CASE IN POINT 咨询行业案例分析面试完全攻略

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咨询公司面试案例分析指南咨询面试系列a完整版

咨询公司面试案例分析指南咨询面试系列a 集团标准化办公室：[VV986T-J682P28-JP266L8-68PNN]Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a manufacturer of bicyclesThey have been in business for 25 yearsThey manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclists Mainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Small er, simpler versions of their mainstream bikes for childrenProfits at your client have decreased over the past five yearsQuestion:What is driving the decline in overall profits?What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.What are the client’s margins for a bicycle in each of the threesegments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unitWhat has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MMWhat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%Who are the client’s major competitor’s in each market segment What has happened to their market share in each segment over the past five yearsRacing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are m any competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (ra cing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MMx 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:Have there been any major changes in product quality in your client’s racing product Or in its main competitor’s racing productNoHave there been any major price changes in your client’s racing product Or in its main competitor’s racing productNoHave there been any major changes in distribution outlets for your client’s racingproduct Or for its main competitor’s racing productYes. Previously your client and its main competitor in the racing segment soldexclusively through small, specialty dealers. This remains unchanged for the competition.Your client, however, began to sell its racing bikes through mass distributors anddiscount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.What percent of your client’s racing sales occur in mass distributors and discountstores?Effectively none. This attempt to sell through these distributors has failedHow has the decision to sell through mass distribut or’s and discount stores affected the image of the client’s racing product?No studies have been done.How has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively thelast two questions, a possible story can be put together. There has been no appreciablechange in either quality or price (or any oth er tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of theprofitability issue. Questions to uncover cost issues would include:How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilizetechnology to improve efficiency throughout the industry, but it is his/her opinion that the ir approach, maintaining the “human touch”, is what differentiates them from the competition. (Unfortunately, he’s right!!)Is the workforce unionized?YesWhat is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.What is the present throughput rating How has it changed over the past five yearsPresently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.What is the typical reason for equipment shutdown?Emergency repairDescribe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of seniortechnicians.How often has equipment been replaced Is this consistent with the original equipment manufacturer’s recommendationsThe client feels that most OEM recommendations are very conservative. They have followeda philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:Abandon the mainstream and children’s segment to recover leadership in the racingsegmentIssues to consider in this approach:How much of the racing segment is “recoverable”What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?Maintain the mainstream and children’s segment, but sell under a different nameIssues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’smarket?Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investmentsWhat are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriateAre the mainstream and children’s segments potentially “over-engineered”What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。

咨询公司面试案例分析指南咨询面试系列如何应付案例分析面试

Crac king the Case: A Consulting I n t e r v i e w P r i m e rPage 1 of 3[Web Exclusive] You don't have to be Sherlock Holmes to ace the cases in a consulting-firm interview. In fact, a little preparation can make solving them seem, well, elementary.Remember your seventh-grade algebra teacher’s three favorite words光华人向上的精神"Show your work." At the time, it seemed silly: Why not just show the right answer Now that you’re older and wiser, however, you know that in many cases how you get to the right answer is more important than simply knowing the answer itself.The same goes for the case questions that consulting recruiters lob at you. Consulting is a demanding job with few "correct" answers; this method of interviewing gauges how well you manage the process of getting to an answer and how you perform under simulated client-engagement conditions.We talked to consultant-hunters at several firms to glean their advice on cracking the case interview. Here's what the recruiters revealed—and how you can best prepare.Why the Case Interview？Case interviews have long been used by recruiters to see a candidate'sthought processes in motion. Can you deconstruct and analyze complex, open-ended business problems Do you stay calm, or will you sweat bullets under pressure at a client siteAt the most basic level, a case interview is about asking the right questions, developing a logical way of working through the relevant issues, and arriving at a recommendation. Your structure may be a packaged framework or it may be various frameworks strung together; you may even choose not to use frameworks at all. What's important is that you demonstrate some defined structure.“Case studies are an imperfect science,” concedes Michael Gibney, project manager at PricewaterhouseCoopers, “but are easily implementable in the 30 to 45 m inutes we have for each interview.” Since they measure your analytical skills, they're an improvement over simple "fit" or "resumé" interviews.In most case interviews, the recruiter gives you an example of a real-life client problem. Some typical categories include:•Company Strategy:“My client is thinking of making an acquisition, and …”•Brain Games:“How many tennis balls are in the United States”•Operations Improvement:“Why is my client’s factory running behind”•Market Size:“How big is the global air conditioner market” Although each requires a slightly different approach, all are meant mainly光华人向上的精神to evaluate the process you use, not the answer you come up with.Practice Makes PerfectYou absolutely, positively must prepare in advance for case interviews. “It becomes pretty clear pretty fast who has—and who has not—practiced,” says Gibney. “I know there is a basic sort of business acumen that may not be able to be practiced, but candidates must have an understandable approach to solving problems. That’s what our clients demand of us. If we can’t relate solutions to the client, it’s a problem.”Don’t assume that attending a case-oriented business school will give you an upper hand. John Flato, Cap Gemini Ernst & Young’s nation al director of university recruiting, says these candidates don’t seem to do any better or worse than candidates from non-case schools.Study different kinds of case questions. Just because your buddy interviewed before you and gave you a heads-up on the questionsdoesn’t mean you have a leg up. Recruiters have tons of case questions in their repertoire, and the chances of their using the same question multiple times on one campus visit are slim to none.Get a classmate or friend to role-play the interview with you, and use any resources (such as a casebook) that your school's consulting club provides. The more mock cases you sink your teeth into, the more likely you are to be relaxed and poised for the real thing. Sometimes you learn more by presenting a case question to someone than you do when solving the case yourself.Deliberately pick industries you're not familiar with so as to test your analytical skills, not memorized facts; for instance, if your pre-B-school experience is mostly in media and entertainment, ask your case buddy to ask you about steel production or medical device marketing. That said, do consider brushing up on the basics in several industries—for instance, know the product development cycle in pharmaceutical research, and understand current trends in technology. (For more information on various fields, check out our .) Although each case is different, with practice you will improve your analytical reasoning skills and solution method.Think Through the ProcessWhen it comes to strategy or product marketing questions, the interviewer will often give you only the bare bones of a case and will wait for you to request further details: How many competitors does the company have What are the major cost and revenue drivers Who are the major clients And don't forget to ask for the firm's mission—if you don't光华人向上的精神know what a company's goals are, you might come up with a valid—but misguided—solution. Use some basic frameworks to drive your questions—the four P's and the three C's, for instance.A sample question Gibney used recently involved a manufacturer/distributor/retailer of computer products. This client has traditionally gone directly to the consumer and has developed a solid brand image. The client now wants an assessment as to the issues relating to the core business, as well as the opportunities for the company to get into the services side, which it views as a high-margin/high-growth-rate business. The candidate now needs toprovide an approach or evaluative framework for analyzing each of the two different problems.As long as it's permitted, work your answers out on paper. Pencils and pens, plus a notebook or legal pad should be standard equipment in any interview. “It’s amazing how many people show up without a pen a nd paper,” marvels Kamenna Rindova, a senior associate at Mercer Management Consulting. Thinking through all the facts is a must, and you’re not going to do it all in your head.Page 2 of 3[Web Exclusive] You don't have to be Sherlock Holmes to ace the cases in a consulting-firm interview. In fact, a little preparation can make solving them seem, well, elementary.光华人向上的精神May the Five Forces (Not) Be with You3 C's."Is That Your Final Answer"Don’t be afraid of pausing. T ake the time to draw up notes and sketch out the problem. Don’t blurt anything out unnecessarily to end a period of silence. You’re not on a game show; you’re interviewing to be a consultant, which is a business as much about thinking as it is about communicating. Above all, be calm.If you do respond to a question too quickly, before understanding all the facts, you may end up contradicting yourself halfway through your response—which could be disastrous. “In our environment and our industry,” says Sean Huurman, national recruiting director of KPMG Consulting, “we need to make sure we’re saying the right thing the first time.”After all the analysis, however, don't forget to come to some kind of conclusion as to what the company should do. Consider presenting a decision rule that the imaginary organization could use to figure out what the best option is—., if revenues outstrip costs, then do x.Follow the LeaderMany firms use a group exercise in their second or subsequent rounds to see how well you work with others. If you’re assigned a role other than team leader, don’t fret. It doesn’t matter what your role is in the exercise—just do it well. If you and the team members are told to settle between yourselves who gets to do what, don’t fight over who gets to make the presentation or lead the group. Likewise, don’t play the shrinking violet. Remember, the recruiter is watching.Whatever you do, show confidence, not arrogance. A display of ego before John Flato at Cap Gemini Ernst & Young is a certain red flag.光华人向上的精神光华人向上的精神“Obviously, those who go to business schools are bright and talented—they wouldn’t be there otherwise,” Flato remarks. “We hire bright and talented people, but only those who can work well with team members and not display arrogance.”Page 3 of 3[Web Exclusive] You don't have to be Sherlock Holmes to ace the cases in a consulting-firm interview. In fact, a little preparation can make solving them seem, well, elementary.Ready for some company-specific advice Here's what five recruiters told us about interviewing at their firms.The Questions:Words of Wisdom:Coveney points out that she doesn’t have a preference regarding how a candidate initially reacts to the case interview question. “Some people take some time to formulate their thoughts, other people ask a few questions, and other people jump right in,” Coveney says. “Relax and take your time, focus on the specific issues of the case, remember there is no one right answer to the case, and don’t use to o many frameworks. Don’t throw in the kitchen sink, like Porter’s five forces, etc. Just be confident, and relax—it will really help with the interview.”Recruiter No. 2: Kamenna Rindova, senior associate, Mercer Management ConsultingThe Questions:MMC asks most candidates one-on-one questions and doesn’t often do group exercises. Reflecting the firm’s focus, most questions deal with strategy issues, with occasional market sizing questions thrown in. The purpose of the interview for MMC is to see the candidate's ability to structure and think through a problem as they would on the job.Words of Wisdom:Rindova says practice and familiarity with cases is essential, and stresses that an interview can go south if the candidate loses sight of the structure he or she is building. Lastly, beating a clear path to any response is more important than getting it right. “You can give (a recruiter) a wrong answer, but if you thought out loud through the process, you could still have a stellar interview,” Rindova concludes.Recruiter No. 3: Scott Berney, head of . recruiting operations, Monitor GroupThe Questions:Determining a person’s analytical skills, comfort with manipulating numbers, and ability to integrate different pieces of data is the purpose of the case interview for Monitor Group. For the first round of interviews, case questions are usually written and are two to three pages in length. In the final round, a group event is used.Words of Wisdom:Recruiter No. 4: Sean Huurman, national recruiting director, KPMG ConsultingThe Questions:“The case question helps get to a thinking process and various characteristics of a candidate you don’t necessarily get in an ordinaryinterview,” says Huurman. “When we use cases, we are really focusing on things that tie into the client.” The typical KPMG consultant hunter wants to know how a candidate can communicate with the team, their leadership, and the client.Huurman favors group interviews, and knows a lot of candidates can be prepped in advance, but he notes that there’s "no amount of coaching" that can prepare you for a group project.Words of Wisdom:“Too many people jump right into the case study and don’t put any thought into it,” says Huurman. “I want the interviewees to think things through.” KPMG recruiters are always told to let the candidate have some time to think through the case, but Huurman indicates that very few candidates take advantage of it.Huurman admits that few recruiters would ask interviewees what KPMG stands for (curious It's Klynveld, Peat, Marwick, and Goerdeler), but it’s important to do your homework on the firm’s services, strengths, and culture.Recruiter No. 5: Michael Gibney, project manager, PricewaterhouseCoopersThe Questions:Some of PwC’s competencies don’t require that a case question be asked, but it’s probably best to plan for one. Interviews are typically on e-on-one and are meant to test the business acumen of a candidate. Seeing candidates' insight into business problems and their approach to solving them (most questions are based on true-life client engagements) is the overall goal.Words of Wisdom:Gibney understands that many problems are too big to solve during the course of a half-hour interview, but wants to see a firm grasp of key issues. “The candidate must have an understanding of the overall situation and the overall problem, and then create an approach to solve it,” Gibney says. “For instance, if we’re talking about a client getting into the services business, I would expect to see some kind of framework around identifying what relevant services would be, and the different market and company factors involved. I want the candidate to relate directly what the core issues are.”Michael K. Norris is an expert in consulting and consultant recruitment光华人向上的精神issues. He can be reached at .。

