2021年CaseStudey面试案例分析

VaultGuideToCaseInterviewCHAPTER1：INTRODUCTION•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=739&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Whythecase?•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=741&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Whatisacase?•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=740&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Typesofcaseinterviews•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=743&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Skillsassessedinthecaseinterview•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=744&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"WhatkindofcasewillIget?CHAPTER2：CASESTRATEGIES•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=745&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Yourobjective•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=746&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Top10caseinterviewtips•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=749&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Groupcases•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=750&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Commonproblemsandtroubleshooting•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=751&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Thinkingaboutthecase•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=752&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"SpecifictypesofbusinesscasesCHAPTER3：CASEFRAMEWORKS•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=766&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Yourcookbook•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=767&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Basicconcepts&frameworks•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=768&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Basicaccountingconcepts•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=888&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheBalanceSheet•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=889&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheIncomeStatement•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=891&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheStatementofRetainedEarnings•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=893&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheStatementofCashFlows•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=895&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Advancedconcepts&frameworks：netpresentvalue•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=897&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheCapitalAssetPricingModel(CAPM)•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=899&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Porter'sFiveForces•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=901&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Productlifecyclecurve•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=902&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Strategytool/frameworkchart•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=903&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheFourPs•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=904&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheFourCs•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=905&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheFiveCs•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=906&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"ValueChainAnalysis•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=907&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Corecompetencies•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=908&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Benchmarkingand"bestpractices"•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=909&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"The2x2matrix•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=912&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheBCGMatrix•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=913&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"M&Acases：Determiningthevalueofanacquisition•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=916&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"AframeworkcautionCHAPTER4：BEINGTHERE•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=217&profilesection_num=772&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Let'spretend•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=217&profilesection_num=773&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"ThecaseCHAPTER5：BUSINESSCASES•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=917&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Practicequestions•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=919&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Thinkingstrategically•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=920&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"UsingtheFourPs•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=921&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"SailingtheFiveCs•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=922&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Moresamplecases•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=923&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Pressure/stresscases•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=924&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Awrittencase•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=925&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Thefinancialcaseinterview•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=926&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"M&Acases•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