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NC-ZZG001-103198Shimp-RC.pptMcKinseyCaseInterviewWorkshopFUQUASCHOOLOFBUSINESSOctober31第一页，共二十页。TODAY’STOPICSCaseinterviewoverviewPurposeTypesSuggestedapproachSuccessfulproblem-solving2第二页，共二十页。RESUMEANDCASEINTERVIEWS–WHATFIRMSARELOOKINGFORFromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojects/specialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthletic/culturalachievementsCommunityactivitiesDrive/perseveranceFromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured,logicalapproachCuriosity,creativityLogical,probingquestionsSynthesisandconclusionsSkillsComfortwithambiguity/poiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative,numericalagilityPracticalityJudgment,commonsenseBusinessacumen/instinctClear,logicalcommunicationEvidenceofExcellenceProblemSolvingAbility3第三页，共二十页。TYPESOFCASESBusinesscases“WhatwilltheimpactofindustryconsolidationbeoncompanyX?”“ShouldcompanyXenter/exitanew/oldmarket?”“HowshouldcompanyXreacttoanewentrant?”“ShouldcompanyXaddcapacity?”Estimationcases“HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere?”“WhatisthesizeoftheskateboardmarketintheU.S.?”“WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta?”ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails,analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoise4第四页，共二十页。...buttherearewronganswersIgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotworkThereisnorightanswerThegoalistodemonstrate“howyouthink”WHATTOREMEMBERWHENAPPROACHINGACASE5第五页，共二十页。SUGGESTEDAPPROACHFORCASESWhattodoListentointroduction–donotthinkaheadtoyouranswersAsk1-2clarifyingquestions,ifnecessary;takeafewnotesifyoulike;donotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe,develophypotheses,askforafewrelevantfacts,defend/refinehypothesesbasedonnewinformation,probefurther,anddescribeimplicationsyouseePickanotherbranchandcontinue(Makesureyouareprioritizingyourresponses)Putitalltogether:trytoanswertheoverallquestion(bigpicture)withareasonable,actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendationWhatnottodoPlay20questionsAssume1frameworkfitsallCover1issuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails(orthenumbers)GetfrustratedConductapostmortemintheinterview6第六页，共二十页。FIVEEASYSTEPSTOBULLET-PROOFPROBLEMSOLVINGStep1StatetheproblemStep2DisaggregatetheissuesStep3Eliminateall

non-keyissuesStep4Conductcriticalanalyses,porpoisebetweendataandhypothesesStep5Synthesizefindingsandbuildargument?7第七页，共二十页。ClearstatementofproblemtobesolvedorissuetoberesolvedSTEP1:STATETHEPROBLEMLEMCharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornon-disputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforward?InterviewerstatestheproblemProblemhasbeenclearlystated,andyouunderstanditProblemhasNOTbeenclearlystated,oryoudon’tunderstanditYoumustclearlyunderstandtheproblemParaphrasetheproblemtomakesureyouhaveitrightAskquestionstoclarifytheissueStep2.Youareresponsibleforensuringtheclarityoftheproblem8第八页，共二十页。STEP2:DISAGGREGATETHEISSUESWhyuselogictrees?1. TobreakaproblemintocomponentpartssothatProblem-solvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividuals2. ToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive(i.e.,nooverlaps,nogaps)SubissueSubissueSubissueSubissueSubissueSubissueIssues/hypothesisNo.1Issues/hypothesisNo.2Issues/hypothesisNo.3ProblemstatementSuggestions

