ChaseDream

标题: 大家和consulting不得不说的事情 [打印本页]

作者: maxiv 时间: 2011-10-31 01:47
标题: 大家和consulting不得不说的事情
汇总贴

任何关于consulting的留言，流言，谣言。。。
都贴在这里了。。。

作者: maxiv 时间: 2011-10-31 01:48
Fuqua is core school of MCKinsey and BCG. Deloitte Consulting is even the largest recruiter of Fuqua last year. This year, Fuqua has improved its relationship with Bain and we had already several recruiting event organized by Bain on campus. It's really a good choice for people interested in Consulting. The consulting club here is awesome.

http://forum.chasedream.com/North_American_MBA/thread-594913-2-1.html

作者: maxiv 时间: 2011-10-31 02:23
Vault Career Guide to Consulting (2002).pdf

作者: maxiv 时间: 2011-10-31 02:28
VaultGuide_consulting2004.pdf

http://forum.chasedream.com/Career_General/thread-72822-1-1.html?SearchText=vault%20guide

作者: DzHXS 时间: 2011-10-31 02:37
多谢楼主的资源，有更新的Vault Guide吗？

作者: maxiv 时间: 2011-10-31 02:41
http://forum.chasedream.com/North_American_MBA/thread-508190-1-1.html?userid=485305

关于consulting 的招聘，无他，就是练case。如果现在Tuck new admits想以consulting作为自己的职业目标，那么，开始练习case。推荐一本书，叫做case in point，在淘宝上可以买到复印版（是复印版！）。舍得花钱的也可以在Amazon上订。提前开始看看case 的frame work，然后来到学校做case mock的时候，就可以让那些咨询公司的人心想，小孩不错嘛～ consulting对语言的要求，个人感觉，并没有特别高。今年中国同学拿到consulting interview的也不少，结果没出来，现在没法说。consulting更看重的是思维，不善于用framework来组织思路的，提前练练，这个绝对是可以练出来的。

作者: maxiv 时间: 2011-10-31 02:44
本楼作用：关于case interview的东东
--------------------------------------------------------------------
首先是大纲，不知道哪位写的CaseInterviewResources
绝对的提纲携领，CaseInPoint呀，CrackTheCase呀等材料都提到了
[attach]92700[/attach]
--------------------------------------------------------------------

详细材料1，CrackTheCase（在Haas的OnlineTalk上听到的推荐）
[attach]92701[/attach]
[attach]92702[/attach]
CrkTCs01.zip改名为CracktheCase.zip.001
CrkTCs02.zip改名为CracktheCase.zip.002
随后解压

--------------------------------------------------------------------
详细材料2，Case in Point: Complete Case Interview Preparation 2nd Edition
http://www.amazon.com/Case-Point-Complete-Interview-Preparation/dp/0971015805

作者: maxiv 时间: 2011-10-31 04:43
1.WetFeet Career Guides (2005) 英文原版精美PDF (精品合集 30.3M)
2.Vault Career Guides 英文原版精美PDF (精品合集 91.6M)
3.Jungle--The Companies You need to know about第7版
4.《做更好的自己》
5.加州大学伯克利分校就业指导全集
6.Wharton MBA Resume Samples
7.Technology Business Unit Descriptions（投行部门介绍）

http://www.douban.com/group/topic/17046845/

作者: maxiv 时间: 2011-10-31 05:00
MIT这种牛校的东西，参考价值不大
瞎看看吧

http://www.mit.edu/~career/guide/consulting.pdf

作者: maxiv 时间: 2011-10-31 05:20
Exploring a Career in Consulting
http://www.career.virginia.edu/students/handouts/consulting_career.pdf

The Consultant’s Career Path
http://www.mwn.co.uk/news_article/4e9ec2ad096c5/The-Consultants-Career-Path

从The Consultant’s Career Path摘录来的这句用于自勉了
At all levels, whether it be at the technical, managerial or strategic stage of an individual’s development, opportunities and challenges are clearly identifiable and the meritocratic nature of the major firms in the consultancy arena only goes to enhance the outstanding career prospects for Management Consultants.

作者: happyweiwei 时间: 2011-10-31 07:44
语言不重要？
Tuck有几个人搞定了美国的咨询公司，尤其是Tier1呢？

http://forum.chasedream.com/North_American_MBA/thread-508190-1-1.html?userid=485305

关于consulting 的招聘，无他，就是练case。如果现在Tuck new admits想以consulting作为自己的职业目标，那么，开始练习case。推荐一本书，叫做case in point，在淘宝上可以买到复印版（是复印版！）。舍得花钱的也可以在Amazon上订。提前开始看看case 的frame work，然后来到学校做case mock的时候，就可以让那些咨询公司的人心想，小孩不错嘛～ consulting对语言的要求，个人感觉，并没有特别高。今年中国同学拿到consulting interview的也不少，结果没出来，现在没法说。consulting更看重的是思维，不善于用framework来组织思路的，提前练练，这个绝对是可以练出来的。

-- by 会员 maxiv (2011/10/31 2:41:28)

作者: maxiv 时间: 2011-10-31 11:28

多谢楼主的资源，有更新的Vault Guide吗？

-- by 会员 DzHXS (2011/10/31 2:37:36)

lz俺现在也还是一头雾水
处于沉淀积累阶段，逮到什么就往这里扔了
所以暂时没法回答，或者承诺什么

有任何疑问的
再等等吧
等俺闭关结束的。。。

作者: maxiv 时间: 2011-11-1 00:41
进MBB有多难。。。

http://www.forbes.com/2008/01/04/mba-application-tips-lead-careers-cx_tw_0104bizschool.html

Bain or McKinsey tend to just recruit at top 10 schools or even more narrowly than that. To go to a mid-tier school and expect to go to a top firm, that's not realistic.

作者: maxiv 时间: 2011-11-1 00:44
It is very hard to break into the top firms in consulting like Bain, McKinsey, and BCG. McKinsey targets hiring at top MBA schools including Harvard Business School, Wharton, Stanford, Sloan (MIT), Kellogg (Northwestern) and INSEAD. That said, the firm hires heavily at these schools.

http://careers-in-business.com/consulting/mcfacts.htm

作者: Stefaniezhu 时间: 2011-11-1 03:51
老大你是在哪家实习和工作啊？

进MBB有多难。。。

http://www.forbes.com/2008/01/04/mba-application-tips-lead-careers-cx_tw_0104bizschool.html

Bain or McKinsey tend to just recruit at top 10 schools or even more narrowly than that. To go to a mid-tier school and expect to go to a top firm, that's not realistic.

-- by 会员 maxiv (2011/11/1 0:41:25)

作者: Stefaniezhu 时间: 2011-11-1 03:55
看来要去top consulting只能去这几个学校，同样要去top IB也只能去那几个学校。

It is very hard to break into the top firms in consulting like Bain, McKinsey, and BCG. McKinsey targets hiring at top MBA schools including Harvard Business School, Wharton, Stanford, Sloan (MIT), Kellogg (Northwestern) and INSEAD. That said, the firm hires heavily at these schools.

http://careers-in-business.com/consulting/mcfacts.htm

-- by 会员 maxiv (2011/11/1 0:44:55)

作者: maxiv 时间: 2011-11-2 11:30
自己统计的MBB目标校总表，所以不可全信
排名分先后顺序

bw/ft rank Name
US2nd Harvard Business School
US4th University of Pennsylvania: Wharton
Eur.2nd INSEAD
US8th Northwestern University: Kellogg
US1st Stanford University GSB
US6th MIT Sloan School of Management
US7th Columbia Business School
US3rd University of Chicago: Booth
Eur.1rd LBS
Eur.6th HEC School of Management
US11th University of Michigan: Ross
US5th Dartmouth College: Tuck
US9th New York University: Stern
US10th HAAS UC Berkley
Eur.4th IESE Business School
US12th Duke University: Fuqua
US16th UCLA: Anderson
US14th University of Virginia: Darden
US13th Yale School of Management
Eur.7th Esade
Eur.5st IMD
US15th Cornell University: Johnson
US21th University of Texas at Austin: McCombs
US19th University of North Carolina: Kenan-Flagler
US17th Carnegie Mellon: Tepper
US22th University of Southern California: Marshall
Eur.8th Oxford: Said
US20th Indiana University: Kelley
Asi.1st HKUST
US18th Emory University: Goizueta
Eur.9th ManchesterBuinessSchool
Eur.15th Warwick Business School
US23th Washington University: Olin
Asi.2nd CEIBS
Eur.10th City University: Cass business school
US24th University of Notre Dame: Mendoza
Eur.11th Cranfield School of Management business school
Eur.12th Rotterdam School of Management, Erasmus University
US25th University of Maryland: Smith
Eur.3th IE
Eur.6th Cambridge: Judge

