2021年麦肯锡英语面试经历介绍
【金融】麦肯锡实习面试经验与总结
【金融】麦肯锡实习面试经验与总结麦肯锡实习面试经验与总结2012-4-5 11:48:56 | (分类：实习功略)麦肯锡我进了二面，可是还是被拒了，比较可惜，但是牛人确实也多，输的口服心服。
麦肯锡很奇怪，是email通知的。
打电话也是让我去看email。
一共56个人选出来参加第一论面试。
在第一轮面试之前有一个笔试，叫mckinsey caselets，居然是ETS出品的。
里面的case很多和几大咨询公司网站上的提供的case比较像，只要你能融会贯通，做题不难，但是阅读量挺大。
我考过gmat，提前20分钟做完。
考完笔试会有一个pre-interview reception，这个和笔试一样都不影响你是否进入一面。
这个reception就是有些麦肯锡的大中小牛们出来和同学们见个面，介绍介绍麦肯锡的case interview是什么样的，还有就是作广告。
个人觉得麦肯锡这样很人性化，很重视applicatant。
这时会发给你一张interview schedule，一看上面一半以上是海龟，还有好多是牛津，剑桥的，吓都吓死。
我是第二天下午一点多得面试，麦肯锡的面试一共三轮，每轮两个面试官。
每轮都包括behavior interview和case interview。
我第一个是一个全球副董，那个作reception的女的，很有气质，上海外国语大学毕业，insead的MBA，聊的时候她很严肃，我就没话找话，把能说的都说了。
然后她就给我做了一个关于mobile phone manufactuer进入中国市场的案例，整个过程还算nice。
第二个是一个资深顾问，我觉得他是我所有面试官中发挥得最好的。
他专注于银行业的，经历非常厉害，wharton的MBA。
我们先聊我的经历，期间他问了一些很tough的问题，我感觉特别好，回答的也非常好，而且让他觉得我非常牛，现在想想都不好意思。
因为聊的太久了，所以做了一个brain teaser的case。
麦肯锡公司笔试与pretalk经历
麦肯锡公司笔试与pretalk经历_笔试_个人简历网－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－－发表于2006-3-18麦肯锡公司笔试与pretalk经历大三的时候就在job网潜水，看了很多学长学姐的面试经历和感悟，颇为受启发。
现在轮到我找工作了，我想写一些东西作为回馈，也让后来者有经验可循。
以前实习的时候，在瑞安楼下等同学，看到2301是麦肯锡公司，顿时敬仰，想要是我能去麦肯锡公司面试，我的人生就完整了。
没想到中国宏观经济形势大好，咨询公司大量扩招，麦肯锡公司也把我这个弱人放在了将近300人的笔试大名单中。
我顿时觉得人生完整了，什么追求也没有了。
我是截止时间到来之前两个小时投递的简历，因为之前一直在修改我的求职信。
当时很多牛人已经去麦肯锡pretalk回来了，我就抱着追求人生目标的态度投了我的简历和求职信。
没想到星期六凌晨两点收到麦肯锡电话通知，告诉我早上九点在复旦笔试。
我本来决定了去KPMG笔试，在床上辗转反侧了一会儿之后决定冒一下险，放弃有一定把握的KP MG审计，投奔一点把握都没有的麦肯锡商业分析员。
激动的心情让我难以入睡，晕晕乎乎到早上5点半就起来了，整理了一下就出发去了复旦。
缺乏睡眠的直接后果就是恶心想吐，大脑浆糊一样。
麦肯锡商业分析员的笔试题目是三个案例分析，全英文，全部都是选择题，不需要专业知识。
它一点一点地给案例背景以及相关资料，一点一点地指引你去分析、计算、判断。
不过当时大脑一团浆糊的情况下我非常放松，一点都不紧张，读不清题目，而且经常走神，选择了答案又很不确定地回过去再三的审查。
一共70分钟的笔试，只剩15分钟的时候考官提醒了时间。
当时我最后一个案例只做了一点点，顿时有些焦急，加快了效率，不过还是没能完成这个案例，所有的计算性问题都没有做，最后的结论也没有选。
考官说通过这个笔试的人才能被邀请参加pretalk，我觉得没有希望了。
不过这点在今天面试的时候被否认掉了，所有拿笔试机会的人都会被邀请参加pretalk。
我在麦肯锡的笔试面试经历
我在麦肯锡的笔试面试经历转载我在麦肯锡的笔试面试经历11/14和大麦上海签了约，还是恍惚觉得像在做梦。
潜水三年多，从没在这个版上发过任何文章，只是索取没有付出总是不大对。
当初面试前在精华版找大麦面经，也只有plapla jj的一篇，所以决定趁还记得就写点经验体会，希望对今后申请麦肯锡或者其他咨询公司的ddmm有点帮助启发，有说得不对的地方欢迎大家的指正。
先想就所谓的咨询行业门槛谈几句。
经常听到的门槛不外乎是：学校、专业、绩点、实习或学生活动经历。
关于学校，能够通过简历删选的同学大多是复旦交大的和海归，但是也有一些非常优秀的来自其他学校（但也是很好的学校比如上外）的同学。
专业也不是一定要经管才行，我是学法律的，也有学电子、物理等等其他学科的拿到面试甚至最后offer。
绩点的话我不清楚有没有底线，不过我认识的进笔试的大都在3.5以上（也有例外的，比如某方面经历特别突出）。
实习和学生活动经历方面，很大一部分人都有在大公司或其他咨询公司实习的经历，或是学校里比较突出的活动经历。
我的实习经历其实很少，从大三下学期开始第一份实习算起，只在两个公司做过，但都是和咨询相关的实习经历。
一个是创业不久的本土咨询公司，断断续续做了半年，学了很多，还有就是贝恩，从暑假开始，因为一些原因没有做很久，只跟过两个case。
除了以上讲的那些，海外经历也很能够加分，比如交流生、参加国外的学生论坛或者是暑期学校等等。
后来进面试的人里，很多都有海外学习或生活的经历，一方面这些人可能英语交流比较流畅，另一方面视野往往比较宽广，心态也比较成熟。
复旦这样的机会还是非常多的，ddmm可以多多关注外事处的消息。
下面就报流水帐一样说说这次的应聘经历。
申请麦肯锡真是一波三折，很早很早就通过其全球网站投了BA(Generalist)的申请，还收到一封具体署名的确认信，以为肯定没问题了。
可是11月4日截至日期快到的时候已经有很多人收到笔试通知了，我却一点消息都没有。
麦肯锡英语面试经历
麦肯锡英语面试经历第一篇：麦肯锡英语面试经历面试三点半开始。
长江中心。
我去过无数次的地方。
等了很久。
貌似behind schedule了。
大约四点我进去。
等了大概5分钟。
第一位面试官出现了。
乍一看。
不好。
中国人。
呵呵。
大家肯定觉得奇怪，中国人还不好。
呵呵。
因为在香港的无非是香港人或是新加坡人。
说实话。
两者面试官的英文我都听不太懂……据六六同学不成文的面试经历总结。
面试官外国人好过本土人。
男人好过女人。
sigh..进来给我一名片。
我一看。
恩。
果然是新加坡分公司的。
说一下。
Mckinsey还有很多大公司都采用跨地域面试。
就是一般面试的都不是本地的manager.比如我在pwc时就是伦敦office的人过来面。
坐下来先聊简历。
当然都是英文。
都是些很general的question.无非是对我的经历感兴趣的。
因为我之前在清华，后来在香港，中途又去美国。
我就一一作答。
然后被问到迄今为止最proud的一件事情。
我最讨厌被问到这个问题，因为老实说我就没啥proud的。
然后嗯了一下。
不知道哪根神经搭错了，忽然说age.后来发现。
哎。
果然不能说。
但说都说了，我只好解释说，因为我年龄小。
16岁进大学。
20岁毕业但是却已经走过了很多地方，一个人处理过很多问题。
blahblah...然后貌似那人挺吃惊的。
说阿。
你这么小阿。
我心里恨恨地想。
难道看不出来么。
哼哼。
然后就开始做case.第一个case是一个新加坡的sugar refinary company.简单介绍了一下公司的性质，然后说他们现在每年lose200万。
他们的competitor多半不是local company.而是一些国外的company import white sugar from say, thailand then sell them in singapore.现在有个公司approach你，说让你把公司move到印尼。
因为cost小，可以赢利。
【海归找工作】麦肯锡面经大全访谈
【海归找工作】麦肯锡面经大全访谈Q：首先感谢学姐能够参与到我们这次活动中，能否先简要介绍一下你加入麦肯锡公司的求职经历？A：我是06年7月加入公司的，应该是05年底参加面试的，我们当时面试的时间很长，我是面试JIA的，我们这界面试7轮大概拖了有2个多月快2个半月，我们以后的面试就和我们不一样了，我们下一届应该是面试2天就可以了。
你是想知道我的面试流程还是之后的？Q：还是希望了解一下您个人的经历。
A：第一轮是Pretalk，就是打个电话简短地聊一下。
那个其实也蛮突然的，我好像还在逛街，突然接到这个电话。
几个tips,第一个是你的声音要比较正定，你要找个安静的地方。
因为当时接电话之后他说要和我Pretalk那时我在商场里面比较吵，那我就和他说可不可以过5分钟再打来，然后我就马上在商场里面找了个安全通道那里比较安静，而且我觉得这样给对方听起来印象会比较好吧，如果你在电话那方乱哄哄的对方也觉得不是很清楚，这样会比较重视。
我记得他当时问题大概就2、3个吧，大概首先让你用英文简短地介绍一下你自己，然后问你为什么申请这个职位，反正就是3个最简单的问题。
其实我觉得第一个打来的人是最开始的HR，他也不会对你有什么特别高的要求。
我觉得他就是看这个人的说话态度感觉是不是很诚恳，是不是一个比较沉稳的一个人；第二是看你英语是不是比较好，第三是看你是不是能够说出一点内容而不是愣在那边什么都说不出来。
我觉得主要是考察语言和你这整个人说话流露出来那种感觉，他觉得ok，那就过了。
第二轮好像是在公司里面对面见了一个比较有新一点的同事，过去之后每个人都很短暂大概15到20分钟的样子，就是让你先介绍一下自己，然后做了2个很小的Case,反正面试咨询的同学应该都知道有这种Case Interview,一个是想考察一下你的思维角度，他当时问的问题是比较常见的那种，一个是“请你衡量一下上海有多少个加油站。
