crack the case

Always Fresh
Determined to conquer the world with the power of deodorant, the Always Fresh team has set their sites on going abroad. Help them navigate the international intricacies of personal hygiene. Will success smell as sweet outside of North America?
Case Pack: 007 Difficulty (1-5):
Crack the Case:
How to Conquer Your Case Interviews
https://www.wendangku.net/doc/9c6118343.html,
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 1

Always Fresh
Difficulty Rating (1-5):
Case Pack: 007
Determined to conquer the world with the power of deodorant, the Always Fresh team has set their sites on going abroad. Help them navigate the international intricacies of personal hygiene. Will success smell as sweet outside of North America?
Case Answers and Interviewer Notes
Candidates should not read through this pack until completing the case. Remove page 3 before beginning the case.
Candidate:
? ? ? For mock interviews, remove page 3 only and give the rest of the pack to your interviewer. Interviewer prep is about 10-15 minutes for this case. For self-study, use page 3 only. Keep in mind that you will benefit most from working with a partner who can evaluate your performance objectively. After the interview, review the feedback scores from your interviewer and discuss ways to improve. On your own, review the suggested answers in the case. Look over the Report Card (page 15) after you complete the case and note what you’ll do differently next time.
Interviewer:
? Prep time is estimated to be 10-15 minutes. Review the following: Fact Sheet, page 5 Data Distribution, page 11 (data to offer Candidate when asked) Re-routers and Heavy Lifting, page 13 (questions to redirect or intensify the case) All gray boxes (to better understand logic flow, good answers and pitfalls) Start the interview realistically - greet, shake hands, chat and introduce the case. Check boxes and take notes on your candidate at the bottom of each page. Provide postinterview feedback, using the checklists and your notes as a guide.
? ?
Throughout these notes references will be made to the MVM? (Maximum Value Model) and the FRAME Method?, the building blocks of the One Model/One Method? approach to case interviews. Full descriptions of these unique tools, as well as additional cases, can be found in the book, Crack the Case: How to Conquer Your Case Interviews, available at https://www.wendangku.net/doc/9c6118343.html,.
The facts of this case, company names and answers are completely fictitious. Any resemblance to actual people, places, companies and strategic outcomes is entirely coincidental.
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 2

Always Fresh
Pack: 007, page 3 of 15
Candidate Case Worksheet
Case Problem / Critical Facts (for self-study see case question at bottom of page)
Form a Plan / Assertion
Mining for an Answer / Math
Conclusion
Case Question: Always Fresh is a subsidiary of a $30B consumer products conglomerate. The company’s main product line is deodorant/anti-perspirant sprays, roll-ons and sticks. Sales over the last five years have been steadily growing in North America, and now the Always Fresh team is ready to take its products global. As the team’s leader, how would you assess whether or not international expansion is a good idea? If so, which countries offer the greatest three-year revenue opportunity?
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 3

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Always Fresh Interviewer Fact Sheet
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 5 of 15
Case Question: Always Fresh is a subsidiary of a $30B consumer products conglomerate. Case Question: Always Fresh is a subsidiary of a $30B consumer products conglomerate. The company’s main product line is deodorant/anti-perspirant sprays, roll-ons and sticks. Sales over The company’s main product line is deodorant/anti-perspirant sprays, roll-ons and sticks. Sales over the last five years have been steadily growing in North America, and now the Always Fresh team is the last five years have been steadily growing in North America, and now the Always Fresh team is ready to take its products global. As the team’s leader, how would you assess whether or not ready to take its products global. As the team’s leader, how would you assess whether or not international expansion is a good idea? If so, which countries offer the greatest three-year revenue international expansion is a good idea? If so, which countries offer the greatest three-year revenue opportunity? opportunity?
Basic Case Facts
? ? ? ? ? ? ? ? ? Location preferences: None. Management wants the team to tell them. Product line: Any or all of the three deodorant types can be launched into new locations. Team: Internal resources appear sufficient to handle this launch. Candidate is the leader. Capital, production and distribution: Parent company will support any well defined need. Worldwide production and distribution facilities will help. Relationships with foreign retailers are good. Financial targets: Management wants three-year growth of 25% and first year sales of $50M. North American (NAM) sales: Last year’s sales were $350M. NAM growth is about 10% per year. Suppliers: Our parent relationships make this a non-issue. Government/ Legislation: No barriers. Financing this venture: All financing is in place internally. Nothing to discuss at this point.
Data Distribution
? There are four handouts with this case (at the back of the pack). ? Give the slides to jar the candidate’s thinking or when you are asked for the data (be strict). ? Review the slide overview on page 11.
How to Crack This Case
1. Lay out a logical framework that focuses on determining which, if any, of the countries to enter. 2. Look at the data that matters: size of potential market, price and volume. Find Brazil, Japan and Germany as the most favorable. Math Summary 3. Calculate annual revenue potential for these (detail on p. 12) three countries. Gut check the number Yr 1 Potential Rev. 3-Yr. Growth Est. against North American sales ($350M). Brazil $48M $145 (conservative) x 4. Determine whether barriers to these markets Japan $100M .25 = ~$45 per year to exist. Image and advertising are important. Germany $35M achieve target 5. Discuss internal issues like team and Annual ~$185M distribution.
On-Track Indicators
Data driven – asks for price, volume and usage by country Results focus – thinks about getting product to customers by overcoming barriers and ensuring good distribution Creative - discusses country specific issues like advertising, product name, perception of product after establishing a strategy
Off-Track Indicators
Creative first – talks about customers’ different needs and how to address them before determining market size and country of focus Too tactical – focuses too much on how to distribute, sell or make before developing a strategy Too micro – drills too deep and long on a few issues like which type of product to sell first
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 5

