麦肯锡Mckinsey面试访谈技巧(英)
麦肯锡面试问题
1st Round:1) We are back in the 80s, and Daewoo wants to enter the I talian market. They approach you and say that they want to sell 100,000 cars after one year. What do you tell them?2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. I t is experiencing profitability issues. What action would you recommend it takes?3) Our client is a retail brokerage. We have seen our customer base decline over the past 18 months. Why this happening is and what can we do about i t?4) The client owns mines that produce high and low grade ore and processes it into an alloy that is then sold as an additive to strengthen steel (sold directly to steel manufacturers). A new foreign competitor has shown up in the market and the company is losing profits. A general manager of one of the processing plants asks what he should do to maintain profits.5) The past few years a Health Insurance Company has been growing at a rate of about 15% a year. This past year it only grew by 1%. Costs are rising 12% each year. What is the problem and what should the company do?6) Company X is a chemical manufacturer. They make a product that is very similar to Company Y’s product. Company X and Y are direct competitors in many geographic markets, but each also has unique areas in which the sales forces do not face direct competition. Company X buys Company Y. How do you integrate the sales forces?7) You are working for a Brazilian soda manufacturer that is experiencing declining profits over the last two years. Why is this occurring? [competi t ion from generics] What is the size of the market for canned cola? What are the company's options for improving profitability? What are the possible effects ofa change in the cola's price?8) Our client is a mid-Western HMO. They have 300 doctors and 300,000 subscribers. They handle mostly checkups and routine visits. The HMO outsources specific cases to local specialists. Over the last two years the HMO has seen their profits decrease. They've called us in to find out why.2nd Round1) A European iron mining company bought a piece of land in Australia with a high content of iron. Should they proceed wi t h extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What do you tell the CEO?3) A health and fitness center, a chain of gyms, like Bally's is considering building more tennis courts. The cost of the land development is 2.5 million for 10 tennis courts per gym. Determine if the gym would break even if they charged an additional fee of $7 per game.4) Our client is Burger King. Their growth has been slower than expected. They want to know why? And estimate for me the size of the hamburger market.5) Tell me the annual revenues of a company you're following?6) The law has recently changed. Consumers can now swi t ch cell companies and keep their phone numbers. What are the effects of this legislation? What is the cost of this legislation? And can you recommend any options for the cell phone companies?7) A healthcare company that sells to individuals and small businesses has seen growth in the last 5 years, but this last year there has been a decline. What is going on? What sort of incentive system do we have and what kind can we create? (There were a number of graphs and charts that the stude nt had to8) You and your colleagues are McKinsey partners trying to decide which nonprofit to help. Your goals are doubling their revenue and improving their management. Each participant has information the others don't have. Which one should you pick? [what criteria to use, etc.9) Our client is a travel agency in NYC which employs 25 people. They have seen their commissions cut from 10% to 8%. They are wondering what strategy they should adopt to increase their profits, and what else they should do to remain profitable and grow their business?10) "First, I would say that globally, the cases had a bi t of a different felt to them than many I had worked on. All three were business cases, however, in two of the three, there was less opportunity to structure the cases——the questioners asked specific questions about data that they presented to me a bit at a time—usually in graphic format. In two out of my three cases, there were mul t iple graphs and charts that built on one another. Conclusions drawn from the first graph were applied to graphs presented later in the same interview. Also, when I analyzed the data, I was usually given a ratio or series of ratios that I needed to calculate. At the beginning of each graph/data series, the interviewer would explain the significance of each of the ratios I was to calculate. When I finished calculating them, he asked me to explain what the results meant. To be honest, the ratios may have been quite common, but they were new to me."3rd Round (Nov. 2003)1) Assuming zero costs. What are the first three industries that will appear in outer space?1) It's October 2001, with the current gloomy economy. One of the most affected industries is the luxury industry: People tend to postpone buying luxury goods, and even if they have the money, after what happened it is not the right time for them to buy something which is unnecessary. A client approaches our firm and asks us to increase his sales. What do we tell him?BCG1st Round (Nov. 2004):1) Our client is a mid-sized manufacturer of industrial batteries for the aerospace and defense industry. For example, the company's batteries can be found in various military missiles as well as in the Hubble Space Telescope. Over the last few years, the defense and aerospace industries have been flat or declining, so the client is looking for high-growth industries that might be able to make use of i t s battery technology. After a review of possible industries, the client wants us to look at whether they can enter the market to provide batteries for implantable cardiac defibrillators. Estimate the size of the market for implantable cardiac defibrillators, and then tell me how you might go about helping the client decide whether or not this is a good market to enter.2) Our clients are a consortium of 10 commercial real estate companies (2-3 big companies, 4-5 mid-sized companies, and 1-2 small companies) that collectively own 350-400 buildings in downtown areas of ci t ies all over the country. Together, they spend $1 billion/year on all of the non-sexy aspects of owning commercial real estate: cleaning and general maintenance, plumbing and electrical repair, etc. They have come together to explore the possibility of setting up a "buying pool" to realize cost reduction by achieving economies of scale in purchasing products and contracting for services to conduct this general maintenance. This "buying pool" will cost $40 million (one-time fixed cost) to set up and will cost $10 million/year to maintain. Is this a good idea? What kind of information do you need to know to help your clients decide if this is a good idea?3) The client is a four-year music university in Boston that specializes in classical music for pre-professional students. The university is under performing in three key areas when compared to itsbiggest competitor. The areas are: applications per seat, high-quality applications, and accepted applicants that enroll. The mission of the university is to increase the number of high-quality students.4) The industry is the Yellow Pages. What is the business? What do they do for money? What is their profit?5) A small agrichemical company wants to triple its revenue by 2005. What are some of i t s options, and how would you evaluate those options?6) A Vietnamese manufacturer of cooking oil wants to improve i t s revenue. How would you figure out how big the domestic market is [not a back of envelope calculation; assume you had a week——whom would you talk to?]?7) Constantly breaking down. The government is fighting over how to fix and fund it. The train drivers’ union says it will go on strike unless the government guarantees that there will be no layoffs. What steps would you take to "fix" the problem?8) How would you increase recruitment and retention in the military?