Any information taken from the texts or other sources must be paraphrased no quotes. That is, it must be put into your own words. Please ensure this is not written as a paper but you have the question and then the answer follows. Read questions very carefully and Address All the Points Raised! I Identification – Answer all (25 points): Being specific, identify following 5 situations from texts, readings or lectures and explain their relation to strategic management consulting. Length answer each question should be about 3/4 page double-spaced. 1. Parallel Experience Curves and the Permissible Growth Gap? 2. McKinseys 7 Factor Matrix? 3. Given the following firm information identify each of B&Ds businesses as either BtoB or BtoC and place each one in the appropriate box of a BCG four quadrant Growth-Share Matrix? A diversified company B&D has the following four businesses — plastic utensils, power tools, information software for defense, and glass making machinery. The largest business of B&D is the power tool business and constitutes about 45% of its overall revenues. B&D is the market leader in the U.S. where the growth rate is approximately 2.5% per year and it makes up 30% of the revenues of B&D. Internationally, the market for power tools is growing at a higher rate of 5.5%, however, B&D is behind M-Power Tools of Japan which is the market leader. The second largest business within B&D is plastic utensils (20% of revenues) for which its key competitor is Rubbermaid. Rubbermaid is the market leader with a 40% market share, while B&Ds utensil business has a 20% market share. This industry has an average annual growth of 3.5 %. B&D also competes in the defense software industry (10% of revenues) whose demand has been declining and has a growth rate of less than 2% annually; and B&D is a distant fourth in terms of market share. The glass machinery industry (20% in US) is in its growth phase with the U.S. annual growth rate 10% and B&D is the market leader; Internationally this business has a growth rate only of 2% and B&D is behind a large Korean Glass Machinery manufacturer. 5. As described in the IT Strategies book Merck has used a TIM approach to develop and market pharmaceuticals as after sales results due to potential side-affects are a key part of the supply to customer experience. Yet the VIOXX scandal emerged as an expensive failure. Identify how this breakdown occurred and how as a consultant you would have assessed the problem and proposed a long-term solution. II. Problems Answer All 5 questions (75 points or 15 points per question) – Approximate length of answer for each question should be about 1-2 pages double-spaced. Keep answers concise and focused covering main points of each case or problem. 1. Explain the Japanese Steel Chain and why it still gives Japanese automobile producers a global competitive advantage relative to its less integrated global rivals such as VW, GM and Ford. 2. Select a competitor of your team client company. Then using the information you have developed in researching your team client company describe how you would pitch a client assignment with this competitor firm using either a BCG or McKinsey approach. 3. Write a 2-page executive summary for your teams client report explaining the strategic problem you identified, how you analyzed it, your proposed solution and how it should be implemented given the firms resources and the industrys competitive environment. 4. Bill Bain did not have a business degree and had no business background. Yet he was a successful consultant at BCG, founded his own very successful firm and became a multi-billionaire. On the other hand, Marvin Bower at McKinsey who had both law and business degrees rejected great wealth selling his shares back to the firm at book value making it easier for new consultants to become partners. Additionally, there is Bruce Henderson who had a background both in Corporate America as well as consulting before establishing BCG. Based on what you have read about these three very successful consulting firms what common attributes do you believe are required to be a successful consultant? 5. A little over a year ago GEs stock was about $30 a share but since then has fallen to less than $8. In addition, it has sold off several of its business and has indicated that it will sell more for $40 billion in order to pay down debt. It has also hired a new CEO from outside the firm for the first time in over a hundred years. Yet beginning in the 1970s it hired many ex-consultants from BCG and McKinsey and used their services extensively. Using outside resources briefly identify the major reasons why GE developed such problems and why their hires and use of BCG and McKinsey consultants and principles such as Jack Welchs be # 1 or 2 in a business or divest did not prevent disaster. I Identification – Answer all (25 points): Being specific, identify following 5 situations from texts, readings or lectures and explain their relation to strategic management consulting. Length answer each question should be about 3/4 page double-spaced. 1. Parallel Experience Curves and the Permissible Growth Gap? 2. McKinseys 7 Factor Matrix? 3. Given the following firm information identify each of B&Ds businesses as either BtoB or BtoC and place each one in the appropriate box of a BCG four quadrant Growth-Share Matrix? A diversified company B&D has the following four businesses — plastic utensils, power tools, information software for defense, and glass making machinery. The largest business of B&D is the power tool business and constitutes about 45% of its overall revenues. B&D is the market leader in the U.S. where the growth rate is approximately 2.5% per year and it makes up 30% of the revenues of B&D. Internationally, the market for power tools is growing at a higher rate of 5.5%, however, B&D is behind M-Power Tools of Japan which is the market leader. The second largest business within B&D is plastic utensils (20% of revenues) for which its key competitor is Rubbermaid. Rubbermaid is the market leader with a 40% market share, while B&Ds utensil business has a 20% market share. This industry has an average annual growth of 3.5 %. B&D also competes in the defense software industry (10% of revenues) whose demand has been declining and has a growth rate of less than 2% annually; and B&D is a distant fourth in terms of market share. The glass machinery industry (20% in US) is in its growth phase with the U.S. annual growth rate 10% and B&D is the market leader; Internationally this business has a growth rate only of 2% and B&D is behind a large Korean Glass Machinery manufacturer. 4. Identify how Ito-Yokado supports its granular understanding of its 7/11 convenience store business to achieve a competitive advantage through just in time deliveries. 5. As described in the IT Strategies book Merck has used a TIM approach to develop and market pharmaceuticals as after sales results due to potential side-affects are a key part of the supply to customer experience. Yet the VIOXX scandal emerged as an expensive failure. Identify how this breakdown occurred and how as a consultant you would have assessed the problem and proposed a long-term solution. II. Problems Answer All 5 questions (75 points or 15 points per question) – Approximate length of answer for each question should be about 1-2 pages double-spaced. Keep answers concise and focused covering main points of each case or problem. 1. Explain the Japanese Steel Chain and why it still gives Japanese automobile producers a global competitive advantage relative to its less integrated global rivals such as VW, GM and Ford. 2. Select a competitor of your team client company. Then using the information you have developed in researching your team client company describe how you would pitch a client assignment with this competitor firm using either a BCG or McKinsey approach. 3. Write a 2-page executive summary for your teams client report explaining the strategic problem you identified, how you analyzed it, your proposed solution and how it should be implemented given the firms resources and the industrys competitive environment. 4. Bill Bain did not have a business degree and had no business background. Yet he was a successful consultant at BCG, founded his own very successful firm and became a multi-billionaire. On the other hand, Marvin Bower at McKinsey who had both law and business degrees rejected great wealth selling his shares back to the firm at book value making it easier for new consultants to become partners. Additionally, there is Bruce Henderson who had a background both in Corporate America as well as consulting before establishing BCG. Based on what you have read about these three very successful consulting firms what common attributes do you believe are required to be a successful consultant? 5. A little over a year ago GEs stock was about $30 a share but since then has fallen to less than $8. In addition, it has sold off several of its business and has indicated that it will sell more for $40 billion in order to pay down debt. It has also hired a new CEO from outside the firm for the first time in over a hundred years. Yet beginning in the 1970s it hired many ex-consultants from BCG and McKinsey and used their services extensively. Using outside resources briefly identify the major reasons why GE developed such problems and why their hires and use of BCG and McKinsey consultants and principles such as Jack Welchs be # 1 or 2 in a business or divest did not prevent disaster.
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