Friday, January 30, 2009
industry overview-defence 2
there’s space, the final frontier, which is soon to become as crammed with tourists as Times Square the weekend before Christmas. After Richard Branson, owner of a number of Virgin properties, announced that he would be offering space tours via Virgin Galactic in 2004, EADS Astrium, the space wing of the European defense giant, announced
in 2007 that it would be offering 1.5 minute stints in a weightless environment for € 200,000. The space ship, which has yet to be built, would take off like an ordinary jet before lighting its rocket. More prosaically, most effort in the space division of aerospace is devoted to the design, launching and maintenance of satellites for GPS devices, communications, weather prediction and research, television and radio. Specialized leaders in this field include Alcatel
Space, Astrium, Orbital Sciences and Arianespace, a division of EADS. Government and military demand for satellite bandwidth is expected to quadruple in the next decade—and, as such, the two groups (which can’t seem to launch satellites fast enough) have been
attaching their tech to civilian birds. Other companies involved in the sector include Boeing, Northrop Grumman and Lockheed Martin. Major aerospace and defense companies continue to build space activities into their long-term investment plans, even though shooting for the stars won’t turn cash flow positive in any time frame outside of a science fiction novel.
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industry overviews- Defense
Speaking of international relations, the defense portion of the industry has been affected by a wave of large mergers, as well as a shift in the way wars are fought. The industry inked 350 deals worth some $40 billion in 2006, and by the first half of 2007 had already announced 225 deals worth $33 billion. Aside from all that getting and spending, the defense industry is also coping with changes in the methods of warfare. Modern battles are unlikely to be fought on a traditional battlefield against a professional army fielded by a government, and to be more like the agonizing and protracted conflict going on in Iraq and Afghanistan. Of course, this means that enormous tanks are out—and smaller, faster and lighter equipment is in. Automation is also a growing trend. Machines, unlike humans, never need to sleep or eat, are always paying attention, and can be easily repaired or replaced in the event they are damaged. In 2007, Honeywell’s MAV(micro air vehicle) was sent to Iraq in order to help troops identify and defuse
bombs and other threats. The device, which is about the size of a breadbox, consists of a fan in a cylindrical housing (which provides lift) as well as a small payload of wireless cameras and other sensors. The MAV can hover inches above a suspected bomb, allowing it to be more closely examined, or climb to about 10,000 feet for surveillance of a larger area. Remotely operated
sensors are also the latest trend in border surveillance. In 2007, Boeing set up its first 27-mile stretch of monitored border between the U.S. and Mexico. Aimed at preventing smuggling and illegal immigration, the border security consists of a series of towers outfitted with radar, cameras, loudspeakers and data links. The towers are tall enough to see over trees and other obstacles, and allow rangers to monitor the movements of people as far away as several miles.
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Industry overviews- aerospace
Take it to the skies
The commercial aircraft market is dominated by archrivals Boeing and Airbus, who also have interests in defense contracts-Boeing derived nearly half its revenue from government contracts in 2006, while archrival Airbus is partly owned by EADS,the European Aeronautic Defense and Space Company. Smaller players, like Textron (which owns Cessna), Embraer and
Bombardier also have interests in both commercial and military aircraft and technology. Other major defense contractors include contract leader Lockheed Martin; and ship- and submarine-builder Northrop Grumman, General Dynamics, Raytheon, BAE Systems and United Technologies.
Plane dealing
The biggest rivalry in the industry is between U.S.-based Boeing and European-owned Airbus. These companies are the two largest suppliers of large jets to airlines, and the summer of 2007 saw them battling it out with their newest offerings. Airbus hopes to tempt buyers from the airlines that ferry large numbers of people between major airports with its A380, a doubledecker
a double-decker plane of Brobdingnagian proportions. It seats 500 passengers, give or take, but has been plagued by problems with its assembly and wiring, which delayed its release by two years, driving Airbus into the red—and its customers to Boeing’s offerings, like the proven 747, which seats about 400. Boeing’s newest offering, the 787 Dreamliner, is set to debut in July 2007. The plane has been designed to ferry comparatively smaller numbers of passengers—only about half as many as the A380—but its carbon-composite construction offers several advantages. The plane is lighter, and hence more fuel efficient; the construction also mean that the plane requires less maintenance and isn’t as prone to metal fatigue—a boon
to airlines, whose margins have been falling as customers become more savvy about comparison-shopping for tickets. The composite structure also means several passenger-pleasing features, like larger windows and higher cabin pressure and humidity. As of a few days before its official launch, the plane is the fastest-selling commercial airliner yet.
