咨询面试系列：如何应付案例面试

CrackingtheCase:AConsultingInterviewPrimerPage1of3光华人向上的精神[WebExclusive]光华人向上的精神FirmsAreTheretoHelpYouConsultingIndustryGuideRememberyourseventh-gradealgebrateacher’sthreefavoritewords?"Showyourwork."Atthetime,itseemedsilly:Whynotjustshowtherightanswer?Nowthatyou’reolderandwiser,however,youknowthatinmanycaseshowyougettotherightanswerismoreimportantthansimplyknowingtheansweritself.Thesamegoesforthecasequestionsthatconsultingrecruiterslobatyou.Consultingisademandingjobwithfew"correct"answers;thismethodofinterviewinggaugeshowwellyoumanagetheprocessofgettingtoananswerandhowyouperformundersimulatedclient-engagementconditions.

Wetalkedtoconsultant-huntersatseveralfirmstogleantheiradviceoncrackingthecaseinterview.Here'swhattherecruitersrevealed—andhowyoucanbestprepare.

WhytheCaseInterview?Caseinterviewshavelongbeenusedbyrecruiterstoseeacandidate'sthoughtprocessesinmotion.Canyoudeconstructandanalyzecomplex,open-endedbusinessproblems?Doyoustaycalm,orwillyousweatbulletsunderpressureataclientsite?

Atthemostbasiclevel,acaseinterviewisaboutaskingtherightquestions,developingalogicalwayofworkingthroughtherelevantissues,andarrivingatarecommendation.Yourstructuremaybeapackagedframeworkoritmaybevariousframeworksstrungtogether;youmayevenchoosenottouseframeworksatall.What'simportantisthatyoudemonstratesomedefinedstructure.

“Casestudiesareanimperfectscience,”concedesMichaelGibney,projectmanageratPricewaterhouseCoopers,“butareeasilyimplementableinthe30to45minuteswehaveforeachinterview.”Sincetheymeasureyouranalyticalskills,they'reanimprovementoversimple"fit"or"resumé"interviews.

Inmostcaseinterviews,therecruitergivesyouanexampleofareal-lifeclientproblem.Sometypicalcategoriesinclude:光华人向上的精神CompanyStrategy:光华人向上的精神BrainGames:“HowmanytennisballsareintheUnitedStates?”OperationsImprovement:“Whyismyclient’sfactoryrunningbehind?”MarketSize:“Howbigistheglobalairconditionermarket?”Althougheachrequiresaslightlydifferentapproach,allaremeantmainlytoevaluatetheprocessyouuse,nottheansweryoucomeupwith.

PracticeMakesPerfect

Youabsolutely,positivelymustprepareinadvanceforcaseinterviews.“Itbecomesprettyclearprettyfastwhohas—andwhohasnot—practiced,”saysGibney.“Iknowthereisabasicsortofbusinessacumenthatmaynotbeabletobepracticed,butcandidatesmusthaveanunderstandableapproachtosolvingproblems.That’swhatourclientsdemandofus.Ifwecan’trelatesolutionstotheclient,it’saproblem.”

Don’tassumethatattendingacase-orientedbusinessschoolwillgiveyouanupperhand.JohnFlato,CapGeminiErnst&Young’snationaldirectorofuniversityrecruiting,saysthesecandidatesdon’tseemtodoanybetterorworsethancandidatesfromnon-caseschools.

Studydifferentkindsofcasequestions.Justbecauseyourbuddyinterviewedbeforeyouandgaveyouaheads-uponthequestionsdoesn’tmeanyouhavealegup.Recruitershavetonsofcasequestionsintheirrepertoire,andthechancesoftheirusingthesamequestionmultipletimesononecampusvisitareslimtonone.

