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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"Specifictypesofbusinesscases

CHAPTER3: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"ValueChainA(yù)nalysis

?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"Aframeworkcaution

CHAPTER4: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"Thecase?CHAPTER5: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"Thinkingstrat(yī)egically??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"Additionalpracticequestions?CHAPTER6:GUESSTIMATES

?HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=244&profilesection_num=928&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252""Guesstimat(yī)e"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"Practicebrainteasers?CHAPTER8:FINALANALYSIS

?HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=246&profilesection_num=936&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Finalanalysis

CHAPTER9:APPENDIX

?Consultingglossary??HYPERLINK"/vstore/_profilesectionredirect.cfm?chapter=247&profilesection_num=938&page=1&product_id=1390&mode=profilecontents&objectgroup_id=252"Recommendedreading??Chapter1:INTRODUCTION?

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"What(yī)kindofcasewillIget?Whythecase?

Yourimpressiveresumemaygetyouaninterviewwithaconsultingfirm,butitwon'tgetyouthejob.Consultantsknowthataresume,at(yī)itsverybest,isonlyatwo-dimensionalrepresentationofamulti-faceted,dynamicperson.Andbecauseconsultingfirmsdependonemployingthosemulti-faceted,dynamicpeople,thefirmsrelyheavilyonthecaseinterviewtoscreencandidates.Theinterviewprocessisespeciallypertinentintheconsultingindustry,sinceconsultingprofessionalsspendthelion'sshareoftheirbusinessdayinteractingwithclientsandcolleagues,andmustthemselvesconstantlyinterviewclientemployeesandexecutives.Furthermore,consultantsmusthaveaselectsetofpersonalityandleadershiptraitsinordertobesuccessful.Aconsultant'sworkenvironmentisextremelyturbulent.Therearenonstopengagementteamchanges,hostileclientenvironments,countlesspoliticalinfluences,andnear-perpetualtravel.Thesefactorsdictat(yī)ethatanindividualbecoolunderpressure,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.Yourjobistoasktheinterviewerlogicalquestionsthatwillpermityoutomakeadetailedrecommendat(yī)ion.Themajorityofcaseinterviewersdon'thaveaspecificanswerthat(yī)you,thecandidate,areexpectedtogive.What(yī)theinterviewerislookingforisathoughtprocessthat(yī)isatonceanalyticalandcreative(whatconsultantslovetocall"out-of-the-box"thinking).Specificknowledgeoftheindustryinquestionisabonusbutnotnecessary.Businessschoolstudentsandcandidateswithsignificantbusinessworldexperiencereceivecasequestionsthatrequireadeeperunderstandingofbusinessmodelsandprocesses.Theinterviewwithaconsultingcompanynormallylastsabouthalfanhour.Ofthistime,about10minutesistakenupwithpreliminarychatandbehavioralquestionsandfiveminutesofyouraskingquestionsaboutthecompany.Thisleaves15minutesforyourcaseinterviewquestionorquestions.Makethemcount!

