쉐도잉 연습: McKinsey Case Study: Beer Brand Profitability - 영상으로 영어 말하기 배우기

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Ed, are you 21?

I am.

Excellent.

Well, at least in the US, we can give you this case.

It's authorized.

Great.

This is a case on beer.

I love it.

I think we're going to have some fun with this one.

It's a McKinsey case, so I'm going to direct you through the case, but part of my judgment is still going to be based on whether you get where I'm going before I go there.

So just McKinsey style is naturally rigorous, very analytical, but still I'm going to tell where we're going and when.

And so, you know, other than that, I'm basically just ready to dive in.

Great.

So our client is a beer maker.

They've been in the beer industry for nearly 90 years.

The company's original focus was on the artisan beer market, but over time they expanded their product line to become a multi-million dollar business and less than now,

5% of their sales come from artisan beer.

The beer market in the U.S., which is the relevant market, has been decreasing by 2% over the last 20 years,

and our client's beer brand has been sadly declining at the same rate.

Despite having a strong passion for the beer brand, the company has not paid much attention to it in recent years.

However, events last year brought the company's focus back to their beer brand

because they saw a decline of 15% despite selling 10 million bottles, while the market declined by only two percent our client wants to understand what happened

and how to grow the brand back without lowering profits okay

so just want to make sure i'm i'm following you here great our client is a beer making company

and they've been good pretty strong for 90 years um originally focusing on

that autism maybe like ipa kind of focus whereas now they

are probably a bit more traditional beer um not as focused on

that that says in five percent of their portfolio um the beer market you said was

that two percent over the last 20 years

or two percent each year two percent um each year over the last 20 years okay wow

so really has been just slowly declined that's probably with the introduction of seltzers

and uh popularity with cocktails and all that stuff um But last year they decreased.

Don't forget wine.

And don't forget wine, yes.

And last year it went down 15% despite them selling 10 million bottles.

Bottles or dollars?

Bottles.

Bottles, okay.

So now we want to know how can we grow this brand back, but also we want to maintain profitability.

Is that correct?

Yes, that's right.

Okay, just a few clarifying questions to make sure I have the scope right.

Strictly in the US, no foreign, German, yes.

Yeah, so they are all over the place.

But our focus is going to be on the US market here.

Perfect.

And are we looking at any sort of pressing timeline for this matter?

Or are we just hoping to come up with some ideas to get into place?

What do you think?

I would think after a year of 15% decline, we're probably pretty time sensitive.

I agree.

Okay, great.

Do you mind if I just take a minute or two?

Go ahead.

Okay.

Okay, so I've segmented my thoughts into three main categories.

I think first and foremost is internal.

So really looking at a lot of the financials here in terms of the cost, the revenues.

If they've decreased in 15%, and I didn't catch whether that was profit or revenue.

Yeah, let me just go back and we'll double check it together.

The 15% was the revenue.

Was the revenue.

Yeah, market was 2% revenue.

Okay.

Well, cost still could be a driver, but it seems like revenue is the biggest thing.

So with that being said, despite selling 10 million bottles tells me it's not about the quantity, it's about the pricing.

So I'm imagining immediately my initial hypothesis is pricing is needing to change.

With that, though, before we jump into that, I'd love to talk about the market and the consumers.

Okay.

So with the market, there could be different competitors maybe they've changed their pricing

if that's what we're focusing on on the internal side of things

there also may be more regulations um i know maybe there's some laws

that could be assigned or some things that have added in taxes

or added in various obstacles for the client

and then also maybe there's been some bad pr whether

that be with the market in general in terms of just people maybe not wanting to drink as much

because of some sort of um i don't know maybe they're

really cracking down on there's been lots of drunk driving accidents

or something and people are maybe taking a second look

or also maybe it's an actual bad PR specifically related to

our beer brand in terms of maybe we had an incident in one of our factories

and all of our beer was was ruined and it still went out

or something in terms of the consumer not a whole lot

here just maybe in terms of preferences I know I mentioned

that earlier in terms of maybe they're looking for for seltzers

or for wine or for other things and that doesn't seem like it would be top of mind just because

the market has been steadily decreasing but last year was almost catastrophic

and so yeah i think i'm ready to jump into 20 air in particular

but if you if you have a certain direction you want to take this okay awesome right now

if i told you to take one action to fix the business even though obviously have no data, what would your action be?

