

result

never

leads

to

the

future

strategy

focus)Terrible

leadline:

using

description

nouns

rather

than

an

acting

sentence

(Remember:

theconsultant

only

have

less

than

3

min

to

read

your

whole

slides,

they

only

care

about

the

leadlineand

the

professional

layout)In-page ysis

doesn’t

strongly

support

your

leadline:

the

in-page

graphics

or ysis

cannotbeused

to

support

the

leadline

conclusion;

or

f et

to

add

relevant ysis

around

the

graphicsGraphics

or

slide

layout

doesn’t

match

requirements

of

top

consulting

firm©职问™，、和修改Common

flaws

in

slides

submittedby

volunteer

candidates:

Adrift

MKTysisProblems

in

the

market ysis

part:The

market ysis

conclusion

provide

no

insight

for

strategy

formationFail

to

divide

the

market

or customer

in

a

clear

and

practical

way©职问™，、和修改职问咨询技能课实验班-咨询公司PPT-三种常用的标题类型常见标题类型常见标题结构（细分）市场描述类消费者描述类市场]预计增速为[XX%]，预计20[XX年]达到[

]规模市场]预计增速为[XX%]， 市场将在[驱动因素X]推动下[形年份+市场+趋势+原因20[XX年]-20[XX年]，[过去[X年/未来X年]，[容词+上升/下滑/平稳]•

对比类：[X原因]导致了[A类]与[B类]竞争者在[客户群体、市场规模、产品、等]上面的差异竞争者描述类

•

地域分布：主要竞争对手集中在[XY地区]，[Z地区]竞争对手布局仍然有限+[原因]•

竞争优势：[C]竞争者通过[策略X/举措Y]建立了[Z优势]•

消费者偏好（结果）-说明类：[典型目标客户]+[、、地理位置、收入水平等人口特征]+[频次、单价等行为特征]•

消费者偏好（结果）-趋势类：消费者越来越[多/少]地转向[]/[消费者XX趋势]+[厂商行为变化]©职问™，、和修改职问咨询技能课实验班-市场与人群细分的技巧细分市场描绘产品针对的目标人群，可定义为：Adj1+Adj2+Adj3+XX人第一刀是“XX人”，即最直接的使用者，其次按照影响使用人差异从大到小去切每个adj.其中Adj.一般包含人口统计学（，所在地，城合理假设获取数据关键模块要点提炼展示成果市划分级别，可支配收入）和消费购物特征（使用频次，高中偏好，忠诚度，接受度，等）切分细致的程度以数据精确性（需要假设的少），原始数据可靠性强，能区分各分支差异为对未来趋势的变化设定baseline,

positive,negative三种scenario，并从需求和供给两端获取假设合理的支撑信息Top-down法：通过行业报告和访谈获悉领军企业销售数据，竞争图谱和增长趋势，建立供给端格局；另外可以通过对标已有案例类似目标群体的企业，根据对标企业的发展路径设定各个scenario的假设阈值Bottom-up法：通过消费者访谈，抽样调研，市场走访，和数据整合，洞悉需求端的现状和需求变化趋势原始可用数据：国家颁布的统计数据，incl.国家（人口普查），工信部（产业），白/蓝皮书（政策），发展计划书等一手数据：市场走访，抽样，问卷整理，焦点小组，，和cold

call等二手数据：公司（Nielson,Ipsos,iResearch)，访谈所得数据整理，投行和券商研究部数据等四要素：需求和供给端市场规模结果，假设，需求和供给端计算和原始数据结果是对于“计算”的汇总，简单明了并可直接用于图形展示和汇报，包括：正负5年数据，第一刀切分的数据罗列；假设分深度和浅层假设，需要根据数据和合理性去划分；计算只含有计算公式，是对于所有切分的计算逻辑展示，需要清晰明了到展示树图的程度；原始数据需要表明来源，只保留需要计算使用到的部分即可©职问™，、和修改Is

your

in-page ysis

strongly

supporting

your

leadline?Online

WG

customers

are

divided

as

Tier1-2

customers

pay

for

in ligence

appliance

concepts,

whilecustomers

inlower-tier

cities

are

driven

by

thepenetration

of

smartphone

and

merce1Significantly

higher

penetration

rate

of

in

ligenceappliance

in

Tier

1

city2Soaring

smartphone

penetration

rate

in

lower

cities

andrural

areas

is

panied

by

growing

WG

online

sales3Online

WG

customers

share

the

same

concernsanddifferent

buying

triggers©职问™，、和修改Common

flaws

in

slides

submitted

by

volunteer

candidates:

SuperficialCompany

ysisProblems

in

the

company ysis

part:Too

simple,

fail

to

dig

in

the

current

move

comparison

between

the company

andits

competitorsF

et

to

discuss

the

gap

between

company’s

status

quo(

especiallycapabilities

of

companies

digitalization

transformation,

i.e.

potentialchannel,

human

capital)

with

its

dream

modelE.G.

A

suggested

leadline

to

discuss

the

capability

gaps

betweenMELNG

adopted

in ligence

strategy

but

still

lagged

behind

because

of

unclosed

online

ecosystemand

immaturity

of

in ligence

products©职问™，、和修改Common

flaws

in

slides

submittedby

volunteer

candidates:Strategy

ExplanationProblems

in

the

strategy

explanation

part:Too

general:

the

strategy

seems

could

be

applied

to

any

chosen

firm,

not

explicitlydesigned

for

the

firmLack

of

practical

details:

the

strategy

isn’t

supported

by

practical

stepsor

suggestion,not

compelling©职问™，、和修改Are

your

strategy

compelling

and

practical：A

good

example©职问™，、和修改Are

your

strategy

compelling

and

practical:

A

suggested

solutionOmni-channel

Strategy:

Gree

should

use

differentiated

strategy

on

different

online

saleschannelJDTmall25-34

MaleInterested

in

SportsFocus

on

quality

and

convenience,pay

for

premium

functionsOnline

Channels

Customers

Characteristics

Marketing

Strategy

Product

StrategyOfficial

Webstie•urchase

on

sportingonlineHighlight

the

superiorqualityLaunch

in

ligenceproduct

onJD©职问™，、和修改Slides

Layout？ConsultingEnglish?Other

skills

being

testedCommon

flaws

in

slides

submitted

by

volunteer

candidates:

Terrible

slidelayoutProblems

in

the

slidelayout:Fail

to

deliver

content

in

a

consulting

way

with

terrible

graphic

arranges,

don’t

knowhow

to

selectproper

graphic

type

to

present

corresponding

informationThe

in-page

color

panel

and

font

is

far

from

professional

standardsLack

of

knowledge

about

how

a

consulting

firm

drafted

their

project

proposalTerrible

Consulting

English,

don’t

know

how

to

use

consulting

jargons©职问™，、和修改A

good

layout

example©职问™，、和修改职问咨询技能课实验班-PPT美化技巧：1.配色配色常用配色技巧：1-2主色+1撞色+2-3浅色+2-3黑灰基础色具体配色：一张PPT建议不超过3-4种颜色（颜色复杂的图表除外）DeloitteDeloitteDeloitteDeloitteDeloitteDeloitteBlueGreenMid

BlueLight

BlueDark

GreenLight

GreenR0G39B118R129G188B0R0G161B222R114G199B231R60G138B46R189G210B380%80%80%80%80%80%70%70%70%70%70%70%50%50%50%50%50%50%40%40%40%40%40%40%配色板示例DeloitteDeloitteDeloitteDeloit