(9) BCG gave me a lot of data to sift through to determine which demographic of cell phone users it should target to increase revenues.2nd Round(Nov 2004)：1) A cleaning product supply company's profits and revenues have been falling, but market share has remained the same. What's going on? (Charts and graphs given)2) Our client owns 120 hotels. He has left the management of the properties to a manage ment company. Since 2001 they haven't broken even even though occupancy rates averaged 80 percent. - Charts given3) A music company is bringing out a CD for a new artist. How would you market and price, knowing that you'd like to charge a premium for the cd?Final Round (Nov. 2002)1) You are consul t ing to the manufacturer of airplane engines (2 main engines: for wide body planes and narrow body planes ——> regional and low cost airlines, which are growing, use the narrow body planes). The client is considering entering the airplane leasing market, because one of its competitors (GE) is already there, and the client hypothesizes that GE's presence in leasing helps its engine sales. What do you tell him?2) Last year, lawsuits cost corporations $200 billion compared with $70 billion in 1990. How would you advise a roundtable of CEOs to attack tort reform?3) The U.S. Post Office lost millions last year. How would you advise the new CEO to turn the Post Office around?4) We have been hired by a Mexican company that has a dominant position in all of i t s markets but one: ketchup. Although its ketchup sales have been increasing, its market share is stagnant (10%) and its profit margin remains below that of i t s competitors. What do you think might be happening? What would you suggest the client do in order to increase market share and profits?A small pharmaceutical research company is about to start clinical trials for a new and promising molecule. The trial process has three phases, with different associated costs and probabilities of success:Costs (million) Pr. Success- Phase 1 $10 .40- Phase 2 $5 .2- Phase 3 $80 .105If the process is successful and the new drug is introduced in the market, i t would generate total incomeflows of $300 million.+ Draw a graph showing the income stream for the next ten years (assume that full adoption is reached in year 7)+ The pharmaceutical company is looking for a buyer. How much should it ask for?Booz1st Round1) Our client is a magazine publisher. They are considering a new pricing program where the price for subscriptions would increase every year. Evaluate how such a decision would impact their business. Would you advise they do it?Bain1st Round (Nov. 2003)1) Our clie nt is Apple Publishing, the largest publisher of children’s fiction in the industry. Seven years ago the CEO became concerned that childhood literacy rates were low and decided to make a difference. He entered the telemetry textbook market. He thinks they are the best now, but hasn’t been rewarded. Seven years later he has 70 million dollars in sales and 20 million dollars in losses. They are less than 5% of the market, but the CEO wants to stay in the market, how can he do it?2) Our client produces 2-inch wrenches. They sell to Home Depot and also to auto-mechanics directly. If you were a store manager at Home Depot, how many varieties of wrenches would you display to sell and at what price points? How are the Home Depot wrench buyers different fro m the auto mechanics? If you wanted to provide discounts to the auto mechanics, which of them would you target and why? What information would you want from them first?3) University town has a population of 40,000 students. Currently there are nine restaurants. You're client is thinking about opening up the tenth. Is this a good idea and should she open up a fast food or a specialty restaurant?4) A major airline is thinking about going head to head with the discount airlines by offering "cheap" fares. Does this make sense? Estimate the size of the European "discount" airline market.5) Your client sells coffee on the five Japanese Bullet trains (high speed trains). Estimate the size of the market. How would you advise them to increase sales?6) Our client, a private equity firm, is considering an investment in a manufacturer of digital inkjet printers (printing large billboards). The manufacturer wants to enter the screen printing market (printing signs and point-of purchase posters, e.g. for supermarket sales). How big is the screen printing market? Which particular segment is the most attractive?7) Estimate the market size of printers in Hong Kong. A U.S.-based PC manufacturer now wants to get into the printer market. Assess the opportunity.8) We have been hired by a global wealth management company that has 2 divisions: asset management and private banking. Our asset management profits have been decreasing, and our private banking profits have been increasing. We need to help our client determine strategy to increase all his profits.9) We have been hired by the Board of a company that is loosing money. The Board has asked us to determine whether any of this loss can be attributed to the Leer jet that the management team uses.10) We have been hired by a company that has just finished making the Millennium Eye, a large Ferris wheel that will be placed in the middle of London. Our client wants to know how big the market is and how much we should charge per ticket.A.T. Kearney1st Round (Oct. 2003)1) The CFO of a top 3 retailer wants you to evaluate the viability of developing exclusive contracts wi t h distributors. The three questions you should address are:1. Pro's and Con's of pursuing exclusive contracts2. Identify the categories that should be explored for exclusive contracts3. How would you operationalize these contracts?2) Case setup (facts offered by interviewer):Your client is a U.S. basedθ oil refinery. The refinery has a single location and is a small to medium-sized refinery. Your client, although profi t able, 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 line. You have been assigned to work with the maintenance division. The maintenance department’s primary objective is to prevent equipment failure and to repair equipment when it does fail. Understanding 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 Maintenance Supervisor 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 MaintenanceContractors are a group of outside Supervisors and Craftsmen who suppo rt 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:Whatθ opportunities exist to increase profits?What recommendations can you make to capture savings related to the identified opportunit ies?What is the cost savings associated with your recommendations?Suggested solutions:The first question involves identifying opportunities to improve profits. The candidate must start wi t h 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 candidate would 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.) fi t s into the category of Daily workCraftsmen Daily work Turnaround TotalClient $ 8MM $ 2MM $ 10MMContractor $ 5MM $ 9MM $ 14MMTotal $ 13MM $ 11MM $ 24MMSupervisor TotalClient $ 1MMContractor $ 0.5MMTotal $ 1.5MMSince the Craftsmen table represents a larger dollar amount than the Supervisor table, it is logical to 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 wi t h 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 there 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 + 100 Craftsmen in Centralmaintenance) = $50,000 / yearAnnual cost of contractor craftsmen = $ 14 MM/ 140 contractor Craftsmen = $100,000 / year Again, 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 qualit y.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 a workforce (especially a unionized workforce), the candidate would be told that through a series of interviews wi t h 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 associated 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 craft designation creates the inefficiencies. Essentially work is too finely divided. I t 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 to support 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 (albeit 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 wi t h 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 second, 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 wi t h the present level of 200 client craftsmen who are functioning as 100 equivalent contractor Craftsme n (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 betaken 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 addi t ional client craftsmen + $0.5MMin 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 t he above points.Mercer1st Round1) A New England telephone company is thinking of entering the home security market. What is the potential market size and what would you recommend they do?2) If I gave you $10 million dollars to invest in any one business, which would i t be?3) Should Kraft Foods expand and incorporate ice cream into their product mix? If yes, how should they enter this market?4) You are starting a new business, a gourmet coffee shop. The shop is located next to a train station. You're building the business with the hope of selling it within two years. What is your strategy?5) How big is the market for window display marketing books?2nd Round(Nov 2004)：We have been hired by a client to help her evaluate his product mix and determine the best one going forward. Refer to graphs.。