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Industry overviews
The aerospace industry consists of companies which produce aircraft, spaceships and the jets, engines and rockets that propel them. The defense industry produces a complementary group of goods, including satellites, ships and submarines, tanks and armored vehicles, and guns, bullets, explosives and other weapons. These industries are closely allied, with companies
frequently participating in both spheres. The aerospace industry makes most of its money by supplying individuals and commercial airlines with planes for business or pleasure. The commercial airline industry is notoriously cyclical, operating at the mercy of the business cycle; factors like the price of airline tickets and terrorism (or the threat thereof) can also affect the number of people who travel by air—and hence the rate at which airline companies purchase new planes. The lucrative nature of defense contracts shouldn’t be underestimated, either: the U.S. government is planning to spend a whopping $480 billion on defense in 2008—give or take the odd hundred million allotted for special items during the year. Since making fighter jets and cargo planes doesn’t require wildly different skill sets, and defense contracts are a generally
Recession-proof form of revenue, nearly all many aerospace and defense companies have arms that handle both commercial and military production. Major manufacturers of engines for planes include Pratt & Whitney, a subsidiary of United Technologies, Westinghouse and GE, Rolls Royce and Daimler-Benz, which put the vroom in more than just cars.
investment solutions
Investment in a right way is as important as the relation of profit with the business. Its not an easy task as it covers much of the risks.
One must not invest until he or she is fully aware of the things like nature, characteristics and strategies involved for the gain through real estate investments. Real estate investment is boon for those who deal with the risks of investment after being fully equipped with the concepts, strategies, forsightedness, features etc. of real estate investment.
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What is rotational program?
rotate through different specialties within the broader function (for example, treasury vs. risk management in finance). Rotations also allow for new MBA hires to gain experience with different business units at a large organization.
Nouveau Riche
I have a friend who has been Nouveau Riche because he has been so perseverance in all type of business that he have established. He worked first on a real estate broker and he has been so consistent in selling different real estates to Nouveau Riche persons that time. He has claimed to be the top grosser in the company, that is why he has promoted faster than a regular employee.
Now that he is Nouveau Riche, he has multiple business that earns millions and still he insist of having more. He has luxury houses, cars and condominiums that no other people can own. But still, he is a simple person that he helps the needy through monetary helps on charitable constitutions, scholarship grant and even giving fund for food programs. He has successful because of his kindness and humanity. He always gives help to the poor because he had experienced being one.
I hope that this will be a lesson to be kind and helpful to the poor because is counting all the goodness that you have done and give rewards to you in different ways. You must be thankful that you are blessed by God and help in your own ways,,,
importance of mentors 3
While it’s terrific to have mentors that share your ethnicity or gender, it’s no sure thing. Some of the MBAs we spoke to indicate that the old “succeed and close the door behind you” ethos is still in existence. “When I was working,” says Lanchi Venator, a NYU Stern MBA graduate, “it seemed that most successful women were not open to helping other women out. It was almost as if they were saying, ‘I made it when it was tough on me. Why should I soften it for you?’”
Be careful of having only one mentor
One-on-one mentorship has its pitfalls. Corporate historians may recall the case of Mary Cunningham and William Agee at Bendix Corp. After rising rapidly through the ranks of Bendix, Cunningham, a 1979 graduate of Harvard Business School, was accused of sleeping with her mentor. Cunningham eventually left the firm. Even when the shadow of romance doesn’t enter a close mentorship, mentees with only one advisor run the risk of being seen as an appendage or sidekick, not a fullprofessional. Whenever possible, seek mentorship from a wide variety of people.
