...CONSULTING FAQ ▪ Objective This is a BITS2BSCHOOL initiative to form a ‘Frequently Asked Questionnaire’ on Management Consulting for the aspiring consultants on this e-group. This FAQ has been compiled from answers provided by a panel of Consultant BITSians, to consulting relating questions posed by this group. ▪ FAQ Structure The questions have been classified into the following sections: B Schools and Academic background (pre and during MBA) Professional work experience (pre MBA) and expectations Post MBA Consulting experience Interpersonal Skills and Networking FAQ B SCHOOLS AND ACADEMIC BACKGROUND (PRE AND DURING MBA) Q1. When evaluating MBA programs, what are the key characteristics to consider for an aspiring consultant? In other words, what are the different parameters based on which, one can shortlist & differentiate universities for a consulting major. While Consulting companies recruit heavily from a core set of schools (typically 5 or 6 top schools), almost all Consulting firms recruit from most of the top 10 or top 15 schools. When evaluating an MBA program, it is important to consider the location, interest in living there and how good the program is. One can gather this information by networking with alumni and current students. While targeting a school with consulting in mind is one way to go, it is essential to keep an open mind. Most students figure out their interests and career paths while at school and not before. As...
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...9491 S Praveen/ Elixir Human Res. Mgmt. 48 (2012) 9491-9497 Available online at www.elixirjournal.org Human Resource Management Elixir Human Res. Mgmt. 48 (2012) 9491-9497 Knowledge Process Outsourcing (KPO) – India S Praveen Economic Officer at Forward Markets Commission (GOI). A R TI C L E I N F O A B ST R A C T Art i c l e h i st ory : Received: 22 May 2012; Received in revised form: 28 June 2012; Accepted: 16 July 2012; K ey w or d s Knowledge, Outsource, Market research. Knowledge Process Outsourcing, or KPO, is the latest wave to hit the outsourcing business in India. A booming sector with tremendous potential, the KPO sector in India employs around 25,000 people currently. KPO is Knowledge Process Outsourcing (KPO). It involves outsourcing for high-end knowledge work. This includes research and work on intellectual property, equity and finance, analytics, market research and data management, et cetera. This article is prepared for better understanding of the concept and state of India in the sector. © 2012 Elixir All rights reserved. Introduction The Outsourcing Industry has been extensively researched in the past decade. Business Process Outsourcing (BPO) in particular has been the topic of many analyses. Outsourcing first appeared in the IT industry in the 1980s. This was the time when companies recognized the benefits of having IT service partners in order to develop complex systems, and enhance the way that a business process or service is managed...
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...Submission Date: 06th of February, 2012 Lecturer’s Name: Dr. Payyazhi Jayashree Significance of Alignment Family Name of student | Student ID | Email | Mobile # | 1. | TAWFIK | 4113032 | waleedtawfik77@gmail.com | 0507214854 | Subject Code: MGMT 915 Subject Name: Management of Change Session: Autumn 2012 Table of Contents | | The Concept of Alignment and its Importance | 3 | Models and Different Views to Alignment | 4 | Discussion | 8 | References | 10 | | | The Concept of Alignment and its Importance There is no doubt that ‘alignment’ became more significant now than ever before, due to the recurrent changes occurring to the business environment in terms of technology, market demand, and even the customer preferences, which always lead to regular changes to organization strategies, systems, and processes, as noted by Schreyogg and Kliesch-Eberl (2007), that firms today are experiencing significant changes, and in response, many are significantly changing their strategies. In this rapid-paced changing business environment; alignment process becomes an even greater challenge, (Higgins, 2005), and more important and significant for successful change implementation process. The process of alignment shouldn’t have a start or end point, where it is an ongoing process of ‘fitting’ all organization’s functions in the right direction toward achieving the vision and the strategic goals of the organization. The same as...
