How to Use the Profit Framework for Business Case Analysis (Part 6 of 12) | caseinterview
Summary
TLDR本视频脚本深入探讨了利润分析框架,通过逐步分解利润问题,指导观众如何识别和解决企业盈利能力下降的问题。首先,脚本介绍了利润由收入减去成本得到,并强调了在分析利润问题时,通常需要关注收入驱动或成本驱动的问题。接着,通过具体示例,脚本展示了如何将问题分解为不同的分支,并逐步深入到问题的核心。特别强调了在分析过程中,需要对固定成本和变动成本进行细分,以及如何利用80/20规则来集中精力解决主要问题。此外,脚本还提到了在面对复杂情况时,如何灵活运用框架,并根据给定信息做出决策。最后,脚本通过一个案例,说明了如何将利润问题与行业背景结合起来,使用波特五力模型等工具来全面分析市场情况,从而提出有针对性的建议。
Takeaways
- 📈 **利润框架的起点**:利润由收入减去成本得出,然后通过不同的分支进行深入分析。
- 🔍 **问题识别**:首先确定问题是收入驱动还是成本驱动,这决定了分析的路径。
- 📊 **单位销售分析**:如果是单位销售问题,需要进一步细分市场,找出影响销售的主要因素。
- 💡 **情境依赖性**:分析过程中要根据给定的信息灵活调整,没有一成不变的规则。
- 📐 **成本分解**:在成本方面,将成本分解为单位销售成本和每单位成本,进一步分为固定成本和变动成本。
- 🔑 **80/20规则**:应用80/20规则来识别和专注于造成大部分问题的因素。
- 📏 **价值链分析**:通过价值链分析,检查产品从创建到最终客户的各个环节中固定成本的变化。
- 🧩 **问题隔离**:关键在于隔离问题,找到造成问题的主要原因,而不是仅仅停留在表面。
- ❌ **避免跳跃性思维**:不要基于先前的知识或假设跳跃性地解决问题,而应遵循框架逐步深入。
- 📝 **记录与标注**:在分析过程中,记录和标注数据是非常重要的,这有助于清晰地理解和沟通问题。
- 🔄 **迭代分析**:如果初步假设不正确,应返回框架的上一层,从另一逻辑分支重新开始分析。
- 🔮 **市场环境考量**:在利润分析中,还需要考虑市场环境和行业趋势,这可能影响成本和收入。
Q & A
什么是利润和盈利性框架的起点?
-利润和盈利性框架的起点是利润,它由产品的收入减去成本得到。这个框架会进一步分解成不同的分支,帮助分析利润问题。
如果面临一个利润问题,首先应该考虑什么?
-如果面临一个利润问题,首先要确定是收入驱动型还是成本驱动型的问题。如果是收入驱动型,需要关注销量和单位收入;如果是成本驱动型,则需要深入分析成本结构。
在分析利润问题时,为什么需要进行市场细分?
-进行市场细分是为了隔离出问题的特定部分,识别出导致销量下降或成本上升的具体因素。这有助于更精确地定位问题,并为解决问题提供方向。
在处理单位销量下降的问题时,应该采取哪些步骤?
-首先,要将单位销量分解为其组成部分,然后寻找驱动销量的各个组成部分的信息。接着,根据这些信息进行市场细分,找出哪些细分市场的销量下降是问题的主要原因。
如何使用80/20规则来解决利润问题?
-80/20规则用于识别和集中精力解决造成问题的主要原因。在利润分析中,如果发现某个因素(如原材料成本上升)占据了成本增加的大部分,那么应优先解决这个因素,以期获得最大的效益。
在分析固定成本和变动成本时,为什么要按照价值链进行分解?
-按照价值链分解固定成本和变动成本可以帮助我们理解整个业务流程中的成本分布,从而更准确地识别和定位成本增加的环节,无论是原材料、制造、销售还是客户服务。
如果发现利润下降主要是由于成本上升导致的,接下来应该分析什么?
-接下来应该分析成本上升的具体原因,包括固定成本和变动成本的增加,并进一步分解这些成本以识别出成本上升的主要驱动因素。
在解决利润问题的过程中,为什么需要避免使用先验知识?
-使用先验知识可能导致忽视框架和数据,从而跳过重要的分析步骤。这不仅可能导致错误的结论,而且可能使客户难以跟随分析过程,影响解决方案的质量和可信度。
在分析一个公司的利润下降问题时,为什么要考虑竞争对手的情况?
