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Top of Minds Executive Search: Reader From 2012 Training by by Auke Bijnsdorp, Partner - Amsterdam Office
Top of Minds Executive Search: Reader From 2012 Training by by Auke Bijnsdorp, Partner - Amsterdam Office
1 Candidate centered
General Interviews
10:00 Coffee 15:45 Live interview 1
10:15 Being a consultant 16:00 Discussing interview 1
16:30 Live interview 2
Cases 16:45 Discussing interview 2
10:30 Case: Buffy Bear’s
11:00 Discussion Closing
11:45 The Pyramid Principle 17:00 Q&A
12:00 Working lunch 17:30 Wrap-up
• You’ll work with ridiculously clever people pushing you to your limits
• You’ll learn a complex abstract trick that works with everything in business
1 They’re smart
• Strong academic results are the most reliable indicator of brain power
• You can structure your thoughts and get them across with empathy
Business-case Brain-teaser
Complication Profits have fallen by 20% which affects the potential for
selling off the business
Note: The SCQ model is explained in detail in the book “The Piramid Principle” by Barbara Minto
To identify the cause, we analyse the profit structure
It turns out that our market share has declined because people want
more health food.
Communication
costs
Cost of
incentives
Marketing
costs
Distribution
Costs
costs
Other costs
R&D costs
Administrative
costs
Other costs
Cost of capital
Other costs
… and tailor them to the situation at hand, where we find that
the price of meats has gone up
Cost structure Buffy Bear’s
Meats
Cost of goods
sold (COGS)
Vegetables
Advertising
Marketing
Costs
costs
Promotions
Salaries
Other costs
Real estate
Now we can come up with ideas to increase profits and test
them
Ideas for increasing profits
Increase revenue:
• Raise prices
• Diversify the menu with salads to attract new customers
• Extend the menu with typical road snacks, like ice-cream and apple-pie competing
with petrol stations
• Use drive-ins to service quick customers
Decrease costs:
• Offer salads to reduce the effect of rising meat prices
• Offer meat replacements like soj burgers
• Provide free proteine-rich shakes as a starter (instead of desert) to reduce the
hungry feeling of clients
After shooting some ideas, the best one is picked and
developed further
Formulating the hypothesis
The hypothesis giving the answer to the SCQ is now formulated as:
“We can restore profits to the level of 2008 by replacing 20% of our menu with
vegetable–based dishes.”
The interviewer will now ask you to make some quick
calculations
Number of clients grows from 4.000.000 to 4.500.000 per annum thanks to the more diverse menu
Number of salads in the new sales mix is 20% of all dishes
First you come up with a difficult formula
+50% gross
profit in
Production cost € 8 Production cost € 2
Retail price € 16 20% of dishes is Retail price € 14
Gross profit € 8 Gross profit € 12
10% up in total
gross profit
Number of clients grows from 4.000.000 to 4.500.000 per annum +12.5% more clients
Number of salads in the new sales mix is 20% of dishes
Leading to the conclusion:
Yes, introducing salads will restore the profit level of 2008
Cost/profit mix before and after introduction salads
Price build-up
Price build-up
Gross
+10% profit
Gross
Cost
profit
Cost
+12.5% customers
110% * 112.5% = 123,75% is more than the profit level 2008 in of 120%
(not 110% + 112.5% = 122.5%, although you could use that as an preliminary estimate,
as long as you show that you understand the difference)
But of course you forgot all about the fixed costs
Meats
Cost of goods
sold (COGS)
Vegetables
Advertising
Marketing
Costs
costs
Promotions
Salaries
Other costs
Real estate
But of course you forgot all about the fixed costs
Meats
Cost of goods
sold (COGS)
Vegetables Luckily, the interviewer has run out of
time so he helps you out:
Advertising “The new number of clients matches the
Marketing
Costs
costs old one in 2008, and no staff
Promotions
was fired. So the fixed costs remain the
same.”
Salaries
Other costs
Real estate
Structuring your storyline:
The Piramid Principle
The Piramid Principle tells you to work top-down and structure
your argument
Illustration of issue tree
Situation
Complication
Question
Answer
because because
of X of Y
Question
Issue X Issue Y
Any list of issues should not only be MECE, but also SEAL
– Similar: same sort of issues
– Exhaustive: all issues are covered (like in MECE)
– Apt: relevant to the topic
– Linear: same level of abstraction or magnitude
Why are
profits down
by 20%
Revenues Costs
declined? increased?
Why is Geert
Wilders gaining
influence?
Is there another
Do people like Do people not like
reason to vote for
him? the alternative?
GW?
Poland is about
to be invaded
by tanks
Do not overestimate
the value of
frameworks
Logical reasoning is
Using frameworks is Frameworks are not
more important than
not easy always necessary
using frameworks
Mapping frameworks
There are many A framework itself The primary goal of A framework itself is
to cases is not easy
frameworks, and an doesn’t hold the frameworks is to not intelligent. You
and requires a lot of
engineer will know answer. You do structure you are
experience
less than an MBA. presentation. You
[Yet, more engineers might not get to this
are hired than MBAs]
Which: mapping frameworks comes from training, but a
guideline can help you get started
A generic guideline for mapping frameworks to cases [never exhaustive]
Competitive power of product/service De Volkskrant looses subscribers Four Cs: customers, competition, cost,
capabilities
Power of product/service, less focus on Profile sells les tires with winter profile Four Ps: product, place, price, promotion
competition
Performance gap analysis McDonalds’ profits are falling • Revenue/cost analysis
• Value chain analysis
Process cases Transform KPN from a infrastructure to a GSTIC: Goal-Strategy-Tactics-
services provider Implementation-Control
Exhaustiveness test Interviewers frequently test if you can • Being there
think of more issues. And more. • Inverse
• Abstract association
Portfolio analysis What products or services should be • Four Cs or Ps
(dis)continued? • BCG matrix (use this only at BCG)
• Operating profit (EBITDA) (net margin) = gross profit – overheads and direct costs
Operationale winst = brutowinst – overhead en directe kosten
You’re at a seated benefit dinner for WarChild. Your heart misses a beat when you find out
Jeroen van der Veer is sitting next to you! Your consulting firm has been trying for ages to
get a project with Shell, so this is your chance.
