咨询公司案例面试经验总结及经典案例分析报告
咨询公司面试总结
咨询公司面试总结引言咨询公司是求职者在职业发展中常常会向往的一个行业。
在竞争激烈的就业市场中，成功通过咨询公司的面试成为一名咨询顾问是许多人的目标。
然而，咨询公司的面试过程往往较为严格和繁琐，需要对咨询技巧、行业知识和个人经历等方面有着全面的准备。
本文将对咨询公司面试的经验和技巧做一总结，希望对广大求职者有所帮助。
准备工作在参加咨询公司的面试之前，首先要做好充分的准备工作。
具体包括以下几个方面：1. 研究公司在面试咨询公司之前，必须对该公司进行较为全面的了解。
了解公司的背景、业务范围、核心价值观和文化，以及最近的业绩和发展方向等。
这有助于你在面试中能够更好地展示你的兴趣和了解，并且能够与面试官进行更深入的交流。
2. 准备常见问题的回答咨询公司的面试中经常会问到一些常见问题，如个人优势、职业规划、解决问题的方法等等。
在面试之前，你需要准备好这些问题的回答，并且结合自己的经历和能力进行展示。
此外，还应该思考一些与咨询工作相关的问题，以展示你对行业的理解和思考能力。
3. 提前演练在面试前，建议与朋友或家人进行面试演练，模拟真实的面试场景。
通过演练，可以让你更好地熟悉面试的流程和问题，并提高你的表达能力和思维逻辑。
此外，通过演练还可以发现和改正自己可能存在的问题和不足。
面试技巧除了做好准备工作，还需要具备一定的面试技巧，以在面试中更好地展示自己的能力。
以下是一些常用的面试技巧：1. 自信与积极面试时，保持自信和积极的态度非常重要。
自信可以让面试官对你的自我表现更加肯定，而积极的态度可以展示你的职业激情和团队合作精神。
同时，还要注意面试中的语言和肢体语言，表达出自己的热情和能力。
2. 细致和专注在面试过程中，要保持细致和专注。
仔细听取面试官的问题，并且深入思考后再回答。
同时，在回答问题时要注意结构和逻辑，将思路清晰地传达给面试官。
此外，还要注意回答问题的长度和准确性，不要过长或遗漏关键信息。
3. 合理利用资源在面试中，可以合理利用一些资源来支持自己的回答。
咨询公司面试案例分析指南咨询面试系列a完整版
咨询公司面试案例分析指南咨询面试系列a 集团标准化办公室：[VV986T-J682P28-JP266L8-68PNN]Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a manufacturer of bicyclesThey have been in business for 25 yearsThey manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclists Mainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Small er, simpler versions of their mainstream bikes for childrenProfits at your client have decreased over the past five yearsQuestion:What is driving the decline in overall profits?What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.What are the client’s margins for a bicycle in each of the threesegments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unitWhat has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MMWhat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%Who are the client’s major competitor’s in each market segment What has happened to their market share in each segment over the past five yearsRacing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are m any competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (ra cing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MMx 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:Have there been any major changes in product quality in your client’s racing product Or in its main competitor’s racing productNoHave there been any major price changes in your client’s racing product Or in its main competitor’s racing productNoHave there been any major changes in distribution outlets for your client’s racingproduct Or for its main competitor’s racing productYes. Previously your client and its main competitor in the racing segment soldexclusively through small, specialty dealers. This remains unchanged for the competition.Your client, however, began to sell its racing bikes through mass distributors anddiscount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.What percent of your client’s racing sales occur in mass distributors and discountstores?Effectively none. This attempt to sell through these distributors has failedHow has the decision to sell through mass distribut or’s and discount stores affected the image of the client’s racing product?No studies have been done.How has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively thelast two questions, a possible story can be put together. There has been no appreciablechange in either quality or price (or any oth er tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of theprofitability issue. Questions to uncover cost issues would include:How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilizetechnology to improve