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...SKYPE In the hands of eBay, Silver Lake, and Microsoft Larry Fan, Aly Kassim-Lakha, Betty Liu, Cristina Peruyera, and Kimberly Yao December 12th, 2014 Professor Emilie Feldman MGMT 249 Fan, Kassim-Lahka, Liu, Peruyera & Yao | MGMT 249 Executive Summary Skype was founded to build and provide a telecommunications application, and despite many changes in ownership, its core business has not drastically changed over the years. Over the past decade, Skype has seemingly thrived to varying degrees under the leadership of eBay, Silver Lake Partners, and now Microsoft. The different visions each acquirer had for Skype and its integration made all the difference in Skype’s value at each stage. In the following paper, we will investigate how each of the three companies chose to acquire, integrate, oversee, and potentially divest Skype, and thus unlocking or creating value through the process. By analyzing information databases and news archives regarding Skype as well as utilizing course frameworks and scholarly papers discussing merger and acquisitions, we will argue that Microsoft has been more successful in integrating Skype than eBay has, though Skype’s long-term success in the hands of Microsoft remains uncertain. In addition, Silver Lake Partners was able to unlock value in Skype using a different set of perspectives as a financial acquirer. Throughout it all, Skype has continued to innovate and provide free services to millions of users globally. Introduction In 2002...
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...Digital Luxury Experience 2013 Keeping up with changing customers The authors would like to thank Altagamma Foundation, and in particular Mr Andrea Illy, Altagamma President, Armando Branchini, Altagamma Executive Director, for their valuable contribution to the research. Altagamma Foundation, which convenes the leading Italian luxury goods companies, supports the yearly Digital Luxury Observatory in conjunction with McKinsey & Company. Special thanks also to all Digital Luxury Experience Advisory Board members for their participation in the research and significant contributions to the knowledge shared here. The authors are also grateful to Anna Sanfilippo, Gaetano Vallefuoco at McKinsey, who contributed to the development of this report. Digital Luxury Experience 2013 Keeping up with changing customers Linda Dauriz Ambrogio Michetti Nicola Sandri Andrea Zocchi For additional contents about the research please visit the Mobile Site www.digitalluxuryexperience.it DLE Luxury shopping is changing fast. The winners will keep pace The power of digital presence 1 Effective digital strategies vary by brand and category Digital is influencing almost 20% of total luxury sales. More than 70% of luxury shoppers own a mobile devices, more than 50% of them research through mobile. Digital is essential, Brands must go mobile 2 3 Three successful archetypes are arising on digital luxury markets. Brands need to understand what are their DNA, monitor performances...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...1. Introduction Yeo Hiap Seng Limited (YHS), also known as Yeo’s, is a well-established company that is renowned throughout Asia and Oceania, in the UK, USA and Canada (Yeo’s, 2015). It was established by Mr Yeo Keng Lian and his friend in Zhangzhou in the Fujian Province of China in the early 1900’s, and the small business was first known as the Hiap Seng Sauce Factory (Yeo’s, 2015), producing soy sauces as its first products. The company was renamed as Yeo Hiap Seng when Mr Yeo’s friend pulled-out of their business enterprise (Hartono, 2012). As the business grew, Mr Yeo relocated the business to Singapore in 1935 and set up a sauce factory locally. Their soy sauce business became very successful with local consumers and they ventured to offer other food and beverage items, going on to produce healthy, traditional drinks and other Asian delicacies like canned chicken curry for their consumers. In the 1955’s, it was incorporated as a private company when its sales continued to scale greater heights, and in 1969, it became a public-listed company on the Singapore Stocks Exchange. Yeo’s started its first business venture in Kuala Lumpur, Malaysia in 1975 and went on to expand to more than 10 countries over a span of 40 years (Yeo’s, 2015). In the mid-1990’s, YHS had also entered into the property business, which made up of almost 13% of the total company earnings (Hartono, 2012). 2. Strategic Analysis 1.1. External Environment Analysis ...
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...Careers in Management Consulting WetFeet Insider Guide 2005 Edition The WetFeet Research Methodology You hold in your hands a copy of the best-quality research available for job seekers. We have designed this Insider Guide to save you time doing your job research and to provide highly accurate information written precisely for the needs of the job-seeking public. (We also hope that you’ll enjoy reading it, because, believe it or not, the job search doesn’t have to be a pain in the neck.) Each WetFeet Insider Guide represents hundreds of hours of careful research and writing. We start with a review of the public information available. (Our writers are also experts in reading between the lines.) We augment this information with dozens of in-depth interviews of people who actually work for each company or industry we cover. And, although we keep the identity of the rank-and-file employees anonymous to encourage candor, we also interview the company’s recruiting staff extensively, to make sure that we give you, the reader, accurate information about recruiting, process, compensation, hiring targets, and so on. (WetFeet retains all editorial control of the product.) We also regularly survey our members and customers to learn about their experiences in the recruiting process. Finally, each Insider Guide goes through an editorial review and fact-checking process to make sure that the information and writing live up to our exacting standards before it goes out the door. Are we...
