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VaultGuideToCaseInterviewCHAPTER1:INTRODUCTION
ﻫ•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?ﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=214&profilesection_num=740&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Typesofcaseinterviewsﻫ•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:CASESTRATEGIESﻫ
•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"Top10caseinterviewtipsﻫ•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"Specifictypesofbusinesscases
CHAPTER3:CASEFRAMEWORKSﻫ
•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&frameworksﻫ•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"TheBalanceSheetﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=889&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheIncomeStatementﻫ•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)ﻫ•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"Productlifecyclecurveﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=902&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Strategytool/frameworkchartﻫ•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"TheFourCsﻫ•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"Corecompetenciesﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=908&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Benchmarkingand"bestpractices"ﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=909&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"The2x2matrixﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=912&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"TheBCGMatrixﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=913&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"M&Acases:Determiningthevalueofanacquisitionﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=216&profilesection_num=916&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Aframeworkcaution
CHAPTER4:BEINGTHEREﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=217&profilesection_num=772&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Let'spretendﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=217&profilesection_num=773&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"ThecaseﻫCHAPTER5: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"Thinkingstrategicallyﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=920&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"UsingtheFourPsﻫ•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"Awrittencaseﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=925&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Thefinancialcaseinterviewﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=926&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"M&Acasesﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=243&profilesection_num=927&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"AdditionalpracticequestionsﻫCHAPTER6:GUESSTIMATES
•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=928&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252""Guesstimate"casequestionsﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=929&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Acingguesstimatesﻫ•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...ﻫCHAPTER7: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"PracticebrainteasersﻫCHAPTER8:FINALANALYSIS
•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=246&profilesection_num=936&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Finalanalysis
CHAPTER9:APPENDIX
•Consultingglossaryﻫ•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=247&profilesection_num=938&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"RecommendedreadingﻫﻬChapter1:INTRODUCTIONﻫ
SUB-CHAPTERS:<Whythecase?>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!
Typesofcaseinterviews
Whatcaseinterviewsarenotdesignedtodoistoexploreeducational,professionalorexperientialqualifications.Ifyou'vereachedthecaseinterviewstage,takeadeepbreath-theconsultingfirmhasalreadyweighedyourbackground,GPAandexperienceandfoundyouworthyofadeeperskillassessment.Thismeansthatthecaseinterviewisyourstolose.Triumphoveryourcaseinterviews,andchancesarethataslotatthefirmwillopenforyou.Caseinterviewsvarywidely,butingeneraltheyfallintothreegroups:businesscases,guesstimates,andbrainteasers.Thesequestionsaredesignedtoassessaparticularsetofcandidatecharacteristicsthatanindividualwouldberequiredtopossessaspartofthetacticaland/orlifestyleaspectsofbeingaconsultant.ﻫﻫCaseinterviewsCaseinterviewsvarysomewhatintheirformat.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.SkillsassessedinthecaseinterviewﻫFollowingyourcaseinterview,yourconsultinginterviewerwillcompleteawrittenevaluationform.Theevaluationformsoftenincludealistofqualities,traitsandabilities,andasktheinterviewertoassessthecandidateagainstthelist.Followingisalistofthesespecialtraitsthat,accordingtoconsultinginsiders,interviewerswillbekeepinganeyeoutforasyouworkthroughthecaseinterview:LeadershipskillsﻫYou'llhearthisfromeveryconsultingfirmoutthere-theywantleaders.Why,youmightask,wouldaconsultingfirmneedaleader?Afterall,manybeginningconsultantsareconsignedtoindependentnumber-crunchingandresearch.Thefactis,however,thatconsultantsareoftencalledupontoworkindependently,shapeprojectswithverylittledirection,anddirectothers.Youshoulddemonstrateyourleadershipskillsbytakingchargeofthecaseinterview.Askyourquestionsconfidently.Inquirewhetherthecaseinterviewrelatestotheinterviewer'sownexperience.Whileyourresumeandpreviousleadershipexperiencewillprobablymoststronglyconveyyourleadershipability,yourdemeanorinthecaseinterviewcanhelp.AnalyticalskillsﻫThecorecompetencyofconsultingisanalysis-breakingdowndata,formulatingitintoapatternthatmakessense,andderivingasensibleconclusionorrecommendation.Youshoulddisplaythisskillthroughyourefficient,on-targetandaccuratequestionswhilewrestlingyourcasetoasolution.
