麦肯锡招聘面试案例分析样题和答案

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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。

招聘面试题与参考回答(某世界500强集团)2025年

2025年招聘面试题与参考回答(某世界500强集团)(答案在后面)面试问答题（总共10个问题）第一题问题：请简单介绍一下您对贵公司和本岗位的了解，并说出您认为自身优势能够为公司带来哪些价值？第二题情景描述：您是某世界500强集团的市场部员工，最近负责的一款新产品在市场上市后遇到了销量停滞不前的困境。

产品经过市场的广泛调研和定位分析，目标客户群体明确，营销策略符合市场需求，竞争对手也较少。

但是，销售数据表明新产品在整个渠道的销量却不尽如人意。

集团管理层要求您在接下来的30天内拿出解决方案，并将结果向上汇报。

请问：A. 请描述您将如何分析问题并制定解决方案。

B. 您将如何确定解决方案的有效性，并实施什么措施来确保方案得到执行。

第三题题目内容：作为一家世界500强集团，我们非常重视团队合作与沟通。

请描述一次你与他人合作的经历，并解释这次合作中如何体现团队合作精神以及你们达成了什么成果。

请具体说明你的角色、贡献以及遇到的主要挑战和解决方案。

第四题情景：你正在带领一个项目团队，围绕一个新的产品功能进行开发。

团队内部成员各有各的长处，但对该功能的实现方案存在分歧，你该如何处理这种情况？第五题问题：描述一个你在工作/学习中遇到过的大挑战，以及你如何克服它。

第六题题目：描述一次你在工作中遇到挑战并成功解决问题的经历。

请提供详细的场景描述、你采取的行动、以及最终的解决结果。

第七题题目：假设你在管理一个快时尚品牌的新产品线开发团队。

你的团队正在设计一种特别材质的新型衣物。

该材料仿制自太空，具有极高耐久性及先进的防水透气功能。

为确定产品定位和市场策略，并最大化其市场销售潜力，请列出你开展市场调研、产品定位和商业计划的关键步骤。

请详细说明。

第八题问题：请你分享一个你应对压力和挑战的独特经历，以及你从中得到了什么成长。

第九题题目内容：请描述一下你遇到过的一次团队合作中出现的分歧，你是如何解决这个问题的。

第十题题目：请描述一下您在以往的工作经历中，面对一个非常紧急的项目截止日期和一个复杂的项目任务时，您是如何管理和优先安排您的任务和资源的？2025年招聘面试题与参考回答(某世界500强集团)面试问答题（总共10个问题）第一题问题：请简单介绍一下您对贵公司和本岗位的了解，并说出您认为自身优势能够为公司带来哪些价值？答案：尊敬的招聘官您好，我非常高兴能够有机会面试贵集团的（具体岗位名称）。

