，同濟01級本科畢業，起步月薪一萬有餘，就任職於國際頂尖的戰略管理諮詢公司。但是，錢不是這麼好拿的
。從實習經歷、簡歷篩選、pre-talk、一輪又一輪的'面試、案例面試到拿offer，沒有點實力是到不了的。
下面是一個對於undergraduate有點複雜的案例面試分析。大家先看看，感覺一下。這個案例資料是我看了
這麼多覺得最好一個的學習資料了，來之不易啊。希望學弟學妹們對自己提出更高一點的要求，不要覺得沒事
做，耽誤了大學最好的機會——算是學姐我一點衷心的建議吧。也希望材料人的就業路能越來越寬闊：）
P.S. 英語表達一定要好，不出意外的話，所有的面試和案例都是英文的。（可能很多人沒接觸過案例，我
稍微標註下，希望有幫助：）
Case setup (facts offered by interviewer):
q Your client is a manufacturer of bicycles
q They have been in business for 25 years
q They manufacturer and sell three categories of bicycles:
Ø Racing bikes: High end, high performance bikes for sophisticated cyclists
Ø Mainstream bikes: Durable, but not overly complicated bikes for everyday riders
Ø Children’s bikes: Smaller, simpler versions of their mainstream bikes for children
q Profits at your client have decreased over the past five years
Question:
q What is driving the decline in overall profits?
q What recommendations might correct the situation?
（以上這些是面試官給你的相關商業資訊和問你的問題。一般只需解決第一問，即什麼導致了利潤下滑。
如果找出適當的改進意見當然是加分項。回答第二問是對MBA的要求。）
Suggested solutions:
The first question is to determine what has caused overall profits to decrease. To accomplish
this the candidate must first understand what has transpired in each of the three product
categories over the past five years during which profitability has slipped. The following are
questions and answers that would be provided in an interview scenario.
（案例分析需要你在潛意識裏適當運用商業模型。這裏面就融入了cost-profit and 4P framework.提醒一
下，以下的問題是你要問面試官，他來回答的。你藉助面試官的回答，用合理的邏輯來分析和回答他最初的問
題。當然，面試者的問題無定式，一下給出的只是個參考的例子）
q What are the client’s margins for a bicycle in each of the three segments?
Racing: Cost = $600/unit, Profit=$300/unit 33%
Mainstream: Cost = $250/unit, Profit = $75/unit 23%
Children’s: Cost = $ 200/unit, Profit = $50/unit 20%
q What has happened to the market size of each of the three segments over the past five
years?
Racing: Has remained constant at its present size of $300MM
Mainstream: Has increased at 2% growth rate per year to its present size of $1.0B
Children’s: Has increased at 3% growth rate per year to its present size of $400MM
q What has happened to our client’s market share in each of these segments?
Racing: Market share has decreased from 60% to 30%
Mainstream: Market share has increased from 0% to 5%
Children’s: Market share has increased from 0% to 3%
q Who are the client’s major competitors in each market segment? What has happened to their market share in each segment over the past five years?
Racing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%
Mainstream: There exist many, large competitors, none of which holds more than 10% of the market
Children’s: As in the mainstream segment, there are many competitors, none with more than 10% of the market
The above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (racing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.
The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MM x 20% children’s margin)).
The dramatic decrease in market share in the racing segment is at this point still
unexplained. Questions that would help formulate an explanation include:
q Have there been any major changes in product quality in your client’s racing product? Or in its main competitor’s racing product?
No
q Have there been any major price changes in your client’s racing product? Or in its main competitor’s racing product?
No
q Have there been any major changes in distribution outlets for your client’s racing product? Or for its main competitor’s racing product?
Yes.
Previously your client and its main competitor in the racing segment sold exclusively through small, specialty dealers. This remains unchanged for the competition. Your client, however, began to sell its racing bikes through mass distributors and discount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.
q How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?
Prices at these stores tend to be 15 to 20% less.