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PWC普华永道面试案例case整理(两个案例)

PWC普华永道面试案例case整理(两个案例)
PWC普华永道面试案例case整理(两个案例)

PricewaterhouseCoopers

CASE DISCUSSION

BUSINESS CASE

Interview Case Study #1

Roane & Hickey, Inc.

You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has come to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.

Company Background

R&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten companies operating in the U.S. R&H is the largest of the ten.

R&H is a consumer goods company distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The company has been marginally profitable over the past ten years. Last year the company made a profit due largely to an accounting change.

Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production and distribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs. R&H still maintains three plants in the U.S. Because of the

over-capacity that R&H has experienced, R&H has negotiated deals with sister companies overseas to manufacture and direct-ship product.

R&H has four market segments that operate as profit centers. The market segments are: Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the company's profits. In Personal Care, R&H owns the two top branded products, in the other categories the company has the number two brand, and in one segment, number three. R&H has committed to building a consumer franchise through aggressive advertising and in-store merchandising support.

Industry Trends

In the U.S., brands are under attack from private labels, who are now competing on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.

The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H competes and, as a result of this brand consolidation, that R&H will lose critical sales mass and become a major casualty.

In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as competitors have been forced to respond.

R&H is widely regarded as a retail-oriented company. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.

R&H Organization

There are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering and Human Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.

Much of the blame for the performance of the company over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the company six months ago. He was the Executive Vice President of an important European division of a sister company. The conglomerate has always prided itself on being able to leverage its multi-national resources.

Current Situation

Venn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior level executives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.

Recently the vice chairperson of the conglomerate responsible for the group in which

R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the company needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.

Scenario 1: Drop unprofitable brands and reduce the size of the company

Scenario 2: Merge the company with a sister company that has similar

distribution requirements and have proven profitability

Recent Initiatives

R&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.

Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can become a strategic advantage for the company if it can outperform its competitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the company, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the Supply Chain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.

Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency.

The EVP of Human Resource has championed the need to implement a whole new way of envisioning the company working together. She has envisioned a flatter organization

and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive

re-structuring and re-training effort.

The EVP of Engineering feels that the company needs to invest in its new product capability. The strategy is to acquire smaller, regional companies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with fresh ideas. It's win-win, no doubt about it."

The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders coming in.

The EVP of Marketing believes that a combination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.

The Engagement

Venn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the company is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the company doesn't turn itself about."

Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement with R&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The company is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that we show Venn that we have a vision of where the company needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to

do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can come up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.

Questions

1. What is your assessment of the present situation?

2. What are the key areas for change? Why do you believe so?

3. What do you envision your product to be in a week?

4. What type of additional information would you want?

5. What type of analysis do you believe needs to be performed?

6. Do you have an idea concerning the analytical structure?

7. What type of framework might you envision for this strategy?

8. What are the key elements you would include in designing a strategy?

9. What are the key elements you would include in implementing a strategy?

10. What is your assessment concerning R&H's ability to implement a strategy?

11. What are some key performance indicators that you would suggest?

12. What are the key issues between the Supply Chain and other areas of the company

(such as Marketing and Sales) that must be addressed?

13. What are some ways that improvements in the Supply Chain will impact the other

areas of the company, especially Marketing and Sales?

14. How does Supply Chain effect the value of the company's brands?

15. What are the risks that the PwC team faces in this engagement?

PricwaterhouseCoopers

CASE DISCUSSION

BUSINESS/STRATEGY

Interview Case Study #2

Telekenesis Inc.

PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis

in the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.

Company Background

Telekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.

Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.

Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.

Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to get electricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.

Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.

Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately.

Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable t.v., and cellular phones.

Industry Trends

The early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition.

"Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.

The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.

Telekenesis Organization

There are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.

There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.

Telekenesis Current Situation

PricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis. PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine; 3) infrastructure and value. These are meant to give Telekenesis "process efficacy."

This is their language.

The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.

All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.

Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.

All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.

There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.

Questions

Do you believe you have enough information to develop an Business/IT strategy for this client? If no, what additional information would you require?

What skills would the consulting team need to successfully complete this engagement?

How would you structure the work for this engagement?

What are the risks that Telekenesis faces?

Should PwC guarantee an "operational profile"? If so, should there be any caveats included in the guarantee?

What types of business processes will be needed?

How would you integrate the processes of the four existing local phone companies and Telekenesis?

What kinds of information systems will the company require?

Where can PwC add the most value in the engagement? (i.e., of all the items that Telekenesis requested assistance with, where should we focus?)