MJ公司的招聘面试习题答案

MJ公司的招聘面试星期一一大早，在上海MJ公司中国总部的一间办公室里，负责人力资源管理的副总经理马克·陈正考虑着一会儿要进行的招聘高级研究人员的一些事项。

他的办公桌上放着三个人的材料，包括个人简历、相关证书以及一些素质测评的结论。

这三个人是从107位应聘者中选拔出来的，每个人都有其独到之处。

A.男性。

29岁，应届博士生，毕业于名牌大学。

其毕业论文中关于“氟化玻璃的硬度与纯度”研究与公司下一步的技术开发方向十分吻合。

去年A曾到MJ公司在中国的有利对手BK公司的一个实验室里实习过一个月。

马可派人了解过他的情况，那个实验室的人高度评价了A在专业方面的悟性和工作能力，但对他的骄傲自大颇有微词。

“有才华的人总免不了有些骄傲的。

”马科心想。

B.女性。

35岁，硕士。

目前的身份是一家省级科学院的副研究员，在新型材料的市场调研和应用研究方面是专家。

想进MJ公司就职主要为解决夫妻两地分居的问题。

C.男性。

33岁，硕士，自由职业者，有着关于氟化玻璃的两项专利。

MJ公司是一家化工类的大型跨国公司。

其在中国的分公司的主要业务之一就是新型材料的研制与开发。

MJ公司推崇“求稳求实，团结协作，持续创新”的企业精神，要求员工信奉“公司至上、团队至上”的文化理念。

这一年来，MJ公司在技术开发和市场开发两方面都受到了竞争对手的有力挑战，所以他们需要高层次的人才。

这也是马克·陈亲自主持这次面试的原因之一。

从目前的情况看来，马克对三人的简历和专业情况很满意，已经做过的几个测评项目对他们的仪表、智力、反应能力、语言和文字表达能力及解决问题的能力等也做出了不错的结论。

今天，马克打算着重对他们在组织责任感、团队协作业精神以及克服困难的情况方、敬面作一番探究，希望他们能符合公司文化的要求。

如果顺利，马克愿意将三人都留下。

10分钟后，马克和其他四位专家一起开始了对A、B、C三人的面试交谈。

谈话中，除一些话题与个人情况密切相关外，有几项重要的提问对三人是相同的，但回答却大相径庭。

麦肯锡咨询面试题目(3篇)

第1篇一、背景随着互联网、大数据、人工智能等新技术的快速发展，企业数字化转型已成为必然趋势。

某大型企业为了提高市场竞争力，降低成本，提升效率，决定启动数字化转型项目。

项目涉及企业内部业务流程、组织架构、信息技术等多个方面，旨在实现业务流程的优化、组织架构的调整以及信息技术的升级。

二、面试题目1. 针对该企业的数字化转型项目，请从以下四个方面进行分析：（1）业务流程：分析现有业务流程中存在的问题，提出优化方案。

（2）组织架构：分析现有组织架构的不足，提出调整建议。

（3）信息技术：分析现有信息技术的局限性，提出升级方案。

（4）风险管理：分析数字化转型过程中可能面临的风险，提出应对措施。

2. 针对上述分析，请提出以下问题的解决方案：（1）如何确保数字化转型项目顺利实施？（2）如何评估数字化转型项目的成效？（3）如何确保项目团队的高效协作？（4）如何降低数字化转型项目的成本？3. 请根据以下情景，设计一套针对该企业的数字化转型培训计划：情景：企业内部员工对数字化转型缺乏认识，对新技术应用存在抵触情绪。

培训计划应包括以下内容：（1）培训目标：使员工了解数字化转型的重要性，掌握新技术应用的基本技能。

（2）培训对象：企业全体员工，特别是业务流程、组织架构、信息技术等方面的相关人员。

（3）培训内容：数字化转型背景、重要性、实施策略、新技术应用、案例分析等。

（4）培训方式：线上线下相结合，包括讲座、研讨会、实操演练等。

（5）培训时间：分阶段进行，确保员工有足够的时间学习和实践。

4. 针对该企业的数字化转型项目，请从以下角度提出创新性建议：（1）业务模式创新：结合新技术，探索新的业务模式。

（2）管理创新：优化管理模式，提高管理效率。

（3）组织创新：调整组织架构，提升组织灵活性。

（4）技术创新：引进新技术，提升企业核心竞争力。

三、面试要求1. 分析问题：要求考生具备敏锐的洞察力，能够从多个角度分析问题，找出问题的本质。

麦肯锡公司招聘案例分析

麦肯锡公司招聘案例分析麦肯锡公司招聘的理念是注重招聘“尖子”员工，所谓的“尖子”员工就是指在一个方面具有突出能力或者拥有特殊技能的员工，然而，在众多的选拔标准中，分析能力被摆在了第一位。

公司招聘的方式是用问题解答的形式进行的，公司所选择的问题考察的是整体的分析能力，根据案例查找到了该形式：麦肯锡的面试有2－3轮，主要是case study。

咨询公司的案例涉及各个行业，案例分析要求你有很强的逻辑分析能力，能把一个问题分解成多个小的问题。

准备面试是需要付出很大努力的事情，最好要提前准备。

至晚到九月十月也要开始准备了。

咨询公司的案例考的分析能力，并不希望你照搬书本。

但是首先你看看管理学方面的书会有好处，另外多看和练习案例分析都是对发展自己的思路有帮助的。

MJ公司的招聘面试习题答案

MJ公司的招聘面试习题答案MJ公司的招聘面试星期一一大早，在上海MJ公司中国总部的一间办公室里，负责人力资源管理的副总经理马克?陈正考虑着一会儿要进行的招聘高级研究人员的一些事项。

