搜索
CrackingtheCase:AConsultingInterviewPrimerPage1of3[WebExclusive]Youdon'thavetobeSherlockHolmestoacethecasesinaconsulting-firminterview.Infact,alittlepreparationcanmakesolvingthemseem,well,elementary.FirmsAreTheretoHelpYouConsultingIndustryGuideRememberyourseventh-gradealgebrateacher’sthreefavoritewords?Showyourwork.Atthetime,itseemedsilly:Whynotjustshowtherightanswer?Nowthatyou’reolderandwiser,however,youknowthatinmanycaseshowyougettotherightanswerismoreimportantthansimplyknowingtheansweritself.Thesamegoesforthecasequestionsthatconsultingrecruiterslobatyou.Consultingisademandingjobwithfewcorrectanswers;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'reanimprovementoversimplefitorresuméinterviews.Inmostcaseinterviews,therecruitergivesyouanexampleofareal-lifeclientproblem.Sometypicalcategoriesinclude:CompanyStrategy:“Myclientisthinkingofmakinganacquisition,and…”BrainGames:“HowmanytennisballsareintheUnitedStates?”OperationsImprovement:“Whyismyclient’sfactoryrunningbehind?”MarketSize:“Howbigistheglobalairconditionermarket?”Althougheachrequiresaslightlydifferentapproach,allaremeantmainlytoevaluatetheprocessyouuse,nottheansweryoucomeupwith.PracticeMakesPerfectYouabsolutely,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.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.ThinkThroughtheProcessWhenitcomestostrategyorproductmarketingquestions,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,”marvelsKamennaRindo