Typesofcaseinterviews

Whatcaseinterviewsarenotdesignedtodoistoexploreeducational,professionalorexperientialqualifications.Ifyou'vereachedthecaseinterviewstage,takeadeepbreath-theconsultingfirmhasalreadyweighedyourbackground,GPAandexperienceandfoundyouworthyofadee(cuò)perskillassessment.Thismeansthatthecaseinterviewisyourstolose.Triumphoveryourcaseinterviews,andchancesarethataslotatthefirmwillopenforyou.Caseinterviewsvarywidely,butingeneraltheyfallintothreegroups:businesscases,guesstimates,andbrainteasers.Thesequestionsaredesignedtoassessaparticularsetofcandidatecharacteristicsthatanindividualwouldberequiredtopossessaspartofthetacticaland/orlifestyleaspectsofbeingaconsultant.??CaseinterviewsCaseinterviewsvarysomewhatintheirformat.Theclassicandmostcommontypeofcaseinterviewisthebusinesscase,inwhichyou'representedwithabusinessscenarioandaskedtoanalyzeitandmakerecommendations.Mostcasesarepresentedinoralform,thoughsomeinvolvehandouts,andafew(likeMonitorCompany's)aree(cuò)venentirelywritten.(Thatis,theinterviewerwillnotcontributeanyotherinformationbesideswhat'sonthehandout.)Anothervariationonthecaseinterviewthatisbecomingmorepopularisthegroupcaseinterview,wherethreetosixcandidatesaregroupedtogetherandtoldtosolveacasecooperatively.Consultantsfromthefirmwat(yī)chassilentobservers.Thoughyoushouldcertainlybepreparedforthesevariat(yī)ionsoncaseinterviews,youaremostlikelytocomeacrossthetraditional,classicmano-a-manocaseinterview.GuesstimatesWhetherfree-standingoraspartofacase,learninghowtomake"back-of-the-envelope"calculations(rough,yetbasicallyaccurate)isanessentialpartofthecaseinterview.Aspartofaguesstimate,youmightbeaskedtoestimatehowmanywat(yī)ermelonsaresoldintheUnitedStat(yī)eseachyear,orwhat(yī)themarketsizeforanewcomputerprogramthatorganizesyourwardrobemightbe.Youwillnotbeexpectedtogettheexactnumber,butyoushouldcomeclose-hencetheguesstimate.(Forexample,youmightneedtofigureoutthemarketsizeforthewardrobesoftwareasafirststepindetermininghowtoentertheEuropeanmarket.)Non-businessschoolstudentsandotherswhoappeartobeweakquantitativelymaygetstand-aloneguesstimates-guesstimatesgivenindependentlyofacase.BrainteasersBrainteasersarenormallylogicpuzzlesorriddles.Theymaybetimed.Often,brainteasersaremeanttotestbothanalyticand"out-of-the-box"thinking,aswellasgraceunderpressure.Skillsassessedinthecaseinterview?Followingyourcaseinterview,yourconsultinginterviewerwillcompleteawrittenevaluationform.Theevaluationformsoftenincludealistofqualities,traitsandabilities,andasktheinterviewertoassessthecandidateagainstthelist.Followingisalistofthesespecialtraitsthat(yī),accordingtoconsultinginsiders,interviewerswillbekeepinganeyeoutforasyouworkthroughthecaseinterview:Leadershipskills?You'llhearthisfromeveryconsultingfirmoutthere-theywantleaders.Why,youmightask,wouldaconsultingfirmneedaleader?Afterall,manybeginningconsultantsareconsignedtoindependentnumber-crunchingandresearch.Thefactis,however,thatconsultantsareoftencalledupontoworkindependently,shapeprojectswithverylittledirection,anddirectothers.Youshoulddemonstrateyourleadershipskillsbytakingchargeofthecaseinterview.Askyourquestionsconfidently.Inquirewhetherthecaseinterviewrelatestotheinterviewer'sownexperience.Whileyourresumeandpreviousleadershipexperiencewillprobablymoststronglyconveyyourleadershipability,yourdemeanorinthecaseinterviewcanhelp.Analyticalskills?Thecorecompetencyofconsultingisanalysis-breakingdowndata,formulatingitintoapatternthatmakessense,andderivingasensibleconclusionorrecommendation.Youshoulddisplaythisskillthroughyourefficient,on-targetandaccurat(yī)equestionswhilewrestlingyourcasetoasolution.

Presentat(yī)ionskills

Thecasepresentationisanessentialpartofconsulting.Onceconsultantshaveanalyzedtheircasee(cuò)ngagementanddecidedonthepropercourseofaction,theymustpresenttheirfindingsandrecommendationstotheircaseteamandtotheirclients.Interviewerswillbewatchingyoucloselytoseeifyoustumbleoverwords,useinadvisablefillerslike"um"or"like"frequently,orappearjitteryunderclosequestioning.Remember:Whenyou'respeaking,slowdownandsmile.Ifaskedaquestionthattemporarilystumpsyou,takeadeepbreathandpause.It'salwaysbettertopausethanbabble.Energy?Eventhemostqualifiedandanalyticalconsultantwon'tbemuchgoodifshequitsat5p.m.duringalongandarduousengagement.Interviewerslookforzestandenergy-firmhandshake,sincereandwarmsmile,brighteyesandbushytail.Rememberthatconsultingfirmsexpectyoutotakea10-h(huán)ourflightandshowupat(yī)workthenextday,alert,perkyandreadytogo.Attentiontodetail/Organization

Consultantsmustbeaspainstakingasscientistsintheirattentiontodetail.Andconsultantswhojuggletwoormoreflightsaweekandengagementsallovertheworldmustbee(cuò)xtremelyorganized.Youcandisplaythisskillthroughadisciplined,logicalapproachtoyourcasesolution,andbyshowingupforyourinterviewprepared.You'llwanttotakenotes,sobringapadofpaperandapen.Interviewersnoticewhencandidatesmustaskforthesematerials.Quantitativeskills

Thosespreadsheetsyou'llbeworkingwithasamanagementconsultantneednumberstofillthem.Consultinginterviewswillinevitablytestyourgraspofnumbersandyourabilitytomanipulatethem.Manyinterviewerswillassessyourquantitativeskillsbygivingyoua"guesstimate,"eitherwithinthecasequestionorseparately.Flexibility?ConsultantsmayhavetoarriveattheofficeonedayandbepackedofftoWinnipegforsixmonthsthenext.Thiskindofflexibilityofscheduleismirroredinmentalflexibility.Totestyourgraspofacaseinterview,theinterviewermaysuddenlyintroduceanewpieceofinformation("Okay,let'ssaythefactoriesmustbeopenedeitherinCanadaorChina")orflipthetermsofthecaseinterview("Whatifthislaborcontractisnotguaranteed,asIsaidearlier?")andthenwatchhowquicklyyou'reabletoalteryourthinking.Maturity