”，我觉得这种考察的是你的思维还有最简单的数字计算。
【海归招聘会】麦肯锡CF面经
【海归招聘会】麦肯锡CF面经麦肯锡CF面经1很早就投了麦肯锡CF的职位，但是从未想过会有希望。
我没有咨询的实习经历，唯一一次咨询的实习面试是麦肯锡的Knowledge Center，还被无情的鄙视了。
投了monitor, LEK, BCG, Bain等等，至今我也没有收到他们pretalk或者笔试的机会。
但是，出人意料的是，居然收到了麦肯锡的笔试邀请，并且还附有一份sample test。
凭良心讲，能拿到笔试是有很大运气成分的，1000多份application，笔试却只有40个左后（这个是后来得知的）。
我很认真的将sample test打印出来，做了一下，感觉还是挺难的，时间很紧。
星期六去笔试的时候也没抱很大希望，时间依然来不及，但是我利用了一点小技巧。
最后5分钟，我还有最后一个case没做，共有5题，我就做了最后一道，因为我知道最后一道一般是理解题，可以不用看case，直接通过最后一段information断章取义。
然后剩下 4题我全选了C（汗）。
笔试结束后考官就说，回去留意邮箱，很快会有消息，因为面试就只有星期一一天。
当天下午，又很惊喜地发现收到了面试邀请的信，被告知星期一一天共有3轮面试，通过的直接进入下一轮，没通过的就go home，总之一天面完。
于是，从晚上开始以及星期天一天狂看面经和他家网上的例题，还打印了出来看。
看面经的时候发现，NPV出现频率比较高，于是还上网查了NPV的计算公式（亏我还是经院的，连NPV 都忘了）。
麦肯锡CF面经2偶约的是11月5号早上9点半面试，偶9点10分到那里就看见了一个人。
后来才知道，有一半人是7点半开始的（晕）。
参加一面的一共有13、4人左右，分成前后两批。
到了9点45 之后，陆陆续续有第一批的人面完出来了。
有一个经院的本科生mm说她的case好难，是做关于保险公司的，具体什么我也没弄清楚。
后来过了几分钟，果然面试官就出来送她进电梯了。
然后还有几个人被通知通过了，让他们12点半来二面。
麦肯锡香港人 案例面试
麦肯锡香港人案例面试面试官：经过5－10分钟左右的Behavior Interview，那我们现在开始做Case。
我们的一个客户，是一个全球著名的skin care公司，他们旗下一个很著名的skin care brand进入中国后销量一直不好。
现在请你来分析一下这个问题。
应聘者：在发现问题之后有没有做过相关调查研究？面试官：有的。
他们做了一些基本研究，发现产品本身是没有问题的，而可能是销售渠道的问题。
因此，可以从两个方面考虑：第一：What’s the most attractive consumer segment?第二：What’s the most favorite channels to attract the segment?应聘者：那我需要一些时间思考一下。
面试官：No problem.Go ahead.（2分钟过去了）应聘者：假设我是一个咨询师，我会这样来分析这个问题：首先，了解更多关于这个品牌的信息。
其次，在这些信息的基础上来讨论consumer segment。
最后，根据most attractive segment来分析most favorite channels。
面试官：很好。
那关于这个品牌，你希望了解什么呢？应聘者：我想知道这个skin care的功效、定位、目标群体等。
面试官：这个牌子有很多系列，各自有各自的功效，但是不重要。
它的系列高、中、低端都有，目标消费群体是女性。
应聘者：那高、中、低端的划分标准是怎样的？有没有一些指标比如价格可以参考？面试官：你不需要具体来做分析，你只要告诉我你要分析哪些方面就行。
比如，假设低端的划分标准已知，你会怎样继续分析？应聘者：那我就开始分析consumer segment了。
我需要一点时间来考虑怎样划分这个面对低端产品的consumer segment。
面试官：不必这样。
现在是consumer segment已经划分好了。
然后让你来判断哪一个是most attractive的而已。
我在麦肯锡第二轮面试惨遭淘汰_模板
我在麦肯锡第二轮面试惨遭淘汰_模板我是南京大学商院97级的，已经毕业一段时间了，这期间一直希望进入一家国际一流咨询企业，经历了很多面试和挫折，虽然都以失败告终，但收获还是有的。
我写下来一是想和现在找工作的同学互勉；二是为了给以后想进入全球顶尖咨询和投行的师弟师妹们一些经验和教训。
E-mail通知面试麦肯锡很奇怪，是E-mail通知面试的。
一共56个人被选出来参加第一论面试。
在第一轮面试之前有一个笔试，叫mckinsey caselets，居然是ETS出品的。
里面的很多case与几大咨询公司网站上提供的case比较相似，只要你能融会贯通，做题不难，但是阅读量挺大。
我考过gmat，提前20分钟做完。
考完笔试会有一个pre－interview reception，这和笔试一样都不影响你是否进入下一轮面试。
这个reception就是有些麦肯锡的大中小“牛”们出来和同学们见个面，介绍一下麦肯锡的case interview是什么样的，还有就是做广告。
个人觉得麦肯锡这样很人性化，很重视applicatant。
这时会发给你一张interview schedule，我看了一下，上面一半以上是海归，还有好多是什么牛津，剑桥毕业的，吓死人。
第一轮面试感觉良好我是第二天下午一点多面试的。
麦肯锡的面试一共3轮，每轮两个面试官。
每轮都包括behavior interview和case interview。
第一个面试我的是一个全球副董，聊的时候她很严肃，我就没话找话，把能说的都说了。
然后她就给我做了一个关于mobile phone manufactuer进入中国市场的案例，整个过程还算不错。
第二个是一个资深顾问，我觉得他是我在所有面试官面前发挥得最好的一次。
我先聊我的经历，期间他问了一些很tough的问题，我回答得非常好，而且让他觉得我非常“牛”，现在回想起来都不好意思。
因为聊得太久了，所以做了一个brain teaser的case。
【英国留学生找工作】麦肯锡面经总结
【英国留学生找工作】麦肯锡面经总结我在McKinsey的第一面也是最后一面！本来就没有想到McKinsey居然会给我一个面试的机会，不过给都给了，即使是做分母，好歹也是要挣扎一下，不过没想到今天居然Totally defeated了！介绍一下失败的过程，希望对后来者比较有帮助！我是10:30开始的，偶10：15到的嘉里中心，到了之后好多人已经在等着了，还有好多好吃的东西吃。
偶面的是BTO，要见两个人，据说一个是老外，一个是HK的，英文是免不了的。
两个Case，每个45分钟（实际情况往往不止45分钟）。
果然，没过多久来了一个老外把我叫了进去，意大利人，很nice。
开始闲聊了几分钟，他先自我介绍，据说自己在Bank行业做了很久，不过它的Italy腔的e文的确不大好懂的，不过也是自己e文太滥了！然后让我自我介绍，聊了一会儿，他可能是觉得我的e文太滥了，就让我开始做case。
我的Case是Bank方面的，问上海有多少个银行从业人员？我除了去ATM取过钱，都n久不去银行了，我哪知道亚！然后我就一个尽的想呀想，后来干脆就把银行给分类了（国有银行、外资、其他股份制），然后估计每个种类银行的平均人数，最后加总。
老外好像听不大懂我的e文，一个尽的问我Why? 我哪知道，就开始胡说了，老外实在听不下去了，就让我问了几个问题，把我赶了出来！我灰溜溜的跑了出来，然后就在休息室喝水，没过几分钟，HK的那位ssgg就进来把我叫了出去，跑到一个特别大的会议室里。
开始，他做了自我介绍，也没给我机会做自我介绍，就让我开始问他问题，问了几个问题，没过几分钟，就开始做case。
这次是一个Bank合并问题（又碰到了该死的银行），大意是：一个大银行的老总某天心情不爽，就把对门的小银行给买了过来，然后就问该怎么进行Synerge。
我当时就蒙了，我可从来没学过这个东东，毕竟不是学经管的！ssgg说要15分钟之后把答案给他，然后就把我一个人撂在一边；自己在那里玩自己的笔记本，他还时不时的偷笑；经历了上一次打击，偶也没什么信心继续做下去，就在纸上随手画了几个圈。
麦肯锡案例面试题：GreatBurger案例分析（英文
麦肯锡案例面试题：Great Burger 案例分析(英文，有答案)Practice CasesGreat BurgerIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to usethis feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or shewants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have theopportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are six questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner.At the end, you can print the entire on-line case study at once.Start Case Study=============================================================================================================Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growthstrategy?Our client is Great Burger (GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc.Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation. As most of its competitors do, GB offers food and "combos" for the three largest meal occasions: breakfast, lunch, and dinner.Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores, pay franchise fee to GB, but major business decisions (e.g., menu, lookof store) controlled by GB).McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts (HD), a growing doughnut producer with both a U.S. andinternational store presence.HD operates under the franchising business model too, though a little bit differently than GB. While GB franchises restaurants, HD franchises areas or regions in which the franchisee is required to open a certain number of stores.GB's CEO has hired McKinsey to advise him on whether they should acquire HD or not.QUESTION 1What areas would you want to explore to determine whether GB should acquire HD?ANSWER 1Some possible areas are given below. Great job if you identified several of theseand perhaps others.∙Stand alone value of HD∙Growth in market for doughnuts∙HD's past and projected future sales growth (break down intogrowth in number of stores, and growth in same store sales) ∙Competition – are there any other major national chainsthat are doing better than HD in terms of growth/profit. Whatdoes this imply for future growth?∙Profitability/profit margin∙Capital required to fund growth (capital investment to opennew stores, working capital)Synergies/strategic fit∙Brand quality similar? Would they enhance or detract fromeach other if marketed side by side?∙How much overlap of customer base? (very little overlapmight cause concern that brands are not compatible, too muchmight imply little room to expand sales by cross-marketing) ∙Synergies (Hint: do not dive deep on this, as it will becovered later)Management team/cultural fit∙Capabilities/skills of top, middle management∙Cultural fit, if very different, what percent of keymanagement would likely be able to adjustAbility to execute merger/combine companies∙GB experience with mergers in past/experience inintegrating companies∙Franchise structure differences. Detail “dive” intofranchising structures. Would these different structuresaffect the deal? Can we manage two different franchisingstructures at the same time?=============================================================================================================The team started thinking about potential synergies that could be achieved by acquiring HD. Here are some key facts on GB and HD.QUESTION 2What potential synergies can you think of between GB and HD?ANSWER 2We are looking for a few responses similar to the ones below:∙Lower costs∙Biggest opportunity likely in corporate selling, general, and administrative expenses (SG&A) by integrating corporatemanagement∙May be some opportunity to lower food costs with larger purchasing volume on similar food items (e.g., beverages,deep frying oil), however overlaps may be low as ingredientsare very different∙GB appears to have an advantage in property and equipment costs which might be leveragable to HD (e.g., superiorskills in lease negotiation)Increase revenues∙Sell doughnuts in GB stores, or some selected GB productsin HD stores∙GB has much greater international presence thus likely hasknowledge/skills to enable HD to expand outside of NorthAmerica∙GB may have superior skills in identifying attractivelocations for stores as its sales per store are higher thanindustry average, whereas HD's is lower than industryaverage; might be able to leverage this when opening new HDstores to increase HD average sales per store∙Expand HD faster than it could do on own–GB, as a largercompany with lower debt, may have better access to capital=============================================================================================================QUESTION 3The team thinks that with synergies, it should be possible to double HD’s U.S. market share in the next 5 years, and that GB’s access to capital will allow it to expand the number of HD stores by 2.5 times. What sales per store will HD require in 5 years in order for GB to achieve these goals? Use any data from Exhibit 1 you need, additionally, your interviewer would provide the following assumptions foryou:∙Doughnut consumption/capita in the U.S. is $10/year today, and isprojected to grow to $20/year in 5 years.