自勉&内容梳理

原来已经搁置的书，但由于现实所迫，不得不重拾此书。虽然书是针对咨询行业的，但其实道理是通用的。书还没看完，不到1/3吧，但也从中学习到了很多实用的面试技巧，使我认识到自己真的真的真的是很辣鸡了!但没关系，只要想改变，就趁现在! 以下的几个点，都是我做的超级差劲👎的，写在此处，希望尽早更正。 1)Don't use terms you don't fully understand. Otherwise, it highlights that you have a nasty habit of discussing things you know little about. 我确实在生活中经常谈论一些我其实并不太懂的事情。有的时候甚至刚刚在网络上看到了只言片语，还未验证真假时，我便已经传播出去了。有时事后证实消息为假，自觉尴尬，可从没想过改变，也没想过自己会在别人心里留下什么差印象。着实该好好反思，谨言慎行。

2) If necessary, ask sb for help. 我常常一个人埋头苦干，如果别人没有主动提出要帮助我，非到紧要关头，我是断然不会寻求他人帮助的。肯定是出于虚假的自尊心，其实是自负作祟，使得我认为想别人求教是一种有损自己智力的行为。也是出于害怕被拒绝，被嘲笑智力低下，这么简单的问题都不会吗?! 其实想想，自己有多高的智商呢，有啥好骄傲的，又有啥自卑的，只是问个问题，嘴一张一合的事，被拒绝又怎样，事情又不会变得更糟糕。所以勇敢起来，大大方方的问问题，说出自己的弱点，寻求帮助。

3) Journal. 要做好自己所学内容的梳理和总结，并要反复温习，更新。

Market sizing questions(logic and assumption):

1. structures- types of case: population, household, and preposterous. Ask clarifying questions and lay out structures first.

2. assumption- your thinking process is more important than your assumption, right or wrong.

3. Math- write down all nembers orderly.

Factor questions(think in broad terms and not too detailed)

Ask a few clarifying questions and make an assumption or two. Think it through, lay out your structure, and priorize the points you write down.

Figure out a key metric in which to measure success.

Note example

The Ivy Case System

1. Summarize the question

2. Verify the objective(s)

3. Ask clarifying questions

4. Label the case and lay out the structure: MECE(Mutually exclusive, collectively exhaustive.), no overlap in structure.

5. State your hypothesis - only consulting firms care about hypothesis.

Core to the case:

1. company---profit and revenue, customer segmentation, product mix, production capabilities and capacitys, brand, distribution channels, and WCS(what constitutes success?)

2. market---market size, growth rates, and trend, industry drivers, customer segmentation, industry changes, distribution channels,major players and market share, product differentation, and barriers.

The four key case scenarios:

1. Profit and loss

P＝R-C ☞ E(P=R-C)M E: economy, M: market or industry

Revenue streams, price and volume,

2. Entering a new market

Analyze the company first, and then the market.

Merger and acquisition

3. Pricing

Investigate the company: products it has, the position in the market, its objectives(profits, market share, brand positioning).

Investigate the product.

Determine a pricing strategy: competitive analysis, cost-based pricing, price-based costing.

4. Growth and increasing sales

Key questions for additional scenario:

1. Industry analysis

2. Suppliers

3. The future

4. Developing a new product, think about the product itself, market strategy, customers, fundings.

+ Ivy Case System at a Glance

1. Entering a new market

Market & Entry

2. Industry analysis

Current industry structure & Suppliers & Future

3. Mergers and acquisition

Objectives & Price & Due diligence & Exit strategies

4. New product

Product & Market strategy & Customers & Financing

5. Pricing strategies

Pricing

6. Growth strategies

Assessment & Strategies

7. New business

Market & Cost benefit analysis

8. Competitive response

Why & Strategies