咨询业面试必看 case interview 及其经典案例分析

(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。

也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。

咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。

在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。

接下来才是真正的Case Interview。

简而言之，Case Interview就是现场对一个商业问题进行分析的面试。

但是和大多数其他面试不同，这是一个互动的过程。

你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。

而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。

一般而言，Case Interview是没有绝对正确的答案的。

面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。

对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。

Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。

10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。

(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。

这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。

咨询行业面试问题及答案解析

咨询行业面试问题及答案解析一、引言在竞争激烈的咨询行业，面试是求职者获得理想岗位的关键一步。

为了帮助各位应聘者更好地准备面试，本文将针对咨询行业常见的面试问题进行解析，提供详细的答案分析和建议，以期帮助你在面试中脱颖而出。

二、自我介绍类问题1. 问题：请你简单介绍一下自己。

答案解析：在回答这个问题时，你需要明确自己的背景、教育经历和专业技能，并强调与咨询行业相关的经验和成就。

同时，你还可以提及自己的个性特点和解决问题的能力。

2. 问题：为什么你对咨询行业感兴趣？答案解析：这个问题旨在考察你对咨询行业的理解和动机。

你可以提及对解决问题、改善业务和管理等方面的兴趣，并强调自己热爱挑战和追求卓越的态度。

三、行业了解类问题1. 问题：你对我们公司的了解有多深？答案解析：在回答这个问题时，你需要通过对公司官网、行业报告和新闻等的调研，提出具体的公司信息，并结合自身的背景和兴趣，强调为什么你希望加入该公司。

2. 问题：你认为在咨询行业成功的关键是什么？答案解析：你可以从专业技能、团队合作、沟通能力和解决问题的能力等方面来回答这个问题。

重点强调主动学习和持续自我提升的态度，在面对挑战时保持冷静和灵活的思维。

四、案例分析类问题1. 问题：请描述一个你在过去解决的复杂问题，并阐述你的思维过程和解决方案。

答案解析：在回答这个问题时，你需要清晰地描述问题的背景、挑战和你所采取的解决方案。

可以结合STAR法则（Situation、Task、Action、Result）来突出问题的关键点和解决方案所带来的积极影响。

2. 问题：请分享一个与团队合作相关的成功经验。

答案解析：你可以选择一个项目或活动，具体描述你在团队中所承担的角色和贡献，强调你的领导能力、沟通能力和协调能力。

同时，也可以提及你通过与团队成员的积极互动和合作，获得了成功。

五、问题解决与沟通类问题1. 问题：在与客户沟通时，你遇到过怎样的困难，你是如何解决的？答案解析：你可以选择一个真实的案例，描述你在客户沟通中遇到的挑战，并强调你的积极沟通和问题解决能力。