-考虑竞争对手的情况有助于了解整个行业的趋势和问题。如果发现成本上升是整个行业面临的问题,那么解决方案可能需要考虑行业层面的因素,如供应链变化、原材料市场价格波动等。
如何使用波特的五力模型来分析一个公司的业务状况?
-波特的五力模型可以帮助分析公司在行业中的竞争地位,包括供应商的议价能力、买家的议价能力、潜在新进入者的威胁、替代品的威胁以及现有竞争者之间的竞争程度。这有助于全面理解公司面临的市场环境和潜在的盈利性问题。
在解决利润下降问题时,为什么要关注行业趋势和市场环境?
-行业趋势和市场环境对公司的利润有直接影响。了解这些外部因素可以帮助公司识别非内部可控的问题,如市场需求变化、法规变动、技术进步等,从而制定更有效的战略来应对利润下降的问题。
Outlines
📈 利润与盈利能力框架概述
本段介绍了利润和盈利能力框架的基本概念,强调了利润由收入减去成本得出,并指出了分析利润问题的常见分支。提出了在解决利润问题时,需要区分是收入驱动还是成本驱动的问题,并分别查看单位销售量和每单位收入。此外,还讨论了如何通过分割市场细分来识别问题驱动因素,以及如何使用常见的市场细分模式来深入分析问题。
🔍 成本细分与问题隔离
这段内容深入讨论了如何通过细分固定成本和变动成本来进一步分析利润下降的问题。提到了咨询师常用的80/20规则,即集中精力解决造成大部分问题的因素。通过价值链分析,可以识别出问题最大的成本部分,如原材料、制造、销售和市场或客户服务等。此外,还强调了问题隔离的重要性,通过实例说明了价格下降和成本上升对利润的影响,以及如何通过分析找到问题的真正原因。
🚫 避免跳跃性思维,坚持框架
这一段强调了在分析案例时避免跳跃性思维的重要性,即不应该基于先前的知识或假设而跳过框架的步骤。提出了即使面对不熟悉的行业或情况,也应该坚持使用框架来逐步分析问题。还提到了在没有明确框架的情况下,如何通过思考和逻辑推理来解决问题。
📉 成本上升导致的利润下降
本段通过一个具体的例子,展示了如何分析由于成本上升导致的利润下降问题。通过将成本分解为固定成本和变动成本,并进一步细分变动成本的组成部分,可以识别出造成成本上升的主要因素。讨论了如何通过比较历史数据和行业数据来理解成本变化的原因,并根据这些信息提出相应的建议。
🔄 行业分析与市场环境考量
最后这一段讨论了在分析了公司内部的成本问题之后,如何将视角转向整个行业和市场环境。提到了使用波特五力模型来分析整个商业生态系统,以及如何通过理解行业背景来为公司提供战略建议。强调了在没有足够信息的情况下,如何通过进一步的分析和研究来找到问题的根源,并据此提出解决方案。
Mindmap
Keywords
💡盈利性框架
💡收入
💡成本
💡单位销售
💡成本驱动
💡固定成本
💡变动成本
💡市场情况
💡波特五力模型
💡价值链分析
💡问题隔离
Highlights
利润框架的介绍,包括利润、产品、收入、成本等概念的讨论。
通过分支逐一展示利润问题的常见问题和解决方法。
如何识别是收入驱动还是成本驱动的利润问题。
数学上理解销售单位与每单位收入的关系。
当面临利润问题时,如何系统地分析和解决问题。
如何通过隔离不同的业务细分来识别问题驱动因素。
常见的业务细分模式,如产品线、分销渠道、地区和客户细分。
80/20规则在识别和解决主要问题中的应用。
成本分析中固定成本和变动成本的区分及其重要性。
如何通过价值链分析来理解固定成本和变动成本的变化。
在咨询案例中,如何避免先入为主,坚持使用框架进行分析。
案例分析中,如何通过提问和结构化思考来深入理解问题。
通过实际案例展示利润问题的解决过程和逻辑思考。
如何处理复杂情况,当利润问题同时涉及收入和成本。
如何使用波特五力模型来分析整个行业生态。
案例中提到的一个关于定价和市场策略的有趣案例研究。
强调在咨询案例中问题隔离的重要性以及如何实现。
如何通过框架和逻辑思考来避免在案例分析中走入歧途。
案例结束时,如何将分析转化为对客户的行动建议。
Transcripts
okay profits framework so refer to a
handout and we walk you through this
we'll go through we'll go through the
first framework I'll give you some
examples the one wants the next
framework that's another demonstration
and and so this would win the starter
because he's already seen a lot of it
okay and so that the profit and
profitability framework it starts with
profits products comprised of revenues
and minus costs and then it has these
branches and so I'll go through one
branch at a time and show you what the
common questions are and having what you
wanna be doing as you go through that
process so if you have a profit problem
you want to figure out which revenue
your cost-driven we showed you how to do
that earlier if it's revenue driven you
want to look at unions sold versus
revenue per unit so price times volume
you know mathematically equals sales
revenue okay
and usually if they're kind it's only
one of the two problems you know if
they're unkind it's like units shipped
have drops and prices have drop and then
you're thinking like that's a lousy
business okay well once you sort of got
down to this level you're not you're
nowhere near done okay so this is where
this I told you earlier the opening of
the case is very mechanical identical
systematic every single time and then
beyond that it's to us becoming sort of
situation depending depends on what
information you are given will drive
what you do next something to keep you
sort of the rules of that within the
branch what you want to do let's say
it's a unit sold problem what you want
to do next is you want to actually
isolate segments and isolate so that's a
to both segments isolate segments
segments that we isolate mathematically
computationally what's driving the bulk
of the mathematical problem okay so if
it's a unit sold issue you want to ask
what drives you in soul I'd like to
segment units sold into its component
parts do we have any information on the
components that drive units sold and
you're looking for a segmentation you're
looking for yes in Europe units sold or
up twenty percent in Asia the Downs
members have that kind of thing
sometimes segmentation pattern again the
trick here is there lots of ways to
segments don't guess
them tell them you want two segments and
then open the door to let them tell you
which way they are you want two segments
because usually they'll have one
preferred way and there's sort of no
there's no interview value and have you
go through that 15 ways you can segments
because you know and a live consulting
engagement you know you'll be doing a
plenty enough you'll be looking at
segments this way there's no
differentiation and numbers segment in
different waves no differentiation until
you find the right way and you break up
is ah okay
it's a geographical problem or it's a
channel problem you know the internet
channel is just sort of like growing
like a weed but face-to-face sales is
dying yeah so the key is segments and
then isolate when you've isolated say ah
okay this profitability problem is
really being driven by the by a decline