∙For ease of calculation, assume U.S. population is 300m.ANSWER 3You should always feel free to ask your interviewer additional questions to helpyou with your response.Possible responses might include the following:∙Market share today: $700M HD sales (from Exhibit 1) ÷ $3B U.S. market ($10 x 300M people) = 23% (round to 25% for simplicity sake)∙U.S. market in 5 years = $20 x 300 = $6B∙HD sales if double market share: 50% x $6B = $3B∙Per store sales: $3B/2.5 (1000 stores) = $1.2MDoes this seem reasonable?∙Yes, given it implies less than double same store sales growth and percapita consumption is predicted to double.=============================================================================================================QUESTION 4One of the synergies that the team thinks might have a big potential is the idea of increasing the businesses' overall profitability by selling doughnuts in GB stores. How would you assess the profitability impact of this synergy?ANSWER 4Be sure you can clearly explain how the assessment you are proposing would helpto answer the question posed.Some possible answers include:∙Calculate incremental revenues by selling doughnuts in GB stores(calculate how many doughnuts per store, times price per doughnut, timesnumber of GB stores)∙Calculate incremental costs by selling doughnuts in GB stores (costs of production, incremental number of employees, employee training,software changes, incremental marketing and advertising, incrementalcost of distribution if we cannot produce doughnuts in house, etc.) ∙Calculate incremental investments. Do we need more space in each store if we think we are going to attract new customers? Do we need to invest in store layout to have in-house doughnut production?∙If your answer were to take into account cannibalization, what would be the rate of cannibalization with GB offerings? Doughnut cannibalization will be higher with breakfast products than lunch anddinner products, etc.∙One way to calculate this cannibalization is to look at historiccannibalization rates with new product/offering launchings within GBstores∙Might also cannibalize other HD stores if they are nearby GB store–could estimate this impact by seeing historical change in HD’s sales whencompetitor doughnut store opens nearby=============================================================================================================QUESTION 5What would be the incremental profit per store if we think we are going to sell 50,000 doughnuts per store at a price of $2 per doughnut at a 60 percent margin with a cannibalization rate of 10 percent of GB's sales?ANSWER 5While you may find that doing straightforward math problems in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking at both your ability to set the analysis up properlyand then do the math in real time.Based on correct calculations, your response should be as follows: Incremental profit = contribution from HD sales less contribution lost due tocannibalized GB sales= 50K units x $2/unit x 60% margin – 300K units x 10% cannibalization x $3/unitx 50% margin= $60K – 45K = 15K incremental profit/store=============================================================================================================QUESTION 6You run into the CEO of GB in the hall. He asks you to summarize McKinsey’s perspective so far on whether GB should acquire HD. Pretend the interviewer is theCEO–what would you say?ANSWER 6You may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue asdirectly and practically as possible.Answers may vary, but here is an example of a response:∙Early findings lead us to believe acquiring HD would create significantvalue for GB, and that GB should acquire HD∙Believe can add $15 thousand in profit per GB store byselling HD in GB stores. This could mean $50 million inincremental profit for North American stores (whereimmediate synergies are most likely given HD has littlebrand presence in rest of world)∙We also believe there are other potential revenue and costsynergies that the team still needs to quantify Once the team has quantified the incremental revenues, cost savings,and investments, we will make a recommendation on the price you shouldbe willing to payWe will also give you recommendations on what it will take to integratethe two companies in order to capture the potential revenue and cost savings, and also to manage the different franchise structures and potentially different cultures of GB and HD。
