《Case in Point》读后感100字

《Case in Point》是一本由Marc P. Cosentino著作，Burgee Press出版的2005-09-05图书，本书定价：Paperback，页数：，特精心收集的读后感，希望对大家能有帮助。

《Case in Point》读后感(一)：好书

这本书看了一半了，看得我很感动，有种终于找到知己的感觉，喜欢这种大脑飞速运转的状态，大学商学院学过的知识和现实实战遇到的案例也在扑面而来，也逐渐确认自己真的适合做咨询，自信心在不断增加。不管别人如何评价，我觉得这书至少适合我，相逢恨晚。字数不够，哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈哈给哈哈哈哈哈来凑

《Case in Point》读后感(二)：分享Case Interview和Case interview secrets的PDF

像Mckinsey(麦肯锡), BCG(波士顿顾问公司), Bain(贝恩)这些咨询巨头公司，面试或者实战过程中都是特别重视案例分析，可以说是最基本的能力了。

如果是小白或者接触战略咨询不深的话，推荐先看Marc P. Cosentino的case in point，可以说是战略咨询方面的圣经了。另外，咨询案例面试Case Interview中，相信大家都听过大名鼎鼎的Victor Cheng，而Victor非常实用的指导书籍首推Case interview secrets，无论在应对咨询面试还是说工作中都是非常实用的宝库。而进阶级的话，可以听一下Victor Cheng的LOMS录音，可以说是最最接地气的应对case interview的资料，哈哈，另一方面也绝对是个练习英语的好资料，学习管理咨询同时学习英语口语，两不误！

需要这些书籍的高清PDF和管理咨询方面的各种资料的话可以加我vx号：vinchleung，一起学习交流~~也顺便祝各位备战战略管理咨询方面的童鞋能一路KO，拿到心仪的offer！

《Case in Point》读后感(三)：Elements of Business

好巧不巧，因为实习的原因读了这本书，想从碎片化的req中还原出做项目的思路，没想到果然很有帮助，至少让我重新思考毕业后去做咨询的可能性。

Mr.Cosentino开篇费了很多篇幅来介绍咨询是什么？什么样的人适合去？top tier怎么面试？以及学生们（even Harvard grads)常犯的错误等等，其实是个特别好的科普，而且不光适用于咨询公司。

接着，他根据这么多年辅导学生的经验，提供了一个解决case的结构化方法（或者说，一套方法论）——ivy case system，说白了其实就是四步：summarize the question, clarify the objectives, ask for additional info and finaly raising a framework. 最后一步根据不同的主题（比如进入市场/定价策略等等）分成了12个scenario，当然，他们很多时候是混在一起的，所以解决问题要一步一步地来。此外，作者提供了许多有用的toolkit，比如4s, 波特五力模型, life cycle of a product, BCG matrix等等。

缺点在于，和实际对比（比如McKinsey的engagement solvement的结构），ics太过简单，因为现实问题总是比case复杂一万倍，还必须要求高度的团作（而这本书介绍的都是单面的情况），不过这本书好在 able to break business into its basic elements- market, margin, cost, share, competition, pricing...给象牙塔里的小菜鸟们指了一条路。

作为一只没啥技术背景的商科狗，经常被人challenge你的专业性到底在哪里？我也常常问自己这个问题。而这本书算是送我了一个答案，那就是去理解、表达和沟通一个现实问题，并且能够提供可行的解决方法，实在不算一个特别常见的技能。

《Case in Point》读后感(四)：大二读该书，大三出风头，大四找工作

一本教人如何面试，虽然针对是的咨询类工作的面试，但其实内容在许多行业和工作中都适用。读到这本书的一半时，我就严重滴意识到了自己从前的面试就是一坨一坨的shit；难怪自称自己不善于“考试、面试和相亲”。原来是分别没掌握“揣摩考点”、“抓住重点分析”以及“卖弄伪牛逼点”。这本书虽不至于能够保送进入高薪的大公司，但是里面的一套一套忽悠个吧外企，是不在话下了。而且，这种方法论，还可以用于工作中、生活中大部分事情的分析、解决。

