贝恩杯初赛历年题

2017 年初赛案例公布材料
Welcome to the 2017 Baincase competition!
Your team has been invited by the Strategy Director of Home Appliance Co. to
participate in a pre-discussion on Home Appliance Co.’s Digital Transformation
strategy in China for the next 5 years. The quality of your proposal and presentation
will determine whether you can get a discussion with the CEO on a potential 3-month
consulting project.
Home Appliance Co. is one of the top home appliance manufacturer in China with
a major focus on White Goods (mainly include washing machines, refrigerators,
cooking appliances and air conditioners) across different price range.
Home Appliance Co. has been suffering from a sluggish top line growth in recent
years, and views digital transformation as a critical strategy to its future growth, as
China’s retail landscape, home appliance sector included, has been greatly
influenced by the trend of digitalization.
However, the company has mainly sold its WG products via offline channels, and
have only used its online platform to a very limited degree. The CEO has realized that
the company is lagging behind its major competitors on the digital front and has asked
the management team to devise its digital transformation strategy.
The Strategy Director asked for your team’s help in thinking through the
following key questions and its implications for Home Appliance Co.:
What is the current market landscape of both online and offline channels for
White Goods(WG) sales in China? How would the market evolve in the next
5 years?
What are the major types of online sales model for WG companies? Which
type would you recommend for Home Appliance Co. and why?
What are the major characteristics of online WG consumers? How would that
affect Home Appliance Co.'s online sales strategy?
How would other emerging digital technologies (e.g. Big Data, Visual Reality,
Internet of Things and etc.) impact the WG sector in the short-run? What are the
implications for Home Appliance Co.? (may choose to focus on 1-2 technologies)
Your team may choose to focus on 2-3 questions that would make the most
impact and would need to tell a compelling story supported by robust data and
analyses. This proposal is due by 8 A.M. May 5th, and you may be asked to
present these materials to Strategy Director in the following week.
To ensure that your presentation hits the most important points and is
“communicating-for-results”, you have agreed with the Strategy Director that
Maximum 15 slides for the presentation (not including agenda pages or additional
data analyses in backup materials) – the objective is not be as comprehensive as
possible, so please focus on what is most insightful and impactful.
Minimum 26 font size forslide taglines; minimum 14 font size for mainbody text;
maximum 3 charts/graphs on a slide.
All pages should be easy to read and understand for audience with a general
background.
To set a “Point of Departure”, your team can either choose an existing player similar
to the prior description as the hypothetical client, or assume a nonexistent player with
similar characteristics.
To help you quickly get up-to-speed, the Strategy Director has kindly shared
some reference materials. Although some of these materials may be outdated,
he/she believes that your team will be able to gather other interesting and
powerful information from publicly available sources (e.g. company annual
reports, analyst reports, business news) or primary research to support your
analysis and recommendation.

2016 年初赛案例公布材料
Welcome to the 2016 Bain case competition!
Your team has been invited by the Strategy Director of Cosmetics Co. to participate
in a prediscussion on Cosmetics Co.’s expansion strategy in China for the next 5
years. The quality of your proposal and presentation will determine whether you can
get a discussion with the CEO on a potential 3-month consulting project.
Cosmetics Co. is one of the top South Korean/Japanese cosmetics manufacturers/
brand owners with multiple brands at different positioning and multiple categories
of product offering.
While Japan market is increasingly saturated and South Korea market growth
is decelerating, China cosmetics market continues to grow rapidly. Cosmetics
Co.views China as a critical market for its international growth and would like
its China business to be a significant contributor to its revenue.
The Strategy Director asked for your team’s help in thinking through the
following key questions on key trends in China and its implications for Cosmetics
Co.:
What are the most attractive product segments and demographics profiles of the
target consumers? Which/what type of brand(s) should Cosmetics Co. prioritize
in China?
What is the status quo of both offline and online channels for cosmetics sales in
China? How should Cosmetics. Co think about their channel play?
What are the geographies that Cosmetics Co. should prioritize?

What is the best operating model (high-level) for Cosmetics Co.? Export,
partnership, direct investment, etc.?
Your team may choose to focus on 2-3 questions that would make the most impact
and would need to tell a compelling story supported by robust data and analyses.

2015 年贝恩杯咨询 赛 初赛案例公开材料

Welcome to the 2015 Bain case competition!• Your team has been invited by the
Strategy Director of ApparelCo. to participate in a pre- discussion on ApparelCo.’s
ecommerce strategy in China for the next 5 years. The quality of your proposal and
presentation will determine whether you can get to the discussion with CEO on a
potential 3-month consulting project• ApparelCo. is a leading Chinese apparel
company engaging in the whole value chain: design, manufacture and sales. It has
multiple garment brands with different brand positioning (see below).Brand 1 High-end
business formalBrand 2 Young and trendyBrand 3 Business casualBrand ...• All are
mainly sold through physical channels - both company owned and franchise
stores, although they have also started using the online platform to a limited degree.•
In the past 2 years, top line growth has slowed down. As the current management
have little online expertise or interest, the CEO and Strategy Director are looking for
some help to assess online platform as a potential lever to drive future growth.To
prepare for the discussion, your team need to think through these questions:- What are
the demographics profile of the target consumers and value propositions for
ApparelCo.’s brands respectively?- What is the status quo of offline business and
how will online business affect offline business?• Based on your understanding of the
two questions above, the Strategy Director expects you to make recommendation on
the breadth and depth of online operation:- Which brand(s) should go online?- Along
the customer journey, what kind of initiative(s) should be done online to fulfill
customer needs?• You team need to tell a compelling story supported by robust data
and analyses• This proposal is due by end of day May 4th, and you may be asked to
present these materials to Strategy Director in the following weekTo set a “Point of
Departure”, your team can either choose an existing apparel player with brand
portfolio and sales channel similar to the one described before (for example, Youngor,
Baoxiniao, Lancy, Anzheng, etc.) as the hypothetical client, or assume a nonexistent
player with similar characteristics• To help you quickly get up-to-speed, the Strategy
Director has kindly shared some reference materials. Although some of these
materials may be outdated, he/she believes that your team will be able to gather other
interesting and powerful information from publicly available sources (e.g. company
annual reports, analyst reports, business news) or primary research to support your
analysis and recommendationGood luck!