麦肯锡面试经验
麦肯锡面试经验我是南京大学商院05级的,已经毕业一段时间了,这期间一直希望进入一家国际一流咨询企业,经历了很多面试和挫折,虽然都以失败告终,但收获还是有的。
我写下来一是想和现在找工作的同学互勉；二是为了给以后想进入全球顶尖咨询和投行的师弟师妹们一些经验和教训。
E-mail通知面试麦肯锡很奇怪,是E-mail通知面试的。
一共56个人被选出来参加第一论面试。
在第一轮面试之前有一个笔试,叫mckinsey caselets,居然是ETS出品的。
里面的很多case与几大咨询公司网站上提供的case比较相似,只要你能融会贯通,做题不难,但是阅读量挺大。
我考过gmat,提前20分钟做完。
考完笔试会有一个pre－interview reception,这和笔试一样都不影响你是否进入下一轮面试。
这个reception就是有些麦肯锡的大中小“牛”们出来和同学们见个面,介绍一下麦肯锡的case interview是什么样的,还有就是做广告。
个人觉得麦肯锡这样很人性化,很重视applicatant。
这时会发给你一张interview schedule,我看了一下,上面一半以上是海归,还有好多是什么牛津,剑桥毕业的,吓死人。
第一轮面试感觉良好我是第二天下午一点多面试的。
麦肯锡的面试一共3轮,每轮两个面试官。
每轮都包括behavior interview和case interview。
第一个面试我的是一个全球副董,聊的时候她很严肃,我就没话找话,把能说的都说了。
然后她就给我做了一个关于mobile phone manufactuer进入中国市场的案例,整个过程还算不错。
第二个是一个资深顾问,我觉得他是我在所有面试官面前发挥得最好的一次。
我先聊我的经历,期间他问了一些很tough的问题,我回答得非常好,而且让他觉得我非常“牛”,现在回想起来都不好意思。
因为聊得太久了,所以做了一个brain teaser的case。
他问我如果石油可以无限了,世界会怎样。
【海归招聘】McKinsey JIA面经——从一面到终面
【海归招聘】McKinsey JIA面经——从一面到终面今年的1月份很幸运的收到了McKinsey JIA (Junior Information Analyst)的offer，结束job hunting，一直想写面经的，拖到现在实在不好意思。
今天是个特殊的日子，嘿嘿，自私一下，把耽搁了很久的帖子发出来，积攒rp，同时bless自己，呵呵，希望对以后找工作的同学有所帮助 : ) 有关consulting的内容之前的大牛们已经写过经典帖子了，大家可以搜一下：一篇是Alex大哥的《Case Interview In Point—通往咨询的必经之路》，还有一篇是teclast的《Looking Beyond the Case Interview》，我就不赘述了~~~ 说一下当时面试的具体流程吧：1）宣讲会 check了一下，宣讲会是在10月26号晚上6：30，光彪楼，那叫people mountain people sea阿，人气果然超高……比较impress的是partner回答问题时候逻辑清晰，滴水不漏。
还有就是介绍了一下两个职位：BA（Business Analyst）和JIA（Junior Information Analyst）。
大家可能对BA了解更多一点，就是传说中的大牛们去的地方，跟着project经常出差，JIA就是我等的职位了，呵呵，一般back office比较多，收集数据分析之类的，support BA，不会那么累，不过当然在各方面学到的东西肯定不如BA多，ms JIA 在1~2年可能会转为BA。
（以上内容不确切之处还请大牛们勘误~~~）2）一面（电面）又check了一下，电面是在11/21，恩~当时自己在回学校的车上睡觉被手机铃声惊醒，然后apologize了一下，希望对方10min之后再call过来，匆忙的在后面一站下了车，找安静点的地方接电话。
整个电面过程也就5~10min的样子。
麦肯锡 - 面经汇编
其他要求：
1. personal manner
2. mature
3.quantative analysis
4. comfortability withuncertainty,flexible and dynamic
INDEX
浙大咨询路：相信我们自己！
[转自浙大BBS]
最后HR走过来，告诉我拿到麦肯锡的offer，我无法抑制内心的兴奋，真的很想冲上去一把抱住她——长期的苦苦的孤注一掷的追求，终于有了结果。我希望借这个机会衷心的感谢伴随着我走过整个大学生活的梅尔顿基金会，可以说，它里面的每一个人和每一件事都在一点点地改变我的人生轨迹，我相信它的life-long connection也将继续影响我未来的事业和人生。同时，衷心地感谢SCDA，它的信任和培养让我极大的锻炼了我的能力；感谢强化班，它的精神、理念和每一位朋友对我影响至深；感谢AIESEC，它让我进一步扩大我的视野和朋友圈……衷心的感谢Daisywd，没有你，一切都不可能。也感谢每一位关心我的朋友。其实，等我冷静下来以后，我并不觉得我取得了什么成就。所以当很多人希望我作一些很公开的分享的时候，我会觉得很不好意思。我走过来的确有我的路，但是并不是让我再走一次我就还能成功，路上的每一个风险都可能把我放倒，我只是这次比较幸运而已。我知道浙大还有很多很有实力的人，但是因为种种原因，可能是因为了解不够，可能是因为准备太晚，可能是因为运气不好，没有发挥出自己的实力。浙大并不是咨询的沙漠，我们缺的不是能力，缺的只是了解和准备，只是一个让大家关注的环境。我希望能够留下这么一篇文章，让浙大学子不要因为不了解和没准备而痛失机会，希望大家能够把浙大人的激情和能力在世界优秀的咨询公司面前充分展现出来，希望能够在咨询的行业见到更多更加优秀的浙大人！相信我们自己！我会尽我的能力毫无保留的把我的所有心得和资料留下来，但是这些都是个人意见，仅供大家参考。
【留学生招聘网】麦肯锡面经分享：偏向虎山行
【留学生招聘网】麦肯锡面经分享：偏向虎山行麦肯锡印象：麦肯锡，一个拥有全世界最聪明的人才、“为CEO出谋划策”、全球最著名的顶尖管理顾问咨询公司之一。
1926年，由美国的杰姆斯•麦肯锡(JamesO.McKinsey)创建，同时开辟了管理咨询的新纪元，以其“强大的知识库”及“麦肯锡方法”而饮誉世界。
麦肯锡的核心业务是向世界著名的大型企业提供“战略咨询”，在全球44个国家和地区开设了将近100间分公司或办事处。
目前在全球范围内拥有约9000名咨询人员，近千名独立董事，分别来自78个国家的顶尖学府，其中约70％具有研究生/MBA以上学历，20％具有资深专业背景，还有10%是具有特殊才能的专家。
1959年麦肯锡进入亚太地区，1993年成立麦肯锡（中国）公司。
这是一个拥有“天堂与地狱”双重特征的公司，需要以青春与智商作为代价才能生存下去的的公司。
每年以极其严格的人才选拔方式在全球挑选那些能吃苦、有野心的精英，而这些人在残酷的“UPOROUT”人才竞争机制中大部分人在2—3年后被淘汰或自动出局。
目前麦肯锡在中国招聘毕业生只限定于复旦、交大、清华和北大等少数高校，绝大部分是研究生/MBA以上学历，本科生是特例。
未雨绸缪：民间流传一句话：不去深圳就不知道自己钱多少，不去北京就不知道自己官多大……套用一下，如果你不知道自己有多聪明，就去参加麦肯锡的面试，它有足够的问题让你认识自己智商有多低；如果你不知道自己有少精力，你就去麦肯锡工作，这里有足够多的工作让你“英年早逝”……这个以“方法”闻名于世的企业所生产出来的“产品”已经成为很多领域里的蓝本，在管理咨询界，麦肯锡是一个神话。
早在大学三年级的时候，我已经对麦肯锡如雷贯耳，向麦肯锡学习已经成为我大学学习的一部分，几乎所有关于麦肯锡的书籍我都买回来研究，同时也通过网络收集资料，尤其是那些离开了麦肯锡的人或者麦肯锡的客户泄露出来、换取现金的“机密资料”，包括培训教材、客户方案、麦肯锡内部讲义等，还有麦肯锡公开的一些宏观经济研究报告等，总之，只有与麦肯锡有关的信息，都在我的收集、整理、研究的范围之内。
2021年KPMG面试全攻略
KPMG面试全攻略面试分两轮：kpmg一面：面了40多分钟，提问重要是自我简介、实习经历、为什么要申kpmg之类常规性问题。
;我面试官是一种local manager，女性。
样子很随和。
先是她自我简介，然后说在我回答问题时可以选用最有助于表达语言。
面试开始1、self introduce2、why choose accounting firm ( my major is tech)3、why kpmg?any application for other big 4?4、any preparation for the application，for example take cpa test，take related courses?5、针对简历，职责，收获，我积极在这个section换成中文6、针对出国和考研7、最后聊了半天兴趣兴趣。
二面：基本上没有太多环绕专业问题，她一边翻看我文档资料，一边跟我谈论喜欢看什么样书（她喜欢希腊历史，文化、政治等等所有方面），为什么本科毕业选取了另一所学校，喜欢什么样电影（由于我说我喜欢看电影）之类，尚有某些都市比较等等，很难说是在问我问题-- 由于我只是见缝插针地刊登某些看法或问她某些问题；然后让我问问题，我本来准备了四个问题，她都详细回答了不算，还由于在此过程中我又引出了其她问题来讨论，成果说了好多。
对了，她说了好多这个行业如何tough话，还会不时小小打击我一下，再予以某些勉励。
一方面用中文向我问好，然后开始提问（e文）：你为什么要选取accounting firms呢？你本科不是学这个？如果进来了将会晤临fierce competition，与否做好了准备呢？training和员工素质问题常用问题：至少花了半个小时环绕我专业背景逼问。