麦肯锡面试指南超值啊
Preparing for your McKinsey interviewThe Interviewer’s PerspectiveCommon Interview QuestionsCase StudiesAsk a QuestionTHE INTERVIEWER'S PERSPECTIVEDuring every stage of your interview process we will be probing your ability to listen, process information, think creatively, and articulate your thoughts. We will assess your strengths against the four major attributes we believe are common to successful McKinsey consultants:•Problem-solving ability•Personal impact•Leadership•Drive/aspirationsProblem-solving abilityWe’ll use case studies and oth er probative techniques to gauge your intellectual horsepower, logical reasoning ability, curiosity, creativity, business judgment, tolerance for ambiguity, and intuitive feel for numbers.Personal impactYour presence, personality, level of assertiveness, empathy, and communications style are intrinsic to your success as a consultant. We will test your ability to listen as well as to articulate your own point of view—and your ability to stand by your views if challenged. We will try to see if you would be comfortable in a team situation, and if you have an interest in other people and a sense of self-confidence without arrogance - in other words, we are looking for people who are fun to work with.LeadershipYour willingness to take on a leadership role is as important at McKinsey as your ability to work as part of a team. We will explore your ability to seize opportunity and take action and ask you to show us how you might build a team and encourage and facilitate a shared vision. We will be looking for signs of entrepreneurship, including a willingness to take a personal risk. We will seek evidence of your persistence in the pursuit of what you want, and your ability to keep a clear focus amidst escalating demands.Drive/aspirationsWe will be assessing your personal drive for excellence, as well as your energy level and perseverance. We will want to know if you set high aspirations for yourself and expect outstanding results. We will assess how you handle obstacles and if you are willing to go outside your comfort zone in order to achieve what you want.COMMON INTERVIEW QUESTIONSDuring your McKinsey interviews we will be probing your strengths along four key areas: problem-solving ability, personal impact, leadership, and drive/aspirations. We will be asking a series of questions designed to help us get to know you better along these lines. Here is a sampling of the type of questions you can expect.•To assess your problem-solving ability•To assess your personal impact•To assess your leadership•To assess your drive/aspirationsProblem-solving ability•How would you go about estimating your competitor's budget for ___________ expenses? What other numbers would you want to know in order to estimate it?•What kinds of things could a ________ business do to become more profitable?Other things such as competitive position being the same, which type of business do you think would have greater returns on sales: _________ or __________?•What could you do to reduce absenteeism in a ______ factory?•Where might you look for information on traffic patterns near a shopping mall?•Describe a situation you handled creatively.•Describe a situation in which you had to convince others that your view, approach, or ideas were right or appropriate.•Describe a tough decision and how you reached it.Personal impact•What experiences have you had working in teams? Using a specific example, what role did you play on the team? How did you select that role? What were the most/least satisfying aspects of working on that team? What is the most difficult thing for you in working with a team?•Describe your relationships with colleagues, professors, bosses, and others in a significant academic/work experience. In what ways were you most effective with people? What conflicts or difficulties did you experience? What kinds of people did you find most challenging? What would your colleagues say about you?•Describe the social environment at your school. How satisfying was it for you? What difficulties did you experience? Did you have any specific problems with faculty or administration? With which groups did you interact most comfortably? Why?•How do you spend your spare time?•Describe a delicate situation in which your personal sensitivity made a difference.Leadership•Describe a situation in which you recognized a problem or opportunity and organized people or actions in response. Did you choose to pursue this situation on your own or did someone else ask or suggest that you pursue it? What obstacles did you face? How did you overcome them?•What leadership roles have you played in school, at work, in your community?•When have you felt most fully challenged and stimulated in your academic or work experiences?Most frustrated? What did you do about your frustration?•Have you ever had an idea or a goal to achieve something that required action by other individuals beyond just yourself? How did you get the idea or come to set the goal? How did you find or mobilize the requisite resources to make the idea or goal become real? How did you deal with any unforeseen events along the way?•Your resume indicates that you _______. What prompted you to do this? What obstacles did you face and how did you overcome them? What satisfied you most about the experience? Least? Did you have to make any sacrifices along the way? What lessons have you learned? Knowing what you do now, would you do it again?Drive/aspirations•What aspirations do you have for yourself over the next 5 or so years —professionally and personally?•Describe a situation in which you were aspiring to reach a goal. What obstacles confronted you along the way? What did you do to overcome them?•Describe a situation that demanded sustained, unusually hard work, where others might have thought you couldn’t succeed. Was the experience stressful? If so, how did you handle the stress?Case StudiesAs part of our interviewing process, we ask candidates to discuss a business problem with each interviewer. Your insights on the case are used in conjunction with the rest of the interview process to help us reach a decision on your potential.Most candidates enjoy the cases and the business problems they raise. Hopefully, they also help you become better informed about our firm and the kinds of clients we serve.•Why We Use Case Studies•How You Should Approach the Problem•What We Are Looking For•Dos and Don'ts•Some Common Mistakes<>Why We Use Case StudiesCase studies are a valued part of the interview because they expose you to the kind of work we do every day. Just as important, they give us an opportunity to see how you think about problems and gain insights into your ability to solve them.Your ability to deal creatively with complex or ambiguous problems in unfamiliar businesses, to structure your thinking, and to reach sensible conclusions with the available facts in a short spaceof time is your most important asset as a consultant. Since no particular background or set of qualifications prepares you to do that, we’ve come to rely upon the case study approach as an integral part of our interview process.How You Should Approach the Problem The cases you discuss in each of your interviews will be different; however, they are generally based on the interviewer’s professional experiences and will usually describe situations with which you are not familiar. Your case migh focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner.In addressing the case, it is important that you apply a logical, well-structured approach that enables you to reach a reasoned conclusion. At a minimum, you should be sure that you:o Understand the statement of the problem and the question that you are being asked to answer — ask for clarification on points that you feel are unclear.o Think broadly —do not get bogged down on one particular issue before you have explored other areas that may be important.o Address the issue —candidates often focus too much on their own area of expertise rather than the important issues (e.g., accountants focusing on the financial aspects of new product development without mentioning customers).