Consultantsmustoftenworkwithexecutivesandcompanyofficialsdecadesolderthantheyare.(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."Whatwedoexpectistheabilitytobreakdownandarticulat(yī)ecomplexconcepts."UndergraduatesarealsomuchmorelikelytogetguesstimatesandbrainteasersthanMBAs.Areyouabusinessschoolstudentorgraduate?Thenyourcasequestionwillprobablybelessopen-ended,anddrivetowardanactualsolution.Yourinterviewermaypositsomethingfromherownexperience-knowingwhatcourseofactiontheconsultancyactuallyendeduprecommending.Thisdoesn'tmeanyouhavetomakethesamerecommendation-butyou'dbetterbeabletobackupyourreasoning!Alternatively,onethingcaseinterviewerslovetodoislookat(yī)yourresumeandgiveyouacasequestionthatrelatestoyourpastexperience."Forexample,"saysoneconsultant,"ifyouwereontheadvertisingstafffortheschoolnewspaper,youmightbegivenaquestionaboutinvestinginadvertisingagencies."Forthisreason,adviseconsultants,"itmakessensetofollowuponyourfieldinTheWallStreetJournalbecauseyoumaybeaskedaboutrecentdevelopmentsinit.Ifyouknowwhat'sgoingonyou'llbethatmuchmoreimpressive."Someguesstimat(yī)es,forexample,figuringoutthetotalworldwiderevenuesofTarzan,arebroadenoughsothatmostpeoplecanmakeareasonableassumptionofnumbers.

?Chapter2: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.Theinterviewerisattemptingtoassessyourabilitytosynthesizemanydifferentsituat(yī)ionalelementsintoacohesiveunderstandingoftheproblemathand.Asacandidat(yī)e,youwillnee(cuò)dtodrawuponyouranalyticalabilities,businessexperience,anddeductivereasoningtocrackthecase.Inmostcases,thebusinesscasewillbetimed,andcanlastanywherefrom15minutestoanhour.(Whileyouwillusuallybegivenonlyonecaseinaninterview,youmaybegiventwoormoreshortercases.)Insomesituations,businesscasesmaybepresentedwithlittleornoinformat(yī)ion.Theinterviewermaysimplytossoutafewfactslike,"Wehaveamulti-billiondollarconsumerproductsclientwithoperationsin15countries.Whatwouldyouadvisethem?"Thentheinterviewerfallssilent.Inadditiontoappraisingtheaforementionedskills,theinterviewermaydeliberatelychoosethisvaguenesstoassessacandidate'spoise,reactiontoanunfamiliarsituat(yī)ion,overallconfidence,andgraceunderpressure.Don'tfret?。詇ereareno"correct"answerstobusinesscasequestions.Infact,manytimesyouwillnotreachaconclusionbeforetheinterviewermovesontootherquestions.Thisisnotasignthatsomethinghasgoneterriblywrong.Theinterviewerisnotlookingforadefinitiveanswer,ratherheisassessingyourabilitytoanalyzeandsynthesizevariousfacts,clarifythesituation,andsetupaframeworkforpursuingotherinformation.Ifyouhavealreadysuccessfullydemonstratedthatyouhavethecapabilitytoperformthesetasks,yourinterviewermaywishtomoveontoadifferentsubjectorcase.Top10caseinterviewtips?1.Takenotes?Asyourinterviewerpresentsyourcase,besuretotakecarefulnotesonthenumbersorotherfactsgiven.(Alwaysbringanotepadandapentoaconsultinginterview.)Ifyouplanondrawinggraphs,addbrowniepointsbybringinggraphpaper(whichshowsmajorforesight).Youdon'twanttobeputinthepositionofaskingyourinterviewertolaterrepeatinformation.2.Makenoassumptions!

Asacaseinterviewee,youshouldnevermakeanyassumptions.Yourinterviewerwillinevitablyleavethingsoutofthecasepresentedtoyou.(Ifanapplejuicemanufacturerhasseenitsexpensesrisedramatically,forexample,yourinterviewerprobablywon'tmentionthetreeblightthat(yī)'sconstrictingsupplyofapples.)Youshouldassumethepersonaofanactualconsultanttryingtolearnaboutanassignment.Itmightsee(cuò)mobviousthatthereisnopree(cuò)xistingworkplan(becauseiftherewas,whywouldthisbeacaseinterview?)butyoumaywanttoask.Youshouldalsoaskifthecompanyhasencounteredasimilarproblem,orwhatothercompaniesinthefieldhavedonewhenfacedwithsimilarsituations.Yourinterviewermaynotreleasethatinformationbutwillbeimpressedthat(yī)youaskedthesesensiblequestions.Somegoodbasic"professional"questionstoask,whichapplytomostcases:Whohiredus?Howlongwillthisengagementlast?Isthereaworkplan?Hasthecompanyfacedthisproblem(oropportunity)before?Ifso,howdiditreact?Whatwastheoutcom

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