Case in Point notes咨询案例笔记

The first four steps1. Summarize the Question2. Verify the Objectivesa) One objective is to raise profits. Are there any other objectives that I should know about?3. Asking clarifying questionsQuestions to ask to determine the case scenarioThe company Is it public or private? How big is it? Is it growing?The industry Where is the industry in its life cycle?Competition Internal: Who are the major players? What is our market share? External: substitutions, the economy, interest rates, unemployment rate, price-cutting by competitors, rising material costsThe product If it’s a new product, ask about both the advantages and the disadvantages. Is there a patent? Is it licensed?12 case scenariosStrategy scenarios1. Entering a new market2. Industry analysis3. Mergers and Acquisitions4. Developing a new product5. Pricing strategies6. Growth strategies7. Starting a new business8. Competitive responseOperations Scenarios9. Increasing sales10. Reducing costs11. Improving the bottom line12. Turnarounds4. Lay out your structure1. Summarize the Question2. Verify the Objectives, clarifyinga) Whyb) Objectivesc) Fit of overall strategy3. Lay out your structurea) State of current and future market●Size●Growth rate●Market life cycle: emerging/ mature/ decline●Customer segmentation●Role of technologyb) Market analysis●Major players, market share, strengths and weaknesses●Product differentiation●Price strategy●Available substitutions●Barriers to entry/ barriers to exit✓Capital requirements✓Access to distribution channels✓Proprietary technology✓Government policy/ regulations●Risks: market, regulation, technologyc) Entering●If yes, how?✓Start from scratch✓Acquisition cost benefit analysis of each✓Joint venture/strategic alliance●No1. Entering a New Market/ Market analysis●Major players, market share, strengths and weaknesses ●Product comparison✓Differentiation✓Price strategy✓Available substitutions●Barriers to entry/ barriers to exit2. Ok to enter? – Venture Capitalist point of view:•Management✓Evaluate the management team✓Their core competencies✓Experience working together✓Advisory board?•Market & Strategic Plans✓Barriers of entry✓Major players and market share✓Competitive response•Distribution Channels•Products✓Product and technology✓Competitive edge✓Weakness✓Technology proprietary•Customers✓Who✓How to reach them (internet?)✓How to retain them•Finance✓How is it funded?✓Best allocation of funds✓Can we support the debt?Developing a New ProductThe product●Special proprietary of the product●Financing?●Patented?●Substitutions?●Advantages and disadvantages●Place in product line●Cannibalizing existing products?●Replacing an existing product?Market strategy●Expanding customer base and increase sales?●Competitive response?●New market? Barriers to entry/exit●Major players and market shareCustomers●Who●How to reach●How to retainFinancing●Funding of project●Funds allocation●Interests rates and future economy influenceCompetitive ResponseCompetitive Analysis•Competitor’s new products•What’s changed?•Have they picked up market share?Response•Acquire the competitor•Merge with the competitor•Copy the competitor•Hire the competitor’s top managementIncrease our profile with a marketing and public campaignIndustry AnalysisCurrent market●Life cycle (emerging/ maturity/ decline)●Performance in the past 1, 2, 5, 10 years (growing or declining)●Company position within the market●Major players and market share●Industry changes (new players, technology, regulations)●Drivers (brand, size, technology)Suppliers●How many?●Product availability●What’s going on in their marketFuture●Are players entering or leaving the market?●Mergers and acquisitions●Barriers to entry and exitMergers and AcquisitionsObjectives, why buy?●Market access✓Boost brand✓Increase market share●Diversify holdings●Pre-empt competition●Taxes●Synergies✓Cost savings – reduction of fixed and variable costs✓Cultural integration✓Distribution channel expansionAcquisition costs●Fair price?●Can we afford it? How to pay for it?●Reintegration costs●What if the economy sours?Due diligence●What shape is the economy in?●How secure are markets and their customers?●Industry overall/technology risks●Competitive response●Legal issuesExit strategy●Hold for how long●Break it up and sell of its partsProduct Ananlysis●Special proprietary●Position in the industry life cycle●Market size●R&D costPricing strategies●Competitive analysis✓Competitors’ prices✓Competitors’ prices compared to ours✓Substitutions✓Consumer buying habits●Cost-based pricing✓Cost of goods sold – what does it cost to make?✓What’s our breakeven point?✓How much profit margin can we add?●Price-based costing✓What are customers willing to pay for the product?✓What's it worth to them compared to other things?✓Supply and demandGrowth StrategiesAnalyze the industry and price●Is the industry growing?●How are we growing relative to the industry●Are our prices in line with our competitors?●What have our competitors done in marketingand product development?●Which segments of our business have thehighest future potential?●Do we have funding to support higher growth?Growth Strategies●Increase distribution channels●Increase product line●Invest in Major marketing campaign ●Diversify products and services●Acquire competitorsMarket Analysis●Growth relative to market share●Changes in market share●Customer needs●Price in line with competitors?●Competitors move in marketing and product developmentWays to increase sales●Increase volume. (Get more buyers, increase distribution channels, intensify marketing.)●Increase amount of each sale. (Get each buyer to spend more)●Increase prices●Create seasonal balance.Reducing CostsBreakdown of costs●Internal costs✓Increased support systems✓Union wages (labor costs)✓Suppliers✓Materials✓Economies of scale (fixed and variable costs)●External costs✓Economy✓Interest rates✓Government regulations✓Transportation/ shipping strikesStep 2: If any cost seems out of line, investigate why.Step 3: Benchmark the competitors.Step 4: Determine whether there are any labor-saving technologies that would help reduce costs.Increasing Bottom Lines: ProfitsAnalyze the Revenues•What are the revenue streams?•What percentage of the total revenue does each stream represent?•Does anything seem unusual in the balance of percentages?•Have the percentages changed lately? If so, why?Examine Costs•ID major costs (variable and fixed costs)•Major shifts in costs? (e.g. labor or raw material costs)•Any out of line costs?•Benchmark costs against competitorsVolume•Expand into new areas•Increase sales force•Increase marketing•Reduce prices•Improve customer serviceTurnaroundsStrategy•Gather information✓Company✓Why is it failing? Products, management, economy?✓Industry✓Competitors facing the same problems?✓Do we have access to capital?✓Public or privately-held?•Review services, products, and finances•Secure sufficient financing•Review talent and temperament of all staff, get rid of the deadwood •Determine short-term and long term goals•Devise a business plan•Visit clients, suppliers, and distributors, and reassure them•Prioritize goals and get some small successes ASAP to build confidenceMichael Porter’s Five ForcesMcKinsey 7-S FrameworkVocabularyCustomer segmentationCustomer Segmentation is the subdivision of a market into discrete customer groups that share similar characteristics. Companies that identify underserved segments can then outperform the competition by developing uniquely appealing products and services. Customer Segmentation is most effective when a company tailors offerings to segments that are the most profitable and serves them with distinct competitive advantages. This prioritization can help companies develop marketing campaigns and pricing strategies to extract maximum value from both high- and low-profit customers. A company can use Customer Segmentation as the principal basis for allocating resources to product development, marketing, service and delivery programs.Customer Segmentation requires managers to:●Divide the market into meaningful and measurable segments according to customers' needs, their pastbehaviors or their demographic profiles●Determine the profit potential of each segment by analyzing the revenue and cost impacts of servingeach segment●Target segments according to their profit potential and the company's ability to serve them in aproprietary way●Invest resources to tailor product, service, marketing and distribution programs to match the needs ofeach target segment●Measure performance of each segment and adjust the segmentation approach over time as marketconditions change decision making throughout the organizationCompanies use Customer Segmentation to:●Prioritize new product development efforts●Develop customized marketing programs●Choose specific product features●Establish appropriate service options●Design an optimal distribution strategy●Determine appropriate product pricingIndustry lifecycleMarket entry barriersBarriers to entry into markets for firms include:•Advertising-Incumbent firms can seek to make it difficult for new competitors by spending heavily on advertising that new firms would find more difficult to afford. This is known as the market power theory of advertising.[5] Here, established firms' use of advertising creates a consumer perceived difference in its brand from other brands to a degree that consumers see its brand as a slightly different product.[5] Since the brand is seen as a slightly different product, products from existing or potential competitors cannot be perfectly substituted in place of the established firm's brand.[5] This makes it hard for new competitors to gain consumer acceptance.[5]•Capital - need the capital to start up such as equipment, building, and raw materials•Control of resources- If a single firm has control of a resource essential for a certain industry, then other firms are unable to compete in the industry.•Cost advantages independent of scale -Proprietary technology, know-how, favorable access to raw materials, favorable geographic locations, learning curve cost advantages.•Customer loyalty- Large incumbent firms may have existing customers loyal to established products. The presence of established strong brands within a market can be a barrier to entry in this case.•Distributor agreements - Exclusive agreements with key distributors or retailers can make it difficult for other manufacturers to enter the industry.•Economy of scale-The increase in efficiency of production as the number of goods being produced increases. Cost advantages can sometimes be quickly reversed by advances in technology. For example, the development of personal computers has allowed small companies to make use of database and communications technology which was once extremely expensive and only available to large corporations.•Government regulations - A rule of order having the force of law, prescribed by a superior or competent authority, relating to the actions of those under the authority's control. Requirements for licenses and permits may raise the investment needed to enter a market, creating an effective barrier to entry.•Inelastic demand- One strategy to penetrate a market is to sell at a lower price than the incumbents. This is ineffective with price-insensitive consumers.•Intellectual property- Potential entrant requires access to equally efficient production technology as the combatant monopolist in order to freely enter a market. Patents give a firm the legal right to stop other firms producing a product for a given period of time, and so restrict entry into a market. Patents are intended to encourage invention and technological progress by guaranteeing proceeds as an incentive.Similarly, trademarks and servicemarks may represent a kind of entry barrier for a particular product or service if the market is dominated by one or a few well-known names.•Investment- That is especially in industries with economies of scale and/or natural monopolies.•Network effect- When a good or service has a value that depends on the number of existing customers, then competing players may have difficulties in entering a market where an established company has already captured a significant user base.•Predatory pricing- The practice of a dominant firm selling at a loss to make competition more difficult for new firms that cannot suffer such losses, as a large dominant firm with large lines of credit or cash reserves can. It is illegal in most places; however, it is difficult to prove. See antitrust. In the context of international trade, such practices are often called dumping.•Restrictive practices, such as air transport agreements that make it difficult for new airlines to obtain landing slots at some airports.•Research and development-Some products, such as microprocessors, require a large upfront investment in technology which will deter potential entrants.•Supplier agreements - Exclusive agreements with key links in the supply chain can make it difficult for other manufacturers to enter an industry.•Sunk costs- Sunk costs cannot be recovered if a firm decides to leave a market. Sunk costs therefore increase the risk and deter entry.•Switching barriers- At times, it may be difficult or expensive for customers to switch providers•Tariffs- Taxes on imports prevent foreign firms from entering into domestic markets.•Vertical integration- A firm's coverage of more than one level of production, while pursuing practices which favor its own operations at each level, is often cited as an entry barrier as it requires competitors producing it at different steps to enter the market at once.Zoning-Government allows certain economic activity in specified land areas but excludes others, allowing monopoly over the land needed.Market exit barriersThe factors that may form a barrier to exit include:•High investment in non-transferable fixed assets. This is particularly common for manufacturing companies that invest heavily in capital equipment which is specific to one task.•High redundancy costs. If a company has a large number of employees, employees with high salaries, or contracts with employees which stipulate high redundancy payments, then the firm may face significant cost if it wishes to leave the market.•Other closure costs. Contract contingencies with suppliers or buyers and any penalty costs incurred from cutting short tenancy agreements.Potential upturn. Firms may be influenced by the potential of an upturn in their market that may reverse their current financial situation.●High barrier to entry and high exit barrier (for example, telecommunications, energy)●High barrier to entry and low exit barrier (for example, consulting, education)●Low barrier to entry and high exit barrier (for example, hotels, ironworks)●Low barrier to entry and low exit barrier (for example, retail, electronic commerce)●Markets with high entry barriers have few players and thus high profit margins.●Markets with low entry barriers have lots of players and thus low profit margins.●Markets with high exit barriers are unstable and not self-regulated, so the profit margins fluctuate verymuch over time.●Markets with a low exit barrier are stable and self-regulated, so the profit margins do not fluctuate muchover time.●The higher the barriers to entry and exit, the more prone a market tends to be a natural monopoly. Thereverse is also true. The lower the barriers, the more likely the market will become perfect competition.Cost-based pricingPrice-based costingEconomies of scale: In microeconomics, economies of scale are the cost advantages that enterprises obtain due to size, with cost per unit of output generally decreasing with increasing scale as fixed costs are spread out over more units of output. Often operational efficiency is also greater with increasing scale, leading to lower variable cost as well.。

