INSEAD CONSULTING CLUB HANDBOOK 2011

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McKinsey & Company 75 (27) McKinsey & Company 106 (36) McKinsey & Company 97 (39) McKinsey & Company 78 (49)Bain & Company 46 (16) Bain & Company 40 (9) BCG 51 (22) BCG 44 (21)

BCG 36 (9) BCG 35 (13) Booz Allen Hamilton 39 (8) Bain & Company 43 (17)Booz Allen Hamilton 17 (3) Booz Allen Hamilton 21 (9) Bain & Company 21 (10) Booz Allen Hamilton 23 (13)

A.T. Kearney 8 (2) A.T. Kearney 12 (1) A.T. Kearney 13 (2) A.T. Kearney 11 (5)Roland Berger 6 (2) Roland Berger 9 (4) Accenture 6 (3) Roland Berger 8 (5)

Deloitte Consulting 5 Monitor Group 6 Roland Berger 6 (1)Oliver Wyman 5 (2)

Deloitte Consulting 4

Accenture 5 (3)L.E.K. Consulting 3 Trinsum (formerly Marakon) 4 Opera Solutions 3 Deloitte Consulting 4 (2)

Oliver Wyman 3 (2)

Marakon Associates 3 (1) Oliver Wyman 3

7 (1)

6 (3)

PricewaterhouseCoopers 3 (1)

Monitor Group 4Mercer Oliver Wyman 3

Siemens Management Consulting 3

L.E.K. Consulting

OC&C Strategy Consultants 4

Arthur D. Little 3

4 (1)Mercer Management Consulting 5PricewaterhouseCoopers

Monitor Group

Classes of 2006 Classes of 2007 Classes of 2008 Classes of 2009Top INSEAD employers for Consulting positions

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Insider scoop

The strong hands-on approach to tasks and the

easy accessibility of my colleagues, who readily help

each other are some of the things I valued most at

Accenture.

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AT Kearneys one main focus is its people, and the firm

makes continues efforts to foster and develop talents. All

of the project managers I worked with provided not only

support for engagement tasks but also support for my

career advancement.

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The environment at Booz is friendly and collaborative, making work enjoyable. Senior partners and principles are very approachable and titles dont matter. At Booz we not only create strategy but very often support our client in implementing it, which increases our impact on our clients' success.

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GROWING SPECIALTY PAPER SALESQuestions and Facts (I)

Supply chain

Customers

Market share

Client financials

Topic Information

The client is not capacity constrained in its manufacturing processes The clients manufacturing and packaging operations are currently configured to package

specialty papers in boxes

There are approximately 24,000 commercial printers in the United States Printers are roughly categorized into three groups: small, medium, and large Differences among the groups are driven by the type of printing technology employed and the

size of print jobs that the printers are able to serve Printers prefer to receive product from the specialty paper manufacturers in different forms,

primarily driven by the type of printing technology employed- Small printers prefer to receive their specialty paper in boxes- Medium printers prefer cartons of specialty paper- Large printers prefer to receive palletized shipments of specialty paper

The client has approximately 30% market share with small printers and only 10% share with medium and large printers

Margins are currently acceptable but management is against cutting price to gain market share, knowing that competitors can match price cuts

Price and cost to serve per equivalent box are different for each customer type

Raw mats Layering Sheeting Packaging Distrib. Rolls of paper Adhesive Non-stick liner

Adhesive and liner applied to rolls

Rolls of layered paper cut into sheets

GROWING SPECIALTY PAPER SALES Questions and Facts (II)

Price to printer

Materials

Coating

Sheeting

Packaging (direct costs)

Gross profit/($ per equivalent box)

Number of printers

Annual usage (number of equivalent boxes)

Total potential profit pool ($)

Small (boxes)20.00

5.50

1.00

0.50

3.00

10.00

20,000

100

20,000,000

Medium (carton)18.00

5.50

1.00

0.50

2.00

9.00

3,000

500

13,500,000

Large (pallets)15.00

5.50

1.00

0.50

1.00

7.00

1,000

3,000

21,000,000

All figures are per equivalent box

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