in sales volume in you know I don't in
the southwest look like that and then
the question then usually move on to the
next framework this is a situation
understand why I've also put here sort
of common segmentation patterns so by
product by product line my distribution
channel by region by customer segments
so new customers or customers big
customer small customers customers older
than a year a lot less than a year
customers from certain verticals so
those are very common ones and I I don't
think I've ever holiday like that ever
actually had the segment's I've just
said I need the segments and then that
you should tell me they usually give you
data ok so that's most common ok
so you want to basically drill down if
there's a dead end where clearly your
hypothesis is wrong you want to come
back up the framework go back to profit
and go down the other logical slide okay
it's very common
so what I give you is I will I will
oftentimes if I notice revenue problem
I'll tell you to start with cost okay I
wanna see how long it takes you to
figure out if you had you figure out
like in three minutes right if you're
not you're sitting there like looking at
cost looking at cost looking at cost
makes no freaking difference because
it's a revenue problem right okay
on the cost side what you're looking for
is you want to break down cost so this
is again this is how I do it lots of
ways to do it but I've always broken
down cost by units sold and then cost
per unit the other reason I do that is
because then I if I have to if it's a
complex problem where it's both both
sides of the branches are impacting
profits like prices are down and costs
are up that's like I pain the button
right because you guys going to do both
sides but if you have cost per unit it
allows you to compare versus revenue per
unit so you can look you can sort of
analyze things at a micro level not just
sort of in the aggregate so that's why I
like looking at cost per unit and then
within cost per unit I like breaking up
fixed cost versus variable cost and so
it's you can either look at fixed cost
variable cost in aggregate on a per unit
basis so it's a $20 product fixed cost
three ten bucks proportionately pro-rata
or alikum you sort of amortize it and
then rebel classical together ten bucks
okay and then within fixed cost and
variable cost you want to further
segment and keep drilling down until you
figure out the one thing that's sort of
driving the bulk of the problem there's
this rule that consultants use a lot
called the 80/20 rule and the 80/20 rule
just for review is it's it's finding
what's driving the bulk of the problem
okay it's not mathematically complete
which drives people who like
mathematical completes a little bit nuts
but it's what's driving most of the
problem so if you find that profits are
down let's say by twenty ten percent and
eight percent of that profit problem
comes from cost the consultant you
should say well geez we could solve the
whole problem but let's really focus on
classical's we nail that problem we
fixed eighty percent of the problem and
that's a good use of our time
all right okay segmenting fixed costs
and variable costs two different ways to
do it you can segment basically gist if
you want to want to break it up into its
pieces and the way such that when you
add all the pieces together it equals
the total okay you can do it by value
chain so a value chain is all the parts
of the business from sort of creation of
product - it needs Olmec customer so you
would look at fixed costs in raw
materials fixed cost and manufacturing
fixed cost and distribution sales and
marketing fixed costs and customer
service and a fixed costs have sort of
gone up a lot if you want to know of
those four parts of the business we have
fixed costs going up the most they might
save its manufacturing and if action
cost of gun by 20% 40% overall costs
have gone up by 10% and since since
manufacturing cost happens to be a
lender McMath way about a quarter of the
work cost cost base then it's really a
manufacturing cost problem okay what's
driving manufacturing costs let's look
at the PL where the components of
manufacturing cost there's labor there's
equipment there's this there's that
turns out labor concept on Oh
interesting
I don't know why that is oh there's a
union negotiation going on labor costs
have gone up interesting is that a
company specific issue or is that a
client issue all right so that's sort of
how things evolve you can look at vary
across the same way you look at variable
cost at each stage of the value chain
sometimes the cost doesn't lend itself
well to sort of within the value chain
so like for example once you've isolated
this manufacturing cost problem
sometimes you don't want to do it by