他的办公桌上放着三个人的材料，包括个人简历、相关证书以及一些素质测评的结论。

这三个人是从107位应聘者中选拔出来的，每个人都有其独到之处。

A. 男性。

29岁，应届博士生，毕业于名牌大学。

其毕业论文中关于“氟化玻璃的硬度与纯度”研究与公司下一步的技术开发方向十分吻合。

去年A曾到MJ公司在中国的有利对手BK公司的一个实验室里实习过一个月。

马可派人了解过他的情况，那个实验室的人高度评价了A在专业方面的悟性和工作能力，但对他的骄傲自大颇有微词。

“有才华的人总免不了有些骄傲的。

”马科心想。

B. 女性。

35 岁，硕士。

目前的身份是一家省级科学院的副研究员，在新型材料的市场调研和应用研究方面是专家。

想进 MJ公司就职主要为解决夫妻两地分居的问题。

C. 男性。

33岁，硕士，自由职业者，有着关于氟化玻璃的两项专利。

MJ 公司是一家化工类的大型跨国公司。

其在中国的分公司的主要业务之一就是新型材料的研制与开发。

MJ 公司推崇“求稳求实，团结协作，持续创新”的企业精神，要求员工信奉“公司至上、团队至上”的文化理念。

这一年来，MJ公司在技术开发和市场开发两方面都受到了竞争对手的有力挑战，所以他们需要高层次的人才。

这也是马克?陈亲自主持这次面试的原因之一。

今天，马克打算着重对他们在组织责任感、团队协作业精神以及克服困难的情况方、敬面作一番探究，希望他们能符合公司文化的要求。

如果顺利，马克愿意将三人都留下。

10分钟后，马克和其他四位专家一起开始了对A、B C三人的面试交谈。

谈话中，除一些话题与个人情况密切相关外，有几项重要的提问对三人是相同的，但回答却大相径庭。

国际知名咨询公司招聘面试案例分析样题和答案英文审批稿

国际知名咨询公司招聘面试案例分析样题和答案英文TPMK standardization office【 TPMK5AB- TPMK08- TPMK2C- TPMK18】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 inquirythat 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 designedto 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. Assumethat 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 appearto have more limited potential.•Review recruiting approach at each campus (e.g., optimize cost-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 have performed 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., optimize cost-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 whyA: 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 ourrequirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in an entry-level position with the client•Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could besegmented by discipline or segmented based on career interests inresponse to the survey), then calculate the size of each segment •Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hires The number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:•What are the components of costs at these schools (why is it so expensive to recruit there)•What opportunities exist to reduce costs•How much cost savings would result from implementing each of the opportunities•What consequences would implementing each of these opportunities have on recruiting at the least efficient schoolsQuestions 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 moneyelsewhere 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 andeffective way to increase the number of candidates if it is deployed in amore 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 ofType A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same orreduced cost:•Increasing blanket advertising is ineffective and costly, butchanging the advertising message on some campuses couldincrease applicants significantly without increasing costs. At one ofthe campuses we've looked at, University 4, the number ofapplicants would 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 STEPSWe 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 schoolsAfter 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 rateWe 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。

麦肯锡案例分析题及答案

Client Goal: Should Great Burger acquire Heavenly Donuts as part of its growth strategy？Our client is Great Burger （GB) a fast food chain that competes head–to-head with McDonald's, Wendy's, Burger King, KFC, etc。

Description of Great BurgerGB is the fourth largest fast food chain worldwide, measured by the number of stores in operation。

As most of its competitors do，GB offers food and "combos” for the three largest meal occasions: breakfast，lunch, and dinner。

Even though GB owns some of its stores, it operates under the franchising business model with 85 percent of its stores owned by franchisees (individuals own and manage stores，pay franchise fee to GB，but major business decisions (e.g。

，menu，look of store) controlled by GB)。

McKinsey studyAs part of its growth strategy GB has analyzed some potential acquisition targets including Heavenly Donuts （HD），a growing doughnut producer with both a U。

