《经济学管理学基础知识及其应用》由会员分享，可在线阅读，更多相关《经济学管理学基础知识及其应用（76页珍藏版）》请在金锄头文库上搜索。
1、和君咨询经济学管理学基础知识及其应用资料选读Table of ContentsA Note On Frameworks .Strategic Tools & Frameworks .Economics Frameworks .Finance & Accounting Frameworks .Sample Cases An Introduction.Sample Case & Suggested Solution.Profitability Cases.Market Entry & General Strategy Cases.More Case Questions To Try.Market
2、Sizing & Estimation Cases .More Market Sizing & Estimation Cases To Try .Brainteasers .Cases With Slides.A Note On FrameworksBy the time you face a client, we would like you to feel very confident that you can listen to a description of a situation, and rapidly put together a systematic, logical way
3、 of analyzing it. As a consultant, the first important thing is how well you break a problem down and then logically try to solve it. We want you to be able to say to yourself, “Ive done this for several cases; I know I can deal with it.”A framework can guide your intelligent questioning of the clie
4、nts, lets youlay out your analysis in a coherent manner, and lets you apply your experience to the case by pointing out how the case is an instance of a more general problem to which your experience applies.We cannot overemphasize that this is a skill developed through practice. There is no substitu
5、te for confronting a case, building your own systematic way to analyze it, then improving your model through discussions with others. Never be afraid to expose your model to others for fear that it is crude, incomplete, or wrong. All frameworks have holes in them. Thats the whole point of practicing
6、to learn how to improve your initial models so that you will have a richer and more sophisticated set of organizing schemas to draw upon.What is a framework?The world is confusing, and to understand cause-effect relationships, we have to distill most problems to their essence. Thats what theory does
7、, highlight the most important aspects of a situation that account for most of the variance between specific instances of the situation.You might call these important aspects “drivers” or “critical success factors” or “independent variables. If our model of the world is almost as complex as the worl
8、d itself, it is not very usefulmodels help us understand and predict only when they strip a problem down to something we can grasp, a small set of key driving forces that we can focus on while ignoring other things that have far less explanatory power. If you give a manager a checklist of 37 things
9、to focus on, s/he simply cannot grasp the essence of the problem. If you can highlight a much smaller number of drivers and articulate the relationships among them, s/he not only can grasp the problem but can apply those insights to other, similar problems.Frameworksor call them models, analytical s
10、chemas, analytical lenses, conceptual maps, etc. show the key cause and effect relationships that you think a person should focus on to approach a given situation. They apply to a general class of problems; each case is a specific instance of a problem class. The acid test of whether a framework is
11、useful is that it bothexplains and predicts. It helps you understand what is going on in this case and draw appropriate analogies to other cases that exemplify the same problem class. It helps you predict what will happen if the client takes a given course of action, and test your prediction by seei
12、ng how other cases in the same problem class turn out. These predictions are hypothesesthey are insights into what would follow if the world worked the way your model suggests.You should not try to follow a recipe when constructing frameworks. There are many, many ways to organize an approach to a p
13、roblem, identify the key drivers, and articulate the relationships among them. However, some of these organizing structures are weak. I will give you a few suggestions here purely to stimulate your thinking, not because they represent the “best” frameworks.Checklists. The weakest framework is the checklist. Simply telling managers, “Here are some things to think about,” does not help much. A checklist does extract some elements from the problem for managers to focus on, but it does not provide much insight into the nature of the problem,