z：“you are major in mkt,a very hot major.why do you apply 4 an acc firm?”x：多数公司mkt和sales不分，去了mkt也是做sales,我不适合,也不喜欢。
麦肯锡二面
比较幸运，莫名其妙的进入了第二轮。
所以连第一个面试官都问我，你的专业是新闻传播干吗跑过来做咨询？我只能说挑战性之类的应承着，不过心里着实的骂着，难道咨询不需要沟通呀？不需要了解客户心理？亲爱的面试官给我了一个地铁公司想要改善广告收入，如果给他制定方案的问题。
开始是英文的，后来自己是在驾驭不了又改回了中文。
其实现在想想应该换个题目的，这个题目自己太熟了，今年四月份我就自己带队做的北京地铁报的项目，对地铁广告的了解自负多过麦肯锡任何一个人，加上这个面试官不停的催促我拿方案，我就放弃了去思考问更多的问题。
自己认为真是旁征博引去证明地铁中各种广告存在的价值，并大力推荐DM，例如瑞典METRO和香港RECRUIT的模式，从上海/广州/北京的地铁谈到香港/东京的地铁，侃了四十分钟。
其间面试官和我探讨DM杂志的广告额估算以及发行量估算等等问题，还是因为太熟了，根本和他交流不够，直接告诉他我以北京娱乐信报的广告作为参考，同时给出了他西直门、建国门、复兴门客流量的数据、北青报/娱乐信报的广告价位，广告折扣，印刷成本等等。
但是面试官还是不太满意，我们又开始谈消费者构成，广告构成甚至我开始和他聊北京房地产广告和汽车广告的市场大小（因为我之前作过一个汽车的项目）总之，算尽聪明反害了卿卿性命，出来后悔死了，干吗弄得那么明白，我敢保证我的数据都是准确的而且合理的，但是麦肯锡一定认为我是经验主义。
最后考官对我的评价是“以自己的经验很好的平衡的回答了问题，但是缺乏对问题内部driver 的探讨，整个面试都没有看到，嗬嗬，我只能点头，其实我都不明白那个driver的意思。
第二个案例在说保险业，说银行与保险联合在柜台推出险种，是不是还可以保持百分之三十的增长。
经过三分钟的思考，我又开始回答问题了，面试官逼的又紧，一点不像第一面的面试官那么舒服。
我先回答了不可能这么高的增长（事实证明这么早回答结论是错误的）我从wto到客户需求，从信用卡逐渐普及到电子商务的问题谈了个遍。
谈谈面试经历英语作文
谈谈面试经历英语作文My Interview Experience。
The interview was intense, but I tried to keep my cool. The moment I walked in, I felt the eyes of the panelstaring at me. My heart started to race, but I reminded myself to breathe. I shook hands with each interviewer and introduced myself, my voice sounding steady.They asked me about my past experience, and I had to recall projects I'd worked on. I described a challenging task I'd faced and how I overcame it. I felt like I was telling a story, and I tried to make it engaging for them. They nodded and seemed impressed.One question really surprised me. It was something I hadn't anticipated, but I took a moment to think and gave my best answer. I felt a bit nervous, but I knew I had to stay confident. I told them what I knew and how I'd approach the situation if it ever arose.After the technical questions, they shifted to more personal ones. They asked about my hobbies and why I chose this field. I talked about my passion for learning and how it drives me. I tried to be authentic and honest, showing them the real me.At the end, they thanked me for coming and said they'd get back to me soon. I felt a sense of relief and also excitement. I knew I'd done。
2021年麦肯锡招聘面试案例分析样题和答案英文
McKiney On line case studyTo step through this case example，we will give you some information，ask a question，and then，when you are ready，give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note，you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise，you will answer a series of questions as the case unfolds. We provide our recommended answers after each question，with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview，we are more interested in your explanation of how you arrived at your answer，not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue，and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case，there will be far more interaction with the interviewer than this exercise allows. For example，you will have the opportunity to ask clarifying questions.Finally，a live case interview would typically be completed in 30 - 45 minutes，depending on how the case evolves. In this on-line exercise，there is no time limit. There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview，so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh yourmemory of previous answers by clicking the highlighted Q&A links to the left. To print the answer，click on the print icon that appears in the TOP RIGHT corner. At the end，you can print the entire on-line case study at once.The caseQuestion 1Client Goal：Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case，you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually，and while it is in a strong financial position，it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in orderto meet its growth targets，while staying within its budget constraints.Q1：What levers does the organization have at its disposal to achieve its growth goal?A：Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.•Attract more applicants at the same cost•Review the list of campuses targeted (e.g.，optimize resource allocation across schools). The review may result in adding certainhigher potential campuses and eliminating other ones that appear tohave more limited potential.•Review recruiting approach at each campus (e.g.，optimizecost-effectiveness of messages and approaches at each school).