efficiency throughout the industry, but it is his/her opinion that the ir approach, maintaining the “human touch”, is what differentiates them from the competition. (Unfortunately, he’s right!!)Is the workforce unionized?YesWhat is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.What is the present throughput rating How has it changed over the past five yearsPresently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.What is the typical reason for equipment shutdown?Emergency repairDescribe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of seniortechnicians.How often has equipment been replaced Is this consistent with the original equipment manufacturer’s recommendationsThe client feels that most OEM recommendations are very conservative. They have followeda philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:Abandon the mainstream and children’s segment to recover leadership in the racingsegmentIssues to consider in this approach:How much of the racing segment is “recoverable”What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?Maintain the mainstream and children’s segment, but sell under a different nameIssues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’smarket?Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investmentsWhat are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriateAre the mainstream and children’s segments potentially “over-engineered”What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。
(企业管理咨询)咨询公司面试案例分析指南咨询面试系列
Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a U.S. based manufacturer of branded cookies (cookies that carry the name of the manufacturer)❑Recently private label cookies (those carrying the name of the retailer) have emerged and threatened branded cookies➢Private label cookies emerged five years ago➢Two and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%)➢Today they make up approximately 20% of the overall cookie market (i.e., there has been a steady, linear increase of private label portion of the overall cookie market during the past five years)➢The overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:➢Your client, who makes only branded cookies➢ A second major player, that makes both branded cookies and supplies cookies for private labelers➢ A collection of small outfits, that make both branded cookies and supply private labelers❑Distribution occurs primarily through one of two types of outlets:➢Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies. This represents approximately 90% of total cookie sales➢Mass merchandisers (ex. Walmart, Sam’s, etc.): sell only branded cookiesQuestion:❑How large would you estimate the overall U.S. cookie market to be in terms of $?❑How large of a threat do you believe the trend in private label cookie sales to be to your client?❑Based on your assessment, what is an appropriate strategy for your client to follow?Suggested solutions:The first question, estimating the size of the U.S. cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of U.S. households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project out for one year. In this case, after an estimate has been made, the candidate would be told to assume the market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gathered pertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sal es, and what the likelihood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years?Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller players?The smaller players combined had 100% of the private label subsegment five years ago.Two and one-half years ago your client’s main competitor began supplying private labelers.Today, this main competitor owns 40% of the private label subsegment, the smaller players own the remaining 60%❑How has market share of the branded segment been split over the past five years?Your client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In re sponse to this, your client’s main competitor entered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is requi red to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookie?Consumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label products?It costs approximately $1.50 to manufacture a bag of private label cookies which will sell for$2.00 to retailers. It costs approximately $2.00 to manufacture a bag of branded cookies which will sell for $2.75.❑How do the same numbers translate at the retail level?A retailer, paying $2.00 for private label cookies can sell that product for $2.50. The $2.75 bag ofbranded cookies can be sold for $3.50.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer). The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label products?No❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label products?Th ere was some excess capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much).. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a result of it not supplying private label products?Not noticeably❑Are grocery stores using private labels in other food categories?Yes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocers?Generally increasing. Grocer chains are expanding and the number of grocers to be found servinga given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years?The economy has been slowing over the past five years. There is concern about recessionThe above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest in utilizing excess capacity, grocer’s desire to sell products with their name on it (they may believe this creates return customers in an increasing competitive environment), consumers concerns about a troubled economy (price vs. quality tradeoffs).At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basisof competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operation➢Utilize all existing excess capacity➢Gain maximum product knowledge as quickly as possible➢Understand low cost positions on product ingredients and mix➢Review process improvement/ manufacturing efficiency opportunities➢Undertake overhead reduction efforts(Any of these points could be discussed in great detail)❑Ensure there is no customer confusion between private label offering and branded product❑Seek partnering agreements with retailers➢Joint advertising and promotions❑Explore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private label)If the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful:❑Pursue a maximum differentiation strategy➢Invest in brand image to support premium price➢Make it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the product➢Manage price gap: explore price increases where appropriate( Again, any of these points could be discussed in great detail)❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as available➢Customers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit.➢Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answ er. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge? What is driving it? How has it affected manufacturers, retailers and consumers?。