麦肯锡咨询公司案例分析经典和规律总结

一.Case Interview1．类型介绍(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。

也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。

咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。

在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。

接下来才是真正的Case Interview。

简而言之，Case Interview就是现场对一个商业问题进行分析的面试。

但是和大多数其他面试不同，这是一个互动的过程。

你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。

而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。

一般而言，Case Interview是没有绝对正确的答案的。

面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。

对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。

10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。

这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。

CaseInterviewInPoint通往咨询的必经之路

Case Interview In Point—通往咨询的必经之路(1) 前序咨询行业属于出租头脑的行业，咨询顾问赚钱的方式就是针对客户给定的问题，综合大量不相关的数据资料，去粗取精，去伪存真，构思解决方案，当着公司高层的面，提出既合情合理又富有创意的设想。

作为一个非经管专业的学生，我知道要踏入这一行，需要比别人付出更多，经历了两年多的历练、磨练、锤炼，终于修成正果。

（要想进咨询公司，就必须过案例面试这一关；要过案例面试这一关，就必须知道如何进行准备和如何表现自己，必须知道面试官希望在你身上看到哪些素质，你也需要知道有哪些类型的案例问题，然后还要知道有一些怎样的思维框架，也就是我们俗称的framework。

）所以仅以此文和有志于往咨询业发展的兄弟姐妹分享我的个人经验（有一些经验我在去年5月爱因斯特组织的经验介绍会上已经share过了），此文和《Looking Beyond the Case Interview》不同的是，此文还是主要focus在case interview上，全文纯属个人意见，不足或遗漏之处望补正。

第一部分. 认识咨询，认识自我第一部分我觉得还是老规矩，先谈谈Why consulting? Why hires you? 这两个问题。

case+in+point+中文版

fb€AIDEA TOGAEAimEA殍跛/Z^IDEA/〃四工略a IDEA|L€Ayfefi^lDEA[AlWa)EAIDEA也noAmen Df A InMMfflL《Case in point》中文&c o nc e r n s=1.前言 (4)2.序言 (5)3.g (7)+介绍 (7)+关于“你”的问题 (7)+为什么选择咨询？ (9)+可能会问到的一些数学问题： (9)+案例问题 (9)+你的问题 (9)+最后的重中之重：我为什么要聘用你？ (10)4.案例问题 (11)+案例问题的考察目的 (11)+对案例问题要做的准备工作 (11)+案列准则： (12)+案例问题的类型 (13)+书面的案例问题和测试： (20)慎用术语和行话 (21)巧妙地问一些开放式的问题 (22)思路卡壳怎么办 (22)5.艾威案例系统 (22)最好的案例反思 (22)四个先行步骤 (23)十二个案例场景 (24)艾威案例系统一览 (32)6.WM工期结构框架 (35)5C和4P (35)5C (36)4P (36)波士顿矩阵 (36)+迈克尔.波特的五力分析模型/行业结构分析 (38)+价值链 (39)+7S架构 (39)+损益表 (39)+需要牢记的假设情景 (40)+商务案例建议 (41)+亚里士多德的框架蜘 (42)7.案例实践 (42)+生发良药 (42)+平价经纪商的竞争 (46)+世界航天公司 (48)+北美航空 (50)+红色火箭体育用品公司 (53)+牛仔兄弟的高品质冰激凌 (55)+击球员就位 (57)+日本电子产品制造商 (59)+东方培训网络公司 (61)+爆米花城市 (62)+钢铁侠 (64)+铲雪工作 (66)+牙买加电池企业 (67)+百威案例 (70)+百事公司 (72)+燃油效率 (73)+B ull M oose金融服务公司 (74)+纽约歌剧院 (76)+披萨屋 (78)+德克萨斯明星市场 (82)+巴西碳酸饮料生产商 (84)+了解尿布 (86)+萨凡纳•简的洗衣店 (87)+YELLOTSTUFF化学制品公司 (88)+WIVY调频电台 (89)+毁灭之路 (91)+高速铁路 (92)+酒水的螺旋盖 (93)+星巴克 (94)+天然气公司 (95)+公用电话 (96)+电子零售商 (97)+不附带答案的案例问题 (99)8.室友蹒导 (100)9.最后的分析 (101)10.专业术语 (101)1.前言时至今日.咨询圈中人团队再有一个月的时间就成立一年了.这快一年的时间里.C1A的小伙伴们一起为圈中人不计回报地付出着。

