1、Developer: Daphne Li,Reviewer: Susan LonerganCartha OHareJohn Clarke,bc,How to be a Great AC,March 1998,Copyright 1998 Bain & Company, Inc.,2,GreatAC,Getting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,3,GreatAC,Getti
2、ng the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,4,GreatAC,Bain caseteams address a considerable range of strategic issues.,Strategy consulting,Corporate strategy,Business unit strategy,Performance improvement,How shoul
3、d a company with many businesses achieve its growth objectives?,How should a business unit respond to its competitors?,How many manufacturing plants does a company need? What products should client produce in each plant?,Example:,Types of Strategic Issues,5,GreatAC,Compoutek,Axels-4-Rent,Business pr
4、oblem:,Answer:,First-year AC workstream:,Length of case:,AC travel:,Business unit strategy (PC business unit),Exit the retail PC market Cut costs through complexity reduction Implement process and organization redesign,Phone competitors to gather data about the PC market Analyze client data relating
5、 to accounts receivable and inventory turns Build economic model,Three months,Monthly local visits to client to gather data and attend meetings,Corporate strategy (growth strategy),Target and retain most profitable customers through marketing programs and travel agent commission structures Focus on
6、corporate accounts that are already penetrated, but are currently underperforming in share targets,Size rental car market based on secondary research and customer surveys Splice and dice client customer database to establish segments Research other companies retention programs (e.g., airlines freque
7、nt flyer),Six months,Weekly trips to NYC for client task force meetings,Example of Caseteam Assignments,6,GreatAC,Caseteam Coordinator,Vice-President,Manager/CTL,Experienced Consultant,New AC,New Consultant,Experienced AC,While you may frequently encounter variations, a typical caseteam structure lo
8、oks like the following:,Caseteam Structure,7,GreatAC,Your mix of responsibilities will vary from case to case.,The job,Research/data gathering,Analysis,Communication,Team,Market size and dynamics Competitors Client data Customers,Database manipulation Models in Excel Regressions Data into appropriat
9、e slide format Arriving at the strategic answer,Blank slides storyline proper format Oral communication informal team meetings with consultant/manger overheads to caseteam,Coordinating workstreams with other ACs/consultants Participating in team brainstorming sessions and team meetings Overseeing pr
10、oduction for presentations Caseteam events,Areas of Responsibility,8,GreatAC,Flawless execution will destine ACs for greatness. They capitalize on the resources available to them, and show a willingness to do whatever it takes to get the job done.,Get the job done,Execute on your workplan,Communicat
11、e up,Understand the “Big Picture”,Deliver with zero defects,Develop and update your workplan Keep an 80/20 fallback plan Execute - focus on the assigned task After 6-12 months, take a more active role in intellectual leadership of your piece of work,Communicate regularly and frequently with your man
12、ager use Answer-First and 80/20 tag “red flags” seek help prioritizing leverage manager to add additional 10% insight,Always “know the why” in the context of the “Big Picture”,Perform zero defect analysis document everything proof, proof, proof reality check,Key Success Factors,9,GreatAC,Always “kno
13、w the why” in the context of the “Big Picture”.,Why are you doing this work? what is the “Big Picture“? where is the value? what is the client expecting?What does your analysis mean and why is it important to the client?What are likely questions to be asked of you? by your team by your client(s)What
14、 sensitivity analyses illustrate responses to potential questions or clarify issues for you? what about client sensitivity analyses?What reality checks can you do to demonstrate knowledge of the why? use of 80/20 benchmarks focus of your quality checks,“Know the Why”,10,GreatAC,A recent experience a
15、t SAC training illustrates the importance of “knowing the why” in the context of the “Big Picture”.,Develop presentation on business unit strategy,Assignment:,The client can be profitable and should milk its business,Hypothesis:,Market is growing Client has low cost position Competitors not a threat
16、 next largest player higher cost,Assertions:,“We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”,SACs reaction:,Data:,What did they miss?,RCP,Question:,Big Picture - “Know the Why”: Example (1 of 2),11,GreatAC,More on “knowing the why” - what the ACs misse
17、d.,“We can do a BDP to figure out where our client can lower costs” “Costs are relatively similar”,SACs reaction:,Competitor is lowest cost Competitor can lower price to gain share “Milk” is not a feasible strategy,What they missed:,Evaluate the competitive threat, not design “milking” strategy,Next