光华人向上的精神

Getaclassmateorfriendtorole-playtheinterviewwithyou,anduseanyresources(suchasacasebook)thatyourschool'sconsultingclubprovides.Themoremockcasesyousinkyourteethinto,themorelikelyyouaretoberelaxedandpoisedfortherealthing.Sometimesyoulearnmorebypresentingacasequestiontosomeonethanyoudowhensolvingthecaseyourself.

Deliberatelypickindustriesyou'renotfamiliarwithsoastotestyouranalyticalskills,notmemorizedfacts;forinstance,ifyourpre-B-schoolexperienceismostlyinmediaandentertainment,askyourcasebuddytoaskyouaboutsteelproductionormedicaldevicemarketing.Thatsaid,doconsiderbrushinguponthebasicsinseveralindustries—forinstance,knowtheproductdevelopmentcycleinpharmaceuticalresearch,andunderstandcurrenttrendsintechnology.(Formoreinformationonvariousfields,checkoutourindustryguides.)Althougheachcaseisdifferent,withpracticeyouwillimproveyouranalyticalreasoningskillsandsolutionmethod.

ThinkThroughtheProcess

Whenitcomestostrategyorproductmarketingquestions,theinterviewerwilloftengiveyouonlythebarebonesofacaseandwillwaitforyoutorequestfurtherdetails:Howmanycompetitorsdoesthecompanyhave?Whatarethemajorcostandrevenuedrivers?Whoarethemajorclients?Anddon'tforgettoaskforthefirm'smission—ifyoudon'tknowwhatacompany'sgoalsare,youmightcomeupwithavalid—butmisguided—solution.Usesomebasicframeworkstodriveyourquestions—thefourP'sandthethreeC's,forinstance.

AsamplequestionGibneyusedrecentlyinvolvedamanufacturer/distributor/retailerofcomputerproducts.Thisclienthastraditionallygonedirectlytotheconsumerandhasdevelopedasolidbrandimage.Theclientnowwantsanassessmentastotheissuesrelatingtothecorebusiness,aswellastheopportunitiesforthecompanytogetintotheservicesside,whichitviewsasahigh-margin/high-growth-ratebusiness.Thecandidatenowneedstoprovideanapproachorevaluativeframeworkforanalyzingeachofthetwodifferentproblems.

Aslongasit'spermitted,workyouranswersoutonpaper.Pencilsandpens,plusanotebookorlegalpadshouldbestandardequipmentinanyinterview.“It’samazinghowmanypeopleshowupwithoutapenandpaper,”marvelsKamennaRindova,aseniorassociateatMercerManagementConsulting.Thinkingthroughallthefactsisamust,and光华人光华人向上的精神光华人向上的精神Page2of3[WebExclusive]Youdon'thavetobeSherlockHolmestoacethecasesinaconsulting-firminterview.Infact,alittlepreparationcanmakesolvingthemseem,well,elementary.FirmsAreTheretoHelpYouConsultingIndustryGuideMaytheFiveForces(Not)BewithYouSomerecruitersareturnedoffwhenpotentialhiresdrawonapackagedanalyticalframework(suchasthefiveforces)tosolveaproblem.Others,however,areimpressed.Tobeonthesafeside,ifyouuseaframework,don’tstraytoofarfromtheissue.

EileenCoveney,vicepresidentatL.E.K.Consulting,warnscandidatesabouttheperilsofframeworks:“Whenpeopledependtoomuchonapre-establishedframework,theymaynotbethinkingdeeplyenoughabouttheproblemathand.Thismayindicatethatwhenpresentedwithanactualclientissue,theyarenotgoingtofocusonthedetailsandspecificsoftheclient’sproblem.Rather,theymaybeinclinedtojumpintoeasyandobvioussolutions.”

Ifyoudouseone,choosewisely.Ifthecaseisaboutabusinessthat'sconsideringentryintoanindustry,Porter'sfiveforcesmayindeedbeyourbestbet.Ifyou'retalkingabouthowproductsgetfromsupplierstoendconsumers,considerthevaluechain.Companiesthatarefallingshortonsalescoulduseaprofitabilityorcostvs.revenueanalysis.Ifyou'remarketinganewpharmaceuticalproduct,thinkaboutthe4P'sandthe3C's.