咨询公司案例面试

咨询公司案例面试(1)在咨询公司系列当中，我们将节选HiAll即将出版的新书《咨询公司求职指南》当中精彩的内容，为大家系统剖析案例分析这个令人望而生畏的面试形式。

我们的系列文章分为理论篇、练习篇和技巧篇三个部分，敬请大家关注！一提到求职咨询公司，大家就会想到案例面试。

这种面试形式最早是出现在战略咨询公司，但现在越来越多的投资银行以及其他类型的公司在招聘时也开始引进案例。

在整个面试流程中这个环节是最难的，也曾“引得无数英雄竞折腰”，很多牛人能拿到其他一流跨国公司的offer，但对咨询公司案例面试的时候却也不得不认输。

原因很简单，因为他们没有达到咨询公司要求的那种“smart”。

咨询公司会利用各种案例问题来测试你的分析能力、，推理能力、一些基本经济知识、概念和你的自信。

但是别紧张，不管你是经济学背景的但不擅长案例分析，还是或者你完全不具有是经济学背景，都可以通过本章对基本概念、模型、经典案例分析和面试技巧的介绍，不断积累这方面的能力。

此外网上还有很多最新的案例真题可供大家练习，熟一定能生巧，大家眼中的那些牛人不也是平常一点一滴的积累和练习造就出来的么？不过在进入模型和技巧之前先让我们来揭一揭案例面试的“神秘面纱”。

案例都是模拟现实的工作生活而提炼出来的，所以，你解答案例问题的过程应该是一个互动的过程。

由面试官先给你一个有待解决的跟商务相关的问题，你通过不停的发问来找出问题所在并给出一个具体的解决方案。

大部分的案例是没有正确答案的，面试官只是在考察你的整个思维是否具备分析力和创造性。

如果你对案例中提到的产业有相关的背景知识那你会占据更大的优势，不过即使你没有也不会对结果有太大的影响。

对于经济相关专业的学生或有这方面工作经验的应聘者，面试官给出的案例会要求更深的经济分析甚至多种经济模型的应用，并且要求你得出一个实际的解决方案。

按规定这一轮的面试要持续半个小时，其中有5-10分钟是一开始你和面试官见面时的寒暄和上一节提到的简历面试，而最后有5分钟是留出来看你是否有问题要询问面试官的，所以你只有10-20分钟时间来做案例。

