casebooks精选kellogg casebook 2011

1、顶尖商学院Case Book汇编册 小灶计划 值得信赖的一站式职业发展教育平台小灶计划小灶是一个面向大学生的一站式职业发展教育平台。小灶品牌旗下包括以小灶计划、上海名企实习 为代表的四个微信公众号，以小灶学徒项目为代表的线下训练营系列， 以及即将于 2 0 1 6 年 8 月正式上线的职业发展课程网站( w w - w . x i a o z a o . o r g ) 。 小灶由杜克大学创业团队创建， 以杜克大学 新加坡国立大学专利脑科学技术为教育体系建设核心，以 顶尖M B A 职业教育理念为基础，结合创始团队超过 40 年的职场经验， 打 造国内最高质量的大学生职业发展教育平台 。 小灶

2、计划（订阅号） 快速获取求职干货 小灶学徒顾问（服务号）求职问题有问必答 Case Book | 2011 editionKellogg Case Book 2011 EditionThis book was written, edited, and designed by: Adam J. Louras (Kellogg Class of 11) Ameed Mallick (Kellogg Class of 12)Uri Kalir (Kellogg Class of 12) Peter Manoogian (Kellogg Class of 12) Craig DePriester (K

3、ellogg Class of 12)Mauricio Atri (Kellogg Class of 12)If you have question or concerns please write to Adam Louras at: This book is intended for internal use by members of the Kellogg Consulting Club (KCC). Distribution to individuals outside of the KCC is forbidde

4、n without express written consent by KCC. Copyright 2011 by the Kellogg Consulting Club. Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher

5、. 2 2011 Kellogg Consulting Club - All Rights ReservedUsing the case bookWelcome to the 2011 KCC Case Book!Consulting Recruiting TimelineAtrium Hours/ PresentationCoffee ChatsumDueInterviewsPreparation ProcessPhase I:Marketing YourselfPhase II:Business AcumenPhase III:Case PrepJanuaryYou Are Here3 2

6、011 Kellogg Consulting Club - All Rights ReservedThis document contains sample cases to use while preparing for interviewsWinterInterviewBreakPreps/Exam Prep &ReExamsOctoberNovemberDecemberJanuaryFebruaryContentsHow to use this bookKCC 2011 casesAdditional resources4 2011 Kellogg Consulting Club - A

7、ll Rights ReservedUsing the case bookTips for effective pre- and post-case activitiesInterviewer (delivering case)Interviewee (receiving case)Ask the interviewee if they wish tofocus on specific:Inform your interviewer if you havespecific areas for improvement Confirm that you have not previously do

8、ne the case your interviewer is planning to deliverDO NOT read the case ahead of time or discuss the case contents with peers!Bring plenty of paper to take notes!Case formats / conceptsLevels of difficultyIndustriesInform interviewee which case youplan to deliver to confirm they have no prior knowle

9、dge of the case Spend at least 30 minutes to review the caseProvide detailed feedback (bothpositive and constructive) to interviewee in a timely manner Seek feedback from the interviewee on your case deliveryProvide detailed feedback (bothpositive and constructive) to interviewer in a timely manner

10、Seek feedback from the interviewer on your case performanceLog your performance in the “case tracker”5 2011 Kellogg Consulting Club - All Rights ReservedAfter the caseBefore the caseUsing the case bookThe title page for each case contains details that willinform case selectionOverview of case title

11、page2131Case tracker:Provides overview on case including industry, format, and conceptstestedIncludes ratings for quant intensity and structure (1 = lo, 10 = highest), as well as industry logo, case format, and concepts testedContains the overview of the case and allows users to determine whether th

12、ey should give the case based on its attributesContains 3 fit questions to begin the interview. After fit, then ask the case question2Status bar:3Guide to4Fit questions:6 2011 Kellogg Consulting Club - All Rights Reserved4Using the case bookThe “Clarifying answers” page contains supplementalinformat