▪Break the problem down into a logical structure — there may be several issues to be addressed in order to reach a conclusion.▪Address the issues one at a time — your interviewer may not expect you to get through all of them in the allotted time.▪Communicate clearly and succinctly.▪Request additional information —as you build an understanding of the problem, there may be more information that you need.▪Test your emerging hypotheses--keep coming back to check that you are addressing the question you were asked.▪Conclude--synthesize your thoughts concisely and develop a recommendation.If you are stuck, a useful fall-back is to think about what really makes the difference between profit and loss (revenue minus costs), i.e., focus on the key problem areas that the company must address to make money. Although it’s not always relevant, it will be key in many situations.What We Are Looking ForIn most instances there is no “right answer” to the problem. The key is that you demonstrate your ability to think it through in an insightful way, that you reach a reasoned conclusion that is supported by the evidence, and that you can clearly synthesize the discussion. Listen carefully to the scenario; if you miss critical information it can affect your ability to solve the problem.During the case study, we look for evidence of your ability on a number of dimensions--logical reasoning, creativity, quantitative skills, business judgement (not business knowledge), pragmatism, and an ability to structure problem solving. We also look for evidence of intellectual curiosity and enthusiasm for typical consulting issues.Equally important is for us to get a sense that you are comfortable with our working style--learning from the emerging facts and developing revised hypotheses as more information becomes available. You should be receptive to new information and use it to push your thinking forward. When you are asked a question, you should refer back to any relevant information that’s already been discussed rather than answer it in isolation.Case Study Do’s and Don’ts▪Listen to the problem--make sure you are answering the question that you have been asked to answer.▪Begin with setting a structure--think of 4-5 key questions that you need to answer before you can synthesize the overall issue.▪Stay organized--finish one key question and arrive at a point of view on it before you go on to the next.▪Step back periodically--summarize what you have learned and what the implications appear to be.▪Communicate your train of thought. Even if you have considered some alternatives and rejected them, tell the interviewer what and why.▪Ask for information judiciously--make sure that the interviewer knows why you need the information, and be prepared to propose quick and inexpensive ways of collecting it.▪Watch for cues from the interviewer--and keep an open mind▪Do not try to “crack the case”--it is much more important to clearly demonstratea logical thought process than to arrive at the solution▪Use business judgment and common sense.▪Relax and enjoy the process. Think of the interviewer as a teammate in a problem solving process and the case as a real client problem that you need to solve.Some Common Mistakes▪Misunderstanding the question asked or answering the wrong question.▪Proceeding in a haphazard fashion, i.e., not identifying the major issues that need to be examined or jumping from one issue to another.▪Asking a barrage of questions without explaining to the interviewer why you need the information.▪Force-fitting a few familiar business frameworks to every case questions, whether they are relevant or not (or misapplying a relevant business frameworkthat you do not really understand) rather than simply using common sense.▪Not being able to synthesize a point of view based on the information provided by the interviewer.Ask a QuestionNeed more information or have a question? Contact McKinsey at career_opportunities@CLOSE© Copyright 1996-2002 McKinsey & Company. Terms of Use. Privacy Policy.。
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。
麦肯锡-面经参考
麦肯锡面经[面试]【面经】麦肯锡一面，多亏了面试官的提示引导发表于2018-10-41.麦肯锡一面是什么流程？两个面试官，背对背面试，每个人一个小时。
每一轮面试都很标准，15分钟行为面试，35分钟案例面试，还有10分钟，面试官会说：你还有什么想问我的？2.行为面试是怎么问的？行为面试也很标准，就是一个自我介绍，再讲一个故事。
第一个面试官让我做一个五分钟的自我介绍，第二个面试官直接说，你用一分钟介绍你自己吧！算是比较有挑战了。
第一个面试官让我讲的故事是你碰到的最大的挑战是什么？怎样解决的？第二个面试官问的是，你有没有碰到那种跟人起了冲突、需要想办法解决的情况，是怎么解决的？这个回答的不是很顺利，面试官觉得我讲的是事情太小，让我临时换了一个有点影响力的事情。
3.案例面试难不难？首先，案例面试的形式也很标准，没有那种很神奇的、很开放的案例，还是那种有打印好的图表的形式。
但是我的两个面试都比较凑巧，都是政府类型的case，客户都是贫穷地区的地方政府，要提升交通和住房状况。
做题的顺序也很标准，第一题就是框架，基本上我讲完之后都会问我还有没有什么需要补充的，然后问，那你觉得从哪里开始？然后就到图表分析了。
我觉得第一题讨论结束大概就有10分钟了。
我的两个case都有很多图表，第一个case里面是以图表分析为主，要我从里面找出结论。
我其实没有做好！一个图表通常可以从横向和纵向两个维度去分析，但是我当时漏掉了纵向的分析，所以就少了一个结论。
于是面试官就用比较挑战的方式不断地问我问题，我至少花了五分钟才明白他想引导我去做的是什么分析，然后赶紧做完这个结论才往下走。
第二个case也有很多图表，但是以计算为主的。
因为一共涉及四个图表，很多数字，光是梳理和讲清楚计算的思路就花了三分钟。
其实计算这里，我也犯了一个错误。
我在计算完之后就开始讲，我觉得这个结果还可以通过几个方式进一步改善。
面试官立刻挑战我，也算是提醒我，说你现在已经开始给建议了吗？我们现在还没到时候，你现在只需要回头看看这些数据，告诉我你有什么发现就好了。
【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。
麦肯锡招聘面试案例分析样题和答案.doc
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 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.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 order to 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 resourceallocation 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 schoolHelpful 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 asdirectly 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 only if 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. TypeB (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。
【留学生招聘网】面试贝恩、麦肯锡等世界顶级咨询公司时,如何说话才像一个老司机
【留学生招聘网】|面试贝恩、麦肯锡等世界顶级咨询公司时，如何说话才像一个老司机咨询行业语言内行看门道外行看热闹专业的人士需要拿出专业的态度来对待工作那么一个专业的CONSULTANT应该怎么说话才是一个专业的CONSULTANT?科普时间到划重点敲黑板The consulting language is almost a separate dialect of English, considering that it has its own vocabulary and changes the use of verbs and nouns in some cases. Don't fret, though. It makes sense if you know where the words come from. Below is a list of our favorites along with some examples of their use. Remember that if you land a job in management consulting, you will be using most of these phrases daily!Blue-sky ThinkingIt connotes thinking creatively, unconventionally, or from a new perspective. Just like the blue sky, ideas should be without limits. It is similar to the expression, "thinking outside the box"."Each brainstorming session requires blue-sky thinking from all participants."Boil the OceanBoiling the ocean suggests inefficiency when you are working on something which outcome isn't worth the effort."There's no need to boil the ocean for this research. We already have the necessary data at hand."Close the LoopIn meetings, closing the loop means finishing an item on the agenda or a topic of discussion with everyone in agreement. It can also be used to describe an item still to be done."Let's close the loop about the pricing model."MBBMBB stands for the top-tier consulting firms McKinsey, Bain, and BCG. Booz is sometimes mixed in with the Big 3 firms, thereby adding one more B to the acronym (MBBB)."Many graduates wish for a position in MBB."MECEMECE stands for Mutually Exclusive, Collectively Exhaustive. This acronym originated from McKinsey. Wikipedia defines it as a grouping principle for separating a set of items into subsets, making sure that you include all relevant information without overlaps. Usually used when structuring research and presentations."Why don't we try MECE to analyze this scenario?"On the BeachIt describes management consultants not getting billable projects from clients. The term derived from the idea of bumming on the beach during free time."Many consultants have been a lot on the beach during the recent recession."PingTaken from the computer and networking world, to ping someone means to contact him or her on a matter. Generally, it is done with email, but the term can be used no matter the media."Can you ping me later this evening?"Scope CreepA management consultant is brought in to find out why a company's new marketing strategy is affecting workplace productivity. Scope creep sets in when they find out that they are also responsible for assisting on writing policies and other tasks not initially included in the project."Avoid the scope creep in this project."SWAGStands for Some Wild-Ass Guess - an idea formulated without supporting data or facts. Often created based on experience."It would not be safe to rely on SWAG completely. We must do our research for this project, as well."TakeawayThe takeaway is the set of key points that the audience should understand by the end of a presentation or meeting. Management consultants who don't ensure their clients get the "takeaway" may not be successful."So, what is the takeaway of your analysis?"View from 30,000 FeetViewing something from 30,000 feet means to understand a strategy, business problem or anything in a bigger picture. Because you are viewing things from a distance, you can think more strategically."Before we decide on pricing strategy, let's have a 30,000 feet view of the current market."面试的时候工作的时候，请拿出专业的态度请说专业的话。