2021年情景面试案例分析

情景面试案例分析 案例 某公司集团聘请招聘专家为其下属百货公司选拔总经理。在最后阶段,招聘专家对一路过关四位候选者使用了情景面试办法。四位候选者被安排同步观看一段录像,录像内容如下:画面呈现一座小都市,画外音告知这是一种中档发达限度小县城。镜头聚焦于一家百货商场,时间显示当时是上午9时30分。这时,商场正门入口处浮现了一位身高1米80左右、穿病夹克年轻小伙子。她走进商场,径直走向日用口柜台。柜台里是一位三十岁出头女售货员。小伙子向女售货员说:"拿包牙膏。"女售货员问:"什么牌子?""中华牌。"小伙子答道。女售货员说:"三块八毛?quot;小伙子掏出钱包,取出一张一百元人民币,女售货元找给她96元角解。然后,小伙子将钱和牙膏收好,走出了商场。 画面重新回到了百货商场正门,时间显示是上午10时整。这时,一位身高1米65左右、穿笔挺西装小伙子出当前门口,并径直向日用品柜台走去。"同志,要点什么?"女售货员问道。"一支牙刷。"小伙子答道。"什么牌子?"女售货员接着问。小伙子用手指了其中一种。女售货员说:"两块八毛钱。"小伙子掏出钱包,取出一张十元人民币递给了女售货员。女售货员给小伙子一只牙刷并找回7元2角钱。然而,小伙子突然说:"同志,你找错钱了,我给你是一百块钱?quot;"你给我明明是十块钱呀!"女售货员吃惊地说道。"我给你就是一百块钱,赶紧给我找钱,我尚有事情要做!"小伙子提高了嗓门,语调也相称严肃。女售货员急了,声音也提高了八度:"你这人怎么不讲理呢?你明明给是十块钱,为什么偏要说是一百元呢?你想坑人啊?"这时,日用柜台边已经聚拢了十几位买东西顾客看热闹。这位小伙子似乎实在难以容忍了,向整个人群说道:"大伙都瞧瞧,这是什么服务态度!你们经理呢?我要找你们经理。" 说来也巧,百货商场总经理正好从楼上下来,看到这边有人围观,便走了过来。总经理看上去是一位二十八、九岁年轻人。"怎么回事?"总经理问道。女售货员看到总经理来了,

普华永道面试经验 pwc cases

组中的自我介绍要简洁让大家记住名字即可。同时,记住同事的名字很重要!另外,在做展示之前一定要给大家再介绍下自己,提名字即可。男士要有风度:帮女士拉椅子,拉开门,帮忙搬黑板,为下一队擦黑板。过程中:1、掌握时间和节奏。一开始就明确由谁来做两个重要角色LEADER, TIME CONTROLLER时间控制很重要!适当地提醒团队时间。2、先做时间安排再分工确定讨论的时间安排,比如五分钟看材料,十分钟分享信息,十分钟讨论怎么做(分工,整个展示分成几个部分,形式,基调)。3、推进面试:比如“我们现在是不是要进行这样一个讨论”“我们还有*分钟,我觉得重点是所以我们是不是应该进入这个环节的讨论”4、presentation的程序:1、介绍自己(名字!)2、礼貌感谢,介绍团队,复述任务,提出刚要3、有请我的搭档(名字!)4、鼓掌,鼓励!气氛烘托,强调团队整体性。重要的点:1、自己的角色定位(L OR VL)2、要倾听他人的论点,记录!反馈!(“我是不是可以这样理解您的看法?3、归纳总结!“现在我们的思路是:1、2、3、”强调逻辑性。要和其他人交流4、照顾一些发言少的同伴“这位同学,请问你对这个问题和你的部分还有什么补充吗?”5、做presentation时语言简明(控制时间,其他人留时间)语言有逻辑(1、2、3、)、流畅脱稿感谢(在总结的时候能明确每个人的贡献更好)有请6、利用好黑板,写下自己部分的重要点(数字等)方便总结人用板书要简介缩写即可7、身位重要:保持正面面对组员,要和HR 有眼神交流8、不必张扬,但一定要有自己的贡献!9. 要向给客户做展示一样正式,要给人信任和专业感10、整队做展示的时候可以一起站着,节省时间。11、站稳了才开始说话。简洁关键:名字(介绍、记住、叫出),时间,倾听(反馈),总结,眼神交流,贡献另一个小组在做展示时一定要注意听:1、要尊重他人2、高效率思考他们的漏洞在哪,为提问辩论环节做准备。3、对比我方哪些地方做得不好,为M面做准备。辩论的时候要照顾到其他人,要表现但更要有度。掌握一些CASE STUDY 的分析模型是很必要的提高英文阅读的效率一定要理解问题,解决问题(不要跑题)。 Best Buy(一家做电子产品零售的公司,全美排行第一,中文名字好像叫百思百,反正没去过没印象)如何适应中国市场、如何发展案例是best buy,我们是蓝队好像。红队是问best buy在中国还可以用什么strategy,如何实施等。我队是问如果best buy依旧坚持现有strategy,如何说服board这是一个可行的strategy,还有什么困难,怎样提高短期的profit。 在澳门开赌场的案例。我们组的task 比较难,要从一堆资料中提取出对目标公司财务的影响,而且要分析这项投资是一个gamble还是money-winner;对面组的task就相对简单,只需要罗列出资料中strength 和weakness就可以了。 案例就是一个欧洲公司在华经营的成长史从背景和与欧洲的大环境比较各个方面都做了比较详尽的说明因为一人阅读一人的指定材料所以我的部分就是盈利模式和销售多样化的介