【海归招聘】咨询行业的面试里面,案例分析如何下手？

【海归招聘】咨询行业的面试里面，案例分析如何下手？▼▼▼为了麦肯锡的北美校招，我准备了大半年，on-site三次之后还是没有拿到offer。

最后的问题不是做案例上，而是我沟通模式不够to the point。

在机场接到电话时还是挺失落的。

在决定直接创业之后，我基本和咨询算是无缘了，但这段经历对于我是个很好的锻炼。

怕以后忘了，就把自己的案例准备经验写下，希望对有兴趣的朋友有帮助。

下面就是一个炮灰的一些感悟，请谨慎参考。

▼首先，你得有大量的mock interview。

国内的同学说30个case等于一个offer，Victor Cheng说一般拿到offer的人有50个case。

我认识的去年的拿到offer的有40个的，有70个的，有上百个的。

杀猪杀屁股，各有各的杀法。

但大量的练习绝对是必不可少的。

做前两个case的时候会紧张，后来就慢慢好了，做了大约30个，解决case找到答案已经不是问题。

往后主要是进一步完善自己对于各类case设计的issue tree和通过做case了解不同行业的信息。

第二，找不同的人练习，每个人的思维模式，风格和对case interview的理解不一样。

不同的人能从不同的角度给你意见，适应不同的人也能更充分地应对不同风格的面试官。

一个好的case partner是一笔巨大的财富，我前前后后总共有十多个partner。

有从学校consulting club找到的，有在网上发帖找到的，有别人来联系我的，有去on-site面试时认识的。

建议一开始不要约定长期合作关系，练一次观察好对方的水平和态度后再说。

开头找合适的partner不容易，但后来人越来越多，我都不轻易接受别人的邀请了。

像我们学校有比较固定的4，5个人的组合，水平都不错，而且彼此信任度很高，也不自私，于是经常在一起练，也不大愿意打破现有组合。

第三，商业知识的积累。

虽说McKinsey强调不要求PhD有太多商业知识。

但是在激烈的竞争下，有这方面的积累绝对是脱颖而出的利器。

Case_Interview咨询行业案例面试经典

Case Interview1．类型介绍(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。

也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。

咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。

在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。

接下来才是真正的Case Interview。

简而言之，Case Interview就是现场对一个商业问题进行分析的面试。

但是和大多数其他面试不同，这是一个互动的过程。

你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。

而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。

一般而言，Case Interview是没有绝对正确的答案的。

面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。

对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。

10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。

这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。

咨询行业面试要点

咨询行业面试要点在竞争激烈的咨询行业中，面试是获取工作机会的重要环节。

成功的面试不仅需要准备充分，还需要掌握一些关键要点。

本文将为您介绍咨询行业面试的要点，帮助您在面试中脱颖而出。

一、了解咨询行业在参加咨询行业的面试前，首先要对该行业有一定的了解。

要了解咨询行业的发展趋势、主要业务领域和市场状况等，以便在面试中能够与面试官进行有意义的讨论。

可以通过阅读相关行业报告、关注行业动态和参加行业研讨会等方式来增加对咨询行业的了解。

二、准备面试常见问题在咨询行业的面试中，面试官通常会问到一些常见的问题，例如个人介绍、为什么选择咨询行业、克服困难的经历等等。

针对这些问题，应提前准备好精炼的回答，以展示自己的优势和适应咨询行业的能力。

此外，还应准备一些与咨询行业相关的问题，以表明自己对行业的了解和兴趣。

三、突出个人技能与经验咨询行业对个人技能和经验有着较高的要求。

在面试中，应突出自己的技能和经验，尤其是与咨询工作相关的方面。

例如，沟通能力、问题解决能力、团队合作能力和项目管理能力等。

提供具体的案例来说明自己在这些方面的表现，可以更好地展示自己的能力和潜力。

四、展示行业洞察力在咨询行业中，洞察力是非常重要的。

面试中，可以通过展示自己对行业的洞察力来吸引面试官的注意。

可以提出一些有关行业内的问题、趋势或挑战，进一步展示自己对行业的理解和思考。

同时，可以分享自己的见解和分析，以展示自己的独特观点和能力。

五、准备针对性问题在面试过程中，应根据面试官的问题灵活回答，并提出一些有针对性的问题。

这些问题可以涉及公司的发展战略、工作环境、项目类型和专业发展等方面。

提问的目的是进一步了解公司和职位，并展示自己对待工作的积极态度和专业素养。

六、言行举止得体在面试中，言行举止是给面试官留下深刻印象的关键。

要注意仪表仪容，穿着着装得体，给面试官以专业、自信的形象。

在回答问题时，要表达清晰、简洁，语速适中，态度积极。

要给面试官留下的是一个自信、有潜力、与团队合作能力强的印象。

面试时如何应对咨询行业的案例分析

面试时如何应对咨询行业的案例分析在咨询行业的面试中，案例分析是一个常见且关键的环节。

它不仅能考察候选人的专业知识和分析能力，还能反映其解决问题的思维方式、沟通技巧以及应变能力。

对于许多求职者来说，这可能是一个颇具挑战性的部分，但只要做好充分的准备，掌握正确的方法，就能在面试中脱颖而出。

首先，要明确案例分析的目的。

面试官并不是期待你在短时间内给出一个完美无缺的解决方案，而是希望看到你如何有条理地思考问题、收集信息、分析数据，并提出合理的建议。

所以，在面对案例时，不要被追求“绝对正确”的答案所束缚，而是专注于展示你的分析过程和思维逻辑。

在面试开始前，尽可能多地了解咨询行业的常见案例类型和分析方法。

可以通过阅读相关的书籍、文章，或者参加一些培训课程来提升自己的基础知识。

同时，也要关注行业动态和热点问题，以便在案例分析中能够结合实际情况进行思考。

当面试官给出案例后，第一步是仔细倾听，确保完全理解案例的背景、问题和所提供的信息。

如果有任何不清楚的地方，一定要及时向面试官提问，避免因为理解偏差而导致分析方向错误。

在倾听的过程中，可以简单地记录下关键信息，如数据、时间节点、相关人物等，为后续的分析做好准备。

接下来，对案例进行结构化的分析。

可以采用常见的框架，如SWOT 分析（优势、劣势、机会、威胁）、波特五力模型、PEST 分析（政治、经济、社会、技术）等。

这些框架能够帮助你系统地梳理问题，找出关键因素，并进行有条理的阐述。

但要注意，不要生搬硬套框架，而是根据案例的具体情况灵活运用。

在分析过程中，要善于运用逻辑推理和数据支持。

通过对所给信息的整合和推理，逐步得出结论。

如果有相关的数据，要对其进行仔细的分析和解读，用数据来支撑你的观点。

同时，也要考虑到不同因素之间的相互关系和影响，展现出全面、深入的思考能力。

除了分析问题，还要提出切实可行的解决方案。

解决方案要具有针对性和可操作性，能够解决案例中提出的问题。

在提出方案时，可以考虑多个备选方案，并对每个方案的优缺点进行分析，最终给出一个你认为最优的方案。

咨询面试系列如何应付案例分析面试

咨询面试系列如何应付案例分析面试在咨询行业中，案例分析面试是非常常见的面试形式。

此类面试主要在测试面试者的分析能力、解决问题的能力和工作方式。

与其他面试形式相比，案例分析面试更能真实反映出应聘者在实际工作中的综合素质，因此备战此类面试显得尤为重要。

接下来，我将针对如何应对案例分析面试，从面试前、面试时、面试后三个时间节点进行分析。

一、面试前：1、准备背景知识在面试前，应聘人员需要对雇主的行业、公司背景、公司战略等方面进行调研和了解，为自己的面试做好充分的背景知识准备。

此外，还需要了解咨询行业的常见案例、解决方案等方面的知识，来提高自己的答题水平。

2、提前进行练习练习可有效理清思路、提高应变能力，并能够查出答题中存在的问题，及时解决。

在练习过程中，应聘人员需要注重以下几点：（1）时间管理：案例分析面试一般都有时间限制，因此需要在日常练习中注意控制时间，并且尽量在时间内完成。

（2）结构清晰：答题时需要有条理、有头有尾，采用逻辑清晰的结构，为面试官呈现出一个完整的解决方案。

（3）纵深分析：要根据实际情况，进行深入的分析，建立一定的分析框架，并以其为基础进行深入分析。

3、了解面试官在面试前要对面试官进行了解，了解他们的背景、兴趣爱好、所从事的业务领域等信息，及时调整自己的表现和沟通方式。

二、面试时：1、理清案例在接到案例后，首先需要花费较长时间来理清案例的整体情况，了解案例中的重点问题、核心需求以及所展现的痛点。

如果在理清全局之后，还能梳理出一定的分析框架，建立逻辑清晰的结构体系，解题效率就会大大提高。

2、分析问题在理清案例之后，应进一步分析其中的问题，进行各种分析，如SWOT分析，5C分析等，从而找出问题所在，并提供相应的解决方案。

要注意的是，在分析问题时需要保持逻辑清晰、条理明显。

3、提出解决方案成功的案例分析面试最后的关键点就在于提出准确合理的解决方案。

在制定解决方案时落实可行性，注重实际。

此外，还需有清晰的逐步推进方案，如需要实现的任务、实现它们的范围、时间进度、所需要的资源、负责和参与者等。

咨询公司面试案例咨询入门系列：咨询案例分析

Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a U.S. based oil refineryThe refinery has a single location and is a small to medium-sized refineryYour client, although profitable, believes it is lagging behind the competition and could improve You are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom lineYou have been assigned to work with the maintenance divisionThe maintenance department’s primary objective is to prevent equipment failure and to repair equipment when it does failUnderstanding of its organization is important. It consists of three primary areas: nine assets areas, one central maintenance area and one group of contractors. The first two areas are employees of the client, the third an external source of labor.An asset is a physical area of the plant that contains various pieces of equipment (pumps, heat exchangers, etc.). There are nine assets. Each asset has a Maintenance Supervisor who is responsible for all maintenance to be performed in his/her asset. Working for the MaintenanceSupervisor in each asset is, on average, eleven “craftsmen”. The craftsmen are the actual workers that perform the maintenance. The craftsmen are unionized and divide into twelve different craft designations (e.g. electricians, pipefitters, welders, etc.). Each craft designation has a defined set of skills they are qualified to perform. They are not allowed to perform skills outside of their defined craft, or help in the performance of activities involving skills beyond their craft. Collectively the twelve different crafts can perform any maintenance job that might arise at the refinery. The maintenance supervisor and his/her assigned craftsmen are “hardwired” to their asset. That is, they work only on equipment in their given asset.Central maintenance is a centralized pool of Maintenance Supervisors and Craftsmen, who are dispatched to support the different assets during times of high workload. They are employees of your client and fit the description contained in the above Asset explanation. The only difference is that they may work in any of the different assets as determined by workload. There are a total of 11 Maintenance Supervisors and 100 Craftsmen that comprise Central Maintenance Contractors are a group of outside Supervisors and Craftsmen who support your client during times of high workload. They also are capable of performing any maintenance job that may arise, but differ from your client’s Craftsmen in that they divide the collective skills required into five designations rather than twelve. Thus, the craftsmen of the contractor are capable of performing a broader set of skills. They, like your client’s craftsmen, don’t perform skills outside of their defined craft but do allow different craft designations to help each other. There are an average of 7 contractor Maintenance Supervisors and 140 contractor Craftsmen at the refinery on any given day.Question:What opportunities exist to increase profits?What recommendations can you make to capture savings related to the identified opportunities?What are the cost savings associated with your recommendations?Suggested solutions:The first question involves identifying opportunities to improve profits. The candidate must start with either revenues or costs. Although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. Thus, it is more appropriate to focus on costs and cost reduction. The following