咨询公司面试案例分析指南咨询面试系列a定稿版
咨询公司面试案例分析指南咨询面试系列a精编W O R D版IBM system office room 【A0816H-A0912AAAHH-GX8Q8-GNTHHJ8】Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a U.S. based manufacturer of branded cookies (cookies that carry the name of the manufacturer)Recently private label cookies (those carrying the name of the retailer) have emerged andthreatened branded cookiesPrivate label cookies emerged five years agoTwo and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%)Today they make up approximately 20% of the overall cookie market (i.e., there has been a steady, linear increase of private label portion of the overall cookie market during the past five years)The overall cookie market has been relatively flat over the past five yearsPrivate label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailerThere are essentially three major competitors to consider:Your client, who makes only branded cookiesA second major player, that makes both branded cookies and supplies cookies for private labelersA collection of small outfits, that make both branded cookies and supply private labelersDistribution occurs primarily through one of two types of outlets:Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies.This represents approximately 90% of total cookie salesMass merchandisers (ex. Walmart, Sam’s, etc.): sell only branded cookiesQuestion:How large would you estimate the overall U.S. cookie market to be in terms of $?How large of a threat do you believe the trend in private label cookie sales to be to your client?Based on your assessment, what is an appropriate strategy for your client to follow? Suggested solutions:The first question, estimating the size of the U.S. cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work q uickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of U.S. households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project out for one year. In this case, after an estimate has been made, thecandidate would be told to assume the market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years. The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gathered pertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sales, and what the likelihood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.What are the sales trends for the client over the past five years?Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller players?The smaller players combined had 100% of the private label subsegment five years ago. Two and one-half years ago your client’s main competitor began supplying private labelers. Today, this main competitor owns 40% of the private label subsegment, the smaller players own the remaining 60%How has market share of the branded segment been split over the past five years?Your client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In response to this, your client’s main competitor entered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is required to understand what is driving the demand for private label cookiesHow does the quality of a private label cookie compare to that of a branded cookie?Consumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookiesAt the manufacturing level, what is the difference in cost of production and price betweenbranded and private label products?It costs approximately $1.50 to manufacture a bag of private label cookies which will sell for $2.00 to retailers. It costs approximately $2.00 to manufacture a bag of branded cookies which will sell for $2.75.How do the same numbers translate at the retail level?A retailer, paying $2.00 for private label cookies can sell that product for $2.50. The $2.75 bag ofbranded cookies can be sold for $3.50.