四大咨询面试真题答案解析

四大咨询面试真题答案解析公司是世界上最顶尖的咨询公司，包括麦肯锡、波士顿咨询、贝恩和卡内基等。

这些公司以严格的面试流程而著称，许多人梦想加入他们的团队。

在面试时，公司常常提出一些具有挑战性的问题，希望能够评估申请者的分析和解决问题的能力。

下面将对的面试真题进行解析，帮助读者更好地准备面试。

1. "如果你是公司的首席执行官，如何评估公司的竞争力？"这是一个常见的问题，面试官希望了解申请者的商业洞察力和战略思维能力。

回答这个问题时，应先梳理公司的核心竞争力，例如品牌知名度、技术优势和供应链管理等。

接下来，需要分析竞争对手，并评估其竞争优势和劣势。

最后，可以提出一些建议，如改善产品质量、拓展新市场或加强市场营销。

2. "某公司正在面临市场份额下滑的问题，你该如何帮助他们？"这个问题旨在考察申请者的问题解决能力和创新思维。

回答时，可以先对现状进行分析，确定问题的原因，如竞争对手的新产品推出或消费者的需求变化等。

接下来，可以提出一些建议，如改进现有产品、推出创新产品、寻找新的市场机会、加强市场营销或建立战略合作关系等。

3. "有一艘船正在河中漂流，你被要求设计一种方法将它拖回岸边，你会如何解决这个问题？"这是一个经典的情景题，用来考察申请者的创造力和问题解决能力。

回答这个问题时，可以提出一些解决方案，如：找到别的船或机械设备来拖回船只、改变水流方向或增加船只的浮力等。

关键在于展示出对问题的全面思考和灵活的解决方案。

4. "你如何对待团队冲突？"这个问题旨在了解申请者的团队合作和解决冲突的能力。

回答时，可以先强调尊重和倾听他人的意见的重要性。

接下来，可以提出一些建议，如主动寻求沟通和理解对方的立场、促进协作和合作、运用有效的解决冲突的技巧等。

同时，强调团队合作的重要性，并分享个人经历来支持回答。

以上是公司常见的面试问题及其解析。

麦肯锡面试问题集合(37个基本问题+18个进阶问题)

McKinsey1st Round:1) We are back in the 80s, and Daewoo wants to enter the Italian market. They approachyou and say that they want to sell 100,000 cars after one year. What do you tell them?Its own productivity and the Capacity of the local market2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. It is experiencing profitability issues. What action would you recommend it takes?Compare the Cost/Profit index---Fixed Cost---Operating Cost---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 it?Why--- Market Change(New Suppliers, New Policies, New Products immerge)Competitors(New One/ Old one grew fast)Inside Operation(Strategy/Process/structure/system/人员流失……)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.Find our characters and position5) 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? [competition 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 of a 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 ffice:smarttags" />Australia with a high content of iron. Should they proceed with extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What doyou 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 isgh 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 consulting 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 its 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 its 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, it would generate total income flows 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 client 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 inlosses. 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 toauto-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 from 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 with 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. basedq oil refinery. the refinery has a single location and is a small to medium-sized refinery. your client, although profitable, believes it is lagging behind the competition and could improve. you are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom line.you have been assigned to work with the maintenance division. the maintenance depa rtment’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 support your client during times of high workload. they also are capable of performing any maintenance job that may arise, but differ f rom 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 per form 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:whatq opportunities exist to increase profits?what recommendations can you make to capture savings related to the identified opportunities? what is the cost savings associated with your recommendations?suggested solutions:the first question involves identifying opportunities to improve profits. the candidate must start with either revenues or costs. although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. thus, it is more appropriate to focus on costs and cost reduction. the following questions will help the candidate gain insight into cost reduction opportunities.how does the maintenance department track its costs?if the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. the candidate would be steered toward labor costs and given the following tables regarding maintenance labor costs forthe past year.to support understanding of the following tables, turnaround work is long term preventive maintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years. all other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fits into the category of daily workcraftsmen daily work turnaround totalclient $ 8mm $ 2mm $ 10mmcontractor $ 5mm $ 9mm $ 14mmtotal $ 13mm $ 11mm $ 24mmsupervisor totalclient $ 1mmcontractor $ 0.5mmtotal $ 1.5mmsince 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 with industry averages?consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.this is an important question to determine if 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 central maintenance) = $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 quality.is there any difference in efficiency between the two groups of craftsmen?the candidate would at this point be asked how they would measure this.after reaching an understanding of the difficulty involved in measuring the efficiency of aworkforce (especially a unionized workforce), the candidate would be told that through a series of interviews with maintenance supervisors, there is a consensus that contractor craftsmen are roughly twice as productive as client craftsmen.this is a critical point in the case. the candidate must recognize that in the present environment the client is largely indifferent about units of labor. you can have a client worker who is half as efficient or a contractor worker who is twice as expensive. the key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.what is cau sing 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. it makes planning and supervision extremely cumbersome. as an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed 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 with its own craftsmen.there are several ways to address the third question of the case, the actual savings that might be achieved. one quick method is to assume that these changes would bring maintenance costs back in line with industry average. utilizing the cost benchmark mentioned earlier, one could assume costs could be reduced to $24mm/1.20 = $20mm, a $4mm savings.a 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 contr actor’s craftsmen. in this case, you begin with the present level of 200 client craftsmen who are functioning as 100 equivalent contractor craftsmen (they’re one-half as efficient). by improving their efficiency, you are effectively “creating” 100 equivale nt contractors. thus, you are immediately able to replace 100 contractors and save $10mm. this could be taken one step further by assuming you would want to replace all contractors. this would save an additional $2.5mm ($4mm existing contractor expense - $2mm required to hire additional client craftsmen + $0.5mm in contractor supervisors). as noted earlier, in reality, this approach would require wage concessions to the union, so actual savings may be something significantly less.key takeaways:this case requires the candidate to quickly digest a large amount of organizational issues and then quickly check some ratios to uncover the basic problem (the client workforce is inefficient). creativity must then be used to structure a recommendation that would create a more favorable situation for the client. as in other cases, acceptable solutions need not follow the exact method above nor cover all of the above points.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 it 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.。

