Download - Powerpoint for Foundations
JACOB M
ILAN P
ORTFO
LIO
TABLE OF CONTENTS
Slide 3- Resume
Slide 4- Worksheet from Work
Slide 5- Picture of Me While at Job Site
Slide 6-13- PowerPoint Project from School
Slide 14-24- PowerPoint 2 Project from School
Slide 25-32 Research Paper from School
WORKSHEET
FROM W
ORK
PICTURE OF ME WHILE AT A JOB SITE
MCKINSEY
& COMPA
NY
BY :
J AC
OB
MI L
AN
, J I
A Z
E Z
HO
U,
& T
I AN
ZH
AN
G
CLIENT SERVICE SUPPORT
“Up or out” mentality
Generalized consulting and specialized consulting
Establish relationships with clients
Skills needed to be in high demand in order to be part of team
Also need to build an external relationship
Offer help and problem solving ideas for all clients
ADMINISTRATION STAFF
Also had “up or out” concept
Practice expertise and practice management administration
Transfer knowledge across company
More advancement in our opinion within the administration staff
Create new knowledge for associates to use to help with future client situations
MCKINSEY AND COMPANY: A COVETED DESTINATION
“Up or out” and I-Shaped hierarchy appeals to those who want to see advancements in career
Opportunity and responsibility
Prestige of the company
Globally recognized firm
Work with some of the best possible candidates worldwide
WARWICK BRAY: THE MOST CHALLENGING CASE
Set up European telecoms
Develop a more interdependent network for the company
Created PDNet and other databases for information within the company
Needed to find largely informal links to continue European telecom expertise
Uncertainty for the future
Thought that European telecom and most functional practices needed to improve
STEPHEN DULL: BEST CAREER PROSPECTDull graduated from Michigan and spent 5 years marketing for
Pillsbury
Dull was involved in business to business marketing
It was suggested to him to get 15%-20% of McKinsey to be functional experts
Created PD documents from concepts, frameworks, and case studies that the company already had
Created Center of Competence for McKinsey and Company
Dull has even contemplated writing a book on business to business marketing
MCKINSEY & COMPANY CORE COMPETENCE
Extremely client based
Numerous amounts of experts in different fields
Used information infrastructures to keep their associates up date with current knowledge
I-Shaped hierarchy which kept employees innovative
CLIENT SERVICE SUPPORT
“Up or out” mentality
Generalized consulting and specialized consulting
Establish relationships with clients
Skills needed to be in high demand in order to be part of team
Also need to build an external relationship
Offer help and problem solving ideas for all clients
ADMINISTRATION STAFF
Also had “up or out” concept
Practice expertise and practice management administration
Transfer knowledge across company
More advancement in our opinion within the administration staff
Create new knowledge for associates to use to help with future client situations
RED TEAM S
IMULATIO
N
BY
:J
AC
B
MI
LA
N
JI
AZ
E
ZH
OU
TI
AN
Z
HA
NG
FACTORIES
16 firms in USA10 firms in AsiaRound 1 built 3 in USA and 5 in AsiaRound 3 built 1 in AsiaRound 4 built 2 in AsiaRound 6 built 1 in USA and 2 in AsiaGoals: Increase ProductionFinal Result: 8800 production capacity in
USA, 5500 production capacity in Asia
CONTRACT MANUFACTURING
Every round we used them all instead of producing by ourselves
Decided to produce more of Tech 1 and Tech 4 due to the success we had with both
R & D
All of our Technologies had 6 features
At each round we would assess how much money we had left and then decide whether to upgrade technologies or not
Too much investing lead to problems later in simulation
SHARES
At the end of Round 1, we sold some shares to get some capital in order to build 8 firms
And we want to buyback shares in the last 2 rounds, but we were short on capital and unable to do so by the end of the simulation
MARKET SHARE
Good sale rates helped us get decent market share.
Low prices in Asia sold well
We found that more features in Europe and the US sold better than Asia
Low price in USA and Europe did not guarantee good sales every round
PROGRESS THROUGH HALFWAY POINT
FREEFALL AFTER MIDPOINT
• Round 6, saw us have a bad ROS, ROE, & EBIT
• Round 7 continued our drop in all the same categories
• Round 6 failures: Too much money in R&D(3 new plants) & too much money in contract manufacturing
• Round 7 failures: Managed R&D costs better, but still too much for contract manufacturing.
• Round 7 our group started to climb out of debt
IMPROVING TO THE FINISH
Round 7: Sales improved, but still in debt
Round 8: Better R&D costs, sales continue to improve, and finally out of debt
Round 9: No R&D costs, sales improve to $2.8 million, and $438,300 out of debt
Round 10: No R&D costs, most manufacturing was contracted, finished $356,336 out of debt
END OF SIMULATION
WHAT WE LEARNED
Lowest prices don’t always mean sales success
Don’t over-invest in R&D
Don’t keep too much money on hand
This is a given, but keeping costs on production is vital to success
Milan Contemporary Global Issues Research Paper Soviet Spies in America
Jacob Milan
Contemporary Global Issues
Research Paper
Soviet Spies in America
Since World War II, American culture has been terrified at the thought of a Russian invasion on U.S. soil. There are many signs that point to the fear that Russia has instilled into Americans. If you look at modern day culture in the U.S. it still thinks about Russian spies, it shows us making movies like Red Dawn or even more modern shows like the channel FX’s new show The Americans that premieres in January. Russia still scares our modern society and even though Russia may not be the most economically powerful country in the world, they still are a very powerful military country. There is reason to believe that our society is easy to blend into and therefore would be an opportunity for a spy infiltration. It has been accomplished in the past and has even been done recently. During WWII, spies for Russia were dedicated to the cause of spreading communism. That was the whole focus and intent of these spies within the United States. The spies in today’s world do not have the same motives necessarily as before. Some of these people are more interested in money as opposed to when the Rosenberg’s were spying and giving information to the Soviet Union in hopes that communism would spread west. In my opinion that is part of the scariest thing to Americans. Much like terrorists in the Middle East who murder and sacrifice their own lives for a cause, they do it for a purpose and not any monetary gain just like the spies post-WWII.