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer). The following questions can help fill in details Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label products?NoHas their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label products?There was some excess capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much).. There is little excess capacity anywhere in the industry today..Has your client’s relationship with its retailers suffered as a result of it not supplying private label products?Not noticeablyAre grocery stores using private labels in other food categories?Yes, there has been a major push by grocery stores to populate shelves with private labelsIs competition increasing or decreasing among grocers?Generally increasing. Grocer chains are expanding and the number of grocers to be foundserving a given area has generally increased over the past five yearsWhat general macroeconomic trends have occurred over the past five years?The economy has been slowing over the past five years. There is concern about recessionThe above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest in utilizing excess capacity, grocer’s desire to sell products with their name on it (they may believe this creates return customers in an increasing competitive environment), consumers concerns about a troubled economy (price vs. quality tradeoffs).At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, thebasis of competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:Seek to wring costs out of all phases of the operationUtilize all existing excess capacityGain maximum product knowledge as quickly as possibleUnderstand low cost positions on product ingredients and mixReview process improvement/ manufacturing efficiency opportunitiesUndertake overhead reduction efforts(Any of these points could be discussed in great detail)Ensure there is no customer confusion between private label offering and branded product Seek partnering agreements with retailersJoint advertising and promotionsExplore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private label)If the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis ofcompetition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful: Pursue a maximum differentiation strategyInvest in brand image to support premium priceMake it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the productManage price gap: explore price increases where appropriate( Again, any of these points could be discussed in great detail)Explore exclusive partnering with mass merchandisersConsider alternative distribution channelsSeek partnering agreements with grocers regarding branded productsEducate grocers as availableCustomers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit.Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answ er. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge What is driving it How has it affected manufacturers, retailers and consumers。
咨询业面试必看 case interview 及其经典案例分析
(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
面试案例分析法律顾问(3篇)
第1篇一、案例背景某公司（以下简称“甲公司”）成立于2005年，主要从事房地产开发业务。
近年来，甲公司业务不断发展，逐渐形成了以房地产开发为主，涵盖物业管理、酒店管理、商业运营等多个领域的多元化经营格局。
为了更好地规范公司经营活动，降低法律风险，甲公司决定聘请一名法律顾问。
甲公司在招聘法律顾问的过程中，通过发布招聘信息、组织面试等方式，选拔合适的人才。
在众多应聘者中，张先生凭借其扎实的法律功底、丰富的实践经验以及良好的沟通能力，成功进入面试环节。
二、面试过程面试分为两个阶段：第一阶段为笔试，第二阶段为面试。