questions will help the candidate gain insight into cost reduction opportunities.How does the maintenance department track its costs?If the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. The candidatewould be steered toward labor costs and given the following tables regarding maintenance labor costs for the past year.To support understanding of the following tables, Turnaround work is long term preventive maintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years.All other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fits into the category of Daily workCraftsmen Daily work Turnaround TotalClient$ 8MM$ 2MM$ 10MMContractor$ 5MM$ 9MM$ 14MMTotal$ 13MM$ 11MM$ 24MMSupervisor TotalClient$ 1MMContractor$ 0.5MMTotal$ 1.5MM pursue cost savings opportunities in this area first.What is the utilization of Craftsmen in the assets? In central maintenance? And for contractors?Assume each area is utilized 100% of the time, 50 weeks per year, 40 hours per week.How does the labor cost of craftsmen ($24MM) on a refinery-sized basis (i.e., $cost / per barrel of crude oil processed) compare with industry averages?Consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.This is an important question to determine if ther e is a problem with costs (don’t assume there is, the client may be performing better than industry average!)Is there any particular reason why turnaround work is so heavily skewed toward contractors?Turnaround work tends to be more cyclical. An external workforce is used to absorb some of this additional work. Keep in mind that both client and contractor Craftsmen are capable of performing any maintenance job at the plant.After further analysis of the tables the key fact that should become appear odd is the large difference in the cost per unit of labor between your client’s Craftsmen and the outside contractor’s Craftsmen. Often candidates will ask for the hourly wage rates of these two groups. There is sufficient data to calculate these numbers. The calculation is:Annual cost of client craftsmen = $10MM/ ( 11 Craftsmen/asset x 9 assets + 100Craftsmen inCentral maintenance)= $50,000 / yearAnnual cost of contractor craftsmen = $ 14 MM/ 140 contractor Craftsmen= $100,000 / yearAgain, this difference should provoke a series of questions to understand the difference.Is there any difference in the work performed by the client and contractor craftsmen?No, other than the different levels of Turnaround work vs. Daily work performed as noted in the previous table. Both groups are capable of doing any job with roughly equal levels of quality.Is there any difference in efficiency between the two groups of Craftsmen?The candidate would at this point be asked how they would measure this.After reaching an understanding of the difficulty involved in measuring the efficiency of aworkforce (especially a unionized workforce), the candidate would be told that through a series of interviews with maintenance supervisors, there is a consensus that contractor Craftsmen are roughly twice as productive as client craftsmen.This is a critical point in the case. The candidate must recognize that in the present environment the client is largely indifferent about units of labor. You can have a client worker who is half as efficient or a contractor worker who is twice as expensive. The key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.What is causing the inefficiencies asso ciated with the client’s labor?Again, the candidate would be encouraged to offer their own ideas.After some discussion the candidate would be told that many of the Maintenance Supervisors complain endlessly about restrictions placed on them by the existing union labor contract and the tightness of craft designations.The interviewer would probe to ensure the candidate understands why the present craftdesignation create the inefficiencies. Essentially work is too finely divided. It makes planning and supervision extremely cumbersome. As an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed tosupport other craft designations.Is it possible to change the existing union contract?The present labor contract is a three year contract that is due to be renegotiated/renewed in six months.Will the union resist changes to the existing contract?Indeed!!At this point, the candidate should recognize a major (albeight difficult) opportunity to reduce labor costs. The client would essentially like to have its own employees look and function like its contractors, but continue to get paid at present rates. In reality, management will need to make wage concessions in order to change present work practices. However, through planned negotiations a scenario can be created which presents a favorable opportunity for your client to begin to replace outside contractors with its own Craftsmen.There are several ways to address the third question of the case, the actual savings that might be achieved. One quick method is to assume that these changes would bring maintenance costs back in line with industry average. Utilizing the cost benchmark mentioned earlier, one could assume costs could be reduced to $24MM/1.20 = $20MM, a $4MM savings.A se cond, and more detailed, method would be to take the extreme scenario where the client’s Craftsmen is paid its present rate, but is made as efficient as the contractor’s Craftsmen. In this case, you begin with the present level of 200 client craftsmen who are functioning as 100 equivalent contractor Craftsmen (they’re one-half as efficient). By improving their efficiency, you are effectively “creating” 100 equivalent contractors. Thus, you are immediately able to replace 100 contractors and save $10MM. This could be taken one step further by assuming you would want to replace all contractors. This would save an additional $2.5MM ($4MM existing contractor expense - $2MM required to hire additional client craftsmen + $0.5MM in contractor supervisors). As noted earlier, in reality, this approach would require wage concessions to the union, so actual savings may be something significantly less.Key takeaways:This case requires the candidate to quickly digest a large amount of organizational issues and then quickly check some ratios to uncover the basic problem (the client workforce is inefficient). Creativity must then be used to structure a recommendation that would create a more favorable situation for the client. As in other cases, acceptable solutions need not follow the exact method above nor cover all of the above points.。

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CASE IN POINT 咨询行业案例分析面试完全攻略作者：Marc P. Cosentino目录1概述2面试2.1开场2.2关于你的问题2.3为什么选择咨询行业2.4可能出现的数学问题2.5案例题2.6由你提问2.7最给力的压轴题3案例题3.1案例题的目的3.2案例题的准备3.3案例题的步骤3.4案例题的种类3.5书面案例题和测试3.6激怒面试官3.7如果你思路卡住了3.8关于数学的困难4 Ivy案例系统4.1最给力的案例分析思路4.2最初的四个步骤4.3十二个案例情景4.4Ivy案例系统概观5分析工具和框架5.1 5C和4P5.2 BCG矩阵5.3 波特五力5.4价值链5.5 7S框架5.6现金流量表5.7应该记住的“如果”情境5.8商业案例贴士5.9亚里士多德框架6案例练习6.1 35个案例6.2案例类型6.3没有答案的案例题7给你室友的指南8最后的话9咨询术语1概述一个欧洲铁矿公司在澳洲买了一块富含铁矿的地。

他们应该开采吗？回答这个问题的时候，我要你告诉我每吨的成本、盈亏平衡点、利润率和对全球市场的影响。

咨询公司做的是出租脑袋的生意。

咨询顾问综合大量的陌生数据，剔除不相关的信息，构建一个针对特定客户的问题的对策，在位高权重的人面前做出兼具逻辑性和创造性的假定（比如矿业公司的大亨），通过这种方式来赚钱。

这就是为什么咨询公司那么注重案例分析——因为这让他们能够判断一个未来的咨询顾问（比如你）的案例展示有多少逻辑性和说服力。

在本质上，案例面试是一个角色扮演练习。

为了通过案例面试，你必须知道怎么去准备和表现。

这本书会帮助你做到这两点。

它会带你过一遍整个咨询面试流程，教你如何去做准备，告诉你咨询公司看重一个应聘者的什么，挖掘各种类型的案例题，向你介绍Ivy案例系统。

作为一个在哈佛十五年有余的职业导师，我已经帮助了超过八千名全国最优秀的学生准备咨询公司面试。

在此期间，学生们疯狂地记忆各种独立的框架并且焦头烂额地考虑运用哪个框架。

与此同时，咨询公司出的案例题越来越复杂。

过去的标准框架，尽管还有用，但已不够去解决这些复杂的案例。

我开发了Ivy 案例系统来简化这一问题。

这个案例系统将会让你有一个印象深刻的入门（很长很长的停顿）并保证让你有条理有逻辑地得到答案。

一个框架和一个系统的区别在于框架是一个工具，而系统是一个嵌入了所有工具的过程。

Ivy案例系统是你能学到的最合理、全面的案例面试攻略。

记住，案例题像一个镜子一样帮助你在面试过程中学到东西。

这种工作是你想要的吗？你能在这种环境中学习成长吗？你必须问你自己：我喜欢解决问题吗？我喜欢这种类型的问题吗？案例题对你来说必须是有趣的。

最好的准备方法是坐下来，然后1.不跳过一页地读这本书；2.参加所有咨询公司或就业指导中心举办的案例面试培训；3.让你的经济学教授、室友、朋友帮你练习，打扰你知道的在咨询公司工作的人；4.重新不跳过一页的地读这本书。