作者: maxiv 时间: 2011-11-2 14:25
熟悉行业
从wsj，ft，vault开始
每天15-20分钟

作者: maxiv 时间: 2011-11-3 17:02
Tony的UKConsultingProfession启蒙贴
The_Definitive_Guide_to_UK_Consulting_Firms.pdf
因为论坛上传文件大小的限制，分卷压缩了。请大家下载后
把RenameMe001.zip 的文件名修改为 The_Definitive_Guide_to_UK_Consulting_Firms.zip.001
把RenameMe002.zip 的文件名修改为 The_Definitive_Guide_to_UK_Consulting_Firms.zip.002
否则无法解压～

咨询牛校INSEAD的介绍
INSEAD CONSULTING CLUB HANDBOOK 2011
http://www.insead.edu/mba/clubs/consulting/consulting/documents/ICC_Handbook_2011_11J.pdf

作者: shirleyzhou 时间: 2011-11-4 11:06
Max你太强了。在集中于某一件的事的时候，我就做不到同时manage好另外的事。谢过！

作者: maxiv 时间: 2011-11-4 13:22

Max你太强了。在集中于某一件的事的时候，我就做不到同时manage好另外的事。谢过！

-- by 会员 shirleyzhou (2011/11/4 11:06:22)

舍利姐你可千万别学我，我也是迫于这两天的形势做的
代价是约四天的复习几乎水米未进

做事还是集中一件比较好
弄完一个milestone后，再转攻另外一个

作者: maxiv 时间: 2011-11-5 11:22
wsj应该怎么看
http://info.wsj.com/college/guidedtour/mktplace.html

作者: maxiv 时间: 2011-11-5 11:23
关于soft skills

用g搜索＂softer interpersonal skills＂

作者: maxiv 时间: 2011-11-9 11:04
NYU Stern
Consulting and Strategy Chat 2010

http://web-docs.stern.nyu.edu/admissions/full-time-mba-consulting-and-strategy-chat-11-30-2010.pdf

作者: maxiv 时间: 2011-11-9 21:55
入门贴，与ib关系大

要命的margin call
http://www.caogen.com/blog/Infor_detail.aspx?articleId=10794

作者: terry0603 时间: 2011-11-9 23:57
核心学校那个帖子顺序好乱啊，能排个序么=。=还有貌似没有加拿大的学校阿

作者: maxiv 时间: 2011-11-13 02:01
投行的求职，也许有些共性吧

108楼
http://forum.chasedream.com/North_American_MBA/thread-416054-11-1.html

作者: kobes 时间: 2011-11-13 10:28
强力支持。。。。

作者: maxiv 时间: 2011-11-14 11:40
http://forum.chasedream.com/North_American_MBA/thread-573492-1-1.html
10.推荐两本书。一本中文版叫《牛奶可乐经济学》，是cornell一位教授上课征集学生想出的案例，就是用经济学的原理和知识，用来解读生活中的一些现象或疑惑。还有是我问到如果想从media转行做consulting要做哪些准备，jessica推荐可以看一些思维训练的书，比如minto pyramid，我查到有一本中文版叫做《金字塔原理》，英文版应该是《the minto pyramid principle》，和我一样非咨询背景的同学可以看看：）

---------------------------------------------------
看到有人推荐，就找来了

牛奶可乐经济学
金字塔原理（The Minto Pyramid Principle）

作者: maxiv 时间: 2011-11-17 13:53
要在美国工作，需要具备自身的ability，以及对美国culture的了解
两者相辅相成，互相促进
阅读是一个很好的了解culture的办法

1，历史
Margaret Munnerlyn Mitchell 《飘》
《汤姆叔叔的小屋》

2，社会
马克吐温的作品
海明威的作品

3，宗教
能想到的暂时只有《达芬奇密码》

作者: maxiv 时间: 2011-11-18 14:56
标题: Consulting Firm Hires Of 2011 MBAS From Top B-Schools
http://poetsandquants.com/2011/11/16/mckinsey-doubles-mba-hires-at-duke-haas/2/

Consulting Firm Hires Of 2011 MBAS From Top B-Schools

Company	Wharton	Booth	Columbia	Kellogg	Tuck	Duke	Ross	Haas	Darden	MIT
McKinsey & Co.	38	39	39	34	14	15	19	16	7	27
BCG	29	19	9	30	10	14	13	4	6	16
Bain & Co.	18	18	12	24		7	8	3	7	12
Deloitte Consulting			8	9		35	20	12		6
Accenture		7		9		7	12		7
Booz & Co.		16	8	7	4
A. T. Kearney	8	6					6
L.E.K. Consulting		6			5			3
PriceWaterhouse						6	8
Parthenon Group				4
Cambridge								3

作者: maxiv 时间: 2011-11-18 15:29

http://poetsandquants.com/2011/11/16/mckinsey-doubles-mba-hires-at-duke-haas/2/

Consulting Firm Hires Of 2011 MBAS From Top B-Schools

Company	Wharton	Booth	Columbia	Kellogg	Tuck	Duke	Ross	Haas	Darden	MIT
McKinsey & Co.	38	39	39	34	14	15	19	16	7	27
BCG	29	19	9	30	10	14	13	4	6	16
Bain & Co.	18	18	12	24		7	8	3	7	12
Deloitte Consulting			8	9		35	20	12		6
Accenture		7		9		7	12		7
Booz & Co.		16	8	7	4
A. T. Kearney	8	6					6
L.E.K. Consulting		6			5			3
PriceWaterhouse						6	8
Parthenon Group				4
Cambridge								3

-- by 会员 maxiv (2011/11/18 14:56:45)

小结一下

总榜
---------------------
Kellogg 117
Booth 111
Wharton 93
Ross 86
Duke 84
Columbia 76
MIT 61
Haas 41
Tuck 33
Darden 27

MBB榜
---------------------
Kellogg 88
Wharton 85
Booth 76
Columbia 60
MIT 55
Ross 40
Duke 36
Tuck 24
Haas 23
Darden 20

（按2011BW排名的个人评语）
1/2，哈佛，斯坦福。不关注
3，Booth咨询强
4，Wharton咨询强
5，Tuck，看来和consulting关系不大
6，Sloan，MBB的人有90%，MBB专业户
7，Columbia，MBB的人有80%，MBB专业户
8，Kellogg，居然咨询第一位
9，Stern，居然没上榜，看来是铁了心金融了
10，Haas，比想象的少一点。。。
11，Ross，居然强过Haas一倍，意外
12，Fuqua，等级同Ross。也是Haas一倍。Deloitte的人占了40%，Deloitte专业户。
13，Yale，没上榜，哎。
14，Darden，和声誉相符的排名。
15，Cornell，没上榜，可惜。

----------------------

结论

也就是说，想进咨询

1，MBB专攻的人去
Kellogg，Wharton，Booth
Columbia，Sloan

2，哪家咨询都可以就是
一档，Kellogg，Booth，Wharton
二档，Ross，Fuqua（Deloitte专业户）
三档，Haas，Tuck（超级意外），Darden

作者: princesue 时间: 2011-11-18 15:37
算总数这是个参考，如果要评价还得除以项目的学生数量

作者: Zhaojihust 时间: 2011-11-18 16:51
同意外,印象中Tuck是一个consulting school，可是这个榜上却排倒数第二。。。

作者: simonwalker 时间: 2011-11-19 00:36
You failed to consider the program size, as well as how many students were actually intending to go to consulting that year, which is never possible to know though.

作者: 很丑的鬼脸 时间: 2011-11-19 02:53
Tuck is the most overrated school in top 10.