1. 笔试笔试主要考察应聘者的法律知识、案例分析能力以及写作能力。
张先生在笔试中表现出色，成功进入面试环节。
2. 面试面试分为三个环节：自我介绍、案例分析、现场提问。
（1）自我介绍张先生首先进行自我介绍，简要介绍了自己的教育背景、工作经历以及专业特长。
他提到自己在大学期间主修法学，毕业后从事法律工作多年，积累了丰富的实践经验。
此外，他还强调了在担任法律顾问期间，成功处理过多个疑难案件，为公司规避了重大法律风险。
（2）案例分析面试官向张先生提出了一个案例：甲公司在开发某房地产项目过程中，因土地征用问题与当地村民发生纠纷。
村民要求甲公司支付高额赔偿金，否则将阻止项目施工。
请张先生针对此案例进行分析，并提出解决方案。
张先生在分析案例时，首先从法律角度分析了村民阻工行为的合法性，认为村民阻工行为属于非法阻工。
接着，他从甲公司角度出发，分析了甲公司在处理此事件中可能存在的法律风险。
最后，张先生提出了以下解决方案：1. 与村民进行沟通，了解其诉求，寻求双方利益平衡点；2. 咨询专业律师，评估赔偿金额，确保赔偿合理；3. 加强与当地政府的沟通，争取政府支持；4. 调整施工计划，确保项目顺利进行。
（3）现场提问面试官针对张先生的案例分析，提出了以下问题：1. 您认为在处理此类纠纷时，法律顾问应具备哪些素质？2. 您如何确保在处理案件过程中，既能维护公司利益，又能兼顾社会公益？3. 您如何看待法律顾问在企业发展中的角色？张先生针对这些问题进行了详细的解答，充分展示了其法律素养和职业素养。
法律咨询公司律师团队案例分析总结
法律咨询公司律师团队案例分析总结在现代社会中，法律咨询公司起到了为企业和个人提供法律咨询和解决法律问题的重要作用。
一个优秀的法律咨询公司离不开一个高效、专业的律师团队。
本文将分析和总结法律咨询公司的律师团队在解决实际案例中的经验和技巧。
一、案例分析1. 案例一：商业合同纠纷这个案例涉及到一起商业合同纠纷。
一家公司与供应商签订了一份采购合同，但供应商未按照合同约定交付货物，导致公司无法按时完成生产任务。
律师团队通过分析合同条款和相关证据，发现供应商存在违约行为，并提供了有效的法律建议。
最终，公司赢得了该案件，并获得了相应的赔偿。
2. 案例二：劳动法纠纷这个案例涉及到一起劳动法纠纷。
一名员工因未获得合理的加班工资而向公司提起诉讼。
律师团队通过调查和研究相关劳动法律法规，发现公司存在违反法律的行为。
律师团队为公司提供了合规的解决方案，并确保公司遵守劳动法规定。
最终，公司成功解决了该劳动法纠纷，并与员工达成了和解。
二、案例分析经验总结1. 深入了解案件背景律师团队在处理案件时，首先要对案件的背景进行深入了解。
这包括收集相关证据和文件，与当事人进行沟通，并研究适用的法律法规。
只有对案件背景有全面的了解，律师团队才能制定合适的解决方案。
2. 分析法律问题并提供建议律师团队在分析案件时，必须准确把握法律问题。
他们要仔细研究相关法律法规，并与团队成员进行讨论和交流。
基于法律知识和经验，律师团队可以为客户提供有针对性的法律建议，帮助客户解决问题。
3. 沟通与协作律师团队中的成员需要进行紧密的沟通与协作。
每个人都要充分发挥自己的专业优势，并与团队合作。
在案件分析和解决过程中，律师团队需要相互支持和互相学习，以提供更好的服务。
4. 高效运用技术工具在现代法律咨询业务中，高效运用技术工具可以提高工作效率和质量。
律师团队应该善于使用电子文书、数据库和在线研究工具等技术工具，以提高案件分析和解决的效率。
5. 不断学习和提升专业素质法律行业的法规和案例经常发生变化，因此，律师团队需要不断学习和提升自己的专业素质。
案例型面试经验汇总分析
案例型面试经验汇总分析一、案例型面试简介案例型面试是一种常见的面试形式，特别适用于岗位需要解决问题、分析状况能力的职位。
在案例型面试中，面试者会被提供一个具体的问题情境或案例，需要结合个人经验和知识，提出解决问题的方案或分析问题的方法。
二、案例型面试的优势1. 考察实际能力：案例型面试通过具体实例，更加贴近实际工作情境，能够直接考察面试者的分析状况和解决问题的能力。
2. 评估综合素质：案例型面试不仅注重解决问题的方法，还强调面试者的思维逻辑、沟通能力、团队合作能力等综合素质。
3. 提供展示机会：在案例型面试中，面试者可以通过自己的解决方案，展现自己的专业知识、实践经验和创新思维。
三、案例型面试常见问题1. 思路分析问题：通常是一个关于实际工作需求的问题，需要面试者通过分析问题状况，提出解决方案。
2. 想象未来情境：给定一个可能发生的情境，要求面试者预测可能出现的问题并提供解决方案。
3. 团队合作案例：通过一个团队合作的情境，考察面试者的领导力、沟通能力和团队合作意识。
4. 销售或策划案例：要求面试者通过提供销售或策划方案，展示自身的市场分析和创新能力。
四、案例型面试准备技巧1. 学习常见案例：事先了解并学习各类案例，包括不同行业、不同岗位的案例，熟悉行业特点和问题解决方式。
2. 培养问题分析能力：提前进行大量的问题分析训练，培养自己的思维敏捷性和分析逻辑。
3. 增强综合素质：案例型面试注重综合素质的考察，因此在平时工作和学习中，要加强团队合作、沟通、领导力等方面的培养。
4. 练习思维表达：通过个人实践或模拟面试的方式，练习思维的清晰表达，能够让面试官更好地理解你的想法和分析过程。
五、案例型面试技巧1. 理清问题：在面试过程中，首先要理清问题的关键点，明确问题要求和目标。
2. 构建框架：将问题进行分类，构建逻辑框架，有助于整体把握和解决问题。
3. 分析细节：具体分析每个关键点，细致考虑各种因素和可能的情况。
面试咨询公司如何分析案例.doc
面试咨询公司如何分析案例您需要后才可以 |找到Practice Team Partner。
1) 找到3-4个都想进consulting firm的小伙伴组成practice group一起进行长期练习。
一般情况下，两两一组，只有3个人时可以轮流givecase, take case, observe，每次Sunny自己观察的时候都有意想不到的收获。
人太少，不能从其他小伙伴那里取长补短;人太多，效率会大幅下降。
2) 找已经在consulting firm工作的校友。
这种connection 越多越好，但是已经工作的校友往往很忙，能和你练习一次就很好啦。
所以这种时机不要浪费，在和小伙伴们练习了差不多15-20个case，有一定根底以后再找他们试试水。
从简单的market size case入手，过渡到真正意义上的business case，同时一直保持做Math的感觉。
1) 往往提起Math，筒子们都会自信的微笑，觉得数学，那不是咱们赖以生存的根本么，从小做起，太小儿科。
但是大家在case interview中除了precisemath以外，estimation math也是很重要但往往被我们无视的，大家可以稍微练习。
另外一个需要注意的一点就是数字的读法，一般咱们都熟悉以万为基数来报数，而美国是以thousand,million, billion为基数(1,000,000,000)，最好在计算的时候就直接用美式的思维，防止walk through case的时候数字说错。
2) Market size case是入门根底，往往非consulting firm interview也会遇见。
Sunny觉得Market size case是可以自己一个人练习的。
Marketsize case看起来就是一个简单的数字问题，比方，全美迪士尼每年能卖多少张票?全美每年生产多少个篮球?这种问题往往答案都是一个数字，但是数字本身并不重要。
咨询公司案例面试
咨询公司案例面试(1)在咨询公司系列当中，我们将节选HiAll即将出版的新书《咨询公司求职指南》当中精彩的内容，为大家系统剖析案例分析这个令人望而生畏的面试形式。
我们的系列文章分为理论篇、练习篇和技巧篇三个部分，敬请大家关注！一提到求职咨询公司，大家就会想到案例面试。
这种面试形式最早是出现在战略咨询公司，但现在越来越多的投资银行以及其他类型的公司在招聘时也开始引进案例。
在整个面试流程中这个环节是最难的，也曾“引得无数英雄竞折腰”，很多牛人能拿到其他一流跨国公司的offer，但对咨询公司案例面试的时候却也不得不认输。