18、 step:,Data:,This team got caught up in the details of the analysis Need to step back and look at “Big Picture”,Lesson learned:,RCP,Big Picture - “Know the Why”: Example (2 of 2),12,GreatAC,After you have performed your analysis, stepping back is essential to getting the Big Picture in focus.,Double
19、 check your output Are these results surprising? Why? Does this all make sense? Put the results on a slide or slides Is there a “so what“ from the slide? What are the implications? What could client responses be? concerns/threats confusion Is there a better way to present the data? audience better r
20、epresentation of key point(s) What does this mean for the client? How does this fit in with Bains work? What is the best way to articulate the key takeaways of the slide: what is your manager expecting? how does this analysis fit into the larger case question(s)?,Presenting your data well can be mor
21、e difficult than performing analysis,Stepping Back,13,GreatAC,Getting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,14,GreatAC,Hi, Manager, What do you want to talk about today?,Im sorry but I cant give you that info fo
22、r your update todaythe client hasnt given me the data.,I had to stay up all night because my manager kept adding to my list of things to do!,I think the answer is $650M, but cant remember but dont worry, I have it at my desk!,I dont know how Im going to do this market map. None of these companies ar
23、e public.,Whats Wrong With This Picture? (1 of 6),15,GreatAC,Problem:,BDP:,No agenda,Come with objectives and agenda,Hi, Manager, What do you want to talk about today?,Im sorry but I cant give you that info for your update todaythe client hasnt given me the data.,I had to stay up all night because m
24、y manager kept adding to my list of things to do!,I think the answer is $650M, but cant remember but dont worry, I have it at my desk!,I dont know how Im going to do this market map. None of these companies are public.,Whats Wrong With This Picture? (2 of 6),16,GreatAC,Problem:,BDP:,Did not inform m
25、anager of roadblocks,Provide your manager with frequent updates,Hi, Manager, What do you want to talk about today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay up all night because my manager kept adding to my list of things to do!,I
26、think the answer is $650M, but cant remember but dont worry, I have it at my desk!,I dont know how Im going to do this market map. None of these companies are public.,Whats Wrong With This Picture? (3 of 6),17,GreatAC,Problem:,BDP:,Did not ask for prioritization,Ask manager to reprioritize whenever
27、new work is added to the workplan Let manager know if work is taking longer than anticipated,Hi, Manager, What do you want to talk about today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay up all night because my manager kept adding t
28、o my list of things to do!,I think the answer is $650M, but cant remember but dont worry, I have it at my desk!,I dont know how Im going to do this market map. None of these companies are public.,Whats Wrong With This Picture? (4 of 6),18,GreatAC,Problem:,BDP:,No back up,Always bring backup,Hi, Mana
29、ger, What do you want to talk about today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay up all night because my manager kept adding to my list of things to do!,I think the answer is $650M, but cant remember but dont worry, I have it a
30、t my desk!,I dont know how Im going to do this market map. None of these companies are public.,Whats Wrong With This Picture? (5 of 6),19,GreatAC,Problem:,BDP:,Not pushing issues to recommendations,If you run into roadblocks, brainstorm and offer alternatives,Hi, Manager, What do you want to talk ab
31、out today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay up all night because my manager kept adding to my list of things to do!,I think the answer is $650M, but cant remember but dont worry, I have it at my desk!,I dont know how Im go
32、ing to do this market map. None of these companies are public.,Whats Wrong With This Picture? (6 of 6),20,GreatAC,“Push back” are words you will hear often.,When Pushing Back May Be Appropriate,When Pushing Back May Not Be Appropriate,You did the same analysis last week (and the week before) You hav
33、e a good relationship with your consultant/CTL/manager and believe this analysis is unnecessary Youve been nonstop, without sleep working on this case for 72 hours Some people on your team have been complaining about too much free time and youve been crunching past midnight for the last two weeks Yo
34、ure on vacation It is unclear to you how the analysis fits into the greater picture/overall case objectives Your supervisor is being unnecessarily demanding,Its your first week on the case You dont know how to do the analysis (ask) You really want to ski/go to the beach tomorrow Youve been devoting