It would be to change the price and I'm not going to specify whether I would increase or decrease it.

You have to.

I have to.

Well of course.

Okay, if we still sold 10 million bottles last year but we lost revenue,

I don't think lowering the price is going to help that because I think we were already selling a lot of bottles, so I would increase the price.

Okay, awesome.

So our team shared some data gathered about the competitive landscape.

So I know that that was one of the pieces, the second piece that you wanted to talk about.

100

I think you're going to be pleased.

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There's some of your first category that's in here too.

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So we did interviews with advertising experts.

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We examined customers' ad pages.

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We identified an amalgamation of what was happening in the market.

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And interestingly, the client really didn't know some of this information.

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And what it's shown is that our marketing spend and theirs has not changed significantly, but there are significant pricing changes that have happened in the industry.

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Good to know.

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And so I want you to take a look at this

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and just see what conclusions you think we can draw from this table.

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Great.

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So what I'm looking at here is we have our client, and then we also have it seems we have two competitors who both have a premium

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and an own brand do we also have a premium

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and a brand

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or do we just have one brand our main focus is

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just on our own brand okay sorry on our on our

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we don't have a premium brand we just have one brand

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yes some of the other ones their own brand is going to be a either a core brand

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or they are stores that have for example their own label

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or style of beer okay i don't know

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if you can reference other stores that you know of like

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that yes yeah um okay

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so we have a single brand gotcha okay we have not identified it as premium own

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or other yeah well i may just try

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and identify right now i'm seeing

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that our cost is much more in line with the premium both with competitor a

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and b and less in line with their own brand.

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They actually hadn't launched their own brand until 2022.

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However, we were the cheaper product even compared to the premium.

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But now what happened is in 2022, it seems like competitor A and B have both launched their own brand,

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which is significantly cheaper, about half the price of their premium brand.

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Now, the issue here is that those are at 10

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and 20 dollars and we're at 15 so we're not really in one

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or the other we're kind of straddling we're a little bit too expensive to be an own brand

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or a cheaper brand

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but we're not expensive enough to maybe justify the prestige pricing of a premium beer and

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so um perhaps aligning closer with one of those two might

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be more beneficial okay love it um again how does this verify

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or negate what your hypothesis was earlier i think we're we are more in line

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and at least with our costs in terms of um the premium brands

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so i think raising our price to approximately 20 would be

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a better a better way to increase our revenue okay awesome

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and if we did that what else would you look at in order to evaluate whether

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or not this was a good idea what would be the amount

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that you would want to do okay i don't look at the units sold because if we're

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making more money but we're selling significantly less it might not be worth it but

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if we're only taking a small decline in the amount of

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units sold then it will yield more revenue okay well i'm not sure what you'll determine as a small decline

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but let's take a look at some other information our client believes

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that if they increase their price to 20 they'll be able to sell 8 million bottles

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and the cost of producing the beer are 75 variable and 25 fixed

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you said 8 million if they raise the price that's right okay

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so i just want to make sure i've got i didn't miss any numbers there where you know

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that 75 percent of the cost is variable

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and that's it says you said it was eight dollars to produce um it uh

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that they are right now going to sell it for eight million in fact let me bring

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that other exhibit back because you can reference that

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if data from everything yeah so it's eight dollars to produce

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and and we would sell it for how much 20 20 okay you recommended

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that i did i did i'm glad we have my recommendation um okay

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so before i even jump into math i just want to give you a hypothesis in

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that by raising it to 20 we're raising the price by about 33 percent um

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and we are only decreasing our volume by about 20 percent

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if we sold we just sold 10 million last year yeah

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so we saw if we're only if we're only doing

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that then the math is likely that we will we'll increase

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but i want to give you an exact number

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and i want to i want to walk you through my calculations

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so let's go ahead and just calculate how much actually making now

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so we know they're selling 10 million and then we know

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that um it costs eight it's sorry 10 million 10 million units correct

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so 10 million units and we know

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that each of the units costs eight dollars to produce

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so that's 80 million in terms of our costs we also know that we're selling it for $15.