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importance of mentors 2
Do you need help on balancing your family life and career without sacrificing your career viability? You could probably use some help from a mentor who’s done just that at your company. Your work/life balance mentor, however, may not be the same person who can help you polish your presentation skills and confidence. If you seek someone who will be your advocate at performance and promotion reviews, look for someone at least two levels above you (or with four or more years of experience at the company).
Find out if your employer assigns you a mentor—then keep looking
Increasingly, employers assign mentors to incoming associates—a practice that has been common at law firms for some time and is spreading rapidly to other industries as well. Some consulting firms have entire mentor family trees—with a “founder” mentor, his or her mentees, their mentees, and so on. Make sure to take advantage of these mentors, who have specifically
Volunteered to do it. At the same time, the most valuable mentors are normally the ones that evolve from everyday working relationships. If someone appears willing to share their experience and skills with you and takes an interest in your career, it is likely that they would like to mentor you in some way.
Thursday, January 29, 2009
Importance of mentors
What makes the difference between a career that thrives and one that stalls? For many women and minorities, the narrow gap between failure and success is bridged by mentorships. Mentors are people who share their general business knowledge, as well as their knowledge of a specific company, with lucky mentees (someone who is mentored). Here is some advice on how to make these valuable relationships work for you.
Mentors can keep you with an employer
After several years at the prestigious consulting firm Booz Allen Hamilton, Cathy Mhatre had her first child. Mhatre credits her mentors at Booz Allen with keeping her at the firm. “I’ve now been at Booz Allen for six years, which is unusual for any consultant. One of the main reasons I am still here is because there were people who wanted to keep me here.” Mhatre estimates that she has “four to six” mentors at the firm, and advises, “Because women mentors are scarce in general, find enlightened men.”
Wednesday, January 28, 2009
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Boldness
“Whatever you can do or dream you can, begin it. Boldness has genius, power, and magic in it.” - Johann Wolfgang von Goethe
This “Boldness” that is referred to in the above quote is what intuition is all about. Intuition could be thought of as that “still small voice” from one’s mind that many think of as their “higher self” or even God. It is that “sense” we get when one choice “feels better” than another although we don’t know why.
Let me be even more precise by defining the term “Intuition”. The Oxford says “direct perception of truth, fact, etc., independent of any reasoning process; immediate apprehension.” The Webster’s says “a fact, truth, etc., perceived in this way.” According to me, the word intuition is closely related to success. I define the word as “a perceived decision driven by instincts which ends in success.” The emphasis is on success because if things do not go according to plan we are in for severe criticism and castigation.
“Every night I kept thinking about whether I should make the plunge. Days passed, I was not sure about how I will accomplish the enormity of the challenges I will face. To be unsure and prolonging the decision gave me a sense of security and belief I was doing my groundwork for the task ahead. In truth, I was not proceeding any further. To keep thinking about it seemed to relieve the pressure of my daily struggle. Now I realize that my biggest moment of power had been when I made the decision to go ahead with my idea. I made a decision and trusted it even though I had not thought the whole idea through. I opened the idea to my good friends and I could convince them to work together”. This is the account of the troubled times Infosys mentor Mr. Narayanamoorthy underwent on his quandrary whether to go ahead and start a new company. Now, millions of people around the world.Thank god that his intuition turned out to be right.
Paying post
Tuesday, January 27, 2009
interviews 8
While there’s no way to tell for sure what case question you’ll get, there are some things that can tip you off to the kind of case you’ll receive. If you’re an undergraduate or other non-MBA student, you can probably be safely assured of getting a creative or “openended” question. “We don’t expect our undergraduate candidates to know that much about business,” confides one interviewer. “What we do expect is the ability to break down and articulate complex concepts.” Undergraduates are also much more likely to get guesstimates and brainteasers than MBAs.