13、ion and a suggested guide to the cases flowOverview of clarifying answers and case guide page121Clarifying answers:Contains information that is NOT relevant to the main solution path.This is forsupplementary information such as: “we do not know the competitive dynamics”or “the market has been growin

14、g at GDP.”2Guide to case:Lays out the ideal structure for the case and includes hints on how to walk throughthe interview/handouts, as well as when to show them to the interviewee.7 2011 Kellogg Consulting Club - All Rights ReservedUsing the case bookThe “Key elements to analyze” page contains thean

15、alysis of the key case conceptsOverview of key elements to analyze page121Includes the key question or objective associated with a main case concepttested. The interviewee should naturally move to asking or addressing the information in this box, but you may need to provide a little “push” at times.

16、Concept box:2Notes to interviewer:Contains additional information that you may provide to the interviewee duringan investigation of the particular case concept. This information isCRITICAL to the interviewee solving the case both numerically and conceptually.8 2011 Kellogg Consulting Club - All Righ

17、ts ReservedUsing the case bookThe remaining page types that may be included in a case aremore straightforward than the previous threeOverview of other page types Note: Not ALL cases will contain pages of all types.9 2011 Kellogg Consulting Club - All Rights ReservedPage typeContainsSolution and reco

18、mmendationsThe overall conclusion that the interviewee should state upon closing the case, as well as additional conclusions or qualitative areasthat excellent interviewees will explore.CalculationsDetails on quantitative calculations needed during the case. Referto theseto audit the intervieweescal

19、culations.ExhibitsTables, graphs, or additional information that should be handedto theinterviewee attheappropriate time in thecase (see “Guide to case / handouts” page).Using the case bookMore info on case format typesThe following represent the most common case formats on which acase interview wil

20、l be based (ranked in descending order of frequency)* Source: Fall10 KCC Survey of the Class of 2012s full-time consulting interviews; n = 154 10 2011 Kellogg Consulting Club - All Rights ReservedFormatFocusFall10 Freq.*Profit improvementAnalyzing causes for recent drop in profits / ways to increase

21、 profits 50% Market entryAnalyzing a firms opportunity to expand into a new geography, related business, or customer segment 38% OpportunityassessmentExamining the potential purchase / sale of a new or existing business or installation / abandonment of an infrastructure 27% Increasing salesIdentifyi

22、ng ways in which a firm can optimally increase sales 4% Merger / AcquisitionEvaluating whether a firm should merge or purchase another company 3% Market sizingDetermining the size, usually in terms of a firms revenue potential, of a market N/A Industry analysisEvaluating an industrys structure and/o

23、r desirability N/A Starting a new businessSimilar to entering a new market; then taking an investment point of view N/A Growth strategiesDetermining the optimal ways to grow a company N/A Developinga new productAssessing a new product offering N/A Reducing costsIdentifying internal or external costs

24、 that are out of line N/A Competitive responseEvaluating ways to address a competitors action (e.g., new product launch) N/A TurnaroundsGathering info on why company is failing and then suggesting corrective action N/A Using the case bookMore info on concepts being testedEach case will follow a spec

25、ific Format and cover multiple BusinessConcepts. Below are the categories of each that you mightface:11 2011 Kellogg Consulting Club - All Rights ReservedBusiness ConceptsQuantitative focusQualitative focusAccounting Brain teaser Basic NPV Competitive analysis Break-even analysis Creativity Capacity

26、 expansion/Contraction Customer strategy Elasticity Marketing strategy Investments Organizational changes Macroeconomics Pricing strategy Market share Supply/value chain Market sizing Vertical integration Microeconomics Operations Case FormatsMarket Entry Turnarounds Developing a new product Market

27、Expansion/Contraction Growth Strategies Opportunity Assessment M&A Starting a new businessCompetitive ResponseIndustry Analysis Increasing Sales Reducing costs Improving profitability Using the case bookMore info on industry logosThe following logos will be located underneath the quant/structurescor