作者: maxiv 时间: 2011-11-20 05:15
偶然在网上看到kellogg的面经，感觉问题还是很有压力的。
kellogg比其他学校都要重视leadership，名不虚传。

http://www.thinkadmit.com/blog/2011/11/08/kellogg-interview-experience-1/

As most of you know, Kellogg interviews all of its candidates and the candidates have to schedule the interview once Part I of the application is submitted. Most of the interviews are conducted by alumni and are blind interviews. Blind means that the alumni do not have access to your application or essays. While we’ll discuss the merits and demerits of blind interviews, we feel that the candidates can learn from each others’ experiences. To this purpose, we post the actual interview experiences of candidates who have completed their Kellogg interview.

Qualification: Engineer
Nationality: Indian
Work-experience: 5 years
Experience: IT Services. 3 years international experience.
GMAT: 760
Applied in: R1
Location and time of interview: 22nd October 2011, Switzerland

My interview was taken by an alumnus. We met at the lobby of a hotel and moved on to a cafè for the interview. Both of us were dressed in business casuals. The interview lasted for about 55-65 minutes.

I sent him my resume before hand, as he requested for it but he dint have a copy of it during the interview.

Here are a few questions:

1. What do you think are three qualities of a good leader?
2. Tell me about a time you took risks.
3. Tell me about a time when you were surprised with yourself.
4. What do you do on a Tuesday evening?
5. What do you do in a Saturday evening?
6. Three strengths and one weakness
7. If I asked your supervisor to describe your three best qualities, what would that be?
8. Explain your current job responsibilities?
8. What are the responsibilities of you supervisor?
9. What are the responsibilities of the four analysts under you?
10. Short term and long term goals.
11. Why MBA now?
12. Why Kellogg? Why not an MBA in India?

作者: maxiv 时间: 2011-11-20 05:18
我承认这东西暂时用不上。。。
Kellogg-Consulting-Club-Case-Book-Version-2-0-December-2003-Final-Version.pdf

作者: Tiler 时间: 2011-11-20 08:10

5，Tuck，看来和consulting关系不大
8，Kellogg，居然咨询第一位----------------------
结论
也就是说，想进咨询

2，哪家咨询都可以就是
一档，Kellogg，Booth，Wharton
三档，Haas，Tuck（超级意外），Darden

-- by 会员 maxiv (2011/11/18 15:29:08)

Kellogg本来就是超强的consulting&marketing school，这样的结果一定都不“居然”。
Tuck每年的size很小，你算去咨询的人数他自然也就小，也是一点都不“意外”，你算比例那就不一定了。

作者: maxiv 时间: 2011-11-24 02:44
今天Rongtao说Kellogg有50%的学生想去consulting
最后能去的有38%(应该是说今年的，2010的官网数据是34%）

根据poetsandquants的统计，今年去了管理咨询的117人
kellogg是636人的program
也就是说38%中
18%的去了管理咨询，其中13%/的人去了MBB
剩下20%的127人去了其他咨询

作者: summit 时间: 2011-11-24 03:41
lz统计的很好，赞一个。
但是数据归数据，正如前面有人指出的，每个program的人数相差很大，直接比较有失偏颇。lz还没读MBA呢，对学校声誉的评价主观性很强啊。

而且在top MBA读过的人知道，三条主要的出路：LDP，banking和consulting的招人对象其实是重叠的。这些工作的transferable skills相通，工作性质各有长短，其实是互相在抢人。比如Darden在Top10学校中banking很不错，和corporate的关系也很好，很多好的LDP项目都来招人，导致最后去consulting的人数低了一些。据我所知拿到offer后据MBB的人很多，统计的只是最后去的数字。

另外还有一点，很多M7的学生本来就是MBB出来的，在求职过程中压根就没表现出对consulting的热情，但最后因为种种原因都回MBB工作了，这可以解释你说的Kellogg的“50%”和“38%”。但对于一个个体而言，去top的任何一所学校的差别都不大。你的背景，你的英语水平，你的努力程度决定了你能不能进MBB。

作者: maxiv 时间: 2011-11-29 10:13
http://poetsandquants.com/2011/11/28/firms-that-hire-the-most-mba-interns/

2011 consulting firms intern榜

Where Consulting Firms Get Their MBA Interns

Company	Wharton	Kellogg	Columbia	Booth	MIT	Duke	Tuck	Ross	Haas
McKinsey	38	29	25	19	18	16	13	10	6
BCG	29	28	9	18	10	11	6	11	5
Bain	18	20	11	14	6	7	8	7
Deloitte		9	12	9		26		18	3
Booz				4	6	5	4
Accenture				6		6		7
AT Kearney	8			11				7
PWC						2		7

Company	Darden	Cornell	UCLA	CM	Texas	UNC	Emory	Indiana	USC
McKinsey	11					3
BCG	8				3
Bain		4
Deloitte	7	5		3	10	7	4		6
Booz							2
Accenture		6					4
AT Kearney				4
PWC				3	4				2
CSE Consulting						4
Ernst & Young								3

作者: maxiv 时间: 2011-11-29 10:25

http://poetsandquants.com/2011/11/16/mckinsey-doubles-mba-hires-at-duke-haas/2/

Consulting Firm Hires Of 2011 MBAS From Top B-Schools

Company	Wharton	Booth	Columbia	Kellogg	Tuck	Duke	Ross	Haas	Darden	MIT
McKinsey & Co.	38	39	39	34	14	15	19	16	7	27
BCG	29	19	9	30	10	14	13	4	6	16
Bain & Co.	18	18	12	24		7	8	3	7	12
Deloitte Consulting			8	9		35	20	12		6
Accenture		7		9		7	12		7
Booz & Co.		16	8	7	4
A. T. Kearney	8	6					6
L.E.K. Consulting		6			5			3
PriceWaterhouse						6	8
Parthenon Group				4
Cambridge								3

-- by 会员 maxiv (2011/11/18 14:56:45)

-- by 会员 maxiv (2011/11/18 15:29:08)

结合intern榜和recruit榜看，比较有意思

2011 consulting Intern 总榜
Wharton 93
Kellogg 86
Booth 81
Duke 73（高于sloan和columbia大惊讶。2011就职榜也高）
Ross 67（高于sloan和columbia大惊讶。2011就职榜也高）
Columbia 57（但MBB intern数要高于fuqua和ross）
MIT 40（MBB intern数与fuqua和ross持平）
Tuck 31
Darden 26 （Darden真的很猛，感觉2011的BW排名underestimate）
Texas 17
Cornell 15
Haas 14
UNC 14
CM 10
Emory 10
USC 8
Indiana 3
UCLA 0

作者: maxiv 时间: 2011-11-29 10:28

lz统计的很好，赞一个。
但是数据归数据，正如前面有人指出的，每个program的人数相差很大，直接比较有失偏颇。lz还没读MBA呢，对学校声誉的评价主观性很强啊。

而且在top MBA读过的人知道，三条主要的出路：LDP，banking和consulting的招人对象其实是重叠的。这些工作的transferable skills相通，工作性质各有长短，其实是互相在抢人。比如Darden在Top10学校中banking很不错，和corporate的关系也很好，很多好的LDP项目都来招人，导致最后去consulting的人数低了一些。据我所知拿到offer后据MBB的人很多，统计的只是最后去的数字。

另外还有一点，很多M7的学生本来就是MBB出来的，在求职过程中压根就没表现出对consulting的热情，但最后因为种种原因都回MBB工作了，这可以解释你说的Kellogg的“50%”和“38%”。但对于一个个体而言，去top的任何一所学校的差别都不大。你的背景，你的英语水平，你的努力程度决定了你能不能进MBB。

-- by 会员 summit (2011/11/24 3:41:57)

顶黑体部分
1，看历年数据来减少偏差吧
2，介个没办法，没有公开数据
3，关键是谁在定义top10？top20？和Cons-Firms的关联又是什么。

请大家原谅我没有一一回复
不是傲慢，而是实在对这个行业不懂
自己还没法“立论”
贴的东西也都是memo性质，说不定明天就被新找到的证据推翻了

作者: maxiv 时间: 2011-11-29 10:44
今天的课外阅读任务

http://www.ft.com/intl/cms/s/2/0d506e0e-1583-11e1-b9b8-00144feabdc0.html#axzz1f0tHmKAh