Are you a business school student or graduate? Then your case question will probably be less open-ended and drive toward an actual solution. Your interviewer may posit something from her own experience—knowing what course of action the consultancy actually ended up recommending. This doesn’t mean you have to make the same recommendation—but you’d better be able to back up your reasoning! Alternatively, one thing case interviewers love to do is look at your resume and give you a case question that relates to your past experience. “For example,” says one consultant, “if you were on the advertising staff for the school newspaper, you might be given a question about investing in advertising agencies.” For this reason, advise
consultants, “it makes sense to follow up on your field in The Wall Street Journal because you may be asked about recent developments in it. If you know what’s going on you’ll be that much more impressive.” Some guesstimates, like figuring out the total worldwide revenue of Tarzan, are broad enough so that most people can make a reasonable assumption of numbers
interviews 7
Those spreadsheets you’ll be working with as a management consultant need numbers to fill them. Consulting interviews will inevitably test your grasp of numbers and your ability to manipulate them. Many interviewers will assess your quantitative skills by giving you a “guesstimate,” either within the case question or separately.
Flexibility
Consultants may have to arrive at the office one day and be packed off to Winnipeg for six months the next. This kind of flexibility of schedule is mirrored in tests for mental flexibility. To test your grasp of a case interview, the interviewer may suddenly introduce a new piece of information (“OK, let’s say the factories must be opened either in Canada or China”) or
flip the terms of the case interview (“What if this labor contract is not guaranteed, as I said earlier?”) and then watch how quickly you’re able to alter your thinking.
Maturity
Consultants must often work with executives and company officials decades older than they are. (This is why consultants are taught the right way to answer the question, “How old are you?”) Eliminate giggling, fidgeting and references to awesome fraternity events you may have attended, even if the interviewer seems receptive.
Intelligence, a/k/a/ “mental horsepower”
Rather straightforward—consulting interviewers are looking for quickness of analysis and depth of insight. Don’t be afraid to ask questions for fear of looking stupid—smart people learn by asking questions and assimilating new information. At the same time, asking your interviewer to repeat an elementary (or irrelevant) concept 20 times will not do you any favors.
Monday, January 26, 2009
interviews 6
Presentation skills:
Presenting your analysis is an essential part of consulting. Once consultants have analyzed their case engagement and decided on the proper course of action, they must present their findings and recommendations to their case team and to their clients. Interviewers will be watching you closely to see if you stumble over words, use inadvisable fillers like “um” or “like” frequently,
or appear jittery under close questioning. Remember: When you’re speaking, slow down and smile. If asked a question that temporarily stumps you, take a deep breath and pause. It’s always better to pause than babble. Ask the interviewer to restate information if necessary.
Energy:
Even the most qualified and analytical hire won’t be much good if she quits at 5 p.m. during a long and arduous engagement. Interviewers look for zest and energy—firm handshake, sincere and warm smile, bright eyes. Remember that consulting firms expect you to take a long flight and show up at work the next day alert, perky and ready to go. If you must, drink lots of coffee
and use eyedrops—just be energized.
Attention to detail/organization
Consultants must be as painstaking as scientists in their attention to detail. And consultants who juggle two or more flights a week and engagements all over the world must be extremely organized. You can display this skill through a disciplined, logical approach to your case solution and by showing up for your interview prepared. You’ll want to take notes, so bring a
pad of paper and a pen. Interviewers notice when candidates must ask for these materials. You must arrive on time.
Sunday, January 25, 2009
interviews 6
Following your case interview, your consulting interviewer will complete a written evaluation form. The evaluation forms often include a list of qualities, traits and abilities, and ask the interviewer to assess the candidate against the list. Following is a list of these special traits that, according to consulting insiders, interviewers will be keeping an eye out for as you work through the case interview:
Leadership skills
You’ll hear this from every consulting firm out there—they want leaders. Why, you might ask, would a consulting firm need a leader? After all, many beginning consultants are consigned to independent number-crunching and research. The fact is, however, that consultants are often called upon to work independently, shape projects with very little direction and direct others.
You should demonstrate your leadership skills by taking charge of the case interview. Ask your questions confidently. Inquire whether the case interview relates to the interviewer’s own experience. While your resume and previous leadership experience will probably most strongly convey your leadership ability, your demeanor in the case interview can help.
