MBA小组面试英文总结模版 绝对干货

2022-10-10 16:04:25 出处:求序知识网 作者:李老师

(适用于北大、清华、复旦、上交、浙大等名校MBA,绝对干货)

 

(一)开头(Head)

讲的是刚刚发生的事,最好用过去时,但口语中也不限制使用现在时。

 

1.我很高兴参加今天的讨论。

It was quite delightful for me to join the discussion with you all today.

It was such a delight that I had the chance to discuss the case with you all today.

I was very glad / happy to discuss the case with you all today.

Glad to meet you here today to have a heated discussion on the case of ……

 

2.刚刚我们……地讨论了关于……的案例,注意如果讨论确实不热烈,就不要使用heated 这个词。

We had a heated / detailed discussion on the case of……which was quite fruitful / informative / thought-provoking.

Just now we heatedly discussed the case of ……

We completely / thoroughly reviewed the whole case and came to (数字) conclusions.

 

 

(二)正文(Body)

1.分析并得出结论

We analyzed its advantages and discovered its disadvantages. On one hand, …… ; On the other hand,……;…… is / are supposed to be the core competence of the company.

The company lies in the period of (fast) developing / stability (stable growth) / (a progressive) decline / downhill.

I’d like to draw (数字) conclusions as the follows: one, ……; two,……; three…… / first,……;second,……;third……

From what’s mentioned before, we can draw a conclusion that …… / we may come to the conclusions that……

The strategy chosen should be adapted to the current situation. / Concerning the situation, ……

At last / Last but not the least, talent / human resource is a great resource for the company.

 

2.给出建议

It is my advice that the company could put more emphasis on……

It is advisable / suggested that the company (should) pay more attention to…… (production improvement / positioning / diversification strategy / specialized operations / process efficiency / management / cost saving)

The company is good at…… while still needs to make improvements on…… (customer service / innovation / marketing strategy / localization / distribution channel / corporate culture……)

There is still much room for improvement in the following (数字) aspects: one,……; two,……; three……

I’d like to advise the senior leadership team / managerial level to take action on continuous improvement ofmanagement.

 

(三)结尾(End)

That’s all. Thank you.

That’s all what I want to say as a summary. Thank you very much.

That’s all for my brief summary on this case. Thank you.

That’s all what I’d like to summarize. Thank you very much.

 

(四)小贴士(Tips)

1.尽量少用 I think, 可以用 I’m sure that…… / I’m confident that……/It’s my firm belief that……来代替。

2.少用过于强硬的 it must do sth 可以用 it is…… to do sth.的结构。

3.多用 I’d like to替代I want to。

 

(五)英文总结举例(Summary in English for Group Interview)

I’m very happy to discuss the case with all of you today. In my opinion, I got the below 3 key messages from thecase:

Firstly, XXX Company lies in the period of developing/stability/ decline, the strategy should be adept to the current situation. The company needs to pay more attention on production improvement / positioning /diversification strategy / specialized operations / process efficiency / management / cost saving.

Secondly, XXX Company is good at customer service / innovation / marketing channel / localization / totalmarketing / culture and I also think it’s a core competence of the company.

The last one, talent / human being / is a great resource for the company, I would like to advise the senior leadership team to take action on continuous improvement of management.

That’s all.

 

(六)分案例类型英文总结

1.各类企业战略、企业发展(百搭题)

In this case, we can see, XXX company lies in the period of developing / stability / decline.

The strategy should be adept to the current situation. The company needs to pay more attention on production improvement / positioning / diversification strategy / specialized operations / localization strategy / global strategy/ process efficiency / management / cost saving.

In order to meet the challenge from changing market environment, I would like to provide several suggestions:Firstly, emphasize on the innovation in a whole on the Research & Development, management, marketing, system.
Secondly, carry out brand-building or brand-extending strategy, to build and utilize prime value of XX brand.

Thirdly, focus on modern scientific management to improve service quality to satisfy customer needs, exceed customer expectations.

That’s all. Thanks.

在这个案例中,我们可以看到,XX公司正处于发展/稳定/衰退阶段。在竞争日益激烈的条件下,公司要尽快适应市场环境发生的重大转变,充分发挥自己的优势,在新形势下发展和壮大自己。公司战略必须适应现状。公司需要更多关注产品提升/定位/多元化战略/专业化战略/全球战略/本地化战略/工作效率/管理/低成本。

为迎接市场的挑战,我有以下三项建议:

1.重视研发、管理和营销体系的整体创新;

2.实施品牌延伸策略,建设和利用XX品牌;

3.注重现代科学管理,不断提升服务质量,满足客户需求,超越客户期望。

 

2.危机公关:

I’m very glad to discuss the case with all of you today.