•Extend offers to a higher percentage of applicants while maintaining quality(e.g.，reduce the number of people who are turned down who would haveperformed equally well in the job)•Improve acceptance rates among offerees (e.g.，better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.•Review the list of campuses targeted (e.g.，optimize resource allocation across schools). The review may result in adding certain higher potentialcampuses and eliminating other ones that appear to have more limitedpotential.•Review recruiting approach at each campus (e.g.，optimizecost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers，the interviewer would be able to assess them. But for the purpose of this case study，we are going to focus on these two levers.Q2：How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted?What sort of analysis would you want to conduct and why?A：You might take the following approach，where we've outlined two avenues of analysis：•Estimate the hiring potential across schools•Analyze the number of hires by school over the last several years•Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in anentry-level position with the client•Consider the size of the graduating class at each school，determine how that class might be segmented (e.g.，each class could besegmented by discipline or segmented based on career interests inresponse to the survey)，then calculate the size of each segment •Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach，we love to see candidates come at a problem in more than one way，but still address the issue as directly and practically as possible. In giving the answer，it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e.，attracting，assessing，and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3：What is the average cost-per-hire of all other candidates?Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A：The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hires The number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher，you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q：In order to decide whether to reduce costs at the least efficient schools (i.e.，those with an average cost per hire of $2,000)，what else would you want to know?A：Some of the possible answers are given below.Basic questions：•What are the components of costs at these schools (why is it so expensive to recruit there)?•What opportunities exist to reduce costs?•How much cost savings would result from implementing each of the opportunities?•What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight：•Why is the cost lower at more efficient schools，and are there best practices in resource management that can be applied to the least efficient schools?•If we reduce costs at the least efficient schools，what will we do with the cost savings (i.e.，what would be the benefit of spending the money elsewhere vs.where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers，but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case，be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g.，advertisements/flyers on campus) does not yield any significant increase in hires.Q5：Given that increased blanket advertising spending seems to be relatively ineffective，and the client doesn't want to increase overall costs，what might be some other ideas for increasing the candidate pool on a specific campus?A：We are looking for at least a couple of answers like the ones given below：•Improve/enhance recruiting messages (e.g.，understand target candidate group，refocus message on this group，understand competitive dynamic on campus)•Utilize referrals (e.g.，faculty，alumni)•Come up with creative ways to target specific departments/clubs of the school•Rethink advertising spending - while increasing blanket ad spending doesn't seem to work，advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic，targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake，let's say we've conducted market research and found that there are two types of people on each campus，A and B. Historically，our client has also used two types of recruiting messages in its advertising. The first，called "See the World," gets one percent of type A students to apply，but three percent of type B students. The second，called "Pathway to Leadership," gets five percent of Type A students to apply，but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses，and the message our client is using on campus.Q6：Assuming there's no difference between the costs of each message，what can you tell me from this information?A：According to these numbers，the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable onlyif more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message，whether the cost increases depending on the number of students at the campus，and how interested we are in students of Type A vs. Type B (e.g.