Analytical skills
The core competency of consulting is analysis—breaking down data, formulating it into a pattern that makes sense, and deriving a sensible conclusion or recommendation. You should display this skill through your efficient, on-target and accurate questions while wrestling your case to a solution.
Saturday, January 24, 2009
Interviews 5
Types of case interviews
What case interviews are not designed to do is to explore educational, professional or experiential qualifications. If you’ve reached the case interview stage, take a deep breath—the consulting firm has already weighed your background, GPA and experience, and found you worthy of a deeper skill assessment. This means that the case interview is yours to lose. Triumph
over your case interviews and chances are that a slot at the firm will open for you.
Case interviews vary widely, but in general they fall into three groups: business cases, guesstimates and brainteasers.
Case interviews
Case interviews vary somewhat in their format. The classic and most common type of case interview is the business case, in which you’re presented with a business scenario and asked to analyze it and make recommendations. Most cases are presented in oral form, though some involve handouts or slides, and a few (like Monitor Company’s) are entirely written. (In a written
case, the interviewer will not contribute any other information besides what’s on the handout.) Another variation on the case interview is the group case interview, where three to six candidates are grouped together and told to solve a case cooperatively. Consultants from the firm watch as silent observers. Though you should certainly be prepared for these variations on case interviews, you are most likely to come across the traditional, mano-a-mano case interview.
Guesstimates
Whether freestanding or as part of a case, learning how to make “back-of-the-envelope” calculations (rough, yet basically accurate) is an essential part of the case interview. As part of a guesstimate, you might be asked to estimate how many watermelons are sold in the United States each year, or what the market size for a new computer program that organizes your
wardrobe might be. (For example, you might need to figure out the market size for the wardrobe software as a first step in determining how to enter the European market.) You will not be expected to get the exact number, but you should come close—hence the guesstimate. Non-business school students and others who appear to be weak quantitatively may get standalone
guesstimates—guesstimates given independently of a case.
Brainteasers
Brainteasers are normally logic puzzles or riddles. They may be timed. Often, brainteasers are meant to test both analytic and “out-of-the-box” thinking, as well as grace under pressure.
Friday, January 23, 2009
ID Theft
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Jokes
interviews 4
I today's post i have decided to touch that aspect..
Your impressive resume may get you an interview with a consulting firm, but it won’t get you the job. Consultants know that a resume, at its very best, is only a two-dimensional representation of a multifaceted, dynamic person. And because consulting firms depend on employing those multi-faceted, dynamic people, the firms rely heavily on the case interview to screen candidates. The interview process is especially pertinent in the consulting industry, since consulting professionals spend the lion’s share of their business day interacting with clients and colleagues and must themselves constantly interview client employees and executives. Consultants must have a select set of personality and leadership traits in order to be successful. The consultant’s work environment is extremely turbulent. There are nonstop co-worker changes, hostile client environments, countless political machinations, and near-perpetual travel. These factors mandate that an individual be cool under pressure, be influential without being condescending, be highly analytical, have the ability to understand the smallest aspects of a problem (while simultaneously seeing the big picture), and have the ability to maintain a balance between the personal and professional. Consultants are often staffed in small groups in far-flung areas. As a result, the individual must be able to function, and function well, without many of the traditional workplace standards: a permanent working space, the ability to return home each
night, easily accessed services such as administrative assistance, faxing and photocopying, and the camaraderie that develops among co-workers assigned to the same business unit. All these factors necessitate a unique interview structure focused on assessing a candidate’s ability to manage these particular circumstances with professionalism and excellence. The case interview has evolved as a method for evaluating these characteristics
interviews 3
What is case interview??
Simply put, a case interview is the analysis of a business question. Unlike most other interview questions, it is an interactive process. Your interviewer will present you with a business problem and ask you for your opinion. Your job is to ask the interviewer logical questions that will permit you to make a detailed recommendation. The majority of case interviewers don’t have a specific answer that you, the candidate, are expected to give. What the interviewer is looking for is a thought process that is both analytical and creative (what consultants love to call “out-of-the-box” thinking). Specific knowledge of the industry covered by the case question is a bonus but not necessary. Business school students and candidates with significant business world experience receive case questions that require a deeper understanding of business models and processes. The interview with a consulting company normally lasts about half an hour. Of this time, about five to 10 minutes is taken up with preliminary chat and behavioral questions and five minutes of you asking questions about the company. This leaves five to 15 minutes for your case interview question or questions. Make them count!