first part of the factory second part of
the factory if they're part of factory
so not a logical way to do it you might
do with more around sort of line items
in a pea now the general idea is how are
you break it up the toil better you add
up the parts to better equal the toll
and again NEMA game in this approach
particularly unprofitability
it's all about problem isolation it's
all about pom isolation if you half the
battle
frankly in consulting any cases it's
just friggin what's actually wrong it's
very confusing particularly it when it's
not just a profit problem like getting
onto the marketplace it's very very
confusing um I'll give you just an
anecdote so I had a client I was working
with for about a year and they were in a
business where like prices just like got
slashed in half
ten years ago slashed in half never
recovered business was bleeding cash
like what happened alright I could not
feel like me figure it out sort of no
logical reason I'm looking at all sort
of like all pricing guides from all the
competitors and it was an industry
problem right they all cut prices in
half you know ten years ago don't know
why and it took me like all the research
and illness and now so I could not
figure out why we ended up some of the
business for like a billion dollars as a
divestiture and I finally figured it out
what happened that year was the the guy
charged that business unit his
compensation plan changed his bonus was
huge based on units shifts not on net
profits because the headquarters wanted
to drive volume so what did he do he
hacked prices in half okay almost
literally half move the ton of volume
competitors followed let all
profitability out of that market it
never recovered span of twenty years
okay never recovered and my conclusion
someone so screwed up right and that was
what drove it not obvious I mean it took
me a year and I until I someone actually
sort of said nudge-nudge look at the
comp plan I like what you don't see that
every day so that's why the isolation is
important just because you know what's
driving the cost plot the problem you
don't always know the context all right
what I want to do now is give a
a couple variations on profits and then
we'll go on to the other cases I'm
spending a lot of time on this one just
because it really does best it's the
simplest kind of case to sort of master
it best shows the logic and thought
process and if you pseudo just drill
this process into your head you can you
can apply to situations where you have
to make up the framework okay and I've
had to do that a couple of times so
probably I don't know five to ten
percent of time there's like a case that
doesn't fall into any sort of known
category demand right and and so then
you have to sort of do Slovenian that's
interesting I told you this morning
really mean it start thinking out loud I
gosh this is a very interesting bum no
you guys I had a good time with this one
right and I shouldn't like what the hell
am i doing um okay so profitability let
me let me demonstrate again the wrong
way one way is all about jumping jumping
around okay so you're saying it's uh
oh it's particularly if it's a business
you
don't assume you know okay don't assume
you know it's actually it's um it can be
very dangerous if let's like for example
like if you if you're on the cutting
edge of the internet stuff okay and you
said well you would sort of you know you
have prior knowledge if you start using
a prior knowledge but they didn't watch
it - guess who's wrong one of the two of
you Nate the interviewer right um so you
wanted to get rid of that knowledge when
I give cases that are sort of based on
some real companies I'll use things like
you work for a fast-food joint called
almost McDonald's okay and I sort of do
that to always put the word almost
because even though it sounds like it's
McDonald's don't assume it is so don't
assume this because you went there last
time they had a promotion on Big Macs
it's a pricing problem right so you got
to ignore that and what often happens is
when you don't when you when you start
using prior knowledge you start ignoring
the framework and you start jumping
because you have to know that
instability well maybe you work from
that industry and you know what back to
your hand you have all the data in your
head but if you start jumping around
it's not what it's not quiet friendly
right there's a matter if you're right
if clients can't follow so so an example
is with ABC company is oh I know ABC
company yeah they're like the leader in
like XYZ industry prices have been
trashed in that business it's clearly a
pricing problem okay
could be right what is your love it okay
gotta stick to the framework all right
again the reminder of the right way is
you want to again open the case you have