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...Reorganization of Hewlett-Packard: Carly Fiorina’s Change Era Tuesday, February 17, 2015 MGMT 6320: Leading Organizational Change I. Background and History of Organization Nature of Products and Industry Hewlett Packard (HP) is a leader in the computer industry. HP started as a test and measurement company, however, the company began selling computers and printers in the 1970. The computer industry started to grow in the 1990s due to the growing popularity of personal computers and the introduction of the internet. While the test and measurement equipment remained one of HP’s business products, computers and printers became HP’s main source of revenue because of the rapid growth in the computer industry. HP’s products are all innovative and fairly new to the public market. This allows HP to have a large market share in its industry. However, HP is also vulnerable because competitors will start making competing products. HP could lose market share if it does not continue to be innovative with its current products and creating new products. This is shown throughout HP’s history. Age of Organization and History Bill Hewlett and Dave Packard created HP in 1939. Quickly, HP became known for its management procedures and innovative products. Mr. Hewlett and Mr. Packard created a cultural norm called the “HP Way” that focused on “profits more than revenue growth, teamwork, open-door management, full employment, egalitarian pay practices, and flexible work hours” (Beers...
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...Intel Final Paper MGMT 480- Frankforter Executive Summary As the world’s “foremost semiconductor maker,” Intel Corporation has a reputation to uphold and a future to build. Founded in 1968, Intel has grown to a company of over 90,000 employees who operate Intel’s facilities in nearly fifty countries. Intel produces processors, motherboards, chipsets, network adapters, flash memory, software, storage devices, and wireless products. Many of us are the end-users of a wide variety of Intel’s products, but the Intel’s numerous other customers are primarily OEM manufacturers who utilize Intel’s components, end-user consumers (which includes individuals, large and small businesses, and service providers), and “other manufacturers, including makers of a wide range of industrial and communications equipment.” Intel has capitalized on its ability to lead the semiconductor industry by continuous innovation. Gordon Moore, one of Intel’s founders, introduced a principle that continues to guide Intel which states that “the number of transistors on a chip roughly doubles every two years.” In keeping with Moore’s Law, Intel’s key to success in the semiconductor industry has been constant innovation. Such a strategy has allowed Intel to remain a leader among competitors such as Texas Instruments, Advanced Micro Devices, International Business Machines, and Freescale Semiconductor, among others. The semiconductor industry is extremely competitive, but...
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...TABLE OF CONTENTS I. INTRODUCTION 1 II. HISTORY OF CRM MARKET 3 Major Vendors 5 Current Offerings 6 III. DEFINITIONS OF CRM 6 IV. DRIVERS FOR CRM APPLICATIONS 9 Reasons for Adopting CRM: The Business Drivers 9 Cost Goals 10 V. THE CRM INDUSTRY 11 Size of the CRM Industry 12 Vendors 13 Technology and Service 15 VI. INFORMATION TECHNOLOGIES FOR CRM 20 Key CRM Tasks 20 IT Factors of CRM Tasks 22 VII. CONSULTANTS 23 VIII. RETURN ON INVESTMENT OF IMPLEMENTATION 24 Cost and time 24 Benefits 25 ROI of CRM Projects 27 IX. PRINCIPLES OF CRM 27 X. CRM ISSUES 28 Customer Privacy 28 Technical Immaturity 30 XI. CASE STUDIES 31 Amazon.Com 31 Dell 32 Volkswagen 33 Wells Fargo 34 XII. CONCLUSIONS 36 REFERENCES 37 APPENDIX A BASIC ASSUMPTIONS OF CRM 40 APPENDIX B COMMON MYTHS OF CRM 41 APPENDIX C LIFETIME VALUE OF A CUSTOMER 44 C1. Simple Approach 45 C2. More Sophisticated Calculation 46 C3. Effect of Loyalty Programs 47 C4. Additional Factors to Consider 49 C5. The Arithmetic of Lifetime Value 49 C6. Example: Applying Lifetime Value Concepts in Banking 51 C7. Summary and Conclusions on Lifetime Value 53 APPENDIX D VENDOR’S WEB SITE ADDRESSES 55 2 Version 3-6 March 23, 2001 CUSTOMER RELATIONSHIP MANAGEMENT Paul Gray Jongbok Byun I. INTRODUCTION Over a century ago, in small-town America, before the advent of the supermarket, the mall, and the automobile, people went to their neighborhood general store to purchase goods. The proprietor and the...