原因很简单，因为他们没有达到咨询公司要求的那种“smart”。
咨询公司会利用各种案例问题来测试你的分析能力、，推理能力、一些基本经济知识、概念和你的自信。
但是别紧张，不管你是经济学背景的但不擅长案例分析，还是或者你完全不具有是经济学背景，都可以通过本章对基本概念、模型、经典案例分析和面试技巧的介绍，不断积累这方面的能力。
此外网上还有很多最新的案例真题可供大家练习，熟一定能生巧，大家眼中的那些牛人不也是平常一点一滴的积累和练习造就出来的么？不过在进入模型和技巧之前先让我们来揭一揭案例面试的“神秘面纱”。
案例都是模拟现实的工作生活而提炼出来的，所以，你解答案例问题的过程应该是一个互动的过程。
由面试官先给你一个有待解决的跟商务相关的问题，你通过不停的发问来找出问题所在并给出一个具体的解决方案。
大部分的案例是没有正确答案的，面试官只是在考察你的整个思维是否具备分析力和创造性。
如果你对案例中提到的产业有相关的背景知识那你会占据更大的优势，不过即使你没有也不会对结果有太大的影响。
对于经济相关专业的学生或有这方面工作经验的应聘者，面试官给出的案例会要求更深的经济分析甚至多种经济模型的应用，并且要求你得出一个实际的解决方案。
按规定这一轮的面试要持续半个小时，其中有5-10分钟是一开始你和面试官见面时的寒暄和上一节提到的简历面试，而最后有5分钟是留出来看你是否有问题要询问面试官的，所以你只有10-20分钟时间来做案例。
我的咨询公司求职经验与成就展示
我的咨询公司求职经验与成就展示近年来，咨询行业在全球范围内迅速发展，为许多年轻人提供了广阔的就业机会和发展空间。
作为一名在咨询公司工作的职业咨询师，我将在本文中分享我的求职经验和在公司中取得的成就，展示自己在咨询领域的能力和潜力。
一、求职经验在进入咨询公司之前，我进行了深入的调研和自我准备，以提高自己的竞争力。
首先，我广泛阅读相关咨询领域的书籍和期刊，了解该行业的最新趋势和技术。
其次，我参加了多场咨询公司举办的招聘会和讲座，亲身感受行业的氛围和企业的要求。
此外，我还通过网络平台和线下培训课程提升了自己的咨询技能和专业知识。
在求职过程中，我注重提升自己的简历和面试技巧。
我将简历重新设计，突出自己在独立解决问题、沟通能力和团队合作方面的优势。
面试前，我准备了详细的自我介绍和针对常见问题的答案，并进行了模拟面试进行反复练习。
这些经验和努力最终使我成功地获得了咨询公司的入职机会。
二、成就展示在进入咨询公司后，我积极投身于项目工作，展示自己的专业能力和团队合作精神。
我参与了多个重要项目，以下是我在某个项目中的成就展示。
该项目是一家大型企业的战略咨询项目，旨在提升营销效果和市场份额。
作为项目组的一员，我负责进行市场调研和数据分析，并协助撰写了最终的咨询报告。
在项目中，我运用了各种数据分析工具和技术，如SWOT分析、市场细分和竞争对手分析等，为企业提供了深入而准确的市场洞察和战略建议。
我与项目组成员密切合作，共同解决了项目中遇到的各种挑战，并成功地完成了项目目标。
最终，我们的咨询报告被客户广泛认可，并得到了企业高层的赞赏与推崇。
除了项目工作，我还积极参与了公司内部的培训和知识分享活动。
我主动分享自己的行业见解和项目经验，与同事们进行深入的讨论和交流，提高了团队整体的专业素养和咨询能力。
同时，我也持续不断地学习和更新咨询领域的最新知识，通过参加行业研讨会和培训课程不断提升自己的专业能力。
通过以上的经历和努力，我在咨询公司中取得了一些可观的成果和认可。
面试案例分析法律顾问(3篇)
第1篇一、背景介绍随着我国市场经济的发展，企业法律风险日益凸显，越来越多的企业开始重视法律顾问的配置。
法律顾问作为企业内部的专业法律人员，为企业提供全方位的法律服务，帮助企业规避法律风险，维护企业合法权益。
本文将以一场企业面试法律顾问的案例为切入点，分析法律顾问在面试过程中应具备的素质和能力。
二、案例分析1. 面试场景某知名企业招聘法律顾问，经过层层筛选，共有5位候选人进入面试环节。
面试分为两个部分：一是笔试，主要考察候选人的法律知识；二是面试，主要考察候选人的综合素质、沟通能力、应变能力等。
2. 面试过程（1）笔试环节笔试主要考察候选人对企业法律事务的了解程度，包括公司法、合同法、劳动法等。
5位候选人中，有3位笔试成绩较为突出，另外2位则稍显逊色。
（2）面试环节面试环节分为三个部分：第一部分：自我介绍3位笔试成绩较好的候选人依次进行了自我介绍，分别介绍了自己的教育背景、工作经历、法律专业知识等。
其中，候选人A在自我介绍中重点强调了其在企业法律事务方面的丰富经验，以及为企业规避法律风险的成功案例。
第二部分：案例分析面试官给出了一个企业法律纠纷的案例，要求候选人在规定时间内分析问题、提出解决方案。
候选人B在分析案例时，条理清晰，逻辑严谨，针对问题提出了切实可行的解决方案，得到了面试官的认可。
第三部分：现场答辩面试官针对候选人的回答进行了提问，考察候选人的应变能力和沟通能力。
在回答问题时，候选人C表现出较强的应变能力，能够迅速理解面试官的问题，并给出恰当的回答。
3. 结果分析经过综合评定，候选人A、B、C三位候选人的综合素质较高，最终被企业录用为法律顾问。
三、案例分析总结1. 法律知识是基础企业法律顾问必须具备扎实的法律知识，熟悉企业法律事务，才能为企业提供专业的法律服务。
在本案例中，候选人A、B、C三位候选人的笔试成绩较为突出，说明他们在法律知识方面具有优势。
2. 综合素质是关键企业法律顾问不仅要具备扎实的法律知识，还要具备良好的综合素质，包括沟通能力、应变能力、团队合作能力等。
咨询顾问工作总结范文案例
咨询顾问工作总结范文案例一、背景介绍近年来，咨询行业蓬勃发展，咨询顾问作为行业内的重要职位之一，承担着提供专业咨询建议和解决方案的重要角色。
本文旨在总结咨询顾问的工作经验，并提供一个范文案例，以供参考和借鉴。
二、项目概述在过去一年里，我作为咨询顾问参与了多个项目，这些项目跨越了不同行业和领域，包括财务咨询、组织架构优化、市场调研等。
在这些项目中，我与团队成员紧密合作，通过数据分析、市场研究等手段，成功解决了客户所面临的问题。
三、项目经验总结1. 财务咨询项目在财务咨询项目中，我与团队成员合作，对客户的财务状况进行了详尽的分析和评估。
通过对财务报表的细致研究，我们发现了客户财务运营中存在的问题，并提供了相应的解决方案，帮助客户提高了财务管理的效率。
2. 组织架构优化项目在组织架构优化项目中，我们与客户紧密合作，通过研究组织的各个环节和业务流程，发现了潜在的问题和瓶颈。
我们提出了一系列改进意见，包括组织结构调整、工作流程优化等，帮助客户实现了组织效率的提升和业务流程的顺畅推进。
3. 市场调研项目在市场调研项目中，我们通过对目标市场的细致研究和分析，帮助客户了解了市场需求和竞争状况。
我们为客户提供了全面的市场报告和策略建议，帮助他们制定了更加精准的市场营销方案。
四、个人成长与收获通过参与这些咨询项目，我不仅提高了专业知识和技能，还锻炼了团队合作和项目管理能力。
在与团队成员的合作中，我学会了倾听和尊重他人的意见，也学会了在问题解决中保持冷静和客观的态度。
在项目管理方面，我学会了合理分配工作、制定详细计划，并且能够妥善应对项目中的风险和挑战。
五、对未来工作的展望作为一名咨询顾问，我深知自己还有很多提升的空间和机会。
未来，我将继续学习和积累经验，不断提高自己的专业能力和解决问题的能力。
我希望能够更好地为客户提供有效的咨询建议和解决方案，助力他们实现业务目标并取得更大的成功。
六、结语通过对咨询顾问工作的总结，我意识到自己在过去一年的工作中取得了一定的成绩和进步。
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案例面试Case Interview类型介绍什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
因此，一个互动性很强，和实际联系很紧以及要求分析能力较高的Case Interview可以很好的衡量面试者的这些素质。
Case Interview考察哪些能力和素质Case Interview的类型以及特点Case Interview一般分成三类，guesstimates, Business Cases和brainteasers。
