Developer: Daphne LiReviewer: Susan LonerganCartha OHareJohn ClarkebcHow to be a Great ACMarch 1998Copyright 1998 Bain & Company, Inc. 1GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACGetting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda2GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACGetting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeawaysAgenda3GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACBain caseteams address a considerable range of strategic issues.Strategy consultingCorporate strategyBusiness unit strategyPerformance improvement How should 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 Issues4GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACCompoutekAxels-4-RentBusiness problem: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 to accounts receivable and inventory turns Build economic modelThree monthsMonthly local visits to client to gather data and attend meetingsCorporate strategy (growth strategy) Target and retain most profitable customers through marketing programs and travel agent commission structures Focus on 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 frequent flyer)Six monthsWeekly trips to NYC for client task force meetingsExample of Caseteam Assignments5GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACCaseteam CoordinatorVice-PresidentManager/CTLExperienced ConsultantNew ACNew ConsultantExperienced ACWhile you may frequently encounter variations, a typical caseteam structure looks like the following:Caseteam Structure6GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACYour mix of responsibilities will vary from case to case.The jobResearch/data gatheringAnalysisCommunicationTeam Market size and dynamics Competitors Client data Customers Database manipulation Models in Excel Regressions Data into appropriate 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 production for presentations Caseteam eventsAreas of Responsibility7GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACFlawless 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 doneExecute on your workplanCommunicate upUnderstand 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 manager 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 checkKey Success Factors8GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACAlways “know 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 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”9GreatACCopyright 1998 Bain & Company, Inc. How to be a Great ACA recent experience at SAC training illustrates the importance of “knowing the why” in the context of the “Big Picture”. Develop presentation on business unit strategyAssignment: The client can be