四大会计师事务所招聘考试笔试教材用书历年真地的题目毕马威、普华永道、德勤、安永

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严格的模式和流程,而“四大”作为它们其中的代表,每年的面试题都集中了这些企业对员工素质最为看重的部分和最有效的测试方式。这些都是促使“四大”的面试题成为“经典”的原因。 了解“四大”面试流程 “四大”面试既然有如此功效,那么,了解“四大”的面试流程,就等于拿到了一本“面试教科书”。作为最经典的面试流程,“四大”的招聘往往包含招聘中最重要的几个环节。 其一是职业能力倾向测试,它能够测试出一个人的性格,面对压力和挑战的承受能力和其他一系列职业特征品质。在面试中它虽然只是作为参考因素,但往往在最后时刻对于你最终的去留有决定性的影响。例如,当被问及“谁一直对你的职业生涯有重要影响”时,正是试图了解你的求职动机、工作经验和能力特长,同时考察你的思维连贯性、语言表达力等等。 第二是逻辑类题型和智力类题型。这类题目多在笔试时出现,内容多种多样,如脑筋急转弯、趣味数学等等,题目主要是考察你的思维能力,有时候根本没有一个固定的答案,关键是你在回答中体现出来的思路。从这点来说,解答的过程更加重要。 例如:一个正三角形的每个角上各有一只蚂蚁。每只蚂蚁开始朝另一只蚂蚁做直线运动,目标角是随机选择。蚂蚁互不相撞的概率是多少?答案可以是:只有两种方法可以让蚂蚁避免相撞:或者它们全部顺时针运

招聘与面试经典案例分析(免费下载)

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“我给你的就是一百块钱,赶快给我找钱,我还有事情要做!”小伙子提高了嗓门,语气也相当严厉。 女售货员急了,声音也提高了八度:“你这人怎么不讲理呢?你明明给的是十块钱,为什么偏要说是一百元呢?你想坑人啊?”这时,日用柜台边已经聚拢了十几位买东西的顾客看热闹。这位小伙子似乎实在难以容忍了,向整个人群说道:"大伙都瞧瞧,这是什么服务态度!你们经理呢?我要找你们经理。"说来也巧,百货商场的总经理正好从楼上下来,看到这边有人围观,便走了过来。 总经理看上去是一位二十八、九岁的年轻人。“怎么回事?”总经理问道。 女售货员看到总经理来了,像来了救兵一样,马上委屈地向总经理告状:“经理,这个人太不讲理了,他明明给我的是一张十块钱,硬说是一张一百块钱。”经理见她着急的样子,立即安慰她说:“张姐,别着急,慢慢讲,他买了什么?你有没有收一百块钱一张的人民币?”这位被总经理称为"张姐"的女售货员心情似乎平静了些。"他买的是牙膏,嗷。。。。。。不,他买的是牙刷。对了我想起来了,今天,我没收几张一百块钱的人民币,有一位高个儿给了我一百块钱,他买的是牙膏。这个人给我的就是十块钱。"总经理听了张姐的话,眉头有些舒展,转身走向人群中那位身高1米65左右的小伙子,很有礼貌地说道:"很不好意 思出现了这种事情。您能告诉我事情的真实情况吗?"小伙子也似乎恢复了平静,同样有礼貌地坚持自己付给女售货员的是一张一百块钱,是女售化员将钱找错了。这时总经理环视了一下人群,然后将视线定格在这位小伙子身上,继续有礼貌地说:"这位先生,根据我对这位售货员的了解,她不是说谎和不负责任的人,但是我同样相信您也不是那种找茬的人。所以为了更好地将事情弄清楚,我可否问

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