=927&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"AdditionalpracticequestionsCHAPTER6：GUESSTIMATES•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=928&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252""Guesstimate"casequestions•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=929&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Acingguesstimates•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=930&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Theextrastep•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=931&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Practiceguesstimatequestions•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=932&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Otherguesstimates•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=933&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Andtrytheseforpractice...CHAPTER7：BRAINTEASERS•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=245&profilesection_num=934&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Thedrill•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=245&profilesection_num=935&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"PracticebrainteasersCHAPTER8：FINALANALYSIS•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=246&profilesection_num=936&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"FinalanalysisCHAPTER9：APPENDIX•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=247&profilesection_num=937&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Consultingglossary•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=247&profilesection_num=938&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"RecommendedreadingChapter1：INTRODUCTIONSUB-CHAPTERS：HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=741&page=1&product_id=1390"Whatisacase?•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=740&page=1&product_id=1390"Typesofcaseinterviews•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=743&page=1&product_id=1390"Skillsassessedinthecaseinterview•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=744&page=1&product_id=1390"WhatkindofcasewillIget?Whythecase?Yourimpressiveresumemaygetyouaninterviewwithaconsultingfirm，butitwon'tgetyouthejob.Consultantsknowthataresume，atitsverybest，isonlyatwo-dimensionalrepresentationofamulti-faceted，dynamicperson.Andbecauseconsultingfirmsdependonemployingthosemulti-faceted，dynamicpeople，thefirmsrelyheavilyonthecaseinterviewtoscreencandidates.Theinterviewprocessisespeciallypertinentintheconsultingindustry，sinceconsultingprofessionalsspendthelion'sshareoftheirbusinessdayinteractingwithclientsandcolleagues，andmustthemselvesconstantlyinterviewclientemployeesandexecutives.Furthermore，consultantsmusthaveaselectsetofpersonalityandleadershiptraitsinordertobesuccessful.Aconsultant'sworkenvironmentisextremelyturbulent.Therearenonstopengagementteamchanges，hostileclientenvironments，countlesspoliticalinfluences，andnear-perpetualtravel.Thesefactorsdictatethatanindividualbecoolunderpressure，beinfluentialwithoutbeingcondescending，behighlyanalytical，havetheabilitytounderstandthegranularaspectsofaproblemwhilesimultaneouslyaggregatingthemtoseethebigpicture，andhavetheabilitytoself-policeabalancebetweenpersonalandprofessionallifestyle.Consultantsareoftenstaffedinsmallgroupsinfar-flungareas.Asaresult，theindividualmustbeabletofunction，andfunctionwell，withoutmanyofthetraditionalworkplacestandards：apermanentworkingspace，theabilitytoreturnhomeeachnight，easilyaccessedservicessuchasadministrativeassistance，faxing，andphotocopying，andthecamaraderiethatdevelopsamongco-workersassignedtothesamebusinessunit.Allthesefactorsnecessitateauniqueinterviewstructurefocusedonassessingacandidate'sabilitytomanagetheseparticularcircumstanceswithprofessionalismandexcellence.Thecaseinterviewhasevolvedasamethodforevaluatingthesecharacteristics.Whatisacase?Simplyput，acaseinterviewistheanalysisofabusinessquestion.Unlikemostotherinterviewquestions，itisaninteractiveprocess.Yourinterviewerwillpresentyouwithabusinessproblemandaskyouforyouropinion.Yourjobistoasktheinterviewerlogicalquestionsthatwillpermityoutomakeadetailedrecommendation.Themajorityofcaseinterviewersdon'thaveaspecificanswerthatyou，thecandidate，areexpectedtogive.Whattheinterviewerislookingforisathoughtprocessthatisatonceanalyticalandcreative(whatconsultantslovetocall"out-of-the-box"thinking).Specificknowledgeoftheindustryinquestionisabonusbutnotnecessary.Businessschoolstudentsandcandidateswithsignificantbusinessworldexperiencereceivecasequestionsthatrequireadeeperunderstandingofbusinessmodelsandprocesses.Theinterviewwithaconsultingcompanynormallylastsabouthalfanhour.Ofthistime，about10minutesistakenupwithpreliminarychatandbehavioralquestionsandfiveminutesofyouraskingquestionsaboutthecompany.Thisleaves15minutesforyourcaseinterviewquestionorquestions.Makethemcount!TypesofcaseinterviewsWhatcaseinterviewsarenotdesignedtodoistoexploreeducational，professionalorexperientialqualifications.Ifyou'vereachedthecaseinterviewstage，takeadeepbreath-theconsultingfirmhasalreadyweighedyourbackground，GPAandexperienceandfoundyouworthyofadeeperskillassessment.Thismeansthatthecaseinterviewisyourstolose.Triumphoveryourcaseinterviews，andchancesarethataslotatthefirmwillopenforyou.Caseinterviewsvarywidely，butingeneraltheyfallintothreegroups：businesscases，guesstimates，andbrainteasers.Thesequestionsaredesignedtoassessaparticularsetofcandidatecharacteristicsthatanindividualwouldberequiredtopossessaspartofthetacticaland/orlifestyleaspectsofbeingaconsultant.CaseinterviewsCaseinterviewsvarysomewhatintheirformat.Theclassicandmostcommontypeofcaseinterviewisthebusinesscase，inwhichyou'representedwithabusinessscenarioandaskedtoanalyzeitandmakerecommendations.Mostcasesarepresentedinoralform，thoughsomeinvolvehandouts，andafew(likeMonitorCompany's)areevenentirelywritten.