Inside McKinsey
By Andrew Hill

作者: tianya111 时间: 2011-11-29 10:48
poetsandquants.com的数据不一定很准吧

Yale 11年毕业的这届学生，同时拿了贝恩和麦肯锡offer就有6个还是7个，悉数拒了麦肯锡去了贝恩，搞得贝恩重新审视自己的招聘政策，今年第一年跑来学校开宣讲了。。。。

今年毕业的，中国大陆的学生就有去BCG，罗兰贝格的。有个哥们还拒了麦肯锡和BCG。。。今年中国人中BB的都有已经take offer的。

说到底，学校的整体数据都是浮云，看看就好，能不能进跟学校有关，但主要还是个人+case

作者: maxiv 时间: 2011-11-29 11:20
What Are Boutique Consulting Firms?

http://www.wisegeek.com/what-are-boutique-consulting-firms.htm

Boutique consulting firms offer businesses and large corporations highly specialized advice that addresses specific problems or aspects of a business. The goal is to improve a company's efficiency and profits. The use of the term "boutique" has more to do with the consulting firms' focus than with their actual size, since one firm may consist of only a single advisor, while another may have as many as 200 or more consultants working for it.

More specifically, "boutique" most often refers to the corporate or agency niche or niches inside of which it offers its services. Examples of different niches in which boutique consulting firms might intercede are Human Resources companies, healthcare IT, and outsourcing firms. Government entities might also call on the services of boutique consulting firms. Overall, a boutique consulting firm tends to focus on a smaller number of industries.

Large management consulting firms can be global in scope and tend to offer services that are more diversified. As such, a large business consulting firm is typically able to draw from more reservoirs of overlapping knowledge and expertise than more narrowly focused boutique consulting firms, which could be an advantage for the company or agency that contracts its services. Boutique firms, on the other hand, are often able to resolve business issues more quickly than large firms that tend to require more time for a specific project. The solutions that boutique consultants might offer tend to have a more immediate impact, which may save an organization from ruin.

Fees that small-to-medium boutique consulting firms charge tend to be lower than those charged by the larger firms, because they usually have lower operating costs and fewer consultants on staff. Some of the larger firms tend to gravitate towards adding more services for the companies that confer with them. Besides increased cost for the clients, this can delay the resolution of their corporate or agency issues.

The use of boutique consulting firms, when they are indeed small, may be riskier than using a large firm. In some cases, they have serviced many fewer clients than the larger firms, so there is not as much verifiable evidence that their services will be helpful. The methods boutique consulting firms employ might not be as well-defined or established as those of the larger firms. Small boutique firms may not have adequate resources to thoroughly train newly hired consultants. In general, boutique consulting firms tend to offer companies and agencies fewer frills, perks, and status through their association than their larger counterparts.

作者: maxiv 时间: 2011-11-29 11:29
参考贴，尽管和management consulting关系不大

请教：Boutique Consulting的职业发展以及MBA申请
http://forum.chasedream.com/North_American_MBA/thread-539991-1-1.html

作者: heythere 时间: 2011-11-29 11:33
Tuck数据*（2.5~3），其实数据相当恐怖。

Ross碉堡了！

作者: maxiv 时间: 2011-11-30 09:35
http://www.business.com/business-planning/management-consulting-publications/

Management Consulting Publications Get the competitive edge with a greater knowledge base from management consulting publications
By Kim Finn inShare

The management consulting industry has grown by leaps and bounds, so find management consulting publications that can keep you informed, current and competitive. In your business, knowledge and experience command a pretty price, and potential clients must feel confident that you understand their company, industry, people and all the other factors affecting them. Before they award you with a contract, those clients must also believe you possess the best solution and the best plan for ensuring success.

Get your hands on as many business consultant publications as you can to stay abreast of trends, current news and best practices. Management consultancy magazines and other publications will provide you with worthwhile conferences to attend, tips, advice and networking contacts. Consider the following management consulting publication sources:

1. Educate yourself with management consultant publications like books.

2. Subscribe to magazines: management consulting.

3. Take advantage of other management consulting publications. Subscribe to an online or print consulting to management magazine You'll read insightful and informative management consulting articles in both online and print magazines.
Try: Subscribe to Consulting magazine in print format. Delivered eight times a year, senior-level consultants with firms of all sizes receive current and topical information on consulting careers, thought leadership and corporate strategies from the magazine. Management consulting executives should also bookmark its online companion Consulting Magazine.com to watch podcasts, read white papers an get the latest consulting news. Get your first issue free when you subscribe to the print version of strategy+business, a management magazine that shares management, innovation, policy and strategy insights from journalists, CEO and management consultants.

Search for other management consulting publications to get in-depth information on specific topics Dig deeper into topics that really interest you with management consulting publications like white papers, reports, reviews and articles.
Try: If you're looking for management consultancy publications dealing with the biotechnology, pharmaceutical, medical devices or medical services industries, purchase one of the BioInfoGen reviews, reports or white papers. As an investment management consultant looking for a management consulting journal, subscribe to the Journal of Investment Consulting to stay current on new research findings, behavioral finance, legal and regulatory issues, practice management and ethics. Consider a subscription to the California Management Review, a publication that works to bridge the gap between management students and practitioners. Three areas critical to the publication include Strategy and Organization, Global Competition and Competitiveness and Business and Public Policy.

Use management consulting publications that provide quick, concise information Consider newsletters, specific articles and helpful hint publications as other sources of valuable information.
Try: Subscribe to Management Consulting News, a free monthly newsletter and website for consultants. In this management consulting publication, you'll find ideas and tools from leading thinkers, consultants and writers. Visit the Free Management Library to read specific articles on management consulting. The library caters to both for-profit and non-profit organizations. So you always start your day with a new, productive thought, sign up to receive the Institute of Management Constultants USA Consultant's Tip of the Day. The IMC provides the tips to your E-mail inbox to help you hone your skills and service to your clients.

If you're serious about finding great journals for management consultants, don't waste time looking for The Journal of Management Consulting, later titled C2M: Consulting To Management. After an on-again, off-again life, the Institute of Management Consultants USA consulting to management journal stopped publication late in 2006. With no other management consulting journal readily available, look for appropriate journals within the industry you consult for.
Purchase the book "What Got You Here Won't Get You There: How Successful People Became Even More Successful," by Executive Coach Marshall Goldsmith. In his 2007 book, Goldsmith singles out 20 bad habits that can stifle successful people and keep them from moving to the next level.

作者: maxiv 时间: 2011-11-30 10:49
McKinsey Quarterly

https://www.mckinseyquarterly.com/home.aspx

作者: happyweiwei 时间: 2011-11-30 11:37
---

作者: iversonwhh 时间: 2011-12-6 02:22
Mark

作者: maxiv 时间: 2011-12-8 15:50
标题: 有空看
1，国际学生在US做consulting很难很难。最好看看Tim Flood's的course叫US Language and culture。
link about Tim Flood and US language and culture
http://www.kenan-flagler.unc.edu/alumni/aan/~/media/Files/documents/mbaadmittedguideintl.ashx

Homepage of Tim Flood
http://www.unc.edu/~floodt/

他也写了好多书
http://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Dstripbooks&field-keywords=MBA+fundamentals%3A+business+writing&x=0&y=0
MBA Fundamentals Business Writing
MBA Fundamentals Strategy
MBA Fundamentals Accounting and Finance
MBA Fundamentals Project Management

2，可以看看UNC的STAR项目，看看他们的学生是怎么实际给企业做proj的。
UNC STAR proj: Student Teams Achieving Results
http://www.kenan-flagler.unc.edu/leadership/star.aspx
3，MBA需要什么样的人？
Good undergraduate transcript/grades
Well written essays
Strong recommendations
Good job progression/leadership/mgt.
Community leadership
Strong GMAT score
Strong interview
4，具体的技能
analytical/writing/presentation/logical analytical
accounting, statistics, calculus or microeconomics
不太建议CFA，看看UNC的ASW吧。
http://www.kenan-flagler.unc.edu/programs/mba/curriculum/analytic-skills-workshops

UNC的管理咨询的课程介绍
http://www.kenan-flagler.unc.edu/programs/mba/concentrations/management-consulting

The Fuqua MBA Association (MBAA)
http://fuqua.campusgroups.com/mbaa/about/

作者: maxiv 时间: 2011-12-8 17:03
没啥关系的东西，常识吧

CPG是什么
》》快消
Consumer packaged goods (or fast moving consumer goods) brands are among the largest spenders on marketing and advertising. What are the strategy, media mix, consumer, and other trends that impact the marketing of food, beverages, personal care products, paper products, and other CPG categories?