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 6 of 15
Interviewer Notes and Answers
A Logical Flow Using the FRAME Method? A Logical Flow Using the FRAME Method?
F - Form a Plan
Since this is a strategic decision, Always Fresh’s business will be affected in many areas. Your candidate should structure a plan to determine whether there are countries worth entering, how much the market is worth and what steps Always Fresh should take to enter these new markets. Look for a keen focus on data and how to determine whether entering makes sense. Issues like buyer behavior and usage patterns are secondary. MVM?
Zone 5
S
E C I A P L
3
Zone 3 Zone 2
T
Zone 4
Fin
Org
Op
Zone 1
Strat
2 1
4
R C
Volume Price Fixed Variable
People Systems
.
CA$H
Measure
6 5
Processes
D/E
MVM Roadmap?:
Here’s a path that will hit the key issues, in order of importance.
1. Start in Zone 1, Strategy. Always Fresh is changing direction and looking to start something new. 2. Move to Zone 2, Operations. How much demand is there, and what can we charge? 3. Don’t forget key external factors. As you consider price and volume also consider: Suppliers – are there any raw material problems in our future locations? Competitors – how does our product compare to what they offer? Industry – are there barriers to this industry in our new countries? 4. Shift to AF’s internal team. Do we have enough people in place and good leaders? 5. Discuss distribution processes. How will they be leveraged in the new country? 6. Move to financing. What will happen with the company’s debt/ equity?
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 6

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 7 of 15
Interviewer Notes and Answers
F - Form a Plan (cont.)
Suggested Answers, Diagrams and Behaviors Suggested Answers, Diagrams and Behaviors
Good
“Our goal is to enter a new country so I want to determine which countries offer the best revenue and ease of entry. Issues like suppliers, competitor response and industry barriers will be important. Time permitting, I also would like to discuss internal support issues like our team, marketing, distribution and financing. Before I go down this path, does management have any specific goals for our team? For instance, the number of countries or revenue or profit targets?” (Sets a frame, keeps the big picture in mind and allows the interviewer to redirect early in the case). “Since the team wants to enter new markets, I’m going to assume that they want to go where underarm deodorant usage is the highest. My goal would be to find out where that is true and whether or not we have the organization strength to execute. I also want to understand what competitors are doing.” (Sounds good. Sets a frame but makes a strong assumption about usage too early. Sounds like he’s solving the case already rather than setting a structure.)
OK
“Do you have any more information about which products they want to launch first and which countries they’re interested in? From my experience not all these people are going to be interested in deodorant the same way Americans are.”
Weak
(You asked two questions before letting me know what’s going on in your head. Personal opinions may have a place later after we talk numbers. By the way, North America consists of Canada, US and Mexico.)
Feedback
Confident Bottom-line tone Fluent, not stammering
Clear path Hits upon key issues Open to redirection
Natural, not memorized Clarifies if necessary Clearly driving the case
Notes:
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 7

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 8 of 15
Interviewer Notes and Answers
A Logical Flow Using the FRAME Method? A Logical Flow Using the FRAME Method? Suggested Answers, Diagrams and Behaviors Suggested Answers, Diagrams and Behaviors
R - Read the Audience
Play the Data Man/Ma’am covered in the book. Challenge the candidate regularly with questions such as: ? How would you go about getting that data? ? What would be a better approach? ? Are you sure your analysis would answer the question at hand? ? If the data were inconclusive what would you do? If your candidate typically excels at data questions and analysis try a Chatty Bob or Kathy approach. Ask about tangent issues like these: ? Do you really think that the French will use as much deodorant as Canadians? ? Which product scents do you think will be more popular, flowery scents or citrus scents? ? Will the name Always Fresh work in foreign languages?
Good Reactions/ Body Language: ? Firm, dry handshake, leaning slightly forward ? High energy ? Consistent eye contact during the introduction ? Warm smile, worn most of the time ? Relaxed manner in small talk and getting situated ? “Ready to talk” body language, sitting on the front half of the chair, eager to discuss the case
Average Reactions/ Body Language: ? Half-hearted handshake ? Average energy ? Frequently breaks eye contact (indicates nervousness or insecurity) ? Forced smile ? A little tense and awkward in getting set up ? Moving around a lot in the chair, leaning or sitting back too far, indicating disinterest or laziness
Poor Reactions/ Body Language: ? Soft, weak or moist handshake ? Low energy ? Little to no eye contact ? No smile ? Awkward conversation; palpable tension ? Sitting completely in the back of the chair; slumping over the desk; putting arms on knees in the football coach position
Feedback
Firm, dry handshake Consistent eye contact High energy but calm
Attentive listener Friendly, warm smile Engaging
Good sense of humor Fluent with small talk Wants to be here
Notes:
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 8