麦肯锡练习题

麦肯锡练习题一、逻辑推理题1. 若A是正确的，B是错误的，那么C是正确的还是错误的？a) 有些怕水的动物是猫b) 有些猫不怕水c) 所有怕水的动物都是猫d) 没有不怕水的猫a) 小明不喜欢打篮球b) 小明喜欢打篮球，但不喜欢运动c) 小明不喜欢运动d) 小明喜欢运动二、数据分析题2019年销售额：1000万2020年销售额：1200万2021年销售额：1500万25, 28, 30, 25, 28, 35, 40, 30, 25, 283. 某商品的成本价为100元，售价为150元，销售过程中产生了20元的物流费用。

请计算该商品的利润率。

三、案例分析题1. 某企业面临市场份额下滑的问题，请你分析可能的原因，并提出相应的解决措施。

2. 某公司计划推出一款新产品，请你为其制定一份市场推广方案。

甲公司：产品创新能力强，但生产成本较高乙公司：生产成本较低，但产品创新不足四、创新思维题1. 请提出一种提高公共交通出行效率的方法。

2. 请设计一款面向老年人的智能产品，并说明其功能特点。

3. 请为一家餐厅制定一项吸引顾客的营销活动。

五、团队协作题1. 若你在项目中遇到团队成员之间产生分歧，你会如何协调解决？2. 请举例说明你在团队合作中发挥领导力的经历。

3. 当项目进度紧张时，你会如何合理分配团队成员的工作任务？六、沟通能力题1. 请用简洁明了的语言描述一下你的上一个项目经历。

2. 当你需要向领导汇报一项重要工作时，你会如何准备？3. 请举例说明你在工作中如何处理与同事之间的沟通问题。

七、问题解决题1. 如果你负责的项目预算突然削减了20%，你会如何调整计划以确保项目目标的实现？2. 面对客户投诉产品质量问题，你会采取哪些步骤来解决问题并提高客户满意度？3. 当公司面临原材料价格上涨的挑战时，你有哪些策略来降低成本？八、战略规划题1. 请为一家初创企业制定一个三年发展计划。