He tells you that one of his worries in the current handover to his successor Peter Voser is
losing market share in the retail activities. The economic crisis has put extra pressure on
prices and unmanned petrol stations of competitors are eating at Shell’s market share.
This is now 10% of the total base of 600 petrol stations, and Shell
is wondering whether they should convert all of the remaining
stations to the unmanned variant as well so lower prices can be
offered.
Let’s get this straight: you’re asking me if converting to
unmanned will restore your profit level to last year’s, right?
STQ to clarify the key question
Customers Competition
(segmentation, purchase criteria) (market share, position, USPs)
1. Shell Express attracts price aware consumers. This 1. Competition is two-fold, both big chains with their own
excludes employees with a company car. express formula and local independents.
2. Because of the recession, the segment of price-aware 2. The market share of unmanned stations is expected to
customers has grown rapidly. keep growing, as clients increasingly accept it.
3. The Express formula should be limited to urban areas, 3. Shell has a more premium brand than others.
since high way customers choose their petrol station out
of geographical motivation and have a stronger need for
shopping.
Cost Capabilities
(production costs, economies of scale, experience) (product-company fit, resources)
1. Unmanned petrol stations have a lower running costs, 1. Shell’s premium brand doesn’t have be an obstacle.
creating the opportunity to lower prices. There are successful examples in other industries: KLM’s
take-off fares, KPN’s Hi, take-out food
2. In retail, economies of scale are always leading in profit
issues, since most costs are fixed so all extra turn-over 2. The conversion to unmanned requires no significant
strongly contributes to the profitability. changes to the company’s structure, and lay-offs can be
gradual.
3. Removing shops from petrol station reduces not only
costs, but also turn-over. 3. There is already experience with 60 stations, making a
We have to calculate the net effect. swift conversion operation feasible.
After the initial analysis we can create a very sharp and focused
issue tree
Issue tree Shell Express case
By converting to
Express formula, Shell
can restore profits
Assumptions
• 80% of shops have the ‘average format’: 4 outlets for cars + 1 for motor cycles
• petrol station is open from 8:00 to 22:00, manned continuously by two employees in two shifts
• Two peaks of two hours during rush hour, operating at 80% capacity. Rest of the day at 40% capacity.
Average duration of visit is 5 minutes
• Average non-petrol purchase per customer in shop is € 2 with a 50% margin
(cigarettes are excluded because of extremely low margin)
• 20% of clients are non-petrol clients and only shop in store
car 2
40% 40% 40% 40% 40%
car 3
car 4
Margin decrease = number of shopping clients per day * average spent * margin * 365 days
= 1.2 * (22-8 hrs) * 5 *(80%*2 + 40% * 5)/7 * 60/5 *€2 * 50% * 365 days
= 1.2 * 14 * 5 *± 50% * 12 *€2 * ± 180
= 1.2 * 14 * 30 *€2 * 180
= 1.2 * 14 * 60 * 180
= 1.2 * 840 * 180
= 1.2 * 1.680 * 90 ≈ 1.2 * 1.500 * 100
= 1.2 * € 150.000
= € 180.000 per annum (€ 189.216 exact, 5% off)
Then we calculate the savings of having no more staff
6 staff members costing each € 43.000 per annum = € 258.000 per annum
The five most important competences The STAR framework for formulating
(specifically for a junior consultant) examples
Problem solving
• Describe the situation
Situation
Do’s Don’ts
Arrive 5 minutes before Don’t arrive 30 minutes in advance
Strong handshake with a wiped dry hand Don’t smoke just before interview
Prepare three questions for the end, ask one Don’t use stupid phrases like
‘een stukje’ or ‘je ding doen’
Incorrect Correct
• Brown suit • Dark (but not black) suit
• 3 pieces • Minimal pattern
• Button-down shirt • No belt or modest belt
• Narrow angle collar on • Shirt without stripes
shirt • Tie with non-obtrusive or
• No collar stiffeners no pattern
• Yellow shirt • No tucks in trousers
• Signal red tie • Smooth black shoes with
• Top button not closed laces
• Normal buttons, no
cufflinks
Incorrect Correct
• Shirt with high closed neck • Dark blue suit
looks defensive • White or light blue shirt
• What’s this tie-like thing • Enough room for a hint of
around her neck? décolleté, but only a hint
• Suit is black • Light make up on eyes and
• Suit is too long lips
• Too heavy make up on eyes • Shirt sleeves are longer
• Hair is not professional than suit sleeves
• No earrings or bracelets
Wrap-up
A case-buddy is by far the most effective preparation
Contact us if you want personal advice on your consulting
career or the life after