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 9 of 15
Interviewer Notes and Answers
A Logical Flow Using the FRAME Method? A Logical Flow Using the FRAME Method? Suggested Answers, Diagrams and Behaviors Suggested Answers, Diagrams and Behaviors
A – Assert a Hypothesis
What does your candidate really think? What’s his or her hunch? After the framework, you have some idea of where s/he is going, but look for: ? Logical thinking to support the hypothesis ? Common sense about which locations may be good, rather than a jumble of business terms ? Big picture thinking that stays focused on key issues Here’s a simple hypothesis tree that works well:
Introducing this product is a good idea; we just need to find the right location
Good Assertion: “I think we need to find countries that offer us the best combination of short term gains and long term growth potential. This will be important since we will be making large investments to enter each market and want to see them pay off. My hunch is that we are going to find one or two countries in which to concentrate, and that these will generate most of our revenue. I think we’ll be able to differentiate and take market share.” (I now know that you’re going to try to drill down on short and long term revenue potential by country. Your “80/20” hypothesis about a few countries generating most of revenue and our ability to differentiate may be wrong, but we’ll soon find out together.) Average Assertion: “This is totally a growth game. I think we’re going to have to be in countries where there’s huge upside over the long haul. We’ll see the biggest payback in those places” (I see that you are going to try to find high growth areas, but I don’t sense the complete context that I do in the “good” answer above. You are providing clear focus and may broaden the discussion later.) Poor/ No Assertion: “There’s a lot to think about here. I’ll need to understand growth potential by market, barriers to entry, profit margins and shortterm revenue. We also want to ensure that our marketing message is clear and inoffensive to different cultures.” (Don’t forget about the shelving displays in the store while you’re at it! I sense we’re about to go on a fishing expedition. You still have a chance to do well on this case, but at this point I know it may take a few minutes before you find your path.)
Demand exists and can be estimated for this product
Product is differentiable and can take share from competitors
We can support it: team, distribution and finances are in place
Feedback
Stake in the ground Logical supports MECE
Actionable approach Prioritized approach Defends thoughts
Keeps driving Practical Sees the big picture
Notes:
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 9

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 10 of 15
Interviewer Notes and Answers
A Logical Flow Using the FRAME Method? A Logical Flow Using the FRAME Method?
M – Mine for the Answer
We’re in the heart of the case now. Your candidate has framed the problem and asserted a hypothesis and is now trying to arrive at an answer. Be tough about giving data. Answer specific questions only. Show handouts only when asked. A candidate may or may not see all the handouts during the case. “Did s/he get to an answer?” is your main question. (Others are on p. 13.)
Drilling Zone
Demand
? Do we have evidence that people want this product? ? Can we estimate demand? How about price? ? Where do we see demand to be highest?
Product/ Competitors
? What is unique about our product? ? How can we differentiate? ? How will competitors respond? ? What is the balance between market expansion and taking share?
Internal Support
? Is the team in place? Do we have a strong leader? ? How will we sell and distribute the product? ? Is our financing in place?
Answers
? Deodorant users are plentiful. ? We do have rough demand and price. ? Brazil, Japan and Germany provide the most opportunity. ? We have no information on what’s unique. ? Competitors are fragmented, so they may be slow to react. ? There is good opportunity to take share. ? I’m the strong leader. ? Distribution relationships are in place. We can leverage the conglomerate’s connections. ? There are no issues with financing.
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 10