CPG Marketing is part of Business Exchange, suggested by August Ray. This topic contains 844 news and 204 blog items. Read updated news, blogs, and resources about CPG Marketing. Find user-submitted articles and reactions on CPG Marketing from like-minded professionals.

作者: maxiv 时间: 2011-12-14 11:18
http://stress.about.com/od/relationships/ht/healthycomm.htm

Communicate: Improve Your Relationships With Effective Communication Skills

Conflict in a relationship is virtually inevitable. In itself, conflict isn’t a problem; how it’s handled, however, can bring people together or tear them apart. Poor communication skills, disagreements and misunderstandings can be a source of anger and distance, or a springboard to a stronger relationship and happier future. Next time you’re dealing with conflict, keep these tips on effective communication skills in mind and you can create a more positive outcome.
Difficulty: Average
Time Required: Just a little extra time.
Here's How:

Stay Focused: Sometimes it’s tempting to bring up past seemingly related conflicts when dealing with current ones. Unfortunately, this often clouds the issue and makes finding mutual understanding and a solution to the current issue less likely, and makes the whole discussion more taxing and even confusing. Try not to bring up past hurts or other topics. Stay focused on the present, your feelings, understanding one another and finding a solution.

Listen Carefully: People often think they’re listening, but are really thinking about what they’re going to say next when the other person stops talking. Truly effective communication goes both ways. While it might be difficult, try really listening to what your partner is saying. Don’t interrupt. Don’t get defensive. Just hear them and reflect back what they’re saying so they know you’ve heard. Then you’ll understand them better and they’ll be more willing to listen to you.

Try To See Their Point of View: In a conflict, most of us primarily want to feel heard and understood. We talk a lot about our point of view to get the other person to see things our way. Ironically, if we all do this all the time, there’s little focus on the other person’s point of view, and nobody feels understood. Try to really see the other side, and then you can better explain yours. (If you don't 'get it', ask more questions until you do.) Others will more likely be willing to listen if they feel heard.

Respond to Criticism with Empathy: When someone comes at you with criticism, it’s easy to feel that they’re wrong, and get defensive. While criticism is hard to hear, and often exaggerated or colored by the other person’s emotions, it’s important to listen for the other person’s pain and respond with empathy for their feelings. Also, look for what’s true in what they’re saying; that can be valuable information for you.

Own What’s Yours: Realize that personal responsibility is a strength, not a weakness. Effective communication involves admitting when you’re wrong. If you both share some responsibility in a conflict (which is usually the case), look for and admit to what’s yours. It diffuses the situation, sets a good example, and shows maturity. It also often inspires the other person to respond in kind, leading you both closer to mutual understanding and a solution.

Use “I” Messages: Rather than saying things like, “You really messed up here,” begin statements with “I”, and make them about yourself and your feelings, like, “I feel frustrated when this happens.” It’s less accusatory, sparks less defensiveness, and helps the other person understand your point of view rather than feeling attacked.

Look for Compromise Instead of trying to ‘win’ the argument, look for solutions that meet everybody’s needs. Either through compromise, or a new solution that gives you both what you want most, this focus is much more effective than one person getting what they want at the other’s expense. Healthy communication involves finding a resolution that both sides can be happy with.

Take a Time-Out: Sometimes tempers get heated and it’s just too difficult to continue a discussion without it becoming an argument or a fight. If you feel yourself or your partner starting to get too angry to be constructive, or showing some destructive communication patterns, it’s okay to take a break from the discussion until you both cool off. Sometimes good communication means knowing when to take a break.

Don’t Give Up: While taking a break from the discussion is sometimes a good idea, always come back to it. If you both approach the situation with a constructive attitude, mutual respect, and a willingness to see the other’s point of view or at least find a solution, you can make progress toward the goal of a resolution to the conflict. Unless it’s time to give up on the relationship, don’t give up on communication.

Ask For Help If You Need It: If one or both of you has trouble staying respectful during conflict, or if you’ve tried resolving conflict with your partner on your own and the situation just doesn’t seem to be improving, you might benefit from a few sessions with a therapist. Couples counseling or family therapy can provide help with altercations and teach skills to resolve future conflict. If your partner doesn’t want to go, you can still often benefit from going alone.

Tips:

Remember that the goal of effective communication skills should be mutual understanding and finding a solution that pleases both parties, not ‘winning’ the argument or ‘being right’.

This doesn’t work in every situation, but sometimes (if you’re having a conflict in a romantic relationship) it helps to hold hands or stay physically connected as you talk. This can remind you that you still care about each other and generally support one another.

Keep in mind that it’s important to remain respectful of the other person, even if you don’t like their actions.

Here's a list of common unhealthy ways to handle conflict. Do you do some of these? If so, your poor communication skills could be causing additional stress in your life.

作者: maxiv 时间: 2011-12-14 11:19
http://www.quintcareers.com/personal_branding.html

Take Control of Your Personal Branding
QuintCareers print-friendly
Printer-Friendly Version

by Rob Swanson

Corporate branding is often the most misunderstood marketing tool in universal use. Brands fail when the company mistakes the visual image for the actual brand, missing the fact that the "brand" is the client's corporate experience not the icon that is supposed to represent it. (In the same manner, communicating the brand throughout the company does not mean changing the letterhead; it means training the employees to match the implied promise of the visual brand.)

Personal Branding often falls into the same trap. An executive once told me that his "personal brand" was Armani suits with a power tie and Gucci shoes. A personal brand is not put on like a coat (and it is certainly not a coat). A personal brand is what a person does consistently with effectiveness.

Everyone has a brand. It's not a matter of creating one; too often it's a matter of rehabilitation instead of establishment. Your first goal, then, is to know where you're starting from.

Ground Zero
Self-evaluation is the safe side of knowing where you currently stand. Ask yourself the following questions:

What is the most consistent emotion I display when things are going well?
What is the most consistent emotion I display when things are in crisis mode?
Do coworkers and employees feel comfortable with me?
If no, why not?
What kinds of professional problems do people bring to me?
What am I sought out for?
What kind of projects or conditions make me feel the most alive?
Where do the companies I've worked for find the most value in me?
What are my three strongest professional traits?
Which of the three traits do I enjoy the most?

The next process can be more difficult, but for a true understanding of where you are, you must consult your coworkers and friends. Ask your friends and coworkers the following questions (informally):

What is the most consistent emotion you see me display when things are going well?
What is the most consistent emotion you see me display when things are in crisis mode?
What do you think is my most consistent trait?
What do you feel most comfortable bringing to me, personal problems or professional problems? What kind?
Where do you perceive as my greatest value to the company?
If I were partnering with you, what kind of project would you want to take on knowing I could help?
What do you think are my three strongest professional traits?
What trait do I need to change the most?
What jobs/projects/problems should I be most strategically assigned?

Define Your Target
Crafting a personal brand is never from whole cloth; it is shaping what is already there to something more desirable. Forecasting from your starting place to where each of your identified strengths can go is the best method for brand-recasting.

Do not discount the emotional traits uncovered in the first two questions above. "

rofessionalism" doesn't mean a lack of emotion, just a balanced, in-control field of emotions. Our emotional demeanor is often the icon with which our experience is associated. I recall one executive we considered The Good Old Boy Technology Maven. Mike was the first leader who saw the uses of emerging technology, saving the company millions each year, but it was his jovial, shoulder-squeezing, Southern boisterousness that we all remember.

Conversely, The Mr. Coffee of Mergers was a COO who had to have a full mug in his hand to conduct civil acquisition meetings. Neither of these executives paid close attention to their personal brand, and both would probably be surprised by their co-workers' perceptions.