2. 针对当前市场趋势，你认为公司应该采取哪些战略来保持竞争力？3. 请分析一个行业内的潜在机会和威胁，并制定相应的应对策略。

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。

麦肯锡面试题

麦肯锡面试题在面试过程中，麦肯锡公司通常会提出一系列挑战性的问题，以评估应聘者的思维能力、沟通技巧和解决问题的能力。

以下是一道麦肯锡面试题的概述，以便应聘者可以更好地准备面试。

问题描述假设你是一家麦肯锡咨询公司的高级顾问。

最近，你的团队收到了一份任务：为一家跨国电子零件制造商制定一个新的全球战略。

该公司面临着竞争日益激烈的市场环境，并希望找到一种创新的方法来增加其市场份额并提高收益。

你的任务是设计一种方法，以评估该公司在全球市场中的竞争优势，并提出相关的战略建议。

在解决这个问题之前，请回答以下问题：1. 在制定全球战略时，你认为哪些因素是最重要的？为什么？2. 同行业的其他公司可能具有什么优势？该公司如何应对这些竞争对手？3. 你将如何评估该公司在不同市场的竞争优势？你将使用哪些指标来衡量其绩效？4. 基于你的分析，你将提出哪些战略建议来帮助该公司增加市场份额并提高收益？解决方案问题1：全球战略的重要因素制定全球战略时，有几个关键因素必须考虑。

首先，市场需求与机会分析是至关重要的。

了解不同市场的需求、竞争情况以及潜在机会，可以帮助确定公司的全球战略。

其次，要研究法律和政治环境，了解各国的法规制度和政策对该公司业务的影响。

最后，了解文化差异以及国际贸易和物流等因素，以便在全球范围内进行战略决策。

问题2：竞争对手的优势及对策同行业的其他公司可能通过不同的方式获得竞争优势。

这些竞争优势可能包括技术创新、产品质量、品牌形象、供应链管理等。

该公司可以通过以下方式应对竞争对手：加强研发和创新能力，提高产品质量，改善客户体验，提升品牌形象，优化供应链管理等。

问题3：评估竞争优势的指标评估该公司在不同市场的竞争优势时，可以使用多个指标。

例如，市场份额是一个关键的指标，可以衡量公司在特定市场中的占有率。

此外，销售增长率、市场覆盖范围、客户满意度等也是评估竞争优势的重要指标。

问题4：战略建议基于分析结果，提出以下战略建议以帮助该公司增加市场份额并提高收益：1. 加强研发和创新能力，推出更多具有差异化竞争优势的产品。

【留学人才网】一道经典麦肯锡案例面试题

【留学人才网】一道经典麦肯锡案例面试题我觉得，管理咨询顾问的思维方式不是他们所应该独有的，而是我们处世应该努力去养成的思考习惯。

这种习惯，无论是对于学习、研究、求职、工作中的任何人，都是大有裨益的。

那什么是管理咨询？什么是管理咨询顾问的思维方式？我不做介绍，总结放在文章末尾。

这里只从麦肯锡的一个迷你面试题（case interview）来管中窥豹吧。

我翻译并做了修改。

这是多年前一位麦肯锡合伙人问作者（Victor Cheng）的一个问题，和Data Sufficiency 有关的案例样题。

问题：——————————————–沃尔沃（Volvo）——美国最安全的汽车据一份新的美国政府报告表示：在美国，相比其他品牌的车，在沃尔沃的车中，死亡的人数更少。

请评估上述这段陈述的正确性/合理性/逻辑性。

你有3-5分钟来组织并陈述你的想法。

不允许询问试图澄清这段陈述的任何问题。

你的答案要尽可能的具体。

开始吧！——————————————–在你看下面答案之前（我知道你会试图去看），我强烈建议你先凭一己之力尝试回答这个问题。

老实说，你也没什么机会做案例面试的锻炼，所以别浪费机会而只去读答案，相信你会从中受益匪浅的。

你认真思考了么？想参考一下其他人的答案么？那去这里看看：/mckinsey-problem-solving-test-example-1/ 这里大概有 150+ 份答案（当然是英文）供你参考。

我的（参考）答案:关于题目的这个声明，我有以下几个考虑：1) “安全”的定义—题目陈述中，其实假设安全的车只是这样的一种车：人不是在车中死亡。

但是有可能乘客（在车外）之后才去世，或者受重伤。

如果我们相信题目的假设，即一个安全的车真的是让更少的人在车中死亡，那么接下来我的考虑是：2) 在路上的车的数量–也许沃尔沃在路上行驶的车比其他品牌的车更少，那么鉴于此，在他们车中的死亡人数也应该会更少。

为了验证这个想法，我需要知道有多少辆沃尔沃的车在路上行驶，对应其他品牌的车又有多少辆，并且将相关车辆的市场份额与死亡人数的份额做比较。