(1) We collaborate without conforming.
(2) We value ideas above tenure.
(3) We respect individuality.
(4) We embrace flexibility.
1.3.2 We believe in passionate engagement.
(1) We put our clients first, and we measure our success by their success.
(2) We empower our clients as partners and share the credit for-and the excitement of-discovery.
(3) We insist on the truth, whether or not that is what the client wants to hear.
(4) We seek to be a catalyst for creative and practical transformations.
(5) We foster our clients' ability to achieve and sustain superior results.
1.3.3 We work to expand the possible.
(1) We build on experience without repeating it.
(2) We create sustainable competitive advantage through innovative solutions.
(3) We invest in our people so that they are able to realize their leadership potential at BCG andbeyond.
(4) We are committed to creative and practical results.
(5) We change the rules of the game.
Based in the firm’s Vienna office, the branding practice works not only to build brands but an
entire customer experience. Consumer: Based in the firm’s Paris office, the consumer practice
explores a variety of challenges faced by consumer and retail business. Corporate Development:Based in the firm’s Berlin office, the corporate development practice uses BCG’s “proprietary
value-management methodology” in an effort to help clients create value and maximize
shareholder return.
1.5.2 Deconstruction
Based in the firm’s Boston office, the deconstruction practice was launched in 1998, and looks at ways in which the value-chain linkages, which once defined our economy, are breaking down.
1.5.3 E-Commerce
Based in the firm’s Chicago office, the e-commerce practice uses a comprehensive,
cross-disciplinary approach to help companies understand how the Internet affects their business.
1.5.4 Information Technology
Based in the firm’s Cologne office, the information technology practice does its best to make sure
client companies achieve one, overarching goal – the integration of business strategy and
technology.
1.5.5 Strategy
Based in the firm’s London and Chicago offices, the strategy
practice serves as a support mechanism to the firm’s other
industry practices, ensuring that BCG maintains its leadership
position in a field it played a part in defining.
第四章 笔试相关Questions to Expect
We have a client who operates a national distributionnetwork and produces different types of products for the home-home building, home improvements, etc. This clientis trying to decide if it should go into doors, specifically wooden doors for homes. Tell us what you think the market size for wooden doors would be. Is it big enough to be attractive? Let’s talk through the logic of how you would evaluate whether or not our client should enter this market. Take your time before answering. According to one BCG interviewer, this ishow the company prefers to start the first round interviews. Begin this question by doing a 10- to 15-minute “estimation exercise,” which consists of questions such as:
–How many doors are there in the United States?
–What’s the market for wood doors in the United States?
After asking questions like these, you should be able to come up with a number-say, 500 million doors. You should even have a notepad and pen on you so that you can jot down ideas and keep track of your thoughts. For the next 20 to 25 minutes, you should talk about the issues that thecompany might be thinking about before entering the market, by asking questions such as:
–What is the competition like in the market?
–How will the manufacture of wooden doors affect the company’s labor costs?
Interviewees should always remember that “there are several ways of approaching the problem,and during the interview what the interviewers are most interested in is your logic flow, the typesof questions you ask, and how you structure the questions. Asking questions that are wrong is tantamount to not asking them at all.” One recent interviewee notes, “BCG is looking forpeople who will think carefully before answering; this is very important in the case interview.Don’t say the first thing that comes to your mind, even if you’re certain about it. If you’re tryingto choose between appearing to be slow and appearing to be a cocky idiot, choose the former.”