In this informational ages, the crisis public relation presents some new trends: the new medium, just like Twitter,Blogging,Microblog,Google plus,accelerate the diffusion of the “bad news”; “Domino Effect” represent distinctly during the crisis. For these reasons, I think corporations need a reliable, rapid and sensitive early warning system to help them preventing, slow-downing, reacting, and recovering from the crisis. And, through distribution channel control,media diffusion control, legal approach, and brand strategy to control the crisis within the range of the minimum one.

Today, crisis management (crisis public relations) is the required course of business survival.

That’s all, thank you.

在网络时代,危机公关出现了若干新趋势,如新型媒体的出现加快了危机转播的速度;危机的“多米诺骨牌”效应日益显著。

正是由于这些原因,企业就需要一个可靠地、迅速而敏感的预警系统进行危机公关的预防、减缓、反应和善后。然后,通过策略,进行媒体传播公关;制定危机公关渠道控制策略、危机公关法律策略和品牌战略等把危机控制在最小的范围内。危机管理(危机公关)是今天企业生存的必修课。

 

 

3.企业重组

Mergers & acquisitions have become a strategy of enterprise management prevailing for a time throughout the globe in the current society under the state of capital running more and more embodying a result of enterprise management. An upsurge of mergers & acquisitions rose in our domestic enterprises in these years. Nevertheless,those, which have acquired real success, were not many. Most mergers & acquisitions cases are ended with failure, just like XX company.

Analyzing the reason, I consider that mergers & acquisitions exists in higher risk for itself on the one hand, on the other hand, the failure to synergy between two companies tend to curb the mergers & acquisitions to succeed.

In a word, the mergers & acquisitions has risks, so you should be cautious when make conformity.

That’s all, thank you.

在资本运营状况越来越能够表明企业经营业绩的当今社会,重组战略已成为全球盛行的一种企业经营战略。我国企业在近几年也兴起了一股重组并购的热潮。但真正成功的企业不多,多数并购案例以失败告终。就像XX公司一样。究其原因,我认为一方面是由于重组战略本身的风险较高,另一方在于企业间的文化融合。

一句话总结:兼并有风险,整合需谨慎。

 

4.营销渠道

The marketing channel tactics of the enterprise involve all respects of the channel.The corporation should analyze all the competitive power of the outer environment and choose a suitable strategy, but it’s more important to advance the level of management on each working tache and integrate collocation of the inner resources so as to get the comparative advantages.

In my opinion, I think with the development of knowledge economy, there are more and more kinds of products,and the demand of the consumers is always changing. So the theory of outer integration of marketing channels can be used to subdivide the markets and set up different marketing channels.Then utilizing the methods of multi-channels management, the relationship between channel members and between members and consumers can be harmonized.

企业的营销渠道策略涉及到渠道的各个方面。企业除了要认真分析外部环境中的各种竞争力量,选择一种较为合适的竞争战略外,更为重要的是企业如何在生产经营的各个环节中要提高管理水平,使内部资源配置能力在与竞争对手的对比中取得优势。

我认为,随着知识经济的发展,产品门类繁多,消费者需求日益变化,应该根据营销渠道外部整合思想,细分市场,建立不同的营销渠道,然后利用多渠道的管理方法,协调营销者之间、营销者与消费者之间的关系,通过建立渠道知识共享平台,实现渠道资源的内部化整合。

 

5.企业文化、团队建设

In this case, I think the corporate culture has become the bottleneck of XX company development. How to construct a wholesome corporate culture?

I would like to provide 4 suggestions:

Firstly, obey the principle of nature and universal rules, and combine the traditional Chinese civilization with western modern sciences.

Secondly, erect the belief of benefit primo and realize the maximum interests.

Thirdly, cultivate the enterprise spirit and teamwork with self-characteristics, and shape a good corporate identity.

Finally, the senior leadership shall have overall globalization view and foreseeing power, stick to the basis of human resources, and keep elite staff and company policies relatively stable.

That’s all. Thanks.