不足之处是，毕竟是一本教科书，很多模型停留在理想的模型和诸多假设之上；所以本书的case更多是一些智力游戏，而非是真正的做事的style。甚至可以说，如果真正的商业如同书中一样做的话，那十有八九是反而成不了事情的。即使是跟最新和最综合的商业书籍相比，本书也只相当于是一个大纲，真正的core value并没有成为核心的重点。所以，面试时一套，在别人的公司里，利用着老板的资源搞策略、市场营销、竞争分析、品牌建设是一套（反正有人替你交学费了）；但是自己start business时又必须是另外一套。这个世界变化太快了，应付这瞬息万变的世界，最佳策略是与之共舞，随遇而安，以七十二变应付万变；抱着过去的教科书混饭吃，应该很庆幸老板很宽容。敝组织的理事之一张欣母蛛说过，“昨天的太阳，烤不干今天的湿衣裳”。

Case面试的类型：Brainteasers；Back-of-the-Envelope；Business Case Questions。应对顺序：1. Summarize the Question；2. Verify the Objective；3. Ask Clarifying Question；4. lay Out Your Structur。

Case的类型：

Entering a New Marke。

CURRENT MARKET：BARRIERS TO ENTRY

BARRIERS TO EXIT；

PRODUCT DIFFERENTIATION；

MAJOR PLAYERS, MARKET SHARE,

STRENGTHS AND WEAKNESSES

• SIZE

• GROWTH RATE

• CUSTOMER SEGMENTATION

ENTERING < Yes！HOW？ "： START FROM SCRATCH

ACQUISITION

JOINT VENTURE

If No~~ COST BENEFIT ANALYSIS OF EACH

Industry Analysis。

CURRENT MARKET：LIFE CYCLE ( EMERGING？ MATURITY？DECLINE？)

PERFORMANCE (GROWING OR DECLINING？)

CLIENT'S POSITION WITHIN THE INDUSTRY

MAJOR PLAYERS AND THEIRMARKET SHARE

INDUSTRY CHANGES (NEW PLAYERS, TECHNOLOGY, REGULATIONS)

DRIVERS (BRAND, SIZE, TECHNOLOGY)

SUPPLIERS：HOW MANY？

PRODUCT AVAILABILITY

WHAT'S GOING ON IN THEIRMARKET？

FUTURE：ARE PLAYERS ENTERING OR LEAVINGTHE MARKET？

MERGERS AND ACQUISITIONS？

BARRIERS TO ENTRY, TO EXIT

Mergers and Acquisitions。

OBJECTIVES WHY BUY？ MARKET ACCESS BOOST BRAND

INCREASE MARKET SHARE

DIVERSIFY HOLDINGS

PRE-EMPT COMPETITION

TAXES

SYNERGIES COST SAVINGS：REDUCTION OF FIXEDAND VARIABLECOSTS

CULTURAL INTEGRATION

DISTRIBUTION CHANNELEXPANSION

ACQUISITION COSTS ：FAIR PRICE？ Can we afford it？how to pay for it？

REINTEGRATION COSTS

INDUSTRY OVERALLITECHNOLOGY RISKS

COMPETITIVE RESPONSE

WHAT SHAPE ISTHE ECONOMY IN？

DUE DILIGENCE I RISKS： WHAT SHAPE ISTHE ECONOMY IN？

HOW SECURE AREMARKETS AND THEIRCUSTOMERS？

INDUSTRY OVERALLITECHNOLOGY RISKS

COMPETITIVE RESPONSE

EXIT STRATEGY： HOLD FORHOW LONG？

BREAKIT UPAND SELL OFFITSPARTS

Pricing Strategies。

COMPETITIVE ANANALYSIS: COMPETITORS' PRICES

COMPETITORS' PRICES COMPARED TO OURS

SUBSTITUTIONS

CONSUMER BUYING HABITS

COST-BASED PRICING: COST OF GOODS SOLD - WHAT DOES IT COST TO MAKE？

WHAT'S OUR BREAKEVEN POINT？

HOW MUCH PROFIT MARGIN CAN WE ADD？

Price-based costing: WHAT ARE CUSTOMERSWILLING TO PAY FOR THE PRODUCT？

WHAT'S IT WORTH TO THEM COMPARED TO OTHER THINGS？

SUPPLYAND DEMAND

Growth Strategie.

