Pros
Overall Description ○ Research and strategy shop focused primarily on qualitative, external insights concerning market growth, market entry, competitive intelligence, and transaction due diligence ○ Research teams are typically 1 manager figure with 1-2 junior level researchers ○ More strategy focused than Big 4 strategy shops - very little operational/implementation type work; but less "big picture" work than MBB (Come here if you cannot attain Tier 2 shops or MBB) ○ Research is heavily primary-driven, most day-to-day work includes primary calls with subject matter experts, customers, or competitors and then subsequent analysis and slide production ○ Umbrella organization with a co-op feel - the firm just houses a few senior level leaders who run practices that are largely independent of each other and do different types of work (Government practice doesn’t seem to fit with the broader value prop of Kaiser) • Pros ○ Some projects are intellectually stimulating and are true corporate strategy engagements ○ Rapid exposure to mid-sr level corporate executives; new staff is presenting to clients within ~6 months ○ Collegial and generally competent peer group ○ Pay is competitive at junior levels and is commensurate with #/hours worked ○ No travel ○ Generalist model provides exposure to wide variety of clients and project types ○WLB is much better than MBB
Cons
○ Many engagements are repetitive fact-finding missions for niche B2B subject areas; the only stimulation comes from actually finding out extremely minute details ○ With rapid exposure comes rapid responsibility - trial by fire environment ○ Partners are removed from core of the firm (they live in other states); this contributes to a highly transactional seeming relationship with junior staff ○ Small size can lead to volatility in periods of economic uncertainty (i.e. sudden layoffs and rehiring) ○ Reliance on a few blue-chip clients ○ Managers are not paid enough and have little prospects for a 'path to partner' - so the low pay is not really justifiable