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Insead Consulting Club Handbook 2011
Insead Consulting Club Handbook 2011
Insead Consulting Club Handbook 2011
CONSULTING
CLUB HANDBOOK
2011
Top INSEAD employers for Consulting positions
Classes of 2006 Classes of 2007 Classes of 2008 Classes of 2009
McKinsey & Company 75 (27) McKinsey & Company 106 (36) McKinsey & Company 97 (39) McKinsey & Company 78 (49)
Bain & Company 46 (16) Bain & Company 40 (9) BCG 51 (22) BCG 44 (21)
BCG 36 (9) BCG 35 (13) Booz Allen Hamilton 39 (8) Bain & Company 43 (17)
Booz Allen Hamilton 17 (3) Booz Allen Hamilton 21 (9) Bain & Company 21 (10) Booz Allen Hamilton 23 (13)
A.T. Kearney 8 (2) A.T. Kearney 12 (1) A.T. Kearney 13 (2) A.T. Kearney 11 (5)
Roland Berger 6 (2) Roland Berger 9 (4) Accenture 6 (3) Roland Berger 8 (5)
Deloitte Consulting 5 Monitor Group 6 Roland Berger 6 (1)
PricewaterhouseCoopers 7 (1)
Mercer Management Oliver Wyman 5 (2)
5 L.E.K. Consulting 4 (1)
Consulting Deloitte Consulting 4
Monitor Group 6 (3)
Mercer Oliver Wyman 3 OC&C Strategy Consultants 4 Monitor Group 4
Accenture 5 (3)
L.E.K. Consulting 3 Trinsum (formerly Marakon) 4 Opera Solutions 3 Deloitte Consulting 4 (2)
Siemens Management Oliver Wyman 3 (2)
3 Arthur D. Little 3 PricewaterhouseCoopers 3 (1)
Consulting
Marakon Associates 3 (1) Oliver Wyman 3
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‘Everyone at Bain is passionate about delivering real
results for their clients. That means giving realistic and
actionable advice that the client understands and
accepts. Bain is not about creating complex, fanciful
documents that will be filed away in the CEO's drawer.
On the contrary - Bain is about results, not reports.’
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A W E E K I N TH E L I FE O F A CO N S U L TA N T IN A T Y P I CA L O U T O F T O W N
E N G AG M E N T
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Cumulative number of customers who are
diverted to the centralized call center
Number of 1.200.000
customers
1.000.000
800.000
600.000
400.000
200.000
0
0 10 20 30 40 50 60
Week
$M
2002 2003 2004
Deli meats Revenues 260 255 260
SUPERMARKET DELI TURNAROUND
Exhibit 2
Employee cost $20 per hour Employee cost $20 per hour
(fully loaded) (fully loaded)
Total COGS $2.50 per 20 pieces Dedicated hours 4 hours per day
Margin $2.50 per 20 pieces Revenue $80 per store per day
Key areas to Revenue and profit breakdown within deli External factors influencing the overall deli
explore market
• Deli meat revenue and profits flat - consistent • People have less time to cook at home –
with overall category prepared foods category growing, deli meats
• Prepared foods showing revenue growth (10% category flat
consistent with category) but no profit growth • Increasing competition from other deli
Analysis – therefore declining margins – why? departments – starting to expand product lines,
- made-to-order (MTO) sandwiches losses increase advertising, etc.
offsetting profit growth from BBQ wings
• Eliminate made-to-order sandwiches (at least in low-traffic stores or during non-peak hours)
Recommend- • Raise or lower prices on MTO sandwiches (depending on demand elasticity)
ation • Boost demand for MTO sandwiches (e.g., advertising, promotions, merchandising)
• Eliminating MTO sandwiches or boosting demand can impact overall traffic in store and deli
Other factors
CHINA OUTSOURCING OPPORTUNITY
Exhibit 1
Transportation
• China to U.S. distribution center N/A $6K to ship 40K lbs.
• U.S. distribution center to customer 0.05 Same
Total 1.00
• Would save $0.25/lb. (25% of • Quality is top purchase • Current plant is at capacity
current costs) criterion for freezer bags - outsourcing would
• At current production levels, - lower quality from China eliminate need to build
would save: • Price is top criterion for plastic additional capacity
Analysis - $50M in freezer bags plates and utensils • Plastic plates and utensils are
- $75M in plastic plates and • Style is top criterion for 50% of total production
utensils specialty plates and utensils - outsourcing may create too
- $25M in specialty plates and - highly variable demand much extra capacity
utensils requires short lead times
• To compensate for extra capacity that would be created in current plant, could produce new product
Other factors
line, rent out spare capacity, or move to smaller facility
GROWING SPECIALTY PAPER SALES
Questions and Facts (I)
Customers • There are approximately 24,000 commercial printers in the United States
• Printers are roughly categorized into three groups: small, medium, and large
• Differences among the groups are driven by the type of printing technology employed and the
size of print jobs that the printers are able to serve
• Printers prefer to receive product from the specialty paper manufacturers in different forms,
primarily driven by the type of printing technology employed
- Small printers prefer to receive their specialty paper in boxes
- Medium printers prefer cartons of specialty paper
- Large printers prefer to receive palletized shipments of specialty paper
Market share • The client has approximately 30% market share with small printers and only 10% share with
medium and large printers
Client financials • Margins are currently acceptable but management is against cutting price to gain market share,
knowing that competitors can match price cuts
• Price and cost to serve per equivalent box are different for each customer type