(Thatis，theinterviewerwillnotcontributeanyotherinformationbesideswhat'sonthehandout.)Anothervariationonthecaseinterviewthatisbecomingmorepopularisthegroupcaseinterview，wherethreetosixcandidatesaregroupedtogetherandtoldtosolveacasecooperatively.Consultantsfromthefirmwatchassilentobservers.Thoughyoushouldcertainlybepreparedforthesevariationsoncaseinterviews，youaremostlikelytocomeacrossthetraditional，classicmano-a-manocaseinterview.GuesstimatesWhetherfree-standingoraspartofacase，learninghowtomake"back-of-the-envelope"calculations(rough，yetbasicallyaccurate)isanessentialpartofthecaseinterview.Aspartofaguesstimate，youmightbeaskedtoestimatehowmanywatermelonsaresoldintheUnitedStateseachyear，orwhatthemarketsizeforanewcomputerprogramthatorganizesyourwardrobemightbe.Youwillnotbeexpectedtogettheexactnumber，butyoushouldcomeclose-hencetheguesstimate.(Forexample，youmightneedtofigureoutthemarketsizeforthewardrobesoftwareasafirststepindetermininghowtoentertheEuropeanmarket.)Non-businessschoolstudentsandotherswhoappeartobeweakquantitativelymaygetstand-aloneguesstimates-guesstimatesgivenindependentlyofacase.BrainteasersBrainteasersarenormallylogicpuzzlesorriddles.Theymaybetimed.Often，brainteasersaremeanttotestbothanalyticand"out-of-the-box"thinking，aswellasgraceunderpressure.SkillsassessedinthecaseinterviewFollowingyourcaseinterview，yourconsultinginterviewerwillcompleteawrittenevaluationform.Theevaluationformsoftenincludealistofqualities，traitsandabilities，andasktheinterviewertoassessthecandidateagainstthelist.Followingisalistofthesespecialtraitsthat，accordingtoconsultinginsiders，interviewerswillbekeepinganeyeoutforasyouworkthroughthecaseinterview：LeadershipskillsYou'llhearthisfromeveryconsultingfirmoutthere-theywantleaders.Why，youmightask，wouldaconsultingfirmneedaleader?Afterall，manybeginningconsultantsareconsignedtoindependentnumber-crunchingandresearch.Thefactis，however，thatconsultantsareoftencalledupontoworkindependently，shapeprojectswithverylittledirection，anddirectothers.Youshoulddemonstrateyourleadershipskillsbytakingchargeofthecaseinterview.Askyourquestionsconfidently.Inquirewhetherthecaseinterviewrelatestotheinterviewer'sownexperience.Whileyourresumeandpreviousleadershipexperiencewillprobablymoststronglyconveyyourleadershipability，yourdemeanorinthecaseinterviewcanhelp.AnalyticalskillsThecorecompetencyofconsultingisanalysis-breakingdowndata，formulatingitintoapatternthatmakessense，andderivingasensibleconclusionorrecommendation.Youshoulddisplaythisskillthroughyourefficient，on-targetandaccuratequestionswhilewrestlingyourcasetoasolution.PresentationskillsThecasepresentationisanessentialpartofconsulting.Onceconsultantshaveanalyzedtheircaseengagementanddecidedonthepropercourseofaction，theymustpresenttheirfindingsandrecommendationstotheircaseteamandtotheirclients.Interviewerswillbewatchingyoucloselytoseeifyoustumbleoverwords，useinadvisablefillerslike"um"or"like"frequently，orappearjitteryunderclosequestioning.Remember：Whenyou'respeaking，slowdownandsmile.Ifaskedaquestionthattemporarilystumpsyou，takeadeepbreathandpause.It'salwaysbettertopausethanbabble.EnergyEventhemostqualifiedandanalyticalconsultantwon'tbemuchgoodifshequitsat5p.m.duringalongandarduousengagement.Interviewerslookforzestandenergy-firmhandshake，sincereandwarmsmile，brighteyesandbushytail.Rememberthatconsultingfirmsexpectyoutotakea10-hourflightandshowupatworkthenextday，alert，perkyandreadytogo.Attentiontodetail/OrganizationConsultantsmustbeaspainstakingasscientistsintheirattentiontodetail.Andconsultantswhojuggletwoormoreflightsaweekandengagementsallovertheworldmustbeextremelyorganized.Youcandisplaythisskillthroughadisciplined，logicalapproachtoyourcasesolution，andbyshowingupforyourinterviewprepared.You'llwanttotakenotes，sobringapadofpaperandapen.Interviewersnoticewhencandidatesmustaskforthesematerials.QuantitativeskillsThosespreadsheetsyou'llbeworkingwithasamanagementconsultantneednumberstofillthem.Consultinginterviewswillinevitablytestyourgraspofnumbersandyourabilitytomanipulatethem.Manyinterviewerswillassessyourquantitativeskillsbygivingyoua"guesstimate,"eitherwithinthecasequestionorseparately.FlexibilityConsultantsmayhavetoarriveattheofficeonedayandbepackedofftoWinnipegforsixmonthsthenext.Thiskindofflexibilityofscheduleismirroredinmentalflexibility.Totestyourgraspofacaseinterview，theinterviewermaysuddenlyintroduceanewpieceofinformation("Okay，let'ssaythefactoriesmustbeopenedeitherinCanadaorChina")orflipthetermsofthecaseinterview("Whatifthislaborcontractisnotguaranteed，asIsaidearlier?")andthenwatchhowquicklyyou'reabletoalteryourthinking.MaturityConsultantsmustoftenworkwithexecutivesandcompanyofficialsdecadesolderthantheyare.(Thisiswhyconsultantsaretaughttherightwaytoanswerthequestion"Howoldareyou?")Whatthismeansinaninterviewisaminimumofgiggling，fidgetingandreferencestoawesomefraternityeventsyoumayhaveattended，eveniftheinterviewerseemsreceptive.Intelligence，a.k.a."mentalhorsepower"Ratherstraightforward-consultinginterviewersarelookingforquicknessofanalysisanddepthofinsight.Don'tbeafraidtoaskquestionsforfearoflookingstupid-smartpeoplelearnbyaskingquestionsandassimilatingnewinformation.Atthesametime，askingyourinterviewertorepeatanelementary(orirrelevant)concept20timeswillnotburnishyourimage.WhatkindofcasewillIget?Whilethere'snowaytotellforsurewhatcasequestionyou'llget，therearesomethingsthatcantipyouofftothekindofcaseyou'llreceive.Ifyou'reanundergraduateorothernon-MBAstudent，youcanprobablybesafelyassuredofgettingacreativeor"open-ended"question."Wedon'texpectourundergraduatecandidatestoknowthatmuchaboutbusiness,"confidesoneinterviewer."Whatwedoexpectistheabilitytobreakdownandarticulatecomplexconcepts."UndergraduatesarealsomuchmorelikelytogetguesstimatesandbrainteasersthanMBAs.Areyouabusinessschoolstudentorgraduate?Thenyourcasequestionwillprobablybelessopen-ended，anddrivetowardanactualsolution.Yourinterviewermaypositsomethingfromherownexperience-knowingwhatcourseofactiontheconsultancyactuallyendeduprecommending.Thisdoesn'tmeanyouhavetomakethesamerecommendation-butyou'dbetterbeabletobackupyourreasoning！Alternatively，onethingcaseinterviewerslovetodoislookatyourresumeandgiveyouacasequestionthat