28、es on the case title page to indicate the industry beingcovered12 2011 Kellogg Consulting Club - All Rights ReservedTravel & LeisureConsumer ProductsEnergyIndustrial GoodsHealthcareOtherMedia & EntertainmentTech & TelecomAirlineRetailShipping & TransportationFinancial ServicesCase scoringCase Score

29、Sheet (For Interviewer)13 2011 Kellogg Consulting Club - All Rights ReservedA+PlusesBasics ConceptLowBelow averageAverageAbove AverageExceptionalStructured Thinking Quantitative Skills Business Judgment Hypothesis Driven Prioritization Ability to Synthesize Creativity Inter-personal Skills Confidenc

30、e & Poise Case scoringHow to Score (Interviewer)14 2011 Kellogg Consulting Club - All Rights ReservedConceptWhat to look forStructured ThinkingDrives the case, takes ownership, follows a clear structure, takes time to think before (s)he speaks Quantitative SkillsComfortable handling difficult math p

31、roblems, and shows clear calculations Business JudgmentRecommends realistic solutions, demonstrates clear understanding of key concepts for the case Hypothesis DrivenDevelops hypothesis from data and uses them to drive the analysis PrioritizationClear prioritization of the elements that are critical

32、, and can quickly discard data that is not useful Ability to SynthesizeClearly summarizes the key issues to solve the problem and articulates them concisely CreativityUses data and information to draw insights from different approaches Inter-personal SkillsActs naturally and is pleasant to speak wit

33、h Confidence & PoiseShows confidence when solving problems but does not sound arrogant ContentsHow to use this bookKCC 2011 casesAdditional resources15 2011 Kellogg Consulting Club - All Rights ReservedTable of Contents1)2)3)4)Food Wholesaling GotoNet Maine Apples Orrington Office Supplies Syzygy Su

34、percomputers Winter Olympics Bidding Rotisserie Ranch Tarrant Fixtures Vindaloo CorporationZephyr Beverages 11)12)13)14)15)16)17)18)19)A+Airline Co. Bell Computer Arbor Housing Shermer Pharma Hospitality Co. Rock Energy Orange Retailer Vitality Insurance Chic Cosmetology 20)21)DigiBooks After School

35、 Programming Dark Sky Health Coaches Ocular Co Wine and Co Healthy Foods Co High Q Plastics Salty Sole Shoe Co Plastic World Zoo Co 22)23)24)25)26)27)28)29)30)5)6)7) 8) 9) 10)16 2011 Kellogg Consulting Club - All Rights ReservedCase Competition Winners 2011New Cases from Authors 2011Updated Cases 20

36、04Case 1: Food Wholesaling CaseBy: Colby Maher (Kellogg Class of 03) & Professor David Besanko, Edited By: Mauricio Atri (Kellogg Class of 12)3Quants.6StructureMicro-economics, Profit- ability17 2011 Kellogg Consulting Club - All Rights ReservedGuide to interviewer The case primarily tests an unders

37、tanding of microeconomic concepts. As such, it is a little bit more qualitative and less quantitative than the average case. The interviewee should focus on solving insights regarding elasticity and profit-improving price changes . The interviewee should be able to come up with these insights if the

38、y invest some effort in understandingprice elasticity of demand and its relationship to changes in revenues as price is reduced.Fit QuestionsSpend first 15 min on fit Tell me about a time when you failed. Share me a time when you faced a difficult situation in a team and how you solved this . Descri

39、be your most rewarding business school experience.Case tracker Industry:Consumer Products Level of Difficulty:Medium Case Format:Improving profitability Concepts being tested:- MicroeconomicsCase Question Our client is an established food wholesaler that is trying to increase profitability. The situ

40、ation is that our client is a wholesaler of a variety of different food items, and has a steady stream of business and is already profitable, but is looking to unlock more profitability from its existing lines of business How can they can best increase profitability from their existing businesses?Cl