，will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7：How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A：The answer is 20 candidates (i.e.，an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8：What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A：The ability to come to a logical，defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case，we do want to be able to share our current perspective. The ideal answer would include the following points：FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost：•Increasing blanket advertising is ineffective and costly，but changing the advertising message on some campuses could increaseapplicants significantly without increasing costs. At one of thecampuses we've looked at，University 4，the number of applicantswould go up more than 100 percent•The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certainplaces or reallocate resources more efficientlyNEXT STEPS•We plan to explore further ideas for increasing quality applications by changing the mix of schools，beginning with a more detailed review of the opportunities to reduce costs at certain schools•After looking at levers to increase total applicants，we will be analyzing opportunities to improve the offer rate (i.e.，ensure we're not turning down quality applicants) and to increase the acceptance rate•We will examine additional methods for attracting more applications from our current campuses (e.g.，referrals，clubs) in addition to assessing the impact of improved messaging on campus。
【留学回国找工作】麦肯锡精彩面经分享
【留学回国找工作】麦肯锡精彩面经分享刚刚进行完McK的面霸之旅，虽然是第一次面试经历，不过这样一番折腾，自觉都快成面霸了。
在回来的火车上，信号拉拉差，反正没事干，决定积攒rp，乘热打铁，写写面经，也算总结经验，回头再战….（我承认第一段看完我就可以直接被淘汰了。
）基于本文的初衷除了找回自己的中文，更重要是记录这个过程，以便后人及后几参考，决定采用流水账形式。
第一部分，面试前首先当然是投简历啦，没什么好说，要注意投的时候资料完整，即使你觉得很简略的几行实习证明，也起码证明你简历的真实性，事实上，根本没人有兴趣你的实习鉴定是什么样的，重要的还是简历。
我投的时候因为还没收到美国的实习证明，就没附上，之后HR基本第二天就来信说要加上缺的材料。
之后因为网申的账号已经进不去了，我就投了email，一次加上之前投过的材料，重投了一次。
在这部分里面，我特别注意了将附件统一文件名，在email里申明之前缺材料的原因，写了一份附件的清单附上注明是英语、德语或者中文。
一个礼拜不到就收到消息，约时间面试。
收到确认信，关于MDay (Marathontag就是面试的那天，马拉松我没跑过，无从比较，但是体力确实要跟上)的流程，酒店地址，前一天自愿的非正式晚宴的邀请，(说是自愿，大概没有人敢没有理由的拒掉，不过其实对于放松心情还是挺管用的) 还有就是笔试的练习题了。
消息插播，准备的3个礼拜过程中，经历了另外两个企业的电面，主要关于简历的，虽然最后也不是HappyEnding，但是对于练习面试德语有一定效果，至少在后面MDay的简历部分比较自信。
个人觉得，这个部分，练习很重要，当然也可以找朋友练，不过石狮子嘛，有多少效果很难说。
第二部分抵达刑场先说一下面试前一天的情况，从家里出发的时候，因为西装等诸多细节问题(比如黑西装上下黑的颜色要统一，比如女生高跟鞋的鞋跟要么新换，要么买新鞋，又或者穿裤装遮住)，耽误很多时间，所以有点忘掉了练习case的感觉。
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麦肯锡英语面试经历介绍
三点半开始。
长江中心。
我去过无数次的地方。
等了很久。
貌似behind schedule了。
大约四点我进去。
等了大概5分钟。
第一位面试官出现了。
乍一看。
不好。
中国人。
呵呵。
大家肯定觉得奇怪，中国人还不好。
呵呵。
因为在香港的无非是香港人或是新加坡人。
说实话。
两者面试官的英文我都听不太懂……据六六同学不成文的面试经历总结。
面试官外国人好过本土人。
男人好过女人。
sigh..
进来给我一名片。
我一看。
恩。
果然是新加坡分公司的。
说一下。
Mckinsey还有很多大公司都采用跨地域面试。
就是一般面试的'都不是本地的manager.比如我在pwc时就是伦敦office的人过来面。
坐下来先聊。
当然都是英文。
都是些很general的question.无非是对我的经历感兴趣的。
因为我之前在清华，后来在香港，中途又去美国。
我就一一作答。
然后被问到迄今为止最proud的一件事情。
我最讨厌被问到这个问题，因为老实说我就没啥proud的。
然后嗯了一下。
不知道哪根神经搭错了，忽然说age.后来发现。
哎。
果然 ___。
但说都说了，我只好解释说，因为我年龄小。
16岁进大学。
20岁毕业但是却已经走过了很多地方，一个人处理过很多问题。
blahblah...然后貌似那人挺吃惊的。
说阿。
你这么小阿。
我心里恨恨地想。
难道看不出来么。
哼哼。
然后就开始做case.
第一个case是一个新加坡的sugar refinary pany.简单介绍了一下公司的性质，然后说他们现在每年lose200万。
他们的
petitor多半不是local pany.而是一些国外的pany import white sugar from say, thailand then sell them in singapore.现在有个公司approach你，说让你把公司move到印尼。
因为cost小，可以赢利。
问你。
move或者不move.
第二个case是一个做电子行业的multinational pany.在中国有个零件制造商approach他们，说希望被他们收购。
因为这家公司现在亏空。
问你。
要不要收购？
第三个case是说在剑桥旁边一个三明治店。
没有座位的。
lunchtime的时候卖三明治。
请估算它的年收入。
当你算出年收入之后。
继续问。
现在来了一小摊贩。
就是非法的。
流动人口那种。
什么都没有。
就一雨伞。
雨伞下面一摊，卖三
明治。
就在这小店的前面。
之前问出来的info有小店三明治5元一个。
这流动摊贩卖3.5一个。
但是却抢走了小店1/2的customer.问怎么办。
一点总结。
前面两个case我做得不好。
feedback是我太拘谨了。
呵呵。
说一点都不怀疑我的智商。
但是 ___show给它们智慧的火花。
（当那个jj用英文说出智慧的火花，我都快笑傻了）说我应该更积极地展现自己的思维。
我自己感觉最后一个做得不错。
interviewer也说做得不错。
感觉上就是你就算很困惑，也请你在心里困惑。
千万别跟我前两个 case一样。
一困惑就皱眉头。
然后还有很多习惯性动作，咬笔头啥啥的。
模板,内容仅供参考。