Select some positive emotions that you can comfortably nurture; preferably those that can be built from your existing stock of feelings. Mike, the Good Old Boy, could have shaped his personality with a little coaching into encouragement or motivation by first taking the temperature of a room and determining strategic applications of his energy. Mr. Coffee, on the other hand, required psychological help to get to the root of his intractability. He didn't need to reshape what was there; he had to replace his current emotional landscape.

Recognizing that your emotional demeanor is the carrier for your brand message, you now need to divine the message you're already developing. Likely confirmed from your self-analysis above, and confirmed by the insights of your co-workers, it's time to start shaping your skills and adding to them.

Mapping a Plan
Divide a page with a horizontal line through the center. Write your current dominant emotional displays on the top left side, and the desired displays on the top right. List your current strengths on the lower left and a list of the skills and strengths (existing or new) that you want to include in your personal brand on the right.

Take a look. How far apart is your goal from your present-state? What new skills do you want to develop and which do you want to refine?

In the gulf between present-state and goal on your paper, fill in strategic, measurable tasks to achieve your desired brand. Tasks might include self-help books to read, magazines to subscribe and devour, and if necessary, professional help.

Do you learn better through self-study or with formal training? Map out an educational plan that takes your learning style into account and put it into action. Assign dates to each task.

Don't get discouraged. Professional skills can be built up rapidly; emotional change, less so. If you need to conquer negative emotional displays, expect to take a great deal of time and effort. We learn our emotions over a lifetime; change will be hard work.

Check Yourself
Evaluation must be a part of every plan. While crafting and polishing your personal brand, seek regular feedback, asking the questions above often and incorporating the responses into your plan.

An Important Reminder
Brand is not just image. A sharply focused professional is an effective contributor to corporate success. The executive who does not refine his brand is less productive… whether he wears Armani suits or not.

To better understand how these marketing terms apply to job-hunting it helps to first understand the terminology. To that end, go to our Marketing Concepts Glossary. And for a general introduction to marketing and career development, read: Using Key Marketing Tools to Position Yourself on the Job Market.

Questions about some of the terminology used in this article? Get more information (definitions and links) on key college, career, and job-search terms by going to our Job-Seeker's Glossary of Job-Hunting Terms.

Rob Swanson, Managing Writer, Career Services International Rob Swanson is a certified resume writer and adult-learning methodology professional serving as managing writer for Career Services International. Author of several career-management books and articles, Rob offers career-development and management support to clients spanning college students to CEOs.

Enhance Your Brand! Find all the great tools and resources for developing your personal career brand, as well as key self-marketing technqiues to get hired or promoted, that we offer at Quintessential Careers: Personal Branding & Career Self-Marketing Tools.

作者: maxiv 时间: 2011-12-16 01:43
Stern MCA的资源链接
很全了

http://nyustern.campusgroups.com/mca/links/

作者: maxiv 时间: 2011-12-23 17:14
Top 10 Gulliver posts of 2011 (till December 15th)
1) Where the livin' is easiest
It's February and, according to the Economist Intelligence Unit, Vancouver is the most liveable city in the world—as it has been for a decade
2) Melbourne storm
How times change. Now it's August, and Vancouver has lost its crown
3) Getting the cheapest flights
When's the best time to make travel bookings
4) Lies, damn lies and tourists
The worst possible advice that you can offer a tourist
5) Returning from the moon
What the Apollo 11 customs-declaration form looked like
6) Too many thrills in the cockpit
A flight attendant and pilot leave Cathay Pacific after being snapped in compromising positions on board a plane
7) Safe havens
A new ranking of the ten safest airlines in the world has no room for Qantas or Singapore, but offers good news for American flyers
8) A time-based transit map
A map showing how long it takes to get around a city using public transport attracts one of our least inspired headlines
9) Case for the defence
A rather whizzy way to protect your iPad
10) What Americans sound like
A map of dialects of North American English

作者: pathfighting 时间: 2011-12-23 19:42
要是申请前国内Tier2的，读完MBA能转到MBB嘛？

作者: crusaderma 时间: 2011-12-24 02:02
mark 一下

作者: maxiv 时间: 2011-12-29 09:26
Kellogg brand: think bravely

What is it:
Willness to challenge the convention, status quo

How: - be a strong leader
1,understand archetechture of collaboration, how things organization
2,understand the market, especially human side
3,create new idea in market and execute them
4,know the public/private interface, capital/legal environment

http://www.kellogg.northwestern.edu/news/video/opencontent/thinkbravely/Dean-Blount.htm

作者: maxiv 时间: 2011-12-29 12:01
[FW]McKinsey Quarterly Top Ten Newsletter 2011
http://www.mckinseyquarterly.com/newsletters/topten/2011_Q4.html

In this, our final Top Ten Newsletter of 2011, we've rounded up the most popular articles among readers this year. Read them today and join the conversation.

1. STRATEGY
Have you tested your strategy lately?
Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company.

2. STRATEGY
Seven steps to better brainstorming
Most attempts at brainstorming are doomed. To generate better ideas—and boost the odds that your organization will act on them—start by asking better questions.

3. MARKETING
We’re all marketers now
Engaging customers today requires commitment from the entire company—and a redefined marketing organization.

4. ECONOMIC STUDIES
Global cities of the future: An interactive map
Explore the cities and emerging urban clusters that will drive dramatic growth and demographic changes over the next generation.

5. HIGH TECH
The rise of the networked enterprise: Web 2.0 finds its payday
McKinsey research finds that companies using the Web intensively gain greater market share and higher margins.

6. STRATEGY
Remapping your strategic mind-set
Shake up your thinking by looking at the world from the perspective of a particular country, industry, or company. “Rooted” maps can help you unearth hidden opportunities and threats.

7. STRATEGY
The perils of bad strategy
Bad strategy abounds, says UCLA management professor Richard Rumelt. Senior executives who can spot it stand a much better chance of creating good strategies.

8. ORGANIZATION
Recovering from information overload
Always-on, multitasking work environments are killing productivity, dampening creativity, and making us unhappy.

9. STRATEGY
Sparking creativity in teams: An executive's guide
Senior managers can apply practical insights from neuroscience to make themselves—and their teams—more creative.

10. ORGANIZATION
Three steps to building a better top team
When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.

作者: mendel 时间: 2011-12-30 20:31
you think ceibs is also a target school???

作者: 花花公子 时间: 2011-12-30 22:36
Mark,so many useful information,not just for consulting

作者: bear_w 时间: 2011-12-31 21:24
这个榜单对持中国大陆护照的同学意义不大，建议ABC同学好好研究。

http://poetsandquants.com/2011/11/16/mckinsey-doubles-mba-hires-at-duke-haas/2/

Consulting Firm Hires Of 2011 MBAS From Top B-Schools

Company	Wharton	Booth	Columbia	Kellogg	Tuck	Duke	Ross	Haas	Darden	MIT
McKinsey & Co.	38	39	39	34	14	15	19	16	7	27
BCG	29	19	9	30	10	14	13	4	6	16
Bain & Co.	18	18	12	24		7	8	3	7	12
Deloitte Consulting			8	9		35	20	12		6
Accenture		7		9		7	12		7
Booz & Co.		16	8	7	4
A. T. Kearney	8	6					6
L.E.K. Consulting		6			5			3
PriceWaterhouse						6	8
Parthenon Group				4
Cambridge								3

-- by 会员 maxiv (2011/11/18 14:56:45)

-- by 会员 maxiv (2011/11/18 15:29:08)

-- by 会员 maxiv (2011/11/29 10:25:38)

作者: mushroom7xu 时间: 2012-1-4 23:01
mark~ thank you for all the info.~

作者: ulux 时间: 2012-1-5 03:46
consulting是个人比较感兴趣的行业，可是竞争压力蛮大，对背景的要求也很高。希望通过大家的说法对consulting有更全面深刻的认识

作者: Vanillamm 时间: 2012-1-19 12:12
可怜,那去yale的话,是不是consulting没戏了?