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So that is 150 million.

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So we're profiting $70 million as of right now.

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Now, if we look at our, I guess, alternative option, which is to increase the price to $20,

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we know that we will only sell 8 million.

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Now, I just want to factor in this variable and fixed

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because we want to know what our contribution margin is per bit bottle.

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So right now, if we're making it for $8 and we know that 75% of the cost is variable,

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that means we're paying a variable cost of $6 a bottle.

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And then we do have $2 multiplied by our 10 million or $20 million in terms of our fixed costs

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so no matter what we're going to have 20 million dollars of fixed costs

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so now what we can do is we can multiply our 8 million

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units by the cost of six dollars and

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that is going to be eight multiplied by six and that is going to be 48.

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So it's going to be 48 million as well in cost.

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So our total costs are $68 million.

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Now let's look at our revenue.

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We've got 8 million and this time we're multiplying it by $20 a bottle.

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So it's 160 million.

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Now 160 minus the 68 is $92 million.

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I just want to make sure that adds up yep is 92 million dollars

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which is an increase of our current profit of 70 million dollars um

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which is which is great

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and i think that's um definitely something we should keep looking into okay awesome

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if we can't capture it should we still do it

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if we can't capture the we can't capture the full um

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you know 8 million yeah exactly um i'm happy to calculate a break even

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if maybe that's easier in terms of how many we'd actually

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need to sell okay um not necessarily i'm just saying you know what what would you think about

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if we couldn't right because obviously if we can great but what

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if we can't yeah i think the the caveat there is

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can't capture the 8 million could be anywhere from 7.9 million to 0 million right

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and so knowing a more accurate version of how many people we can expect to capture would be really interesting

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so even if we just spent a little bit more money in terms of really researching our customers and competitors.

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If we could capture even 7 million, we'd probably still be close to that current profit.

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But I think the biggest thing here is the actual branding itself, right?

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If we tie it back to the beginning, it's not just about the internal factors and the actual revenue.

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It's about our competitors, our customers, the regulations behind this.

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And one of the big things here is what the customers think of our brand

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because if the market keeps continuing to decline there then there's a chance

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that it becomes more polarized and that the people who still choose to drink beer

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and purchase beer over seltzers and wine

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and hard liquor will align more with one one um one company

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and if we also join that premium premium beer route

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and then even if we wanted to launch an own brand as well

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That not only opens up the possibility for more revenue, but it also closely aligns us with what our competitors are doing

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and hopefully can allow us to compete in a better environment.

220

Okay.

221

I have one more question.

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Yeah.

223

So here, you talked about maybe identifying a breakeven point, but what would be some of the things

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that could help us explain to customers or support a price increase to customers

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that would help us capture that $8 million or more?

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Yeah, so we're just looking at, sorry, you said ways to...

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Ways to explain or support to customers, right?

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Because we can just show up tomorrow and change the price.

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That's one way to do it.

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But imagine that we were trying to do something that kind of, you know, supported this price increase.

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What are some options for ways that we can think about that?

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I think number one is going to be how you market it.

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You could say, oh, we're increasing the price because we want to make more money.

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No one's going to want to get behind that.

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You need to give them a story and something they believe in.

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So if you're increasing the price because now you're a premium beer

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and you're in a beautiful bottle and you use only the best ingredients for the best tasting beer, that's going to be something that customers are much more likely to justify.

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And I feel like I use this example in a lot of these cases, but think of the iPhone.

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The iPhone is only marginally faster than other Android phones and its counterparts.

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But because it's priced so heavily, everyone buys into this idea that it's just it's better and it's a higher quality.

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And so there is an element to this prestige pricing almost.