麦肯锡面试指南--超值啊
Preparing for your McKinsey interviewThe Interviewer’s PerspectiveCommon Interview QuestionsCase StudiesAsk a QuestionTHE INTERVIEWER'S PERSPECTIVEDuring every stage of your interview process we will be probing your ability to listen, process information, think creatively, and articulate your thoughts. We will assess your strengths against the four major attributes we believe are common to successful McKinsey consultants:•Problem-solving ability•Personal impact•Leadership•Drive/aspirationsProblem-solving abilityWe’ll use case studies and other probative techniques to gauge your intellectual horsepower, logical reasoning ability, curiosity, creativity, business judgment, tolerance for ambiguity, and intuitive feel for numbers.Personal impactYour presence, personality, level of assertiveness, empathy, and communications style are intrinsic to your success as a consultant. We will test your ability to listen as well as to articulate your own point of view—and your ability to stand by your views if challenged. We will try to see if you would be comfortable in a team situation, and if you have an interest in other people and a sense of self-confidence without arrogance - in other words, we are looking for people who are fun to work with.LeadershipYour willingness to take on a leadership role is as important at McKinsey as your ability to work as part of a team. We will explore your ability to seize opportunity and take action and ask you to show us how you might build a team and encourage and facilitate a shared vision. We will be looking for signs of entrepreneurship, including a willingness to take a personal risk. We will seek evidence of your persistence in the pursuit of what you want, and your ability to keep a clear focus amidst escalating demands.Drive/aspirationsWe will be assessing your personal drive for excellence, as well as your energy level and perseverance. We will want to know if you set high aspirations for yourself and expect outstanding results. We will assess how you handle obstacles and if you are willing to go outside your comfort zone in order to achieve what you want.COMMON INTERVIEW QUESTIONSDuring your McKinsey interviews we will be probing your strengths along four key areas: problem-solving ability, personal impact, leadership, and drive/aspirations. We will be asking a series of questions designed to help us get to know you better along these lines. Here is a sampling of the type of questions you can expect.•To assess your problem-solving ability•To assess your personal impact•To assess your leadership•To assess your drive/aspirationsProblem-solving ability•How would you go about estimating your competitor's budget for ___________ expenses? What other numbers would you want to know in order to estimate it?•What kinds of things could a ________ business do to become more profitable?Other things such as competitive position being the same, which type of business do you think would have greater returns on sales: _________ or __________?•What could you do to reduce absenteeism in a ______ factory?•Where might you look for information on traffic patterns near a shopping mall?•Describe a situation you handled creatively.•Describe a situation in which you had to convince others that your view, approach, or ideas were right or appropriate.•Describe a tough decision and how you reached it.Personal impact•What experiences have you had working in teams? Using a specific example, what role did you play on the team? How did you select that role? What were the most/least satisfying aspects of working on that team? What is the most difficult thing for you in working with a team?•Describe your relationships with colleagues, professors, bosses, and others in a significant academic/work experience. In what ways were you most effective with people? What conflicts or difficulties did you experience? What kinds of people did you find most challenging? What would your colleagues say about you?•Describe the social environment at your school. How satisfying was it for you? What difficulties did you experience? Did you have any specific problems with faculty or administration? With which groups did you interact most comfortably? Why?•How do you spend your spare time?•Describe a delicate situation in which your personal sensitivity made a difference.Leadership•Describe a situation in which you recognized a problem or opportunity and organized people or actions in response. Did you choose to pursue this situation on your own or did someone else ask or suggest that you pursue it? What obstacles did you face? How did you overcome them?•What leadership roles have you played in school, at work, in your community?•When have you felt most fully challenged and stimulated in your academic or work experiences?Most frustrated? What did you do about your frustration?•Have you ever had an idea or a goal to achieve something that required action by other individuals beyond just yourself? How did you get the idea or come to set the goal? How did you find or mobilize the requisite resources to make the idea or goal become real? How did you deal with any unforeseen events along the way?•Your resume indicates that you _______. What prompted you to do this? What obstacles did you face and how did you overcome them? What satisfied you most about the experience? Least? Did you have to make any sacrifices along the way? What lessons have you learned? Knowing what you do now, would you do it again?Drive/aspirations•What aspirations do you have for yourself over the next 5 or so years —professionally and personally?•Describe a situation in which you were aspiring to reach a goal. What obstacles confronted you along the way? What did you do to overcome them?•Describe a situation that demanded sustained, unusually hard work, where others might have thought you couldn’t succeed. Was the experience stressful? If so, how did you handle the stress?Case StudiesAs part of our interviewing process, we ask candidates to discuss a business problem with each interviewer. Your insights on the case are used in conjunction with the rest of the interview process to help us reach a decision on your potential.Most candidates enjoy the cases and the business problems they raise. Hopefully, they also help you become better informed about our firm and the kinds of clients we serve.•Why We Use Case Studies•How You Should Approach the Problem•What We Are Looking For•Dos and Don'ts•Some Common Mistakes<>Why We Use Case StudiesCase studies are a valued part of the interview because they expose you to the kind of work we do every day. Just as important, they give us an opportunity to see how you think about problems and gain insights into your ability to solve them.Your ability to deal creatively with complex or ambiguous problems in unfamiliar businesses, to structure your thinking, and to reach sensible conclusions with the available facts in a short spaceof time is your most important asset as a consultant. Since no particular background or set of qualifications prepares you to do that, we’ve come to rely upon the case study approach as an integral part of our interview process.How You Should Approach the Problem The cases you discuss in each of your interviews will be different; however, they are generally based on the interviewer’s professional experiences and will usually describe situations with which you are not familiar. Your case migh focus on deciding how a company should react to a new competitor or determining what attributes a company should look for in seeking a joint-venture partner.In addressing the case, it is important that you apply a logical, well-structured approach that enables you to reach a reasoned conclusion. At a minimum, you should be sure that you:o Understand the statement of the problem and the question that you are being asked to answer — ask for clarification on points that you feel are unclear.o Think broadly —do not get bogged down on one particular issue before you have explored other areas that may be important.o Address the issue —candidates often focus too much on their own area of expertise rather than the important issues (e.g., accountants focusing on the financial aspects of new product development without mentioning customers).