Thursday, January 22, 2009
Vacations!!
interviews 2
Case interviews and technical finance interviews can be particularly stress-inducing, as students cannot as easily predict questions and prepare answers for these types of interviews as they can for behavior-based interviews. (In fact, some interviewers, most notoriously in the investment banking industry, choose to deliberately make interviews stressful in order to assess
how business school students respond to stressful situations.)
Wednesday, January 21, 2009
Interviews 1
Interviewing during on-campus MBA recruiting can be a harrowing process for several reasons. First, there is the sheer volume of interviewing: some students interview with a dozen or more companies within a few week period, all while maintaining a busy class schedule. At each interview, students work to convince interviewers that they represent a good “fit” with the company. Part of being a good fit, of course, means that students have specific interest and knowledge of the companies they are interviewing with. This crucial element of interview performance requires students to research the employers as thoroughly as possible in order
to convincingly make their cases to many companies, a feat made more difficult by the large number of companies many students interview with.
Tuesday, January 20, 2009
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Selected history
The final paragraph is your fond farewell, your summation, a testament to your elegance and social grace. This should be the shortest paragraph of the letter. Here, tell your readers you’re pleased they got so far down the page. Tell them you look forward to hearing from them. Tell them how you can be reached. Here’s some sample sentences for your conclusion.
Thank you sentences:
Thank you for your time.
Thank you for reviewing my qualifications.
Thank you for your consideration.
Thank you for your review of my qualifications.
Way too much:
It would be more than an honor to meet with you.
A note of confidence in a callback:
I look forward to your reply.
I look forward to hearing from you.
I look forward to your response.
I look forward to your call.
Over the top:
Call me tomorrow, please.
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Monday, January 19, 2009
selected history
Many advertisements ask you to name your salary requirements. Some avoid the problem altogether by ignoring this requirement, and this may be the safest route—any number you give might price you out of a job (before you have the chance to negotiate face-to-face at an interview). Alternatively, you might be pegged at a lower salary than you might otherwise have
been offered. If you must give a salary requirement, be as general as possible. The safest bet is to offer as general a range as possible (“in the $30,000s”). Put the salary requirement at the end of the paragraph, not in your first sentence. Some cover letter writers use another paragraph to describe their accomplishments. This makes sense if, for example, your experience lies in two distinct areas, or you need to explain something that is not evident on your resume, such as “I decided to leave law school to pursue an exciting venture capital opportunity” or “I plan to relocate to Wisconsin shortly.” Do not get overly personal—“I dropped out of business school to care for my sick mother” is touching, but will not necessarily impress employers.
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Like my previous posts...I am laying emphasis on building up a great resume!!
Coming to the body or the middle paragraph of the resume....
The middle paragraph allows you to move beyond your initial declarative sentences, and into more expansive and revealing statements about who you are and what skills you bring to the job. This is another opportunity to explicitly summarize key facts of your job history. The middle paragraph also offers you the opportunity to mention any connection or prior experience
that you may have with the company. Tell the employer in this paragraph how, based on concrete references to your previous performances, you will perform in your desired position. This does not mean making general, unqualified statements about your greatness, such as “I’m going
to be the best you’ve ever had” or my “My energetic multitasking will be the ultimate asset to your company.” Comments should be backed up by specific references. Try something along the lines of “My post-graduate degree in marketing, combined with my four years of retail bicycle sales would make me a strong addition to Gwinn Cycles’ marketing team.” Or, “Meeting the demands of a full-time undergraduate education, a position as student government accountant, and a 20- hour-a-week internship with Davidson Management provided me with the multitasking experience needed to excel as a financial analyst at Whittier Finance.”