this talk about this earlier stall think
if you need it
verify understand question and structure
so we open the profitable your framework
earlier analyze the case which will
demonstrate and then we talk about we
haven't done it yet but the conclusion
in action recommendation state what this
all means so particularly McKenzie we
use a phrase called so up okay sales are
down so what sales it okay prices are
down so what prices are down because
this new low-cost competitor in the
marketplace with a very high fixed cost
position but extraordinarily low
variable costs okay conclusion is so
what is you can't win this game anymore
you don't have low-cost position
variable cost position the more volume
they produce because they're very costs
are so low the more profits they make
the worse you get off you can't win the
skin you got to exit this business now
I'm making it up right but that would be
a clear conclusion so the question is
always so what so what what does that
mean what do I do about it and and so
you'll oftentimes here because people
say that a lot
all right so I actually have a question
for you guys I'm running a little behind
I can either sort of go through the
profit framework more with a demo or do
you feel like you guys got I can start
moving on to other things
I'm totally flexible don't care I'll do
well I'll do the putt from I'll just
I'll skip a couple of the variations
that have already covered and I will do
yeah I'll do one on the cost side cuz I
haven't done that a lot so again there
are a lot of variations to profitability
we talked a little bit sort of about
pricing and in units sold I'll give it
an example around on costs particularly
fixed versus variable because there's
some interesting relationships and
patterns that's you want to be aware of
so the the case again would open like
profits are down for ABC company by 20%
and Y revenues haven't changed so much
the across problem costs are down 20%
cost up 20% which is driving the
possibility issue and withdrawing all
this out which I should probably do yeah
this will be good idea actually let me
go back to just using your slide here so
I'm going to use a slide V here which
you guys don't have I'm just making
record for the video here and I'll draw
this thing out so you can kind of see
how it visually looks so we start off
talking about profits on the decline
by 20% revenues are flat at 0% costs
have gone up by 20% okay so it's
cost-driven profit problem looking at
units ships you know what actually it
often is just whatever happened in real
life so majority of time it tends to be
like one of the two if it's like both
it's a little more complicated because
then you got to go figure out like
what's the proportion
so if units shift of declined and fixico
end and unit cost of got up at the same
time then it's like okay which may move
more okay so and then you had like went
right on your numbers because really
like a lot of them in some cases I've
had like 35 numbers you know and
sometimes the numbers are useless but
they're giving to you so write it down
so you can go back to it and you might
want to practice taking notes because
you're in a stressful situation you're
driving down numbers an unfamiliar
situation you knew the number was given
earlier but you need to label it you
wrote it down which is good we don't
know what it means because you didn't
label it and you didn't label it on the
board because you were used to doing on
paper so those are all sort of important
things unit shifts and then cost per
unit so I'm going to just say it's a
cost per unit problem even though
mathematically doesn't sort of tie out
because I want to illustrate a
particular point and for cost per unit
you want to break out into let's say
it's you know it's ten dollars ten
dollars cost per unit and we want to
looked at fixed versus variable
and it could be that fixed cost is eight
dollars now let's make a $2.00
and then the question is sort of what's
what's what's change the most
so the dialogue goes cost per unit is
that ten dollars gone up to ten dollars
cost per unit is what the interviewer
said or you say in response to the
information it gives you next question
then is okay to understand why costs per
unit has sort of gone up so much we need
a break on splitting into its component
parts I'd like to look at fixed costs
and variable costs and you draw that
like what I just did
so draw that out say okay do we have the
information on how much fix caught what
of the ten dollars how much of that's
fixed cost versus variable cost and that
gives you information that's fixed
classes say 2 bucks the other cost is
eight bucks and then the next question
is okay again compared to historical and
compared to industry okay okay it's