▪Break the problem down into a logical structure — there may be several issues to be addressed in order to reach a conclusion.▪Address the issues one at a time — your interviewer may not expect you to get through all of them in the allotted time.▪Communicate clearly and succinctly.▪Request additional information —as you build an understanding of the problem, there may be more information that you need.▪Test your emerging hypotheses--keep coming back to check that you are addressing the question you were asked.▪Conclude--synthesize your thoughts concisely and develop a recommendation.If you are stuck, a useful fall-back is to think about what really makes the difference between profit and loss (revenue minus costs), i.e., focus on the key problem areas that the company must address to make money. Although it’s not always relevant, it will be key in many situations.What We Are Looking ForIn most instances there is no “right answer” to the problem. The key is that you demonstrate your ability to think it through in an insightful way, that you reach a reasoned conclusion that is supported by the evidence, and that you can clearly synthesize the discussion. Listen carefully to the scenario; if you miss critical information it can affect your ability to solve the problem.During the case study, we look for evidence of your ability on a number of dimensions--logical reasoning, creativity, quantitative skills, business judgement (not business knowledge), pragmatism, and an ability to structure problem solving. We also look for evidence of intellectual curiosity and enthusiasm for typical consulting issues.Equally important is for us to get a sense that you are comfortable with our working style--learning from the emerging facts and developing revised hypotheses as more information becomes available. You should be receptive to new information and use it to push your thinking forward. When you are asked a question, you should refer back to any relevant information that’s already been discussed rather than answer it in isolation.Case Study Do’s and Don’ts▪Listen to the problem--make sure you are answering the question that you have been asked to answer.▪Begin with setting a structure--think of 4-5 key questions that you need to answer before you can synthesize the overall issue.▪Stay organized--finish one key question and arrive at a point of view on it before you go on to the next.▪Step back periodically--summarize what you have learned and what the implications appear to be.▪Communicate your train of thought. Even if you have considered some alternatives and rejected them, tell the interviewer what and why.▪Ask for information judiciously--make sure that the interviewer knows why you need the information, and be prepared to propose quick and inexpensive ways of collecting it.▪Watch for cues from the interviewer--and keep an open mind▪Do not try to “crack the case”--it is much more important to clearly demonstratea logical thought process than to arrive at the solution▪Use business judgment and common sense.▪Relax and enjoy the process. Think of the interviewer as a teammate in a problem solving process and the case as a real client problem that you need to solve.Some Common Mistakes▪Misunderstanding the question asked or answering the wrong question.▪Proceeding in a haphazard fashion, i.e., not identifying the major issues that need to be examined or jumping from one issue to another.▪Asking a barrage of questions without explaining to the interviewer why you need the information.▪Force-fitting a few familiar business frameworks to every case questions, whether they are relevant or not (or misapplying a relevant business frameworkthat you do not really understand) rather than simply using common sense.▪Not being able to synthesize a point of view based on the information provided by the interviewer.Ask a QuestionNeed more information or have a question? Contact McKinsey atCLOSE© Copyright 1996-2002 McKinsey & Company. Terms of Use. Privacy Policy.。
麦肯锡案例面试题
麦肯锡案例面试题：Magna Health案例分析(英文，有答案)面试, 案例分析Practice CasesMagna HealthIntroductionTo 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 ten 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: To determine how to improve its financial situation.Our client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to Magna for each of their employees in return for which Magna covers all necessary health services of the employee(ranging from physician care and medications to hospitalization).Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad range of services to patients in six centers. These physicians represent a wide range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral costs on a fee-for-service basis. Magna does not own any hospitals itself, instead contracting services from several local hospitals.Magna's CEO has retained McKinsey to help determine what is causing the declining profitability and how Magna might fix it.QUESTION 1What key areas would you want to explore in order to understand Magna's decline in profitability? ANSWER 1Some possible areas are given below. Great job if you identified several of these and perhaps some others.Magna's revenuesPrice paid by employer for employee health coverage.Number of employees covered by Magna.Magna's costs (or fixed and variable costs)Magna's main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, outpatient care)Outpatient costs can be split into internal physician costs versus external referral costsMagna's patient base demographics/overall risk pro may affect medical costs====================================================================== =======================================QUESTION 2The team discovers that the demographics of Magna's subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first?ANSWER 2We are looking for a few responses, similar to the ones below:Claim costs, as the change in the subscriber base will change the pro diseases (e.g., more heart disease/stress and less work related injury)External referral costs, due to the change in the disease pro which they have in-house competency =============================================================================================================QUESTION 3After reviewing the basics of Magna's business, your team believes that one of the root causes of Magna's financial problems is how it manages medical costs, particularly the cost of referrals to specialists outside of its physician network. Your team has gathered the following information on Magna and its primary competitor, Sunshine HMO:Number of patientsAverage cost of referral(per member per month)Magna Health300,000$20Sunshine HMO500,000$15What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your interviewer questions to clarify the information)ANSWER 3Although there are a number of possible responses, you might have the following suggestions:Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g., its outside contracts with oncologists might be at higher rates than Sunshine's contracts).Number of referrals: Magna's physicians might have different practice patterns than Sunshine physicians, i.e., they may be less comfortable treating heart disease patients or have different training/protocols.Mix of specialties: Magna's mix of specialties that requires referrals (cardiology and neurosurgery) are probably more expensive specialties (than cardiology and psychiatry, Sunshine's referral specialties).Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to need medical care in the specialty areas outside of Magna's network, particularly cardiology).