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If we can really show, look at this beer, it's in the most beautiful bottle.

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It's incredible.

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So you're changing the bottle or not changing the bottle?

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I think if we can do it without incurring too much more cost, if we can do it for the same cost, but we can have it maybe just a different shade of green

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or brown or whatever color we want the glass to be.

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and we can have it be more premium

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or we can change the label and the fonts to associate it with a more higher class beer,

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that's going to be something that could really increase the reception in terms of the price.

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However, I will say with that, you have to be careful because if our current customers right now, again, we have 10 million bottles that people have bought

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and if people are doing that because of how it looks and because of what they like, changing it to this high and mighty design might not, might be almost counterproductive.

252

Great.

253

Would you do the price increase all at once?

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I think it could be interesting to do it over the course of one or two years.

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We did just suffer a massive decline.

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So I know that there's probably a timely manner associated with it.

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But I think that all of a sudden going up and seeing $5, you know, an extra 33% increase is pretty painful to the eyes.

258

So maybe just over the course of

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of a year or two but again the risk with

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that is that if people every time

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if they're buying beer for those customers who are buying it once every two

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or three months

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if every time they go it's a dollar more expensive they're going to think where does this end

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and that might drive them away so just being careful um on

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when we would do that whether it would be commit to it all at once, or I think do it over the course of a much longer period of time.

266

Fantastic.

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Okay, final recommendation, what would you think?

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Yeah, so obviously looking at the story here of facing this 15% decrease despite selling 10 million bottles,

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I think we have to increase the price.

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And whether or not we do it immediately, or we do it over the course of a long period of time it does need to increase

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because i think lowering the price would not help us um with

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that being said i think some next steps are to do

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maybe some more customer surveys in terms of figuring out the branding behind this and how we can actually

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tell our story to the customers and have them back us in this price increase

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and then just be aware of the risks that this this price increase

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if done in the incorrect manner in the terms of the actual execution could harm what we're actually doing here

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and could lower the amount of reception that that we get to this idea.

278

Fantastic.

279

Thank you.

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OK, Ed, McKinsey case, how did it feel?

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It's good.

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I do like this style of case where it's not getting your hand held, but it's pushing you in the right direction, whether you like it or not. Of course.

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We all love that.

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You definitely know if you're off the right track.

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You do.

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You do.

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And this was good.

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It was a fun concept.

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And it's always interesting when it comes to these price changes how many other factors there always are,

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because obviously I neglected to think about when you would make this price increase, but that's a whole other conversation.

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We could have a whole case interview on that itself with exhibits of, oh, do you do it immediately or do you do it over four years or three years?

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Totally.

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And so I thought that was really, really interesting.

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I did too.

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Well, let me just walk through, you know, overall, I thought you did a really good job.

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So I'll grab this back and I'll kind of talk through it as I go through.

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First of all, This was a pretty hefty and actually a very numerically driven case introduction.

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And I thought you did a really good job of capturing everything.

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And also that one clarifying question was super smart, right?

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Was it, right, saw the decline of 15% despite selling 10 million bottles.

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So we knew that it wasn't volumes, but it could have still been revenue or market share or something else.

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And so you helped clarify that.

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And that set the baseline for everything else that we were going to talk about.

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So that was great.

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One of the things that we didn't do in this case

306

that could have been included was just a diagnostic on the decline.

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Okay.

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Right?

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How did we get from A to B on where the price went down?

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And one of the things that was really interesting is

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that it's actually not super evident even in the cost numbers how we got there.

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Because when we saw that later, right?

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10 million bottles, that doesn't seem like it was a big shock for us the decline of 15%, the market declined only by 2%.

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We don't think lower our prices, but doing an understanding of that would have been maybe just another way to think about it.

315

But anyhow, I gave you a four for the recap and a three for the clarifying questions.

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I thought that they were really good.

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I felt like you could have maybe explained why you were asking them, tying them to, hey, we're going to need to put this in the structure.

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Your case structure was excellent.

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Creative, but still very numerical and I thought

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that it helped really address the issues in the case and felt very tailored to the specific issue.