35、most of your time to your other side You just got back from vacation Youre sick of this case You dont like the consultant youre working with The work is/appears boring or mundane There are no other resources available to complete piece of work You believe youre too smart for the type of work require
36、d You told your roommate you would meet her for drinks at 6:30,Advice on Pushing Back,21,GreatAC,You know theres a preez on Monday, but you have plans to go skiing for the weekend,Its time to be a team player - especially if this preez has been on the calendar for a while,Situation,Solution,Offer to
37、 (1) return after your dinner and (2) come in earlier than the rest of the team to compensate,Let your manager know that your aerobics is important to you, but also show some flexibility,Go to your doctors appointment. As a rule, let your manager know if you will be out of the office for a considera
38、ble length of time,You know the rest of the team is here crunching, but you would really like to have dinner with a friend whos in town just for today,You want to go to my morning aerobics class, but your manager calls a last minute a caseteam meeting for that time,You have an important doctors appo
39、intment, but your manager just scheduled a client meeting that you need to attend with her,Pushing Back: Examples,22,GreatAC,Getting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways,Agenda,23,GreatAC,Preparation packing,The AC ro
40、le,Ensuring the perfect client meeting,Preparation: back up & logistics,Ensuring the Perfect Client Meeting,24,GreatAC,Maintain back-up book and leave audit trail at all times (dont wait until presentation is over!) make back-up user-friendly include sensitivity analyses and other analyses beyond ma
41、terial shown anticipate questions have a cheat sheet Make copies (when appropriate) let your team take notes can use copies to make changes number pages (blue pencils dont copy) Carry necessary supplies to make corrections, calculations, measurements Anticipate problems (client copiers, broken stapl
42、ers, etc.) Bring relevant case work “outside of presentation“ older work annual reports, financials sample surveys, models table of contents Keep desk/files organized so team members can find needed materials when you are out of the office,Good preparation for client meetings is an investment with a
43、stronomical returns.,Preparation (Back-up),25,GreatAC,Know logistics travel plans and options meeting times and locations directions phone numbers and contacts Know your position: be prepared to pay for petty cash items offer to drive rental cars coordinate last-minute emergencies/travel changes Nev
44、er make anyone wait for you travel tip: dont check baggage slows you down in airports leaves you at risk for lost baggage,Prepare to be the logistics point person for client meetings. Assuming that “someone” has taken care of logistics is a prelude to disaster.,Preparation (Logistics),26,GreatAC,Ope
45、n your briefcase - list its contentsWhat would you add if you were traveling to a client presentation tomorrow?Compare your answer to “The Ultimate Travel Package,” which follows,Preparation Packaging (Exercise),27,GreatAC,Pack your briefcase to cover a wide range of contingencies. Dont make assumpt
46、ions about what other team members “should” be carrying. And remember: a hand-drawn slide of last-minute insights is better than a fully-produced slide of errors.,“The Ultimate Travel Package”,Contact information,Tools,Office supplies,Bain and client phone lists Business cards Daily calendar,Calcula
47、tor PC power cord phone plug files downloaded,Clear blank acetates Graph paper Writing paper/ note pad Soft lead mechanical pencils Ruler,White-out tape (thick and thin) Paper clips Binder clips Rubber eraser Manila folders Black slide pens (fineline and thickline),“The Ultimate Travel Package”,28,G
48、reatAC,Review and prepare appropriately to meet the objectives of the client visit understand expectations of your participation (what are you supposed to gain from/contribute to the meeting) Gauge your degree of participation to the meetings make-up as a rule of thumb, the higher the level of clien
49、ts involved, the less you will talk If your analysis/area of expertise is being discussed, offer insights relevant discoveries questions Ask your manager or CTL what role you ought to play at the very least, play the role of engaged observer If you have client maps attending take the opportunity to build the relationship make sure you prewire get reaction/feedback Always take notes (preparing a summary may be helpful) Always carefully think about what you say and do age is frequently a liability Always be attentive/engaged (dont fall asleep or daydream),