====================================================================== =======================================QUESTION 4What analyses would you do if the things you suggest were contributing to this problem? ANSWER 4In giving the answer, it's useful if you are clear about how the analysis you are proposing would help to answer the question posed.You might take the following approach, where we’ve outlined different areas of analysis:Referral pricing:Gain data on prices currently being paid by Magna for a sample of common specialtiesGain similar data for a competitor if possible for an industry average (perhaps through interviews with non-Magna specialists)Number of referrals:Interview Magna physicians and non-Magna physicians to see if any obvious behavioral differences existConsult industry publications on this issueMix of specialties:Check number of referrals by specialty for Magna and estimate similar for SunshineInterviews with external specialties used by Sunshine may help again hereMix of patients:Compare demographic data for Magna and Sunshine: should be easy to obtain from Magna; a scan of the employee schemes covered by Sunshine should give a good general picture of their demographic profileSee if Magna's referral cost has increased in line with the change in demographics of the subscribers====================================================================== =======================================QUESTION 5Magna's CEO has a hypothesis that Magna is paying too much in cardiology referral costs for its patient population. He asks the McKinsey team to look at Magna's cardiac patient population more closely and tell him how many referrals he should expect on an annual basis. Assume the following:Magna has 300,000 patients in any one year20 percent of its patients are age 65 or olderIn the U.S., patients with serious heart disease visit specialists (cardiologists) on average of five times per yearYou should always feel free to ask your interviewer additional questions to help you with your response. In this case, you should recognize the need to know the prevalence rate of serious heart disease to complete this calculation. Once asked, your interviewer would provide you with the following information:The prevalence rate of serious heart disease in the 65+ population is 30 percentThe prevalence rate of serious heart disease in the under age 65 population is 10 percentANSWER 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 for both your ability to set the analysis up properly and then to do the math in real time.Based on the correct calculations, your response should be as follows: Magna should expect210,000 cardiac referrals annually based on its patient population. You should have approached the calculations as follows to arrive at that answer:300,000 total patients20 percent x 300,000 = 60,000 patients age 65+18,000 x 5 = 90,000 referrals per year240,000 Magna patients under the age of 65240,000 patients x 10 percent = 24,000 patients under age 65 with serious heart disease and 24,000 x 5 visits peryear = 120,000 visits per year total90,000 + 120,000 visits per year = 210,000 total Magna patient external cardiology visits====================================================================== =======================================QUESTION 6When the team tells Magna's CEO that based on Magna's patient population he should expect about 210,000 cardiology referrals a year he exclaims, "We currently pay for 300,000 annual cardiology referrals for our patient population!"Why might Magna's annual cardiology referrals be significantly higher than U.S. averages?What would you do to try to verify if any of these were a key cause of this problem?ANSWER 6We would not expect you 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 reasons will bring you closer to why the referrals might be higher.There are a number of answers to these questions, and you are on the right track if your responses included some of the ones below:The prevalence rate of heart disease in Magna's patient population is higher than average. To see if this was a cause of the problem, McKinsey should audit the internal data on heart disease prevalence and compare it to US National data.Magna's primary care physicians are referring patients who do not have serious heart disease to specialists. The team should interview specialists to get their opinion, or follow through a sample of patients who were referred.Primary care physicians are not comfortable (e.g., they are poorly trained or inexperienced) treating cardiac patients, even those with minor problems; they want to avoid malpractice suits. McKinsey should interview Magna physicians and institute an external review.Magna doesn't have clear guidelines on when physicians should be referring patients to specialists (or if guidelines exist, physicians are not complying with them). The team should gain an expertopinion on the current guidelines to see if this was a key cause of the problem.There are no incentives or penalties to prevent physicians from referring patients with less serious problems to specialists. In order to verify this is a key cause of the problem, the team should review incentive schemes if they exist. They should also compare similar companies/situations (e.g., prescription control mechanisms, etc.).====================================================================== =======================================QUESTION 7At this point in the study, you bump into Magna's Head of Health Services in the corridor. He is responsible for all matters related to the provision of services to subscribers, both inside and outside the Magna Network. He asks you if you have made any progress. How would you respond?ANSWER 7Think about the person you are talking with, and how best to communicate the findings you have come up with so far.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 early in the overall project at this point in the case, we do want to be able to share our current perspective. One ideal answer would include the following points:FindingsWe have investigated all the drivers of profit for Magna. Although there is likely to be room for improvement in a lot of areas, it seems the claims cost is a big area for improvement.Relative to the market and to competitors, Magna seems to have high claims cost per patient. Our initial indication is that there may be highest room for improvements in the cost of referrals outside the network.There are a number of reasons as to why this may be happening (list as in previous question). Next StepsWe are working to pin down the most significant reasons why Magna has high claims cost per patient.We are going to be looking into other areas such as reduction potential in other costs, as well as improvement potential in terms of premiums or other sources of revenue.====================================================================== =======================================QUESTION 8After some additional investigation, your team thinks that changing the behavior of Magna'sprimary care physicians has potential to reduce cardiac referral costs while maintaining high-quality care. The team believes that introducing some sort of incentive plan for physicians might help reduce the referral rate.The team's idea for a pilot plan is to increase overall fees that Magna pays to primary care physicians to handle more of their patients' basic cardiology needs. Overall fee increases would total $1 million.In addition to the team's proposal, Magna's medical director wants to pilot the following idea: Magna pays bonuses of $100,000 per year to each of the 10 primary care physicians with the lowest cardiac referral rates consistent with good patient outcomes.Although the team mentions to the medical director that there are other issues to consider relating to the pilot that are not financial, such as the ethical impact of incentivizing physicians not to refer patients to specialist treatment, he wants the team to do the first calculation including both ideas. How many fewer cardiology referrals will Magna need to have in order to recoup the cost of the pilot incentive plan (including the team's and the medical director's idea)? For simplicity’s sake assume:The cost of a cardiology referral is $200.Magna currently has 300,000 cardiology referrals per year.ANSWER 8If the incentive plan reduces cardiology referrals by 3.3 percent or 10,000 referrals, Magna will recoup the cost of the incentive plan. One potential approach to the calculation:$1 million + (10 * $100,000) = $2 million for incentive plan$2 million/$200 =10,000 referrals10,000 referrals/300,000 total referrals = 3.3 percent reduction would pay for incentive program====================================================================== =======================================QUESTION 9Your team projects that the incentive plan has the potential to reduce referrals by 5 percent in its first year, and an additional 2 percent in its second year. If these projections are correct, how much referral cost could Magna save in total over the first two years of the incentive plan?ANSWER 9Referral costs would be $4.14 million lower in the second year. Over the two years Magna would save $7.14 million. One potential approach to the calculation:Year 1 Savings with Program300,000 total referrals5 percent reduction in referrals = 15,000 referrals15,000 x $200 = $3.0 million in savings in year 1Year 2 Savings with Program285,000 total referrals2 percent reduction in referrals = 5,700 referrals5,700 x $200 = $1.14 million in savings$3 + $1.14 = $4.14 million in savingsTherefore, total cumulative savings over the 2 years = Year 1 savings + Year 2 savings = $3.0m + $4.14m = $7.14m.