光华人向上的精神光华人向上的精神"IsThatYourFinalAnswer?"

Don’tbeafraidofpausing.Takethetimetodrawupnotesandsketchouttheproblem.Don’tblurtanythingoutunnecessarilytoendaperiodofsilence.You’renotonagameshow;you’reinterviewingtobeaconsultant,whichisabusinessasmuchaboutthinkingasitisaboutcommunicating.Aboveall,becalm.

Ifyoudorespondtoaquestiontooquickly,beforeunderstandingallthefacts,youmayendupcontradictingyourselfhalfwaythroughyourresponse—whichcouldbedisastrous.“Inourenvironmentandourindustry,”saysSeanHuurman,nationalrecruitingdirectorofKPMGConsulting,“weneedtomakesurewe’resayingtherightthingthefirsttime.”

Afteralltheanalysis,however,don'tforgettocometosomekindofconclusionastowhatthecompanyshoulddo.Considerpresentingadecisionrulethattheimaginaryorganizationcouldusetofigureoutwhatthebestoptionis—e.g.,ifrevenuesoutstripcosts,thendox.

FollowtheLeader

Manyfirmsuseagroupexerciseintheirsecondorsubsequentroundstoseehowwellyouworkwithothers.Ifyou’reassignedaroleotherthanteamleader,don’tfret.Itdoesn’tmatterwhatyourroleisintheexercise—justdoitwell.Ifyouandtheteammembersaretoldtosettlebetweenyourselveswhogetstodowhat,don’tfightoverwhogetstomakethepresentationorleadthegroup.Likewise,don’tplaytheshrinkingviolet.Remember,therecruiteriswatching.

光华人向上的精神光华人向上的精神Page3of3[WebExclusive]Youdon'thavetobeSherlockHolmestoacethecasesinaconsulting-firminterview.Infact,alittlepreparationcanmakesolvingthemseem,well,elementary.FirmsAreTheretoHelpYouConsultingIndustryGuideReadyforsomecompany-specificadvice?Here'swhatfiverecruiterstoldusaboutinterviewingattheirfirms.RecruiterNo.1:EileenCoveney,vicepresident,L.E.K.ConsultingTheQuestions:

Testingacandidate'sskillacrossarangeofareasistheprimaryreasonL.E.K.usescaseinterviews.Coveneyindicatesthatthecaseinterviewsaremeantto(1)assessacandidate’sanalyticalability,(2)evaluateacandidate'scommunicationskillsandlogicflow,(3)understandhowacandidaterespondstoredirection,and(4)testhis/heroverallfitwiththefirm.MostquestionsL.E.K.recruitersaskcenteraroundstrategicgrowthopportunitiesforpotentialclients.

WordsofWisdom:

Coveneypointsoutthatshedoesn’thaveapreferenceregardinghowacandidateinitiallyreactstothecaseinterviewquestion.“Somepeopletakesometimetoformulatetheirthoughts,otherpeopleaskafewquestions,andotherpeoplejumprightin,”Coveneysays.“Relaxandtakeyourtime,focusonthespecificissuesofthecase,rememberthereisnoonerightanswertothecase,anddon’tusetoomanyframeworks.Don’tthrowinthekitchensink,likePorter’sfiveforces,etc.Justbeconfident,andrelax—itwillreallyhelpwiththeinterview.”

RecruiterNo.2:KamennaRindova,seniorassociate,MercerManagementConsultingTheQuestions:

MMCasksmostcandidatesone-on-onequestionsanddoesn’toftendogroupexercises.Reflectingthefirm’sfocus,mostquestionsdealwithstrategyissues,withoccasionalmarketsizingquestionsthrownin.ThepurposeoftheinterviewforMMCistoseethecandidate'sabilitytostructureandthinkthroughaproblemastheywouldonthejob.