GROWTH STRATEGIES: INCREASE DISTRIBUTION CHANNELS

INCREASE PRODUCT LINE

INVEST IN MAJOR MARKETINGCAMPAIGN

DIVERSIFY PRODUCTS AND SERVICES

ACQUIRECOMPETITORS

Starting a New Busines

Investigate the market to determine whether entering the market makes good business sense.

• Who is our competition？

• What size market share does each competitor have？

• How do their products/services compare to ours？

• Are there any barriers to entry？ Such as: capital requirements, access to distribution channels, proprietary product technology, or government policy.

Venture capitalists don't simply buy into an idea or product, they invest in:

• Management

• What is the management team like？

• What are their core competencies？

• Have they worked together before？

• Is there an advisory board？

• Market & Strategic Plans

• What are the barriers to entering this market？

• Who are the major players and what kind of market share does each firm have？

• What will the competitive response be？

• Distribution Channels

• What are our distribution channels？

• Products

• What is the product and technology？

• What is the competitive edge？

• What are the disadvantages of this product？

• Is the technology proprietary？

• Customers

• Who are our customers？

• How can we best reach them？ Can we reach them on the Internet？

• How can we ensure that we retain them？

• Finance

• How is the project being funded？

• What is the best allocation of funds？

• Can we support the debt？ (What if interest rates change？ What if the economy sours？)

Competitive Response

COMPETITIVE ANALYSIS: COMPETITOR'S NEWPRODUCTS

WHAT'SCHANGED？

HAVETHEYPICKED UPMARKETSHARE？

RESPONSES: ACQUIRE THECOMPETITOR

MERGE WITH THECOMPETITOR

COPY THECOMPETITOR

HIRE THECOMPETITOR'S MANAGEMENT

INCREASE OUROWN PROFILE WITH P.R. CAMPAIGN

Increasing Sales

INCREASING Sale: INCREASE VOLUME

INCREASE AMOUNT OF EACH SALE

INCREASE PRICES

CREATE SEASONAL BALANCE

Increasing the Bottom Line: Profits

ANALYZE THE revenues: WHAT ARETHE REVENUE STREAMS？

WHAT PERCENTAGE OF THETOTAL REVENUE DOES EACH STREAM REPRESENT？

DOES ANYTHING SEEM UNUSUAL IN THE BALANCE OF PERCENTAGES？

HAVE THE PERCENTAGES CHANGEDLATELY？ IFSO,WHY？

EXAMINE YOUr cost: ID MAJOR COSTS

ANY MAJOR SHIFTS IN COSTS？

DO ANY COSTS SEEM OUT OF LINE？

BENCHMARK COSTS AGAINST COMPETITORS

Volume: EXPANDINTO NEWAREAS

INCREASE SALES FORCE

INCREASE MARKETING

REDUCE PRICES

IMPROVECUSTOMER SERVICE

5C & 4P

Company product

Costs price

Competition place

Consumers/clients promotions

Channels

以上这些唬人的名词足够应付一般智商又不特别勤奋的小白领了。后面的一个个case分析会比较boring，就是俩人的对话，而且大多数都是些我们没接触过的现实问题，based on没见过的假设上。纯粹的智力游戏。可以适当挑选进行阅读、练习和评论，因为MBA也可能有遗失的。

基本方法：MECE analysis, Mutually Exclusive, Collectively Exhausted.在《麦肯锡方法》中强调的MECE再次出现。中文叫“相互独立，完全穷尽”。书末有详细的解释,就当练英文吧，懒得翻译：MECE: Borrows from the 80/20 tradition in espousing a "mutually exclusive, collectively exhaustive" approach to engagements. In other words, the consultant 1 interviewer must take care to ensure that, simultaneously, (1) each issue discussed is separate and distinct ("mutually exclusive") and (2) that the totality of issues discussed comprehensively addresses every conceivable aspect of the problem ("collectively exhaustive"). Likely, upon your admission to the firm, MECE will become such an instinctive element of your mentality and such a governing dynamic of your production (memos, reports, presentations, strategy), that you will be well served to evidence a familiarity and appreciation for it at some point in the hiring process. You will also be well served to remember that, when iterating your ideas, an "other issues" category can afford you a simple means to ensure you always remain at least attentive to the principle, if not genuinely MECE in your approach.