下面就这三类分别介绍一下。
一般来说，每一个45分钟的Case Interview要不会包含一个长的Business Case，要不会有两个Case，其中一个必然是guesstimate，另外的一个有可能是brainteaser，也有可能是一个短的Business Case。
面试技巧和Behavior Interview不同，Case Interview并不认为通过对你过去的了解能够对你未来的行为有一个很好的预测，相反，Case Interview的核心理念是让你在面试现场来体现你所具有的特长。
Behavior Interview和Case Interview的关系，就好比是大家平时成绩和考研的关系：有些人可以通过自己以往的很好的平时成绩保送，而有些人则需要考试来一次定江山。
Case Interview的难度往往很大，其原因在于在现场的面试过程当中，你会把你的大部分精力集中在分析问题，因此你的很多习惯，比如用词、小动作，以及面对困难时候的冷静以及胆量，都不可能顾及到。
因此在Case Interview的时候，一个真实的你就被完全展现在面试官的眼前。
在具体讨论各种技巧之前，我们首先需要强调一点：在Case Interview的时候面试官并不需要你得到一个正确的答案，他们更看重你的分析问题的能力和方法。
一个常见的情况就是：同一个Case，两个人出来后对答案发现他们给出了完全不同的结论，结果最后都进了下一轮甚至拿到了最后的offer。
而且有些时候，面试官在一个Case讨论到一定程度的时候提出换一个Case，这不一定意味着你分析的不好，很有可能是因为面试官觉得你分析的不错了想换一个Case再考察你的。
如前所述，咨询公司的Case Interview有三类： Business Cases, guesstimates和brainteasers。
对于这三类采用的方法和技巧还是比较不一样的，因此我们对三种类型的Case Interview分别进行分析：Business Cases面试官在给你一个Business Case的时候一般只会做一个总体的介绍，就是告诉你这个案例发生的背景（比如时间，地点，产品，客户等），以及你需要解决的问题。
一般对于申请公司entry eve职位的应聘者而言，案例一般就是以下的几类，而且也不会很复杂：销量下降(Saes Decine)，利润下降（Profit Decine），行业分析（Industry Anaysis），方案评估（option evauation）。
但是无论Case是什么，所采用的方法都是类似的。
我们把在Business Case Interview里面所有的技巧和主意事项归结为“MAFIA”法则：Summary（总结）咨询公司常常要把他们的结论和建议总结出来汇报给客户，因此建立在分析上的总结也是很关键的。
在Case Interview结束的时候往往需要你对你刚才分析的东西进行总结。
这个时候，你之前分析做的笔记就很重要了。
你要根据你的分析框架，把重要的东西按一定的逻辑顺序集中起来进行总结词。
比如假设你需要分析一个利润下降的案例，在面试过程当中，你分析了Revenue的，但是因为时间所限，没有分析Cost。
那你的词可以如下叙述：“为了分析Profit为何下降，我们可以把Profit分解成Revenue和Cost来分析。
影响Revenue的是销量和价格，而销量会收到促销，产品和渠道的影响。
在分析之后，我们发现促销是其中的关键环节，尤其是其中的XX，所以针对这个，我们可以采取如下应对策略：1、1、2、……鉴于时间所限，Cost没有仔细分析，但是也有可能是一个影响因素，建议日后追加分析。
”下面我们用一个真实的Business Case Interview的详细过程来结束这部分讨论，同时让大家体会一下一个真实的成功的Case Interview应该注意什么地方：（你走进了一个房间，然后你的面试官正坐在桌子旁边。
）面试官：Nice meeting you. Pease take a seat.应聘者：Thanks.（然后坐下）面试官：Ok. This Interview wi ast around 45 minutes. We wi have a short conversation, foowed by a Case in Chinese, is that cear?应聘者：Yes. That’s fine with me.面试官：Ok. First pease generay introduce yoursef.应聘者: (自我介绍)面试官：Ok. I can see from your resume that you were the vice president of XXX organization. Can you provide me some detai about what you have done?应聘者: Sure. （然后开始讲述）（然后再进行5－10分钟左右的Behavior Interview）面试官：好。
那我们现在开始做Case了。
我们的一个客户，是一个全球著名的skin care 公司，他们旗下的一个很著名的skin care brand进入中国之后，销量一直不好。
现在请你来分析一下这个问题。
应聘者：在发现问题之后有没有做过相关的调查研究？面试官：有的。
他们做了一些基本研究，发现产品本身是没有问题的，而可能是销售渠道的问题。
因此，可以从两个方面考虑：第一：What’s the most attractive consumer segment? 第二：What’s the most favorite channes to attract the segment?应聘者：那我需要一些时间思考一下。
面试官： No probem. Go ahead.（2分钟过去了）应聘者：假设我是一个咨询师，我会如下来分析这个问题：首先，了解更多的关于这个品牌的信息。
其次，建立在这些信息的基础上来讨论consumer segment。
最后，根据most attractive segment来分析most favorite channes。
面试官：很好。
那关于这个品牌，你希望了解什么呢？应聘者：我想知道这个skin care的功效，定位，目标群体等。
面试官：这个牌子有很多系列，各自有各自的功效，但是不重要。
它的系列高、中、低端都有，目标消费群体当然是女性。
应聘者：那高、中、低端的划分标准是怎样的？有没有一些指标比如价格可以参考？面试官：这样，你不需要具体来做分析，你只要告诉我你要分析哪些方面就行。
比如，假设低端的划分标准已知，你会怎样继续分析？应聘者：那我就开始分析consumer segment了。
我需要一点时间来考虑怎样划分这个面对低端产品的consumer segment。
面试官：不必这样。
现在是consumer segment已经划分好了。
然后让你来判断哪一个是most attractive的而已。
应聘者：（恍然大悟）那对于每个segment，我需要考虑他们现有的人口数量；收入，这些都和购买力有关；地区分布，因为这个会和distribution有关；以及该segment的市场潜力。
面试官：嗯，很好。
还有没有其他的呢？（应聘者沉思了好一阵子）面试官这个是对整个人口做的一个segmentation，并没有针对你的产品。
应聘者：（再一次恍然大悟）啊！还需要看这里面有多少可以成为我们的目标消费群体，也就是说有多少可以被吸引到购买这个产品！面试官：很好！那我们现在来看看第二个问题，关于channe的。
应聘者：我觉得对于低端skin care的产品，主要的渠道就是四个：Hypermarket, Supermarket，Department Store和网上购物。
（正要继续。
）面试官：打断一下：你要注意两点：第一，首先应该把所有的渠道列举下来；第二，要根据你的segment来分析。
应聘者：（又一次大悟！）由于这个是低端skin care的产品，我觉得目标消费群体主要分成两类：中等收入妇女以及在校学生吧。
面试官：嗯，不错。
应聘者：那对于这两群人，主要的渠道就是Hypermarket, Supermarket中的货架和专柜，以及Department Store。