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This first question on the exhibit, I thought you handled it really nicely.

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There is probably math that you could do.

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Of course, with McKinsey, there's always some kind of math that you'd want to do.

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And so, you know, you kind of came up with the directional focus, but I would just say if you wanted to take a little time afterwards to think about,

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hey, what math could I have done there?

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That would be great.

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Then I pushed you.

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You should have pushed yourself on what should you do and what would you want to test and pick a number.

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You were like, well, we could raise it or we could lower it.

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No, don't hedge with McKinsey in particular.

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Don't hedge.

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Just say, look, we'll figure this out in a minute, but here's where I would go.

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And so you were constantly kind of trying to be like, well, we could do this or we could do that.

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Of course we could, but I'm paying you a couple million dollars as McKinsey to not do that for me.

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My whole team does that that's not what I want you to do.

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So ultimately, I thought there could have just been a little bit more directional clarity

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when you were moving from piece to piece inside the case.

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Math was great, good insight.

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I thought the offer for the break-even was very thoughtful.

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Don't ever offer.

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I mean, I almost took you up on it, even though I didn't have the math.

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I was ready for it.

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I know you were.

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And I like that readiness, but I also was concerned that it was going to move us off the point.

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And I think that you already were getting the insights that you needed.

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So saying, look, what we could figure out is what breakeven point is our kind of risk minimal option.

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And how secure are we with a confidence level on that?

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You don't have to offer to do the math, but you could say that we could do it.

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And that might just be a better way to propose new math inside a case.

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And then finally, I thought this question about the adding support for the price increase.

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I really wanted pros and cons for each one of those because you had really good ideas, but I thought you brought them in at the end.

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But then, right, if we change the ingredients, however, we could have a new cost.

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If we change the bottle, we'll have a redesign and remarketing.

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If we change X, Y, or Z.

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So what are we looking for?

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We're looking for the best trade-off or the least amount of negativity, right?

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And so creating me a framework that explains how we would think about something like that, I think could really advance your thinking there.

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Other than that, any final questions?

359

No, thank you very much.

360

Great job.

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이 레슨의 어휘와 말하기 포인트

이 C1 수준 말하기 레슨은 영상 “McKinsey Case Study: Beer Brand Profitability”을(를) 바탕으로 합니다. 가장 자주 반복되는 단어는 다음과 같습니다: beer, price, brand, bottle, cost. 이 영상에는 섀도잉할 문장 360개와 단어 4222개가 있습니다. 말하는 구간의 길이는 22:44입니다. 화자는 분당 약 186단어로 빠르게 말하므로 연음과 약하게 발음되는 소리가 많습니다. 단어의 88%가 영어에서 가장 많이 쓰이는 3,000단어에 속합니다. 나머지는 연습 전에 미리 확인해 두세요.

이 영상의 핵심 어휘

영상에서 가장 어려운 단어 15개를 발음, 뜻과 함께 정리했습니다.

단어	발음	뜻
competitor 명사	/kəmˈpɛt.ɪ.tɚ/	경쟁자
multiply 동사	/ˈmʌltɪplaɪ/	곱하다
hypothesis 명사	/haɪˈpɒθɪsɪs/	가설
artisan 명사	/ˈɑɹtɪzən/	공장, 장인
ingredient 명사	/ɪnˈɡɹiːdi.ənt/	성분
hedge 명사	/ˈhɛd͡ʒ/	울타리
prestige 명사	/pɹɛsˈtiːd͡ʒ/	위신, 명망
calculate 동사	/ˈkælkjʊleɪt/	정산하다, 계산하다
recommendation 명사	/ˌɹɛkəmɛnˈdeɪʃən/	권고, 추천
authorize 동사	/ˈɔθəɹaɪz/	허가하다
gotcha	/ˈɡɑ.tʃə/	잡았다
negate 동사	/nɪˈɡeɪt/	부정하다
catastrophic 형용사	/ˌkætəˈstɹɑfɪk/	비참한
tailor 명사	/ˈteɪlɚ/	재단사
numerical 형용사	/n(j)uːˈmɛɹ.ɪ.kəl/	수치의

영상에 나오는 구동사

단어	뜻
go down 동사	내려가다
go back 동사	돌아가다
go out 동사	나가다
go up 동사	올라가다

따라 말해 볼 만한 문장

영상에 나오는 짧고 완결된 문장으로, 일상 대화에서 그대로 쓸 수 있습니다:

What do you think?
Do you mind if I just take a minute or two?
I think you're going to be pleased.
What are some options for ways that we can think about that?
Would you do the price increase all at once?