看起来你跃跃欲试了……2面试放心吧，现实比你想象的更糟糕。

如果你能计算出让所有面试官都喜欢你，通过七到十轮案例面试，在面试中被选中的概率，那么你下学期的学费拿去买彩票好了。

但是你知道吗？你被录用并且茁壮成长的概率比你申请名牌大学的概率高。

所以忘记概率，集中注意力在你自己身上。

如果说人总有目光短浅的时候，那么现在就是这种时候。

但是面试官不知道你曾经……放心，他们不知道，我们也一定不会告诉他们。

你将历史清白地走入面试考场。

这一章将带你过一遍第一轮面试并告诉你如何妥当地准备每一步。

有些公司在第一轮面试设置两个背靠背的三十分钟面试。

在这种面试里，一个面试官花更多时间问你个人的问题然后给你一个短一点的案例题，另一个面试官花更少时间在你身上而更多时间在案例题上。

2.1开场被叫到名字后，你伸出黏糊糊的手，然后撒谎道：“真高兴能来到这里”。

这没什么，你第一次和恋人约会时就是这么干的。

（希望这次情况能好一点）陈词滥调时间：你永远没有第二次机会制造第一印象。

眼神交流、友好的微笑还有坚定的握手是至关重要的。

2.2关于你的问题面试的第一部分在于“认识你”。

麦肯锡把它叫做PEI(Personal Experience Interview)。

他们会在面试里让你陈述几个你影响或者说服一个群体的例子，你建立关系的风格，还有你为自己设定并且成功实现的目标。

面试官会问几个从你简历上发现的问题（你简历上的任何东西都是嘲弄的对象）他们想看什么：•自信和适宜的举止风格和强大的沟通能力（你是精神脆弱者吗？）•领导能力和主动性（别提你组织啤酒聚会的事）•作为团队成员的能力（你和别人合作融洽吗？）•干劲、抱负、道德信条（你有吗？）在这一部分面试中，你必须快速反应，不能陷入沉思。

接下来持续一个星期的案例面试有够你沉思的。

你必须事先问自己这些问题。

看看咨询行业最常见面试问题的清单（见下面）。

你可能不会被问到这里面的所有问题，但如果你抽时间写下答案或者列出答案要点，你将会被迫去想思考你已经很多年或者从未思考的问题。

那么，挖掘你经历的百宝箱，回忆值得回忆的经历和能够证实你能力的成就。

咨询业面试常见问题在面试前抽时间回答这些问题，到现场回答的时候，你会更精确和有重点。

•告诉我你的情况•你来这里做什么？•为什么选择咨询？•你为什么选择你的学校？•你认为咨询顾问是做什么的？•关于这份工作和我们公司，你知道些什么？•你为什么选择我们公司而不是我们的竞争对手？•你数学技能怎样？•六十三分之七是百分之几？•告诉我你表现领导能力的一次经历•告诉我你作为团队成员的一次经历•告诉我一个你说服一个群体的例子•告诉我你最近达成的一个目标•你曾经失败过吗？•告诉我你发挥主动性开始做某件事的一次经历•你喜欢做什么类型的工作？•你还在面试其他公司吗？•你还想进入其他什么行业？•什么样的成就给你最高的满足感？•你觉得自己有什么样的独特经历或者能力可以在我们公司中运用？•为什么我们要雇用你？面试官更容易记住故事和成就而不是一般的答案你不想被面试官记住吗？如果你告诉面试官你冲浪穿越英吉利海峡的迷人故事，面试当天结束时面试官在他的列表上看到你的名字，他会记得你是个冲浪者。

这时，他会记起你说的一切。

如果他看到你的名字然后想：“这个家伙是谁？”，那么你的申请就结束了。

该怎么回答呢？最容易犯错的三个面试问题是：•你曾经失败过吗？•你正在面试的其他咨询公司有哪些？•你还想进入其他哪些行业？你知道怎样真诚的回答这些问题吗？问题1：你曾经失败过吗？回答有！每个人都曾经在什么事情上失败过。

每个人都经常失败。

失败是你学习成长的方式。

应该做的：谈谈某一次失败经历和你从中学到的东西。

最好是，谈谈你为什么失败，从失败中学到什么，然后怎么由失败转向成功。

迈克尔乔丹是最佳例子。

他高中一年级无法加入校篮球队，但坚持使他最终成为了一个传奇。

带着你的动人故事去面试。

不该做的：不要谈个人的失败。

别提任何让面试官感到不舒服的事（比如，“我在父亲去世前一直没有好好孝敬他”或者“我被女朋友甩了”或者“我十七岁时跑得没有比警车快”）。

面试官不希望听到这些。

另一些面试官不愿听到的是学术上的失败。

有不计其数的哈佛学生在模拟面试中告诉我：“我选了一门高级课程，像狗一个拼命学，但还是失败了。

”“你这门课得分多少？”我会反问。

“B减。

”那不是失败。

如果你真的有一门课不及格，他们会知道的并且会问你为什么。

问题2：你正在面试的其他公司有哪些？告诉他们你正在面试其他咨询公司并没有问题。

竞争很激烈，如果你把所有的经历都放在一个公司上，你就是傻帽。

但是你必须告诉他们为什么他们公司是首选以及是什么让你觉得他们比其他公司更好。

咨询公司是有分等级的。

有一流、二流和三流公司。

但谁是几流是很主观的，别不好意思告诉面试官其他咨询公司和他们同个等级或者比他们高级。

问题3：你还想进入其他哪些行业？咨询行业有其他两个行业是兄弟行业。

面试咨询公司的时候，可以提及你正在寻找投行或者战略规划行业的职位。

这些职位也在寻找同样质量的应征者，要求具有类似的技能。

事实上，麦肯锡和波士顿最大的竞争对手正是高盛，不是别的公司。

2.3为什么选择咨询？面试官会问你为什么想成为一个咨询顾问。

记住，这很重要——不仅要迅速回答，而且必须看着面试官的眼睛回答。

如果你眼神流离，这表明你正在考虑这个问题。

这足以成为面试马上终止的理由。

你必须在面试之前对这个问题做充分的思考。

尽管我不希望你背诵你的答案，但我希望你记住要点。

这让你的回答有中心、有线索并且有适当的篇幅。

不要漫无边际的谈。

有一些不错的想要成为咨询顾问的理由并不够。

说的内容很重要，但更重要的是你说的方式。

你的语气必须是真诚的充满热情的。

十三个进入咨询行业的理由为了避免你不确定，下面是最受欢迎的十三个进入咨询行业理由。

1.你能够和非常聪明和善于沟通的人一起工作并向他们学习2.你能够在声望很高的环境里学到大量有市场竞争力的技能3.学无止境4.有机会接触到企业精英以及他们的思考、行为并分析他们遇到的问题5.有机会接触各种不同的行业6.你喜欢解决问题7.你喜欢团队工作8.你享受帮助组织提高效率9.能够同时做多个项目10.能够到处旅游11.能够提高你被顶尖商学院接受的机会12.这将成为你简历上靓丽的一页13.薪酬很高啊2.4可能出现的数学问题他们可能会考察你的数学技能。

可能通过问诸如“100除以7是多少？”或者“9是72的百分之几？”来考察。

这些问题不难，但可能会出乎你的意料。

你可能需要时间来切换大脑的频道。

注意：在第一部分的面试中，你正在被挑选中。

面试官在问自己他是否愿意和你一起工作。

你这个人很有趣吗？你令人愉快吗？你有幽默感吗？喜欢娱乐吗？更多人把这称为“机场测试”。

这个叫法源于“如果我和这个家伙一起被大雪困在水牛城（位于美国纽约州）机场九个小时，我会觉得怎样？我们会有很多话聊吗？还是必须假装睡着来避免和这个家伙说话？”面试官也在衡量你的成熟度，举止行为和沟通技巧，并考虑“如果我把这个家伙带到客户面前，我会觉得合适吗？”2.5案例题面试的第二部分是案例题。

它们占了很大的比重。

即使你通过了机场测试，表现得像Cary Grant（美国性格男演员）一样风度翩翩、口齿伶俐，但如果你在回答案例题时支支吾吾，你将立即出局。

我们将会在第三章深入谈案例题。

2.6由你提问面试的最后一部分要求事先做大量的关于这个行业和公司的调查。

在你的调查过程中，你必须寻找这些面试预备问题（见下面）的答案。

那些你找不到答案的问题就是你向面试官提出的好的问题。

但是，在你问你第一个问题之前，如果有什么重要的东西你想说但一直找不到机会说的，就应该在这时说出来。

只要这样说：“在我问第一个问题之前，有件事我想澄清一下……”在你离开面试的房间之前把它说出来。

如果你不这么做，你会在回家的路上一直咒骂自己，或者更糟的，你永远也不会知道是不是正好那件事成为决定你成败的关键。

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