WordsofWisdom:

Rindovasayspracticeandfamiliaritywithcasesisessential,andstressesthataninterviewcangosouthifthecandidatelosessightofthestructureheorsheisbuilding.Lastly,beatingaclearpathtoanyresponseismoreimportantthangettingitright.“Youcangive(arecruiter)awronganswer,butifyouthoughtoutloudthroughtheprocess,youcouldstillhaveastellarinterview,”Rindovaconcludes.

RecruiterNo.3:ScottBerney,headofU.S.recruitingoperations,MonitorGroupTheQuestions:

Determiningaperson’sanalyticalskills,comfortwithmanipulatingnumbers,andabilitytointegratedifferentpiecesofdataisthepurposeofthecaseinterviewforMonitorGroup.Forthefirstroundofinterviews,casequestionsareusuallywrittenandaretwotothreepagesinlength.Inthefinalround,agroupeventisused.

WordsofWisdom:

“Mytakeonmostotherfirmsisthattheyputapremiumon[thecandidate’s]abilitytoaskquestionsintheinterview.Monitorcasesputapremiumonyourabilitytoanalyzedata,manipulatenumbers,integrate,andcomeupwithananswerbasedonthedatayou’vebeengiven,”saysBerney.LikeL.E.K.’sCoveney,hedoesn’tliketoseecandidatesusetoomanyframeworkstosolveaproblem.

RecruiterNo.4:SeanHuurman,nationalrecruitingdirector,KPMGConsultingTheQuestions:

“Thecasequestionhelpsgettoathinkingprocessandvariouscharacteristicsofacandidateyoudon’tnecessarilygetinanordinaryinterview,”saysHuurman.“Whenweusecases,wearereallyfocusingonthingsthattieintotheclient.”ThetypicalKPMGconsultanthunterwantstoknowhowacandidatecancommunicatewiththeteam,theirleadership,andtheclient.

Huurmanfavorsgroupinterviews,andknowsalotofcandidatescanbepreppedinadvance,buthenotesthatthere’s"noamountofcoaching"thatcanprepareyouforagroupproject.

光华人向上的精神WordsofWisdom:

“Toomanypeoplejumprightintothecasestudyanddon’tputanythoughtintoit,”saysHuurman.“Iwanttheintervieweestothinkthingsthrough.”KPMGrecruitersarealwaystoldtoletthecandidatehavesometimetothinkthroughthecase,butHuurmanindicatesthatveryfewcandidatestakeadvantageofit.

HuurmanadmitsthatfewrecruiterswouldaskintervieweeswhatKPMGstandsfor(curious?It'sKlynveld,Peat,Marwick,andGoerdeler),butit’simportanttodoyourhomeworkonthefirm’sservices,strengths,andculture.

RecruiterNo.5:MichaelGibney,projectmanager,PricewaterhouseCoopersTheQuestions:

SomeofPwC’scompetenciesdon’trequirethatacasequestionbeasked,butit’sprobablybesttoplanforone.Interviewsaretypicallyone-on-oneandaremeanttotestthebusinessacumenofacandidate.Seeingcandidates'insightintobusinessproblemsandtheirapproachtosolvingthem(mostquestionsarebasedontrue-lifeclientengagements)istheoverallgoal.

WordsofWisdom:

Gibneyunderstandsthatmanyproblemsaretoobigtosolveduringthecourseofahalf-hourinterview,butwantstoseeafirmgraspofkeyissues.“Thecandidatemusthaveanunderstandingoftheoverallsituationandtheoverallproblem,andthencreateanapproachtosolveit,”Gibneysays.“Forinstance,ifwe’retalkingaboutaclientgettingintotheservicesbusiness,Iwouldexpecttoseesomekindofframeworkaroundidentifyingwhatrelevantserviceswouldbe,andthedifferentmarketandcompanyfactorsinvolved.Iwantthecandidatetorelatedirectlywhatthecoreissuesare.”

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