文档介绍：该【PWC普华永道面试案例case整理(两个案例) 】是由【才艺人生】上传分享，文档一共【11】页，该文档可以免费在线阅读，需要了解更多关于【PWC普华永道面试案例case整理(两个案例) 】的内容，可以使用淘豆网的站内搜索功能，选择自己适合的文档，以下文字是截取该文章内的部分文字，如需要获得完整电子版，请下载此文档到您的设备，方便您编辑和打印。PWC普华永道面试案例case整理(两个案例)PricewaterhouseCoopersCASEDISCUSSIONBUSINESSCASEInterviewCaseStudy#1Roane&Hickey,(SC)group,&Hickey,Inc.(R&H).ThisengagementhasthepotentialofpositioningPwCtoR&Handitsparentconglomerateforthenextfive,&Hisawholly-ownedsubsidiaryofamulti-&&panydistributingwell-knownbrandedproductsthroughgrocery,drug,$.,R&&.,&HtakesadvantageoflowerlaborcostsinMexico,&-capacitythatR&Hhasexperienced,R&paniesoverseastomanufactureanddirect-&:PersonalHygiene,ConsumerTissue,,PersonalCarecontributes90%pany',R&Hownsthetwotopbrandedproducts,intheothercategoriesthe"oldschool"&H,anAmerican,-,theExecutiveVicePresidentofFinance,,,becauseofhisoutspokennature,heangeredenoughseniorlevelexecutives("showedup")thathehasneverreceivedapositionofpresident,&Hisamember,satdownwiththeR&. Scenario1:pany Scenario2:panythathassimilar distributionrequirementsandhaveprovenprofitabilityRecentInitiativesR&Hhasrecentlytakenpartinanindustry--wideefforttodevelopmoreefficienttradepracticesanddeliverysystemscouldsaveanaggregated$&(.,Procurement,Manufacturing,Deployment,Scheduling,Logistics,andWarehousing),;infact,'&H'-structuringandre-,paniesthatareproducingdifferentiatedproducts."Wecanabsorbthemintousandstimulateournewproductpipeline,"hestated."Withthesenew,regionallyprovenproducts,'swin-win,nodoubtaboutit."'tchangeinotherareas,thenthingswon'tchangeinManufacturing,-'srolewiththeretailerandfocusonconsumerspendingbehinda"highquality",thePwCengagementpartner,."AlltheEVPsknow,"hesaid,"thattherewillbewhole-panydoesn'tturnitselfabout.",ISSSBUleaderandpartner,andsaid,"ThisisPricewaterhouseCoopers’firstmajorengagementwithR&-evaluatingitsstrategicpositionandhasaskedseveralconsultingfirmstotalktothem."GradydiscussedthesituationwithISSpartner,MichaelHanley,,Howareyoudoing?Afterexchangingpleasantries,Gradyexplainsthesituationtoyou."''panyneedstogo,-,"Thisisthesituation,thisistheproblem,thisisthesolutionandthisisstepone,steptwo,stepthreeonwhatyouneedtodotomorrow."ThisisabigopportunityforusandI',. Whatisyourassessmentofthepresentsituation?2. Whatarethekeyareasforchange?Whydoyoubelieveso?3. Whatdoyouenvisionyourproducttobeinaweek?4. Whattypeofadditionalinformationwouldyouwant?5. Whattypeofanalysisdoyoubelieveneedstobeperformed?6. Doyouhaveanideaconcerningtheanalyticalstructure?7. Whattypeofframeworkmightyouenvisionforthisstrategy?8. Whatarethekeyelementsyouwouldincludeindesigningastrategy?9. Whatarethekeyelementsyouwouldincludeinimplementingastrategy?10. WhatisyourassessmentconcerningR&H'sabilitytoimplementastrategy?11. Whataresomekeyperformanceindicatorsthatyouwouldsuggest?12. pany (suchasMarketingandSales)thatmustbeaddressed?13. pany,especiallyMarketingandSales?14. pany'sbrands?15. WhataretherisksthatthePwCteamfacesinthisengagement?PricwaterhouseCoopersCASEDISCUSSIONBUSINESS/STRATEGYInterviewCaseStudy#,andappearstohavewon,,'pany. CompanyBackgroundpanies(RBOCs)andtwoprincipalsinSiliconValleytechnologystart--,munity,whereeverydevicehasapermanentandunchangeableidentification,municationsindustry,(LLT)isconsideredbyRBOCmanagementtoberadical,,with$131,000,000insalesandapproximately200,000customersspreadoutoverfouradjacent,%'paniestodevelopandimplementlocalloopwirelessserviceorLLWS(oftenpronounced"laws").,unobtrusive,,pager,on-demandvideo,and"highway",thereareliterallynowiresinvolvedinanyoftheseservices(exceptofcourseforpluggingintothewalltogetelectricity).Physicalcustomerhook-upsarenon-,andservicesandinformationaresecuredthroughsoftwareinterfacesinLLWSdevices,suchastelevisionsets,puters,pagers,,theindustrydiscountsLLWSasanother"hightechCaliforniafantasy."BellCoreengineers,whileacknowledgingthefuturepotentialoflocallooptechnology,disputeTelekenesis''pletelyconvertall200,paniesatonce,'panies,providingahigherperformance,paniesforlocalandlong-distancetelephoneservice,paging,., ,AT&&-petition."munications"includesmuchmorethansimplymakingaphone-,shoppingforums,,,,onlylong-petition,:1)residential,whichisdividedintothe"plainvanilla"customersthathaveonlyonephonelineintothehouseandnoadd-onssuchascellularphones,pagers,additionallines,)residentialcustomerswhohaveadd-onservicesandaregoodcandidatesfortakingadvantageofthenewtechnology;and3)',R&DandTechnologyAssurance,essentiallyaqualitymanagementprogram,,Purchasing,Distribution,-upservices,,:1)processvision;2)tacticaldoctrine;3)"processefficacy.",ineffect,,exceptfortopmanagement,panieswereretained,,,"nofrills"(thetwosiliconvalleyentrepreneurs)expectthattheconsultantselectedwillbeabletobringfreshcreativeideastotheprocessofwhattheytermis"...panyfora21stCenturybusiness."Includedintheirdefinitionofprocessefficacyisthenotionof"enterpriseextensibility,"orputmoresimplyputthecapabilitytoseamlessteamwithexternalsuppliersinavarietyofvalue-adding,integrativerelationshipsthatcanbeepisodic