interesting of these two what were they
the year before and so let's say again
the Mathieson tie out let's say last
year this was sort of today last year it
was at $6 okay so variable cost of
really gone out yes
how speaker oh yeah I'm sorry that's a
good idea so variable costs have gone
from 6 bucks a unit to 8 bucks unit
okay so stick so really we're isolating
the problem it looks like it's clearly
available class problem fixed costs
haven't changed much okay why have your
book costs gone up so what I'd like to
do now and I'm sort of talking to you as
the interview is I like to segment out
available costs and I make up an
industry so let's say it's so what's the
low fixed cost business with high
available cost services
okay we'll make it services now I'm
going to get manufacturing so I'm going
to expand out variable costs into its
component parts for this manufacturing
business and I assume this business has
raw materials in my correct yeah you're
right there's no materials great and I'm
not familiar with like widget
manufacturing after they get my
materials do they do anything it was a
good white manufacturing plant all I get
is some transportation class but it's
what if you lump that into into
manufacturing costs okay great so that's
the next step in the process is
manufacturing my right yes it is in fact
right great and then there's a activist
manufacturer this distribution cost is
that correct you have this distribution
clause and then there's like no customer
service let's say rate so out of the
eight box where does the eight bucks
come from so I'm making numbers up again
the interviewer says well then your wall
materials is is four bucks
Manufacturing is wamba cost of sales and
marketing is two dollars and customer
service is one dollar okay interesting
of those four numbers how have they each
changed over the past year it turns out
there's been no change in manufacturing
variable cost distribution customer
service and raw materials cost have gone
up by whatever would be mathematically
appropriate to match number above I'll
just put say a 20% increase okay great
interesting so we have only Tillich's
costs going up 20% and look like when
you do all the math that's really
driving the cost problem I'm curious to
know what the raw material costs for the
competitors are relative to this
particular company so you might say not
a good thing before this but this would
be sort of like no company
other competitors I probably actually
drawn on a clean sheet paper so look
because now we know the problem is
through so it's like a new case it's
actually go ahead and do that slide see
think so we have competitors a company
and manufacturing cost
so they were I don't through 25 last
year but now for box we have information
on the competitors turns out the raw
material cost is the same and it's
identical okay it's an industry issue
all right
so it's clear variable costs for raw
materials I've got four industry wide
now we don't know why and then this
would be like well now we need to do is
we need to understand the context of the
industry of that this company is in so
I'm going to sort of switch gears and
look at the business the market overall
and and and here I would probably switch
to the business situation framework I
might use I haven't talked about that
yet but I if you guys are familiar with
Porter's five forces are you guys from
the with that so forest by force is a
good framework for sort of looking at an
entire ecosystem or or chain of sort of
from supplier to company to his
customers and looking at power shifts in
between I don't actually personally use
it I sort of take those elements and
incorporate in my other framework cause
it's less one less thing to remember but
here I'll be very reasonable to start
looking at it
we've got Porter's five forces or
looking at a business situation either
would be fine and so that's sort of an
example of how far you would typically
get in in a profitability type case and
then usually it's like you know the math
but you still don't know the other state
you don't have understanding as to why
and more importantly you have enough
information to tell if client what to do
and that's when I would typically switch
over so you can follow this same process
so back on slightly again you see how
there's a stre and clearly I haven't
practiced a penmanship in a long time
you see the tree you're working down the
tree and you're trying to isolate the
problem and that's half the battle most
I don't know but a lot of interviews
never get there okay they never actually
isolate what the problem is and they
spend their time so a loss in all this
so they get confused on the math and
they get sort of deep on to a detour
you
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