Always Fresh Data Distribution M–
Mine for the Answer (cont.)
Likely Question: Your Setup:
121 107 100 70
11.5 37.5 17.1
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 11 of 15
Population and Deodorant Usage
Population in Millions of Potential Users (Age 15+ years)
150
To Help, Ask:
50
48
9
Main Insight:
83.5 89.9
5.6
33
58.5
36
8.6 27.4
Non-Users Deodorant Usage >4x per week
39
27.4
11
9
2
How big is the market by country? or Do you have any market data? Here’s some market data. What do you see? What jumps out to you on this chart? Any countries you would consider over others? Big markets to consider are Brazil, Japan and Germany.
0
France
Spain
Germany
UK
Brazil
Japan
Korea
Candidate got the insight?:
Likely Question: Your Setup: To Help, Ask: Special Note: Main Insight:
Yes
No
Average Price Paid per 2 oz.
Average price paid per 2 oz. in US $
$3.50
2.50
1.50
Roll-on Spray Stick
Do we have any pricing information? Here’s some pricing by country. What do you think? What pricing trends do you see by product? Are there any exceptions? Gross margins are the same for all products. Pricing for spray is often higher. In Japan roll-on prices are higher.
0.50 France
Spain
Germany
UK
Brazil
Japan
Korea
Candidate got the insight?:
Likely Question: Your Setup:
Yes
No
Key Competitors by Market
Percent of Market Share
100%
Other
Mann
Other
Other
Other Fitts Other
Other Final Fresh
80
Fleur Mann
Mann
Other
60
To Help, Ask:
Mann Fleur
Samurai
SumSum
Fleur
40
Rembrant Rembrant
Panita
Main Insight:
Kompai
20
Coda Coda
Rembrant
Fleur
Marui One
Do you know who the competitors are by country and their market share? These numbers are rough – what the the team could pull together in a day. What jumps out at you? Who seems to be dominant by market place? Brazil and Japan are fragmented, creating opportunity to take share.
0
Coda
Rembrant
France
Spain
Germany
UK
Brazil
Japan
Korea
Candidate got the insight?:
Likely Question: Your Setup:
Yes
No
Deodorant User Preferences
Percent of Users by Deodorant Type
100%
80
60
To Help, Ask: Main Insight:
Roll-on Spray/Powder Stick
France Spain Germany UK Brazil Japan Korea China (select regions)
40
20
Do we know what type of deodorant people like best? Here’s some quick data we got from street interviews. Survey population size may be a little low. Spray is preferred by Brazil and Japan. France likes roll-on. No deodorant type dominates across countries in terms of usage.
0
Candidate got the insight?:
Yes
No
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 11

Always Fresh Math Zone M–
Mine for the Answer (cont.)
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 12 of 15
Make estimates and round your numbers.
Estimate the Market
Total market: Average price: Usage rate (no info): Est. market share: Annual Est. Revenue: Brazil ~60M customers $2 (weight toward spray) 4x (1 per quarter year) 10% (.25 of fragmented) $48M Japan ~90M customers $3 (weight toward spray) 4x (1 per quarter year) 10% (.25 of fragmented) ~$100M Germany ~85M customers $2 (even weighting) 4x (1 per quarter year) 5% (not fragmented) ~$35M
Total Annual Revenue:$183M (will vary according to your assumptions, e.g. usage) Gut Check It
? $183M seems high, given that after 5 years NAM has $350M. ? This may be high due to market share and usage estimates. ? If you arrive at an answer that feels off, quickly estimate a range by percent. In this case 20% error in either direction would result in a range of ~$145 – 220. Be conservative and go with $145M.
Calculate Required Growth
? First year sell about $145M ? Second year grow at requested 25%, so sell ~$180M. Increase ~$35M. ? Third year, grow at requested 25%, so sell ~$225. After three years, Always Fresh would be about $225 (International) which seems reasonable since NAM is $350 after five years.
Interpret the numbers
? Establishing the business during the first year is important and will be difficult. Germany especially is not fragmented, and gaining shelf space may prove difficult. ? Growing at 25% may be possible given that Brazil and Japan are so fragmented. It does seem aggressive, however, given NAM’s 10% growth rate. ? We may have the option of entering only two countries and still reaching our targets.
Feedback
Data oriented Facile with numbers Focused, not flustered
Quick to interpret Questions are specific Nimble thinker
Collaborative style Explains gut check Updates hypothesis
Notes:
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 12

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 13 of 15
Re-routers and Heavy Lifting
Questions To Keep Things On Track
Re-routers
What criteria would you use to rank one country over another? Market size Competitor saturation and relative market share Customer needs How would you go about determining the potential market size? Start with all potential customers and slim down the field according to product preference and usage patterns. Now that you have some target markets, what other issues should you consider? Product distribution Product push (spray vs. stick vs. roll-on) Internal marketing support Sales rollout Retailer relationships and advertising What internal organizational issues concern you most? Leveraging our conglomerate’s experience to support expansion IT systems to track the actual success of this venture Senior management support and patience Team dedication – this will be a lot of work
Questions To Make the Case More Difficult
What are some ways to determine acceptable and reasonable firstand second-year sales and profit targets? Review historical North American data Study competitor launches of similar data Study our conglomerate’s other products that have been rolled out abroad
Heavy Lifting
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 13