作者: Vanillamm 时间: 2012-1-19 12:15
看到这个欣慰了一下, 不然Yale也太惨了点吧.

poetsandquants.com的数据不一定很准吧

Yale 11年毕业的这届学生，同时拿了贝恩和麦肯锡offer就有6个还是7个，悉数拒了麦肯锡去了贝恩，搞得贝恩重新审视自己的招聘政策，今年第一年跑来学校开宣讲了。。。。

今年毕业的，中国大陆的学生就有去BCG，罗兰贝格的。有个哥们还拒了麦肯锡和BCG。。。今年中国人中BB的都有已经take offer的。

说到底，学校的整体数据都是浮云，看看就好，能不能进跟学校有关，但主要还是个人+case

-- by 会员 tianya111 (2011/11/29 10:48:01)

作者: maxiv 时间: 2012-1-23 10:39
忘记是否贴过了
Consulting magazine的在线版

http://www.consultingmag-digital.com/consultingmag/201201#pg1

作者: maxiv 时间: 2012-2-1 14:36
准备有空找找hbs的 effective communication这本书
现在太忙

作者: maxiv 时间: 2012-2-2 23:17
http://www.bcg.com/documents/file96799.pdf

Marketing Capabilities for the Digital Age

by BCG

作者: 泾渭不凡 时间: 2012-5-9 14:43

maxiv原来是consulting的大前辈。。。。后辈来拜谒。。。。

作者: maxiv 时间: 2012-5-16 14:45
转载美国政体简介之联邦政府篇来源：李睿骞richie的日志 (本文系美国国务院出版物《美国政体的结构与运作》(How the United States Is Governed)的章节之一。)
美国联邦政府由三部分组成：立法分支、行政分支、司法分支。《宪法》对每一分支的职权给予明确规定。
立法分支 (The Legislative Branch)
美国联邦政府的立法分支指国会两院，即参议院和众议院。所有立法都须经参、众两院通过，并由总统签字才可生效。
立法程序
国会每年的立法提案数以千计，但真正立法只数百项。一项法案从起草到最后由总统签字成为法律需要经过以下程序：
1) 起草法案。法案可以是由一位参议员或众议员起草提出，也可以是基于某个行业代表机构或者个体公民提出的要求──他们甚至可以协助起草法案。但是，只有参议员或众议员能够正式提出立法议案。提案起草完毕后，起草人会在议员同事中寻找共同提案人，以增加提案的分量。
2) 立法草案在参议院或众议院提出后被编号，提案名称及提案人的名字被公布在《国会议事录》(Congressional Record)上。
3) 参议院或众议院的程序官员将提案分配到负责相关事务的委员会。委员会主席可以进一步将其分到最相关的小组委员会。值得指出的是，委员会主席和小组委员会主席对如何处理交给他们的提案拥有很大决定权。如果主席本人不赞同这项提案，他/她可以将其束之高阁。
4) 小组委员会可以针对提案举行听证会，邀请政府和民间人士作证。证人可以是政府行政部门官员、专家、与该项立法有关的行业代表、工会代表、学术界人士、公共利益团体、商界代表等等。个人也可以通过出席作证、提供书面证词、或让有关的利益团体代表自己来表述观点。
5) 听证结束后，小组委员会可能举行审定会，对提案草案提出意见或修改。然后，由小组委员会投票决定是否将提案提交全体委员会考虑。提案如果未能通过小组委员会的投票，则就此腰折。
6) 全体委员会可以重复小组委员会所采取的各种步骤或部分步骤，即听证、审定、投票。如果委员会投票通过提案，那么，这项提案将被送交全体参议员或全体众议员审批(取决于提案最初发起于参议院还是众议院)。
7) 参议院或众议院的全体议员可以就提案展开辩论。提案可被进一步修改，也可被送回委员会，或付诸表决。
8) 提案在参、众两院中的一院获得通过后，将被送交另一院。经众议院通过的提案可直接被列入参议院议事日程，而无需经过委员会和小组委员会的审议。但两院的有关委员会和小组委员会均有机会就提案举行听证和作出修改。相关或相同的提案往往在参、众两院同时被通过。
9) 如果参、众两院通过的提案内容完全一致，提案将被送交总统。如果两院提案存在差异，参议院主席和众议院议长将任命一个两院协商委员会 (Conference Committee)。在协商委员会仍无法就提案达成一致意见的情况下，提案将作废。如果协商委员会取得一致意见，那么提案将被送回参、众两院接受投票表决，但不得作再度修改。
协商委员会修改后的提案在经参、众两院通过后，被送交总统签字。总统有四种选择：(1) 在提案上签字使之成为法律；(2) 在国会会议期间不采取任何行动，从而使提案在10天之后自动生效成为法律；(3) 在国会最后休会期间不采取任何行动，从而使提案自动作废；(4) 否决提案。
当总统对提案行使否决权时，国会可予以推翻，但这必须得到参、众两院各三分之二议员的支持。如果任何一院达不到三分之二多数，提案就将作废。如果两院均有三分之二议员支持，提案便成为法律。
除立法以外，国会最重要的功能之一是监督行政部门。国会可以通过举行听证会调查行政机构的运作和行动，确保行政机构依法行事。
参议院 (The Senate)
- 参议院亦称"上院"("Upper Chamber")，被视为具有比众议院更大的审议权。
- 参议院由100名议员组成(每州两名)。
- 参议员每一任期为6年，无连任限制。
- 基于选举需要，参议院中一向有在任年度不等的三组议员，从而每两年有三分之一的议员任期届满，需卸任或经选举连任。这种机制可以确保参议院中始终有一定比例的资深议员。
- 参议院出现某州议席空缺时，一般由该州州长任命替补议员。
- 美国副总统担任参议院主席，但只有在投票结果出现僵局时，投决定性一票。不过，在实际中，很少出现投票僵局，因此副总统很少介入参议院的日常运作。副总统不在时，由参议员推选出的一位主席主持日常事务。
- 参议院同众议院有着很多相同的立法权力，但它同时具有一些特殊权力：
- 参议院负责批准总统提名的最高法院大法官、下级联邦法院法官以及行政机构重要职位的人选。总统提名人必须通过参议院批准才能就任。
- 参议院负责批准或否决总统达成的国际条约。
- 在发生弹劾总统或最高法院大法官的情况时，由参议院主持审判，全体参议员担任陪审员。
众议院 (The House of Representatives)
- 众议院被视为"民众之议院"("House of the People")
- 有435名议员，各州议员人数按人口比例确定。美国的五个特区或属地──哥伦比亚特区、美属萨摩亚、关岛、波多黎各、美属维尔京群岛──在众议院也有代表，但这些代表没有投票权。
- 所有众议员的任期均为两年，但无连任限制。所有众议员的选举在同时举行。.
- 众议员是从各个州内按地理区域划分的所谓国会选区(Congressional District)中选出。
- 众议员补缺要通过专门选举或随大选进行。
- 众议院议长由众议院议员选举产生，故来自多数党。
众议院具有的与参议院不同的职权包括：
- 有权对总统和最高法院大法官提出弹劾指控。
- 所有涉及增加岁收的提案必须从众议院产生。
- 如果在总统大选中没有任何一位候选人赢得选举人多数票，众议院负责决定总统当选人，一州一票。
行政分支 (The Executive Branch)
行政分支的规模远远超过联邦政府的其他两个分支。总统是行政分支的最高领导，任期4年。副总统与总统同时当选。一旦总统去世、丧失工作能力或被弹劾定罪而遭到罢免，副总统继任总统。
虽然行政分支与政府其他两个分支的权力相等，但总统在政府中享有最大的个人权力。总统的权力和职务包括：
- 任命最高法院大法官和下级联邦法院法官──所有任命必须得到参议院确认批准；
- 任命政府各部部长和直属机构负责人──所有任命必须得到参议院确认批准；
- 担任武装部队总司令；
- 担任名义国家元首；
- 谈判签署国际条约以及同美国印第安部落的条约──条约必须经参议院通过批准；
- 否决国会通过的立法提案；
- 赦免或缓期执行联邦罪处罚(弹劾定罪除外)。
除了以上由《宪法》规定的权力以外，总统在实际中还享有《宪法》中没有正式或明文规定的其他权力，其中最重要的一项是，总统可以发布行政命令 (Executive Order)。总统行政令具有法律效力，其通常作用包括：
- 为推动和贯彻总统的政治议事日程而创立新的项目、办公室或委员会；
- 确立国会通过的法律将得到如何贯彻执行的方针政策；
- 宣布联邦节假日。
行政命令可以成为总统实现政策目标的有力手段，这一总统权力得到最高法院的肯定。国会可以通过立法推翻或修改某项行政命令，但任何立法都需有总统签字才能生效，除非国会能够推翻总统的否决。总统行政命令若被视为违宪或与现行法律相悖，可被诉诸法庭。
总统也是其所属政党的领袖，可以运用自己的地位和知名度，向公众和本党国会议员宣传政见，推进政治目标。
行政部门和机构
总统和副总统领导的行政分支设有15个部和多个专门机构，它们构成日常所说的"政府部门"。这些部门负责贯彻执行法律，提供各种政府服务。政府的作用具有深远影响，也关系着所有美国人的生活。
这15个部门是：
- 农业部 (Department of Agriculture)
- 商务部 (Department of Commerce)
- 国防部 (Department of Defense)
- 教育部 (Department of Education)
- 能源部 (Department of Energy)
- 卫生与公众服务部 (Department of Health and Human Services)
- 国土安全部 (Department of Homeland Security)
- 住房与城市发展部 (Department of Housing and Urban Development)
- 内政部 (Department of the Interior)
- 司法部 (Department of Justice)
- 劳工部 (Department of Labor)
- 国务院 (Department of State)
- 运输部 (Department of Transportation)
- 财政部 (Department of the Treasury)
- 退伍军人事务部 (Department of Veterans Affairs)
上述各部部长由总统任命，并经参议院批准。根据法律，部长为总统内阁成员，是总统在相关领域的顾问。总统也可以让某些高级行政官员享有内阁地位，其中通常包括副总统、总统办公厅主任(the President's Chief of Staff)、管理及预算办公室主任(director of the Office of Management and Budget)、美国贸易代表(U.S. Trade Representative)。其他目前或曾经具有内阁地位的职务包括：环境保护署署长(director of the Environmental