41、arifying answers and case guide18 2011 Kellogg Consulting Club - All Rights ReservedGuide to case / Guide to handoutsExhibit 1 Hand out after introducing case Current business- What observations can be made from this graph?- Interviewee should make qualitative assessments about competitive dynamics

42、(next slide), market positions, and make inferences about potential causes/advantages that have caused the change from 2000/2003.Exhibit 2 Hand out after solving exhibit 1 Gross margin- If we have a graph with gross margin on the y-axis, what would go on the x-axis?- Use to illustrate relationship w

43、ith gross margin and price elasticity. Interviewee should draw a downward sloping line from the top left corner.Exhibit 3 Hand out after discussing Exhibit 2 Elasticity/GM relationship- Demand elasticity and gross margin do not have the inverse linear relationship that we would expect.- Push the int

44、erviewee to make observations from this graph and identify the clients optimal strategy be in each of the four graph quadrants.Clarifying answers to provideIndustry Characteristics/Market Economics- Growing at the rate of GDP- Significant barriers to entry; no new competitors have entered the market

45、 in the last several yearsClient Characteristics- Client is currently the industry market share leader- Margins are good, but depend on product line- Offers a range of high-end and low-end food products- Consumers are high and low-end hotels and restaurantsCompetitive Dynamics- The dynamics (duopoly

46、 vs. fragmented industry) depend on the region, but there are key competitors in each regionKey elements to analyze1919 2011 Kellogg Consulting Club - All Rights ReservedNotes to interviewer Exhibit 2 - the candidate should identify that the x-axis should have price elasticity, and this should lead

47、him/her to draw a downward-sloping straight line from the upper left-hand corner to the lower right-hand corner. Exhibit 3 - the observation from the graph is that there is no apparent effect from demand elasticity on gross margins. We should leave pricing alone in Quadrants I and III, since they ar

48、e behaving according to expectations. In Quadrant II, demand elasticity is high, yet we have a high margin, indicating that there is room to cut prices and increase profits. In Quadrant IV, demand elasticity and margins are low, meaning that we can raise prices to capture additional surplus. These i

49、nsights regarding elasticity and profit-improvingprice changes are the main concluding insights of this case.Notes to interviewer Exhibit 1 - The client is the leader in a two-company oligopoly in North America, its biggest market. It is in a highly competitive situation in Europe, and an even more

50、competitive one in Asia where it has similarcompetitors. There are three major points to identify: 1) given the economies of scale and distribution that are likely prevalent in this business, it helps explain the gains in their lead in North America; 2) conversely, we would expect them to lose marke

51、t share in Asia and Europe for the same reasons; and3) the increase in overall share in Asia makes sense given the high relative growth rate in Asia. Price competition should be softer in the U.S. than Asia due to commanding market share and fewer competitors. For bonus points, the candidate could a

52、lso mention that theU.S. market may be more fertile ground for price leadership.Demand Elasticity Use Exhibit 2 to have a discussion about price elasticity vs. gross margin and their relationship. When this discussion concludes, use Exhibit 3 for a discussion about the actual relationship.Competitiv

53、e Dynamics Using Exhibit 1, have a discussion about the competitive dynamics and economics that could push the share gains from 2000-2003.Solution and recommendations20 2011 Kellogg Consulting Club - All Rights ReservedBonus/Guide to an Excellent Case An excellent interviewee will quickly identify t

54、he potential drivers of changing market dynamics by continent and suggest potential strategies (i.e. price leadership in North America). Additionally, a strong interview will immediately grasp the relationship between gross margin/ elasticity and be able to quickly recommend related strategies from

55、the situation shown in Exhibit 3.Solution & Recommendations Overall, our client should engage in a number of different pricing strategies that vary according to the relationship between gross margin/elasticity that varies by market. The client should engage in the following changes: Cut prices in Quadrant II. Raise prices in Quadrant IV. Mai