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...A STRATEGIC ANALYSIS OF A FACILITY SUPPLY DISTRIBUTOR IN BRITISH COLUMBIA by Derek Brooks B.A., Simon Fraser University, 1993 PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION In the Executive Masters of Business Program of the Faculty of Business Administration ©Derek Brooks, 2014 SIMON FRASER UNIVERSITY Spring 2014 All rights reserved. However in accordance with the Copyright Act of Canada, this work, may be reproduced, without authorization, under the conditions for Fair Dealing. Therefore, limited reproduction of this work for the purposes of private study, research, criticism, review and news reporting is likely to be in accordance with the law, Particularly if cited appropriately. APPROVAL Name: Degree: Title of Project: Derek Brooks Master of Business Administration A Strategic Analysis of a Facility Supply Distributor in British Columbia Supervisory Committee: _____________________________________ Dr. Aidan Vining Senior Supervisor CNABS Professor of Business and Government Relations & Area Coordinator, Strategy. _______________________________________ Dr. Andrew von Nordenflycht Second Reader Associate Professor Date Approved: _______________________________________ i ABSTRACT This paper presents a business level strategic analysis of RST Corporation’s facility supply division, in British Columbia Canada. The facility supply industry is in decline. Firms find it increasingly...
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...Journal of Studies on Manufacturing (Vol.1-2010/Iss.1) Jain et al. / Supply Chain Management: Literature Review and Some Issues / pp. 11-25 Supply Chain Management: Literature Review and Some Issues Jinesh Jain*, G. S. Dangayach*, G. Agarwal*, Soumya Banerjee** *Department of Mechanical Engineering, Malaviya National Institute Technology, Jaipur(India) Email: jineshjain1234@rediffmail.com, dangayach@ gmail.com, agarwal.drg@gmail.com **Department of Computer Science & Engineering, Birla Institute of Technology, Mesra (Ranchi) Email: soumyabanerjee@bitmesra.ac.in Submitted: 10/12/2009 Accepted: 31/01/2010 Appeared: 16/01/2010 ©HyperSciences.Publisher Abstract: Supply chain Management has assumed a significant role in firm's performance and has attracted serious research attention over the last few years. A literature review reveals a considerable spurt in research in theory and practice of SCM. Combining and informing on features of Supply Management and distribution Management. This integration has resulted in the concept of extended enterprise and the supply chain is now manifest as the collaborative supply chain across intercompany borders to maximize the value across the entire supply chain. A large number of research papers have been published in various journals in last two decades. In this paper an attempt is made to review the status of literature on Supply Chain Management. A literature classification scheme is proposed. A total of 588 articles from 13 refereed...
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...[pic] Information Technology Enabled Services (ITES) – Bangladesh ELEMENTS OF A NATIONAL STRATEGY FOR DEVELOPMENT OF AN INFORMATION TECHNOLOGY ENABLED SERVICES SECTOR IN BANGLADESH USAID Bangladesh IT Enabled Services Project SETA Task Order Number: 4002-345-001 Subcontract Number: 011227001/4000 Contract Number: GSOOK97AFD2185 Table of Contents Executive Summary 3 1. Introduction 10 2. The Market for IT Enabled Services 13 Market Characteristics 13 Factor Requirements to be Competitive 15 3. Bangladesh Market Advantages and Disadvantages 19 Costs and Efficiency 19 Productive capacity 21 General business environment 25 4. A Bangladesh ITES strategy 28 Potential ITES Market Segments 29 Building Productive Capacity 32 Lowering Costs 37 Building a Competitive Environment 38 Marketing of Bangladesh ITES sector 40 5. Recommended Actions 42 Improving Productive Capacity 42 Lowering Cost, Improving Efficiency 44 Marketing and Business Environment 45 Focus on Growth 47 Annex A: Analysis of Market Segments 49 Annex B: ITES Workshop Report 63 Annex C: The opinion surveys of this study 68 Annex D: Summary of the Philippines Case Study 81 Executive Summary Information Technology Enabled Services (ITES) is a large, fast-growing worldwide industry fueled by customers seeking efficiency...
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