rotection Agency)、中央情报局局长(director of Central Intelligence Agency)、以及总统国家安全顾问(President's national security advisor)。
除总统内阁以外，行政分支中设有很多独立的机构和委员会，其中有些颇具规模。例如，美国邮政管理局(U.S. Postal Service)、环境保护署、国家航空和航天局(National Aeronautics and Space Administration)等。
权力很大的一类行政机构是联邦管理机构。这些机构由国会授权，负责制定和执行管理某一经济领域的规章，通常涉及复杂的技术环节。主要的联邦管理机构有：
- 证券交易委员会 (Securities and Exchange Commission)
- 联邦贸易委员会 (Federal Trade Commission)
- 核管理委员会 (Nuclear Regulatory Commission)
- 食品和药物管理局 (Food and Drug Administration，属卫生与公众服务部)
- 联邦电讯委员会 (Federal Communications Commission)
- 环境保护署 (Environmental Protection Agency)
- 平等就业机会委员会 (Equal Employment Opportunity Commission)
- 职业安全与健康管理局(Occupational Safety and Health Administration，属劳工部) (OSHA).
由上述机构和其他相关管理机构确立的规章制度关系到全国几乎各行各业和所有的消费者。这些管理委员会或局署的负责人也由总统任命和经参议院批准。这些机构制定的规章具有法律效力，但可以在法庭上受到挑战或被国会推翻。
在所有独立的联邦机构中，独立性最大的机构莫过于联邦储蓄系统(Federal Reserve System)，也就是国家中央银行(简称美联储)。联邦储蓄系统管理委员会负责制定国家货币政策、确定利率以及货币供应量。美联储的决定能够对国家经济、利率、通货膨胀、就业机会以及国际贸易产生深远影响。很多人甚至认为，美联储主席是仅次于总统的联邦政府中的第二大权力人物。
司法分支 (The Judicial Branch)
司法分支的职责是，对向国会的立法提出异议或要求予以解释的司法案件作出裁决，以及审理涉及触犯联邦法的刑事案。在涉及宪法的诉案中，联邦法院具有超越州法的上诉管辖权。联邦法院还负责审理涉及一个州以上的或关系到一个州以上公民的案件，以及涉外案件。
司法分支由最高法院(The Supreme Court)和下级联邦法院组成，其中包括上诉法院(亦称巡回法院；Courts of Appeal, or Circuit Courts, or Applelate Courts)、联邦地区法院(federal district courts)，破产法院(bankruptcy courts)，以及联邦索陪法院(courts of federal claims)。联邦法庭受理来自州法庭的民事和刑事上诉。联邦法庭的初审管辖权包括有关专利、商标、联邦索陪、破产、金融证券、海事法，以及国际诉讼等
司法分支是独立于联邦政府其他两个分支的三个分支之一。它受到的唯一制约是宪法确立的相互制衡。独立的联邦司法体制被视为确保法律对所有公民公正与平等的关键。《宪法》中有两项有利于司法独立的重要规定。第一，联邦法官任职终身，即除非受到国会弹劾并被定犯下"叛国、贿赂或其他重罪和轻罪"，否则法官不得被免职。第二，宪法规定，联邦法官的薪资"在其任职期间不得减少"。换言之，无论总统还是国会都无权减少联邦法官的工薪收入。这两条规定有助于使法官免受公众情绪或政治势力的影响，办案独立。
虽然《宪法》起草人使司法体系避免受到政治和公众舆论的压力，但是，遴选法官的程序如今变得相当政治化。最高法院大法官和联邦下级法院法官均由总统提名，并且必须经过参议院批准才能就任。
根据法律规定，最高法院由9名法官组成。联邦下级法院，包括其司法辖区、法官人数和经费均由国会确定。所有联邦法官必须经参议院批准才能得到终身任职。但是，总统有权在国会休会期间任命非终身任期的法官。主要负责交保、签发逮捕或搜查等司法令和一般违规听证的联邦地方行政法官则由联邦地区法院任命，任期为8年。

作者: Karmalot 时间: 2012-5-16 15:55
好贴必顶

作者: tracy2009 时间: 2012-5-17 16:59
mark

作者: chris7 时间: 2012-5-17 19:53
ding

作者: chris7 时间: 2012-5-29 16:25
KELLOGG的确强，TUCK也不弱的

-- by 会员 maxiv (2011/11/18 15:29:08)

-- by 会员 Tiler (2011/11/20 8:10:44)

作者: tracy2009 时间: 2012-6-13 19:50
mark

作者: 米米OYEAH 时间: 2012-9-11 22:25
MARK~~~~~~~~~~~~

作者: btjoy123 时间: 2012-9-25 13:28
继续学习。。

作者: 261727223 时间: 2012-10-4 00:32
mark

作者: abjure 时间: 2012-12-1 19:27
mark

作者: justgoahead 时间: 2012-12-6 15:52
Oh my god! This post is just a fun reading....none of the analysis makes sense to an individual....

作者: 大侠光光 时间: 2012-12-7 01:01

算总数这是个参考，如果要评价还得除以项目的学生数量

-- by 会员 princesue (2011/11/18 15:37:17)

这个很重要～没有考虑学生数量的MBB招聘人数意义不大的。

作者: junsta 时间: 2012-12-10 22:33
mark
感觉练case特别好玩啊~~~

作者: mydaisysummer 时间: 2013-11-2 07:12
mark、
。。。。。。。。。。。。。。。。。。。。。。。。。。

作者: LFGT 时间: 2015-7-16 12:01
mark.................

作者: woshichailin 时间: 2015-12-2 04:35
感谢分享！

作者: fionacyt 时间: 2017-2-15 16:05
mark

作者: 疯狂的狐狸 时间: 2017-2-15 16:56
感谢分享！

作者: 吴君陌 时间: 2017-2-15 17:13
Mark一下！

作者: 零点点 时间: 2017-2-15 17:17
mark是必须的

作者: 这名可以吗 时间: 2017-4-30 14:46
感谢分享！

作者: jokequeen 时间: 2017-5-1 00:53
顶一下看一看

作者: dylan0710 时间: 2017-5-3 08:12
Mark一下！

作者: wjww815 时间: 2017-6-26 21:11
Mark一下！

作者: wjww815 时间: 2017-12-12 16:09
感谢分享！

作者: py8840095 时间: 2017-12-12 16:20
感谢分享！

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