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 14 of 15
Interviewer Notes and Answers
A Logical Flow Using the FRAME Method? A Logical Flow Using the FRAME Method? Suggested Answers, Diagrams and Behaviors Suggested Answers, Diagrams and Behaviors
E – End the Case
What is the candidate’s final conclusion? This should come within five minutes of the end of the interview so that you have time to discuss it. If s/he is not arriving at a clear answer or if you’re running out of time, ask: ? How would you wrap this up? ? So, what’s your conclusion? Which countries are we entering and why? ? I just got a call from the CEO; she’s going to drop by in a few minutes and wants to hear your thoughts on our global rollout. What are your conclusions? Additional Discussion Points ? You chose three countries in three different regions of the world. Is that practical? ? Are there any sales synergies among the three countries?
Good Ending: “Always Fresh should definitely move ahead with international expansion. After assessing total potential market share, three countries—Brazil, Germany and Japan—rise to the top of the list. It appears that we can capture share quickly in the first two, with total projected revenues for all three at about $180M the first year. Additional growth at 25% may be aggressive in Germany since the market there is less fragmented. Also, distribution, IT and sales processes will need monitoring.” (Very focused on the numbers and to the point—a CEO’s dream.) OK Ending: “Brazil and Japan are where we want to be. Germany seems locked up, but we should still be able to hit our growth targets with those two. It will take a good deal of internal work to figure out all of the issues: salesperson time, getting good shelf space and leveraging our other relationships.” (I know where we should go, but what about revenue and return? I crave numbers. This response is a little too weighted toward the internal challenges.) Poor Ending: “Expanding globally is a mixed bag. A few countries seem like pretty good entry targets, but the data is based on several assumptions. We need to clear those up before we’ll know where to go. Also, internally we’re talking about a lot of change in sales and distribution, and I’m not sure we can handle it. Everyone agrees, though, that going abroad seems like a good idea.” (This answer makes me want to yell, “So what?!” Your answer didn’t give me any data that I didn’t have before. Your analysis has not moved us along at all.)
Feedback
Several clear points Confident
Well integrated Includes next steps
Concise Credible
Notes:
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 14

Always Fresh
Zone: Strategic, Change Direction Type: Enter a New Market Pack: 007, page 15 of 15
Candidate Self-Assessment
Always Fresh Report Card
I cracked it! Bring on more cases. Good job. Keep pushing to improve your weaker areas and be sure to ask for honest feedback. My hypothesis was way off. Take some time to study the MVM? again. Review the MVM? Roadmaps. These will help build your intuition about where to take the case. I got stuck in one area for too long. That’s very normal. Finding the right pace and learning to drill for an answer in one area for the right length of time take practice. Be sure you have a clear roadmap in your head before you begin the analysis. This will help you to keep it moving forward. I spent too much time on advertising and deodorant usage differences by country. You should discuss these areas after you have proven your analytics. First year consultants spend a lot of time collecting, synthesizing and interpreting data. Show the interviewer you can do it. I blew the math! Get to the root of your real problem. If you make math mistakes, brush up on quickly rounding and manipulating numbers. If you make wrong assumptions, practice gutchecking your final numbers. Most people are too slow in this area. I got confused by the charts. Practice will take care of this problem. Consultants become adept at using and interpreting charts because they are a part of their daily communication. Over time chart formats will become familiar, and you will quickly understand the main insight of each chart. I had a lot more to say than the answer key suggested. Great. It sounds like you’re thinking holistically and pulling together all of the issues at hand. The suggested answers are guidelines and developed to work within 25 minutes (for high performers). If you have a lot to say, be sure that you stay focused on a few assertions that make your main points. Are interview cases this complex? Yes, they can be. Remember, successful candidates open all the “doors” of a case, not just one or two. Most probably by the time you receive an offer you will have run into cases with this much complexity. I disagree with the answers. As you know, there is no perfect answer to a case. In fact, the direction of a case varies quite a bit by interviewer and candidate. Just make sure that you have a wellsupported conclusion and that you use the data provided to prove your answer. I had a weak ending. This is your last impression with the interviewer, so be sure to put a stake in the ground. Stick to your logic throughout the case, and drive it home at the end.
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 - Always Fresh 15

Interviewer Slide Guide
Population and Deodorant Usage
Population in Millions of Potential Users (Age 15+ years)
Average Price Paid per 2 oz.
Average price paid per 2 oz. in US$
150 121 107 100 70
11.5 37.5 17.1
$3.50
2.50
50
48
9
5.6
33
58.5
83.5 2
89.9
36
8.6 27.4
Non-users Deodorant Usage >4x per week
1.50
Roll-on Spray Stick
39
27.4
11
9
0
France
Spain
Germany
UK
Brazil
Japan
Korea
0.50 France
Spain
Germany
UK
Brazil
Japan
Korea
Sources: GeoHive, https://www.wendangku.net/doc/9c6118343.html,
Key Competitors by Market
Percent of Market Share
Deodorant User Preferences
Percent of Users by Deodorant Type
100%
Other
Mann
Other
Other
100%
Other Fitts Other Other Final Fresh
80
Fleur Mann
Mann
Other
80
60
Fleur
Mann Fleur
Samurai
60
SumSum
40
Rembrant Rembrant
40
Panita
20
Coda Coda
Rembrant
Fleur
Marui One
Kompai
20
0
Coda
Rembrant
France
Spain
Germany
UK
Brazil
Japan
Korea
0
Roll-on Spray Stick
France Spain Germany UK Brazil Japan Korea China (select regions)
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 – Always Fresh H-1