在这个案例中,我认为企业文化已经成为制约XX公司发展的瓶颈。如何建设一个健康的企业文化?我有以下四点建议。

首先,应该遵守自然法则和普遍规律,将中国传统文化与西方现代科学紧密结合起来。

其次,树立效益为先观念,实现公司利益最大化。

再次,培育具有自身特色的企业精神,加强团队精神建设,打造良好的企业形象。

最后,高层管理者要有全球化的大局观和预见力,真正坚持以人为本进行企业生产经营管理,并保证公司人才队伍和方针政策的相对稳定。

 

6.品牌建设

In the time of market economy, brand has become an important tool for enterprises to occupy the market. With the improving of people’s living standard, brand is becoming more important.Brand stands for value, status, quality and commitment, and some high-added value beyond words. In the 21st century, the end of market competition is consumer market competition. And what consumers cherish most is brand, so the ultimate market competition will develop into brand competition. Therefore, marketing in the future is in fact the competition of intangible brand value that is beyond national boundaries. Owning brand value means owning capital for competition.

In the day of economy globalization, XX company have to pay emphasis on brand strategy in a strategic height if they want to live on in a global competition.

I would like to advise the senior leadership team to focus on modern scientific management and brand-building to improve service quality to satisfy customer needs, and exceed customer expectations.

在市场经济的时代,品牌已成为企业占领市场的重要工具。随着人民生活水平的提高,品牌的重要性越来越大。

品牌代表着价值、地位、品质和承诺,还有更多的难以言喻的高附加值。进入21世纪,市场竞争的终极是消费市场的竞争,而在消费市场上,消费者最注重的将是品牌,最终的市场竞争将会演变成品牌的竞争,所以未来的市场营销是跨越国界的、无形的品牌资产的竞争,拥有了品牌资产,就等于拥有了竞争的资本。

在经济全球化的今天,XX公司要在全球范围的竞争中生存下去,必须在战略的高度上重视品牌战略。

我建议公司管理层要注重现代科学管理和品牌建设,不断提升服务质量,满足客户需求,超越客户期望。

 

7.组织变革、团队建设

Organization is one major function of management。In the information age, the interior environment and the exterior environment in a business organization have been changed greatly. For organization managers of **company, it is necessary to build a new organization to survive and develop in the new situation.

To XX company, I would like to give 4 advices.

Firstly, the senior leadership teams would make the change on the organizational structure to make the system running more efficiently.

Secondly, pay attention to establishing a scientific management system, and keeping innovating new technology.

Thirdly, strengthen the construction of team spirit, enhance the efficiency of work and diathesis of staff.

The last one, strengthen the internal team-building, would be a reasonable internal staff deployment, allowing the officer to exploit the advantages to the limit.

That’s all my opinion. Thanks.

组织是管理的重要职能,在信息时代,企业组织的内外部环境发生了巨大的变化。对XX公司的管理者而言,必须构建新型组织,才能在新的环境下获得生存和发展。

对XX公司,我有4条建议:

1.公司管理层要建立符合需求的组织架构,提升系统的运作效率;

2.注重建立科学的管理体系,不断进行科学技术创新;

3.加强团队精神建设,管理和培养下属员工,提高业务素质和工作效率;

4.加强企业内部团队建设,将企业内部员工进行合理的调配,让人员优势发挥到极限。

 

8.人力资源管理:

In the competitive environment, human resources will become a key factor in promoting the development of enterprises, who have a group of high-level, high-quality personnel, will be able to gain a competitive advantage.

Talent is also the company’s most important asset. Thus, human resource management is essential for the development of XX company.

To XX company, I would like to provide several suggestions:

Firstly, establish and improve the mechanism on recruiting, training and reward, and emphasize training employee.

Secondly, emphasize the management based on people,and reconstruct the company culture.

Thirdly, establish the mechanism of retaining people with "undertaking, sensibility, reward".

Finally, improve continuously the human resource management system and strengthen the internal team-building.All the above-mentioned points would be a reasonable internal staff deployment, allowing the officer to exploit the advantages to the limit.

That’s all. Thanks.

在竞争环境下,人力资源将成为推动企业发展的关键因素,谁拥有一批高水平、高素质的人才,谁就能够赢得竞争的优势。人才也是企业最重要的资本。因此,人力资源管理对于企业的发展至关重要,是未来企业发展过程中面临的突出问题。

对XX公司,我有4条建议;

1.建立并完善一套现代企业人力资源管理的求才、用才、育才、激才、留才的机制,强调了在培训普通员工。

2.强调以人为本,重视新型企业文化建设。

3.建立“事业、情感、待遇”的人才机制。

4.建立健全一套人才使用机制,同时加强企业内部团队建设,将企业内部员工进行合理的调配,让人员优势发挥到极限。

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