이 영상의 문법

화자가 가장 많이 쓰는 문형을 영상 속 실제 표현과 함께 정리했습니다.

문형	영상 속 표현
조건문 if + 절, will/would + 동사 — 조건과 그 결과	if we did that what else would you · If we change the bottle, we'll have
현재완료 have/has + 과거분사 — 과거의 일이 지금도 관련이 있을 때	They've been · has been · has not paid
수동태 be + 과거분사 — 누가 하는지보다 무슨 일이 일어나는지에 초점	be based · being said · could be assigned
관계절 who / which + 절 — 사람이나 사물에 대한 추가 정보	option, which is · people who still

주의할 발음

화자는 we're, I'm, don't 같은 축약형과 약화된 형태를 100번 사용합니다. 들리는 대로 짧게 발음하세요.

“th” 소리: hypothesis /haɪˈpɒθɪsɪs/, authorize /ˈɔθəɹaɪz/, thoughtful /ˈθɔːtfəl/, theirs /ðɛɚz/
“sh”와 “zh” 소리: directional /dɪˈɹɛk.ʃə.nəl/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/, amalgamation /əˌmælɡəˈmeɪʃən/, calculation /ˌkælkjuˈleɪʃn̩/, beneficial /ˌbɛn.ɪˈfɪʃ.əl/
긴 단어 — 강세 위치에 주의: competitor /kəmˈpɛt.ɪ.tɚ/, hypothesis /haɪˈpɒθɪsɪs/, directional /dɪˈɹɛk.ʃə.nəl/, ingredient /ɪnˈɡɹiːdi.ənt/, recommendation /ˌɹɛkəmɛnˈdeɪʃən/

이 영상으로 연습하는 방법

먼저 말하지 않고 영상을 끝까지 듣고 모르는 단어를 적어 둡니다.
0.75배속으로 한 문장씩 섀도잉을 시작하고, 익숙해지면 보통 속도로 돌아갑니다.
자신의 목소리를 녹음해 원본과 비교하고, competitor, multiply, hypothesis 같은 단어에 특히 주의합니다.

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법

쉐도잉(Shadowing)은 원래 전문 통역사 훈련을 위해 개발된 언어 학습 기법으로, 다언어 학자인 Dr. Alexander Arguelles에 의해 대중화된 방법입니다. 핵심 원리는 간단하지만 매우 강력합니다: 원어민의 영어를 들으면서 1~2초의 짧은 지연으로 즉시 소리 내어 따라 말하는 것——마치 '그림자(shadow)'처럼 화자를 따라가는 것입니다. 문법 공부나 수동적인 청취와 달리, 쉐도잉은 뇌와 입 근육이 동시에 실시간으로 영어를 처리하고 재현하도록 훈련합니다. 연구에 따르면 이 방법은 발음 정확도, 억양, 리듬, 연음, 청취력, 말하기 유창성을 크게 향상시킵니다. IELTS 스피킹 준비와 자연스러운 영어 소통을 원하는 분들에게 특히 효과적입니다.

섀도잉 방법: 단계별 전체 가이드 읽기 →

쉐도잉 연습: McKinsey Case Study: Beer Brand Profitability - 영상으로 영어 말하기 배우기

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이 레슨의 어휘와 말하기 포인트

이 영상의 핵심 어휘

영상에 나오는 구동사

따라 말해 볼 만한 문장

이 영상의 문법

주의할 발음

이 영상으로 연습하는 방법

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법