Population and Deodorant Usage
Population in Millions of Potential Users (Age 15+ years)
150 121 107 100 70
11.5 37.5 17.1
50
48
9
5.6
33
58.5 2 27.4
83.5
89.9
36
8.6 27.4
Non-users Deodorant Usage >4x per week
39
11
9
0
France
Spain
Germany
UK
Brazil
Japan
Korea
Sources: GeoHive, https://www.wendangku.net/doc/9c6118343.html,
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 – Always Fresh H-2

Average Price Paid per 2 oz.
Average price paid per 2 oz. in US$
$3.50
2.50
1.50
Roll-on Spray Stick
0.50 France
Spain
Germany
UK
Brazil
Japan
Korea
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 – Always Fresh H-3

Key Competitors by Market
Percent of Market Share
100%
Other
Mann
Other Other Mann
Other Fitts Other Other
Other Final Fresh
80
Fleur Mann
60
Fleur
Mann Fleur
Samurai
SumSum
40
Rembrant Rembrant
Panita
20
Coda Coda
Rembrant
Fleur Marui One
Rembrant
Kompai
0
Coda
France
Spain
Germany
UK
Brazil
Japan
Korea
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 – Always Fresh H-4

Deodorant User Preferences
Percent of Users by Deodorant Type
100%
80
60
40
20
0
Roll-on Spray Stick
France Spain Germany UK Brazil Japan Korea China (select regions)
Purchase additional cases and the book Crack the Case: How to Conquer Your Case Interviews at https://www.wendangku.net/doc/9c6118343.html,. Copyright ? 2003 Turtle Hare Media
007 – Always Fresh H-5

(合同知识)涉外合同格式(中英文版)

涉外合同格式 涉外合同按繁简不同，尽管可以采取不同书面形式，如正式合同（Contract）、协议书（Agreement）、确认书（Confirmation）、备忘录（Memorandum）、订单（Order）等等，但是一般都包含如下几个部分： 一、合同名称（Title） 二、前文（Preamble） 1. 订约日期和地点 Date and place of signing 2. 合同当事人及其国籍、主营业所或住所 Signing parties and their nationalities, principal place of business or residence addresses 3. 当事人合法依据 Each party's authority，比如，该公司是"按当地法律正式组织而存在的"（a corporation duly organized and existing under the laws of XXX） 4. 订约缘由/说明条款 Recitals or WHEREAS clause 三、本文（Body） 1. 定义条款（Definition clause） 2. 基本条款（Basic conditions） 3. 一般条款（General terms and conditions） a. 合同有效期（Duration）

b. 合同的终止（Termination） c. 不可抗力（Force Majeure） d. 合同的让与（Assignment） e. 仲裁（Arbitration） f. 适用的法律（Governing law） g. 诉讼管辖（Jurisdiction） h. 通知手续（Notice） i. 合同修改（Amendment） j. 其它（Others） 四、结尾条款（WITNESS clause） 1. 结尾语，包括份数、使用的文字和效力等（Concluding sentence） 2. 签名（Signature） 3. 盖印（Seal） 以上的格式和内容并非一成不变，当事人可以根据各自交易情况做出调整或增删。 用词方面 一、多用正式或法律上的用词，比如： · At the request of Party B, Party A agrees to send technicians to assist Party B to install the equipment. 应乙方要求，甲方同意派遣技术人员帮助乙方安装设备。assist 较help 正式；

会计师事务所岗位设置职责业务流程要点

会计师事务所——岗位设置、职责、业务流程 岗位设置：、总审计师、、副所长（副主任会计师）董事长（法定代表人）、副董事长、所长（主任会计师）、项目经理（分分一级、二级()总监察师、部门经理、部门副经理、高级经理（分一、二级）、经理、审计员（一、二级）、助理审计员。一、二级、三级）：岗位职责董事长（法定代表人）1、1）全面负责本所的经营方针、政策的制定与执行；2）召集、主持合伙人会议和董事会会议；3）执行合伙人会议决议；4）检查合伙人会议、董事会决议的实施；5）签署本所的有关法律文书；）根据合伙人会议和董事会会议的决议，聘任或解辞本所注册委员会主任、专业标准委员会主6 任、总审计师。）签署必须由法定代表人签字的业务报告；7 ）主持研究本所重大业务报告审计实施情况；8 ）本所章程约定的其他事项。9 副董事长2、本所副董事长协助董事长工作。所长（主任会计师）、3 副所长（副主任会计师）、4 总审计师、5）全面负责总审计师室的工作，总审计室是全所的技术、业务的指导中心、信息中心、质量中1 心；; 2）按照业务质量三级复核的程序，负责全所业务报告的审核签发、交付打印、发出3）制订本所员工的业务培训计划和员工的日常培训工作；4）制订本所的各项业务规范并指导其实施；5）解决本所业务工作中出现的问题，并责成当事人妥善处理；）负责客户对本所审计业务的质询和解答；6 总监察师6、 廉政建设要求，负责全所员工的行政行为和廉洁行为的监察；）按中央、地方行政监察制度、1）根据《注册会计师法》及深圳特区的有关规定，对本所执业人员的执业行为予以监督，及时2 发现问题并提出问题的处理意见和防范措施；并定期（或不定期）进行检）按中注协和地方注协的规定，对全所员工的职业道德予以监督,3 查；）对客户来信、来访及举报，及时回复处理；4 ）对本所内部管理制度进行监察；5 ）负责全所的精神文明建设；6 7）董事会、执行委员会并办的其他工作。 、部门经理7—- 1 -—． 1）全面负责各部门的业务管理和行政管理工作； 2）负责部门计划与部门总结的编制与撰写； 3）主管部门工作，带好一组人马。 ①对本部门的人、财、物的管理全面负责； ②负责本部门员工的费用审批和签报； ③负责本部门员工的引进、考查、考核、晋升、降级、辞退、奖励与处罚，努力提高员工的个人素质即：员工的职业道德、执业风险意识、劳动纪律、工作效率、工作责任心、执业水平、工作业绩等； ④负责本部门员工的奖金分配； ⑤负责对本部门人员请假、休假事宜审批。 4）对本部门业务实行全面监管。 ①负责下列重大业务项目事项的复核：重要性水平测试、审计风险评估、审计 （评估等）项目计划、审计（评估等）报告、盈利预测报告等； ②在授权范围内，参与洽谈项目、承揽业务、签定业务合同、收取审计费用； ③负责本部门业务报告的签发。 5）维护本所形象和员工的合法权益。 6）负责协调处理与其它部门之间的关系； 7）直接对董事长负责并对本部门员工的行为负责。

