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1、Developer: Daphne Li,Reviewer: Susan Lonergan Cartha OHare John Clarke,bc,How to be a Great AC,March 1998,Copyright 1998 Bain & Company, Inc.,1,GreatAC,Getting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,2,GreatAC,Get
2、ting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,3,GreatAC,Bain caseteams address a considerable range of strategic issues.,Strategy consulting,Corporate strategy,Business unit strategy,Performance improvement,How sho
3、uld a company with many businesses achieve its growth objectives?,How should a business unit respond to its competitors?,How many manufacturing plants does a company need? What products should client produce in each plant?,Example:,Types of Strategic Issues,4,GreatAC,Compoutek,Axels-4-Rent,Business
4、problem:,Answer:,First-year AC workstream:,Length of case:,AC travel:,Business unit strategy (PC business unit),Exit the retail PC market Cut costs through complexity reduction Implement process and organization redesign,Phone competitors to gather data about the PC market Analyze client data relati
5、ng to accounts receivable and inventory turns Build economic model,Three months,Monthly local visits to client to gather data and attend meetings,Corporate strategy (growth strategy),Target and retain most profitable customers through marketing programs and travel agent commission structures Focus o
6、n corporate accounts that are already penetrated, but are currently underperforming in share targets,Size rental car market based on secondary research and customer surveys Splice and dice client customer database to establish segments Research other companies retention programs (e.g., airlines freq
7、uent flyer),Six months,Weekly trips to NYC for client task force meetings,Example of Caseteam Assignments,5,GreatAC,Caseteam Coordinator,Vice-President,Manager/CTL,Experienced Consultant,New AC,New Consultant,Experienced AC,While you may frequently encounter variations, a typical caseteam structure
8、looks like the following:,Caseteam Structure,6,GreatAC,Your mix of responsibilities will vary from case to case.,The job,Research/data gathering,Analysis,Communication,Team,Market size and dynamics Competitors Client data Customers,Database manipulation Models in Excel Regressions Data into appropri
9、ate slide format Arriving at the strategic answer,Blank slides storyline proper format Oral communication informal team meetings with consultant/manger overheads to caseteam,Coordinating workstreams with other ACs/consultants Participating in team brainstorming sessions and team meetings Overseeing
10、production for presentations Caseteam events,Areas of Responsibility,7,GreatAC,Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.,Get the job done,Execute on your workplan,Communic
11、ate up,Understand the “Big Picture”,Deliver with zero defects,Develop and update your workplan Keep an 80/20 fallback plan Execute - focus on the assigned task After 6-12 months, take a more active role in intellectual leadership of your piece of work,Communicate regularly and frequently with your m
12、anager use Answer-First and 80/20 tag “red flags” seek help prioritizing leverage manager to add additional 10% insight,Always “know the why” in the context of the “Big Picture”,Perform zero defect analysis document everything proof, proof, proof reality check,Key Success Factors,8,GreatAC,Always “k
13、now the why” in the context of the “Big Picture”.,Why are you doing this work? what is the Big Picture? where is the value? what is the client expecting? What does your analysis mean and why is it important to the client? What are likely questions to be asked of you? by your team by your client(s) W
14、hat sensitivity analyses illustrate responses to potential questions or clarify issues for you? what about client sensitivity analyses? What reality checks can you do to demonstrate knowledge of the why? use of 80/20 benchmarks focus of your quality checks,“Know the Why”,9,GreatAC,A recent experienc
15、e at SAC training illustrates the importance of “knowing the why” in the context of the “Big Picture”.,Develop presentation on business unit strategy,Assignment:,The client can be profitable and should milk its business,Hypothesis:,Market is growing Client has low cost position Competitors not a thr
16、eat next largest player higher cost,Assertions:,“We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”,SACs reaction:,Data:,What did they miss?,RCP,Question:,Big Picture - “Know the Why”: Example (1 of 2),10,GreatAC,More on “knowing the why” - what the ACs missed.,“We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”,SACs reaction:,Competitor is lowest cost Competitor can lower price t