====================================================================== =======================================QUESTION 10Your team presents its physician incentive proposal to Magna’s CEO. The CEO, in consultation with his medical director, agrees that this is feasible and says that they will definitely pilot the overall higher fees to primary care physicians to handle more of the basic cardiology needs and they will think about the idea with the bonuses again due to the ethical concerns the team raised.At the end of the meeting the CEO says, "I like the work you’ve done, but even if we did implement the bonus payment it's not enough to address our current financial situation. Physicians are professionals who care deeply about patient care and I think there's a limit to how much cost we can expect to reduce utilizing financial incentives exclusively. Besides cardiac financial incentive programs, what other ideas should we consider to reduce the cost of Magna's specialist referrals?"Based on what we have discussed today, and any other ideas you might have, how would you respond to the CEO?ANSWER 10You 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. This question is a good one for demonstrating creativity because there's a long list of possible ideas. You might give the following response:Pursue additional ways to change physician behaviorProvide training on how to treat patients with minor or stable medical problemsDefine and clarify medical guidelines for referrals (e.g., establish a medical committee to define the difference between “serious” and "minor" heart disease)Institute peer review committee charged with approving a subset of referrals (e.g., those that are considered "high cost")Spend time investigating "outlier" physicians (i.e., those who seem to refer patients to specialists at much higher rates than others) to determine how widespread the referral problem is and whether simply focusing on a few physicians will dramatically reduce referral costsDetermine whether Magna can reduce referral costs in the other medical areas where it does not have specialists (i.e., neurosurgery)Look at the contracts Magna has for specialist services to determine if it is paying too much relative to competitorsConsider whether bringing cardiology, neurosurgery, and oncology specialists in-house (i.e., within Magna) might reduce cost转载请注明出自应届生求职招聘论坛,本贴地址:6794-1-1.html。
【留学生就业】完美通过麦肯锡Case Interview,你需要这份材料清单以及这十个面试Tips
【留学生就业】完美通过麦肯锡Case Interview，你需要这份材料清单以及这十个面试Tips为了麦肯锡的校招我准备了大半年，自己也总结出不少准备Case的方法。
下面和大家分享一下我自己的经验，推荐的准备材料以及面试建议。
为什么你需要大量的练习？有同学说30个case等于一个offer，Victor Cheng说一般拿到offer的人有50个case。
但是，我认识的去年的拿到offer的有40个的，有70个的，有上百个的。
大量的练习绝对是必不可少的。
因为练习到后面，解决case找到答案已经不是问题，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。
为什么你需要和不同的人Mock？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。
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决定。
为什么你需要商业知识的累积？在激烈的竞争下，有这方面的积累绝对是脱颖而出的利器。
不然你解决case 的思路就太模板化，太死板。
面试时结合自己对于行业的了解言之有物绝对是个亮点。
牢记你解决的是real life problem，而不仅仅是个case! 我直接订了Wall Street Journal三个月，恶补商业知识。
解决Case只是一部分，另一部分是你如何解决是否用hypothesis-driven, fact-based approach? 是否能在压力下保持冷静和enthusiastic的态度（多微笑，多保持眼神接触）? It is not about what you say, it is about what they hear. 一定要确保你的思路以最清晰的方式传递给了对方。
另外，Victor Cheng说过一句话，我十分赞同：Even if you are uncertain about sth, you must be certain that youare uncertain about sth. 也就是任何时候都得充满自信。
访谈技巧概述(麦肯锡)教你如何访谈课件
总结和报告
总结观点
将访谈内容中的主要观点进行总结归纳，形成简洁明了的结论， 以便于汇报和传达。
撰写报告
根据访谈目的和要求，撰写详细的报告，包括访谈过程、主要观 点、结论和建议等内容。
汇报交流
将报告呈现给相关人员，进行汇报交流，确保信息的准确传达和 共识的形成。
04
提升访谈技巧
不断实践和反思
不断实践
访谈技巧概述(麦肯锡)教你如 何访谈
contents
目录
• 访谈前的准备 • 访谈中的技巧 • 访谈后的整理 • 提升访谈技巧 • 常见问题与应对策略
01
访谈前的准备
确定访谈目的
明确访谈目标
在开始访谈之前，要明确访谈的目的 和期望结果，以便有针对性地设计访 谈问题和后续分析。
确定关键信息
根据访谈目的，列出需要获取的关键 信息，如目标受众、市场趋势、竞争 对手等。
选择合适的访谈对象
匹配目标受众
根据访谈目的，选择与目标受众相关的访谈对象，以确保获得有价值的信息。
考虑多样性
在选择访谈对象时，应考虑其背景、经验和观点的多样性，以获得更全面的信 息。
设计访谈问题
01
开放性问题
设计开放性问题，避免是或否的 回答，以便深入03
整理和分析访谈内容
详细记录
在访谈过程中，要认真记录受访 者的观点、意见和建议，确保记 录的准确性和完整性。
分类整理
访谈结束后，将记录的内容进行 分类整理，按照主题、观点或时 间等逻辑进行划分，以便于后续 分析。
分析内容
对整理好的访谈内容进行深入分 析，提炼出关键信息、发现问题 的本质和趋势，为后续的总结和 报告提供依据。
通过不断进行访谈，提高自己的访谈 技巧和经验。在实践中，注意观察和 总结自己在访谈中的表现，找出不足 并加以改进。
麦肯锡面试指南--超值啊
Preparing for your McKinsey interviewThe Interviewer’s PerspectiveCommon Interview QuestionsCase StudiesAsk a QuestionTHE INTERVIEWER’S PERSPECTIVEDuring every stage of your interview process we will be probing your ability to listen，process information, think creatively, and articulate your thoughts. We will assess your strengths against the four major attributes we believe are common to successful McKinsey consultants：•Problem-solving ability•Personal impact•Leadership•Drive/aspirationsProblem-solving abilityWe’ll use case studies and other probative techniques to gauge your intellectual horsepower, logical reasoning ability，curiosity, creativity，business judgment，tolerance for ambiguity，and intuitive feel for numbers.Personal impactYour presence, personality, level of assertiveness, empathy，and communications style are intrinsic to your success as a consultant. We will test your ability to listen as well as to articulate your own point of view—and your ability to stand by your views if challenged。
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Business judgement • Practical approach and business judgement, tolerance of ambiguity
Quantitative ability
• Intuitive feel for applying numbers, sense of proportion/appropriate orders of magnitude
Definition Of A Good Candidate
Evaluation Criteria Descriptions
1. Problem Solving
Analytic capacity
Problem structuring/ synthesis
Creativity
• Logical reasoning, drive for deep understanding of problem/solution, raw analytic horsepower
• Definition of a Good Candidate • Effective Interviewing Techniques • Conducting an Effective Case Interview • Contacting Candidates after the Interview • Appendix
Empathy Teamwork
• Comfortable, open communication style; ability to listen, perceptive of other’s feelings, genuine
• Willingness and desire to work in teams, interested in and able to build a team
3. Leadership
Leadership Entrepreneurship
• Interest and ability to form and motivate a high performing team in a formal or informal leadership role, make winners out of peers, bosses, and subordinates
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Table Of Contents
Meets
Problem solving
Distinctive
Remember
• "Meets" is not just okay; it means meets the firm's high standards
• "Distinctive" means will be in the top 25% of consultants – will be known for this strength (think of other consultants whom you know to be distinctive in certain areas)
• Appears to make things happen, hard worker, has “can do” attitude, “comfortable being uncomfortable”
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➢ A Appraisal Criteria ➢ B Examples of Criteria Based Questioning ➢ C Example of a “Good Case”
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Unacceptable
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Interview Evaluation Form
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Hiring Criteria
Distinctive
Meets
Personal impact, leadership, drive / aspiration
Turndown
Hire
Hire
Turndown
Turndown
Hire
Turndown
Turndown
Turndown
Unacceptable
• Willing to take personal risks, “break the mold”
2. Personal Impact
Presence
• Engaging, assertive, self-confident, articulate, not arrogant, enthusiastic, interested
4. Drive/History of Achievement
Aspiration/ Achievement
Energy level/perseverance
• Sets and achieves high aspirations, excels despite obstacles, focused on results, clear record of achievement, has a strong bias for action
• Is able to recognize a problem/opportunity independently, structure complex issues, and draw conclusions
• Unusual insights or ways of looking at problems