大陆法系和英美法系在合同法的简单比较

大陆法系和英美法系在合同法的简单比较 在市场经济占主导和经济全球化的今天，各国之间的经济生活联系越来越紧密，对于现在的国际贸易来说，最大的一部分就是合同法，我们要吃透各国的法律才能使我们在国际贸易中不吃亏，在我们学习中我们经常都听说有大陆法系和英法法系但是我们知道它们的主要区别是什么吗？我们要研究两大法系在合同法上的区别我认为首先要知道它们之间的区别才能更深刻的去研究其它问题。 它们的主要区别有四点： 第一，历史渊源不同，英美法系是在广泛吸收日耳曼法的基础上发展的，只接受了罗马法的某些原则和制度，普通法构成其法律制度的基础。大陆法系是在继承罗马法的基础上发展起来的，以罗马法为蓝本演变而成具有基本法性质的民法体系，是构成其法律制度的支柱。 第二，法律结构不同。英美法系国家重视判例，援引先例成为一个重要原则；法官不仅司法，还能立法；虽有制定法但是未编纂大陆类型的法典。大陆法系国家不存在判例法（行政法院除外），重视法典的系统编纂，以成文法典作为基本表现形式，法官只按法律的规定，司法官不能充当立法者。 第三，思维法式不同。英美法系国家的司法实践，一般采用归纳法的法律推理形式，先从大量的案例中归纳出普遍的原则，然而得出结论，因而又被称为归纳法。大陆法系采用的演绎法的推理形式，先从法律原则（大前提）演绎到具体的案由（小前提），再推导出结论，因而又被称为演绎法。 第五，法律范畴不同。英美法系采用有普通法、平衡法之分，民法没有形成统一体系而分别存在财产法、契约法、侵权行为法、婚姻家庭与继承法，实行民商合一，公私法的划分也不严格。大陆法系没有普通法与平衡法的范畴，民法自成统一独立的部门，实行民商分立，公法与私法的划分也较为严格。 现在我们可以研究两大法系的区别了，现在我们选取两大法系的两个国家英国和法国进行比较：首先，大陆国家的合同法认为是一个叫“债法”的更大的法律分支的一部分，合同法产生“合法债务”的可能根据之一，并且扩大到合法债务的各个方面，不仅是怎么产生的，也有怎么履行，当事人怎样能够免除履行，不履行时发生什么结果，所有大陆法国家基本概念就是“债”的概念，而英美法（普通法）国家没有这个概念。大陆法国家没有财产委托的分类和信托的概念，因而大陆法国家的合同概念比英美法国家要广一些。 在英国和法国，合同法的演变有显著的差别。由于合同是交易中必需的文件，因此，普通法赋予合同以约束力。当合同中的“允诺”作为协议的一部分时，它就可以由根据合同而提起“赔偿”之诉所认可。并且，根据英国法，在这案件中，合同存在的实质因素仅仅是对原告在普通法院提起诉讼所依据的允诺提出了对价。与此相反，在法国和其它欧洲大陆法国家，认为合同具有法定约束力的原因是道义上的，而非经济上的。“一个人必须信守诺言”，这是教会确认的规则，教会法学者成功的将其引入法律，基于这一点，协议和无偿的允诺之间就不应当有区别，对价是没有必要的，因为法院将强制执行所有的允诺。在美国的契约法