-Describeyourapproachtotheinterviewerasyouproceed.Don’tassumetheyknowwhatyouarethinking!-Stateyourhypothesesascrisplyaspossible.-Onlyuseframeworksiftheyareappropriate-don’tforcefit.-Theideasareimportant,nottheframework.“Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness”isbetterthan“I’dliketoapplypartofthePorterFiveForcesframework”.9第九页，共二十页。STEP3:ELIMINATEALLNON-KEYISSUESWhyFirststepinconstant,interactiverefinementprocessFocusesyoureffortonwhatismostimportantDo’s&Don’tsAlwaysaskyourself“sowhat”...butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhyProblemstatementIssue1Issue2Issue3Issue410第十页，共二十页。STEP4:CONDUCTCRITICALANALYSISDo’sBehypothesis-drivenandendproducts-oriented“Porpoise”frequentlybetweenhypothesisanddataKeeptheanalysesassimpleas

youcan.Besuspiciousofhugelinearprogramsandtheirilk.DoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUse80/20andback-of-envelopethinkingDonotbeafraidtobecreativeDon’tsDonotjust“runthenumbers”–askyourself“whatquestionamItryingtoanswer?”DonotchaseyourtailDoyoureallyneedtocalculatetheWACC?Don’tmisstheforestforthetrees.Bewareof“polishingdirt”Lookforbreakthroughthinking11第十一页，共二十页。STEP5:SYNTHESIZEFINDINGSANDBUILDARGUMENTComplicationSituationResolutionUsesituation,complication,resolutionformatPyramidstructure

ordecisiontreeMainassertionSupportingdataSupportingdataSupportingdataSupportingdataQuestionSub-assertionSub-assertionQuestionQuestionYes Action1No

Action2Yes Action3No Action4and/orStatetheconditionsatpointofproblemFleshoutbarrierstoimprovingsituationLayoutpossiblesolutionpath12第十二页，共二十页。APPENDIX:INTERVIEWINGWITHMCKINSEY13第十三页，共二十页。FORMATFOR30MINUTEFIRSTROUNDINTERVIEWMinutes15-2055-10Resume-relatedquestionsandQ&AIntroductionCaseFirstroundOncampusTwo30minutecase/resumeinterviewsSecondroundTwo30minuteinterviewsGenerallybothcaseinterviewsThirdroundInanoffice~five30-45minuteinterviews3-5casesXIIVIIII14第十四页，共二十页。WHATWEARELOOKINGFORProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfortPersonalimpactPresenceEmpathyDrive/AspirationDriveforexcellenceEnergylevel/perseveranceLeadershipPersonalinitiativeEntrepreneurshipMcKinseyprofile15第十五页，共二十页。RESUMERELATEDQUESTIONSFocusedQuestions“Describeasituationinwhichyou’veledaprojecttosuccess?”“Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities?”“Describeasituationinwhichyou’vehadtoovercomeobstaclestoreachadesiredoutcome.”Why?EvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterviewOpenEndedQuestions“Tellmeaboutyourself.”“WhydidyouchooseDarden?”Why?ClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredway16NC-ZZG001-103198Shimp-RC.ppt第十六页，共二十页。INTERVIEWINGSTYLESFORCASESFromoneextreme…DetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable,ifaskedConversationalfeelthroughouttheinterviewWhy?TestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussed…totheotherBriefintroductionVerybroaddescriptionofproblem(e.g.poorperformance)Few,ifany,factsavailable‘Whatdoyouthink”responsestomostquestionsWhy?Testoverallproblemstructuring,hypothesisgeneratingabilityTestforcreativityandbusinessinstinctLookforcomfortwithambiguity17NC-ZZG001-103198Shimp-RC.ppt第十七页，共二十页。IMPROVINGCASEPERFORMANCEIndirectlythroughclassesPolicyStrategicframeworksBusinessinstinctIndustrystructureEconomics/financeVariablevs.fixedcoststructuresEvaluatinginvestmentopportunities(ROI,CostofCapital,…)IncomeStatement/BalanceSheet/CashFlowStatementthinkingValuechainthinkingMarketingCustomersegmentationChannelmanagementBrandmanagementOperationsQualityLeadtimecompetitionHavingtherightkindofflexibilityDirectlythroughpracticecasesStudenttoStudentClasscasesCase