Getting that (you hope) great job! Designed to facilitate workshop discussion rather than train participants.

1. CASE INTERVIEW WORKSHOPCASE INTERVIEW WORKSHOP
ource: Boston Consulting Groupource: Boston Consulting Group 1
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2.  AGENDA
 Presentations (all)
 Toolbox with In-class exercise
 Questions regarding next session
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3. 3
Presentation Design
Business Models
Case Interviews
1:0
Critical Thinking
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4. Some questions you might have:
• What are case interviews?
• Why are they given?
• What do companies look for?
How do I prepare for these things?
Examples: Real case interviews
Some questions you might have:
• What are case interviews?
• Why are they given?
• What do companies look for?
How do I prepare for these things?
Examples: Real case interviews
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5. Why case interviews ?
Snapshots of Consulting
Engagements
Simulate a “typical” situation
between a client
and a consultant
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6. • Do not underestimate the importance of fit
– Every interview is a fit interview!
• Go through your resume and have a story for each point
• Practice answering key questions. Warm up for case
interviews with a few:
– Why consulting? Why you? Why this firm?
– Tell me about xyz on your resume.
– What made you decide to do xyz?
– What was the greatest challenge in achieving xyz?
Preparing for fit interviews
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7. • How many pencils are sold annually in the
United States?
• How many dogs are there in California?
• What are the chances of rolling double sixes
three times in a row?
• A pharmaceutical company is trying to decide
whether to manufacture its drugs in house or
outsource; how would you help?
• The company that owns Vail mountain has
seen a decline in revenues over the past five
years; what should it think about?
Brain teaser (just a warmup)Brain teaser (just a warmup)
Business problem (BCG norm)Business problem (BCG norm)
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8. Recruiters look for three primary
characteristics
Does the
candidate have
an aptitude for
Problem
solving
Problem
solving
Tolerance
for
ambiguity
Tolerance
for
ambiguity
Communicat
ion skills
Communicat
ion skills
Minimal skill
sets a
consultant
uses daily
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9. CreativityCreativity
Apply a unique
perspective to
business situations
See the big picture
Draw conclusions
from partial
information
•Make
assumptions, see
patterns, and
generate
hypotheses
PoisePoise
Appear excited by
the kinds of issues
consultants face
Are not intimidated
by process or
problems
Assimilate
information quickly
and effectively
Ask insightful
questions
AnalyticsAnalytics
Provide structure to
unstructured
problems
Break problems
into components
Apply transparent,
logical thinking to
each component
Synthesize
discussion into
solution
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10. Five general types of cases
Investment/
Divestment
Industry
Analysis
Market
Expansion
Pricing
Profit
Improvement
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11. Investment cases
• An automotive manufacturer is considering consolidating three
of its East Coast assembly plants into one location. What
factors should it consider?
• A German manufacturer of consumer products is considering
opening a manufacturing facility in Poland to meet Eastern
Europe’s growing demand for its products. What factors
should the company consider?
• A Midwest-based pharmaceutical company is considering
opening distribution warehouses on the West Coast to handle
the growing Western territory. What factors should it
consider?
• A company of chocolate and confectionery products is
considering acquiring a regional soft drink manufacturer. Are
the distribution synergies sufficient enough to justify an
acquisition?
Examples
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12. 1. While reading case, develop competing hypotheses
2. Seek added data from interviewer to clarify key issues
3. Listen to the facts and map them to the case
4. Evaluate facts: which relate to resolving key issues?
5. Probe interviewer for more detail in critical areas
6. Use appropriate facts /numbers to build your
argument
7. Summarize alternatives before recommending
8. State pros and cons – each must be fact driven
9. If appropriate, propose a multiple scenario analysis
10. Make clear &unequivocal recommendation- and sell it! 12
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13. How much will you likeHow much will you like
consulting?consulting?
Firms generally do not expect an extensive business
background
• Most companies try to give cases that do not
require business experience or knowledge of
business jargon
Firms generally do not expect an extensive business
background
• Most companies try to give cases that do not
require business experience or knowledge of
business jargon
How much will consultingHow much will consulting
like you?like you?
Expose candidates to
case situations and the
kind of work consultants
do
Give firm a sense of how
you might approach a
case situation
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14. • View the interview as an opportunity, not a
hurdle
• Remember, most questions have no “right
answer”
• With classmates, friends who interviewed last
year, and people at your school’s career
services
• Look on the web for firm-provided practice
questions (bcg.com)
• Wall Street Journal
• New York Times business section
Prepare mentallyPrepare mentally
PracticePractice
Read, read, read… and thinkRead, read, read… and think
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15. Bring notebook and pen
• Jot down high level thoughts
• Ensure you remember good ideas
Feel free to state what seems obvious to you
• Explain why a question is important to the argument
• Take interviewer along for the ride
Get comfortable not relying on a calculator for basic
arithmetic
Treat the interview as a two-way learning opportunity
Bring notebook and pen
• Jot down high level thoughts
• Ensure you remember good ideas
Feel free to state what seems obvious to you
• Explain why a question is important to the argument
• Take interviewer along for the ride
Get comfortable not relying on a calculator for basic
arithmetic
Treat the interview as a two-way learning opportunity
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