涉外商务英语合同的语言特色

用词方面 一、 多用正式或法律上的用词，与口头表述不同，合同是法律性的正式书面文件，使用正式的、法律的用词是必要的。合同起草者应多加强这方面的学习。比如： 1、At the request of Party B, Party A agrees to send technicians to assist Party B to install the equipment. 应乙方要求，甲方同意派遣技术人员帮助乙方安装设备。assist 较help 正式。 2、The personnel shall not to partake in any political activities in Iraq. 所有人员不得参加伊拉克国内的任何政治活动。partake in 较take part in 正式。 3、The Employer shall render correct technical guidance to the personnel. 雇主应该对有关人员给予正确技术指导。render 较give 正式。 4、Party A shall repatriate1 the patient to China and bear the cost of his passage to Guangzhou. 甲方应将病人遣返中国并负责其返回广州的旅费。repatriate 较send back 正式。 5、This Contract shall be governed by and construed3 in accordance with the laws of China. 本合同受中国法律管辖，并按中国法律解释。construe2较explain，interpret 正式。 6、The Employer may object to and require the Contractor4 to replace forthwith any of its authorized5 representatives who is incompetent6. 雇主认为承包人委派的授权代表不合格时，可以反对并要求立即撤换。require较ask 正式；公文体forthwith 较at once 正式。 7、The Chairperson may convene7 an interim8 meeting based on a proposal made by one-third of the total number of directors. 董事长可以根据董事会过1/3董事的提议而召集临时董事会议。convene，interim 都是正式用词。 8、In case one party desires to sell or assign all or part of its investment subscribed9, the other party shall have the preemptive right. 如一方想出售或转让其投资之全部或部分，另一方有优先购买权。法律用词assign 较transfer 正式。 9、In processing transactions, the manufacturers shall never have title either to the materials or the finished products. 加工贸易中，厂方无论是对原料还是成品都无所有权。法律用词title 较ownership 正式。 10、The term "Effective date" means the date on which this Agreement is duly executed by the parties hereto. “生效期”指双方合同签字的日子。法律用词execute 较sign 正式。 二、 多使用"here"，"there"，"where"等前缀，下面这么多是不是有点头昏眼花？初学时确实容易搞混，告诉你个小窍门，here 代表this，there 代表that，where 代表what/which，就容易记多了。 hereafter = after this time；今后 hereby = by means/reason of this；特此 herein = in this；此中，于此

英美合同法-讲义

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CASE工具种类与特点

CASE工具的种类及应用特点 摘要：随着现代科学技术的发展，计算机技术也取得了长足的发展，同时带来了软件工程发展的春天。一大批优秀的软件开发工具如雨后春笋般的涌现出来，而CASE工具就是这其中的代表。它将软件开发过程中各过程中的工作通过其集成的平台共享，从而解决了重复编码、代码混乱，目标进度不清等缺点。不仅提高了软件开发的效率和质量，同时也解放了广大IT技术人员，降低了软件开发的成本。本文就当今业界广泛使用的CASE工具的种类及应用特点作了详细的介绍，希望能帮助大家了解各种主流CASE工具的特点，从而更好的使用它。 关键词：UML建模CASE工具软件开发应用特点 Abstract:With the development of modern science and technology,computer art has also got rapid progress, has brought about spring that the software engineering develops at the same time.One large number of excellent software exploitation implement if bamboo shoots after a spring rain as springing up comes out,but the CASE implement is this representatives among them.Shortcomings such as it sharing job in every software exploitation process middle process by whose integrated platform,the rate of progress having resolved repetition code,code chaos,target thereby being unclear.Have improved efficiency and mass that the software develops not only,the technician who has liberated at the same time also extensive IT,has reduced development cost of software.CASE implement kind and characteristic applying the main body of a book is used broadly with regard to industry in the nowadays have done detailed introduction,hope can help everybody to know various main current CASE implement characteristic,uses it thereby more well. KEYWORDS：UMLbuilding CASEimplement SoftwareDeveloping Characteristic Applying 1.引言 1.1为什么我们需要UML建模CASE工具 CASE即Computer Aided Software Engineering，中文意思是计算机辅助软件工程。CASE是一套方法和工具，可使系统开发商规定的应用规则，并由计算机自动生成合适的计算机程序。 今天，系统的构建变得越来越复杂，UML建模CASE工具为项目相关人员(如：项目经理，分析员，设计者，构架师，开发者等)提供了许多的好处。UML建模CASE工具允许我们应用规范的面向对象分析和设计的方法与理论，远离纠缠不清的源代码，达到构建和设计变得更直观，更容易地理解与修改的层次。在大型项目中，通过使用CASE工具可以获得以下方便： 1)通过用例模型，业务/系统分析可以捕获到业务/系统需求。 2)设计者/构架师所作的设计模型能在不同层次的同一层内清晰表达对象或子系统 之间的交互（典型的UML图如类图和交互图）。 3）开发者能快速地将模型转变为一个可运行的应用程序，寻找类和方法的子集，以及理解它们如何交互。 出于这些动机，UML CASE工具以及对应的方法论为我们提供了一种因系统太复杂而不能理解下层源代码的描述系统的方法，同时允许我们更快更便宜地开发正确的软件解决方案。