Presentationskills
Thecasepresentationisanessentialpartofconsulting.Onceconsultantshaveanalyzedtheircaseengagementanddecidedonthepropercourseofaction,theymustpresenttheirfindingsandrecommendationstotheircaseteamandtotheirclients.Interviewerswillbewatchingyoucloselytoseeifyoustumbleoverwords,useinadvisablefillerslike"um"or"like"frequently,orappearjitteryunderclosequestioning.Remember:Whenyou'respeaking,slowdownandsmile.Ifaskedaquestionthattemporarilystumpsyou,takeadeepbreathandpause.It'salwaysbettertopausethanbabble.EnergyﻫEventhemostqualifiedandanalyticalconsultantwon'tbemuchgoodifshequitsat5p.m.duringalongandarduousengagement.Interviewerslookforzestandenergy-firmhandshake,sincereandwarmsmile,brighteyesandbushytail.Rememberthatconsultingfirmsexpectyoutotakea10-hourflightandshowupatworkthenextday,alert,perkyandreadytogo.Attentiontodetail/Organization
Consultantsmustbeaspainstakingasscientistsintheirattentiontodetail.Andconsultantswhojuggletwoormoreflightsaweekandengagementsallovertheworldmustbeextremelyorganized.Youcandisplaythisskillthroughadisciplined,logicalapproachtoyourcasesolution,andbyshowingupforyourinterviewprepared.You'llwanttotakenotes,sobringapadofpaperandapen.Interviewersnoticewhencandidatesmustaskforthesematerials.Quantitativeskills
Thosespreadsheetsyou'llbeworkingwithasamanagementconsultantneednumberstofillthem.Consultinginterviewswillinevitablytestyourgraspofnumbersandyourabilitytomanipulatethem.Manyinterviewerswillassessyourquantitativeskillsbygivingyoua"guesstimate,"eitherwithinthecasequestionorseparately.FlexibilityﻫConsultantsmayhavetoarriveattheofficeonedayandbepackedofftoWinnipegforsixmonthsthenext.Thiskindofflexibilityofscheduleismirroredinmentalflexibility.Totestyourgraspofacaseinterview,theinterviewermaysuddenlyintroduceanewpieceofinformation("Okay,let'ssaythefactoriesmustbeopenedeitherinCanadaorChina")orflipthetermsofthecaseinterview("Whatifthislaborcontractisnotguaranteed,asIsaidearlier?")andthenwatchhowquicklyyou'reabletoalteryourthinking.Maturity
Consultantsmustoftenworkwithexecutivesandcompanyofficialsdecadesolderthantheyare.(Thisiswhyconsultantsaretaughttherightwaytoanswerthequestion"Howoldareyou?")Whatthismeansinaninterviewisaminimumofgiggling,fidgetingandreferencestoawesomefraternityeventsyoumayhaveattended,eveniftheinterviewerseemsreceptive.Intelligence,a.k.a."mentalhorsepower"ﻫRatherstraightforward-consultinginterviewersarelookingforquicknessofanalysisanddepthofinsight.Don'tbeafraidtoaskquestionsforfearoflookingstupid-smartpeoplelearnbyaskingquestionsandassimilatingnewinformation.Atthesametime,askingyourinterviewertorepeatanelementary(orirrelevant)concept20timeswillnotburnishyourimage.WhatkindofcasewillIget?ﻫWhilethere'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,onethingcaseinterviewerslovetodoislookatyourresumeandgiveyouacasequestionthatrelatestoyourpastexperience."Forexample,"saysoneconsultant,"ifyouwereontheadvertisingstafffortheschoolnewspaper,youmightbegivenaquestionaboutinvestinginadvertisingagencies."Forthisreason,adviseconsultants,"itmakessensetofollowuponyourfieldinTheWallStreetJournalbecauseyoumaybeaskedaboutrecentdevelopmentsinit.Ifyouknowwhat'sgoingonyou'llbethatmuchmoreimpressive."Someguesstimates,forexample,figuringoutthetotalworldwiderevenuesofTarzan,arebroadenoughsothatmostpeoplecanmakeareasonableassumptionofnumbers.
ﻬChapter2:CASESTRATEGIES
SUB-CHAPTERS:<Yourobjective>HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=746&page=1&product_id=1390"Top10caseinterviewtips•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=749&page=1&product_id=1390"Groupcases•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=750&page=1&product_id=1390"Commonproblemsandtroubleshooting•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=751&page=1&product_id=1390"Thinkingaboutthecase•HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=215&profilesection_num=752&page=1&product_id=1390"SpecifictypesofbusinesscasesYourobjectiveBusinesscasesinvolvereal-worldsituationsforwhichacandidateisprovidedwithasetoffactsaboutabusinessorbusinessproblem.Businesscasescanbepresentedasanarrativedetailedbytheinterviewer(mostcommon)oronpaper.Theymayalsotaketheformofacasestudy,wherethecandidateispresentedwithapacketoftextincludinggraphs,charts,financialinformation,andotherexhibits.Regardlessoftheformat,theobjectiveofthebusinesscaseremainsthesame.Theinterviewerisattemptingtoassessyourabilitytosynthesizemanydifferentsituationalelementsintoacohesiveunderstandingoftheproblemathand.Asacandidate,youwillneedtodrawuponyouranalyticalabilities,businessexperience,anddeductivereasoningtocrackthecase.Inmostcases,thebusinesscasewillbetimed,andcanlastanywherefrom15minutestoanhour.(Whileyouwillusuallybegivenonlyonecaseinaninterview,youmaybegiventwoormoreshortercases.)Insomesituations,businesscasesmaybepresentedwithlittleornoinformation.Theinterviewermaysimplytossoutafewfactslike,"Wehaveamulti-billiondollarconsumerproductsclientwithoperationsin15countries.Whatwouldyouadvisethem?"Thentheinterviewerfallssilent.Inadditiontoappraisingtheaforementionedskills,theinterviewermaydeliberatelychoosethisvaguenesstoassessacandidate'spoise,reactiontoanunfamiliarsituation,overallconfidence,andgraceunderpressure.Don'tfret!Thereareno"correct"answerstobusinesscasequestions.Infact,manytimesyouwillnotreachaconclusionbeforetheinterviewermovesontootherquestions.Thisisnotasignthatsomethinghasgoneterriblywrong.Theinterviewerisnotlookingforadefinitiveanswer,ratherheisassessingyourabilitytoanalyzeandsynthesizevariousfacts,clarifythesituation,andsetupaframeworkforpursuingotherinformation.Ifyouhavealreadysuccessfullydemonstratedthatyouhavethecapabilitytoperformthesetasks,yourinterviewermaywishtomoveontoadifferentsubjectorcase.Top10caseinterviewtipsﻫ1.TakenotesﻫAsyourinterviewerpresentsyourcase,besuretotakecarefulnotesonthenumbersorotherfactsgiven.(Alwaysbringanotepadandapentoaconsultinginterview.)Ifyouplanondrawinggraphs,addbrowniepointsbybringinggraphpaper(whichshowsmajorforesight).Youdon'twanttobeputinthepositionofaskingyourinterviewertolaterrepeatinformation.2.Makenoassumptions!
Asacaseinterviewee,youshouldnevermakeanyassumptions.Yourinterviewerwillinevitablyleavethingsoutofthecasepresentedtoyou.(Ifanapplejuicemanufacturerhasseenitsexpensesrisedramatically,forexample,yourinterviewerprobablywon'tmentionthetreeblightthat'sconstrictingsupplyofapples.)Youshouldassumethepersonaofanactualconsultanttryingtolearnaboutanassignment.Itmightseemobviousthatthereisnopreexistingworkplan(becauseiftherewas,whywouldthisbeacaseinterview?)butyoumaywanttoask.Youshouldalsoaskifthecompanyhasencounteredasimilarproblem,orwhatothercompaniesinthefieldhavedonewhenfacedwithsimilarsituations.Yourinterviewermaynotreleasethatinformationbutwillbeimpressedthatyouaskedthesesensiblequestions.Somegoodbasic"professional"questionstoask,whichapplytomostcases:Whohiredus?Howlongwillthisengagementlast?Isthereaworkplan?Hasthecompanyfacedthisproblem(oropportunity)before?Ifso,howdiditreact?Whatwastheoutcom
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