ABo4o1 case interview

161
-1

Published on

Getting that (you hope) great job! Designed to facilitate workshop discussion rather than train participants.

Published in: Education, Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
161
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
4
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • START 1:00 END 1:45
  • Estimation US Population: 300 m Households: 100 m Employed: 60% Married: 60% Ave Income: 50k per year Income Distribution: $0-25k: 30%, $25-75K: 55%, $75k+:15% Education: High School - 75%, Bachelors degree – 20% Elevator Question Business Problem A manufacturer of automotive batteries is losing market share and profitability is decreasing. What should the company do? A leading manufacturer of automobiles is considering acquiring a national rental car company. What factors are important in this decision? A group of investors is considering building a 40,000-seat concert pavilion in the Northwest suburbs. What factors should they consider? A national provider of in-home health care services is considering purchasing a regional managed care facility with 250 physicians. What factors should our client consider in making this decision?
  • ABo4o1 case interview

    1. 1. CASE INTERVIEW WORKSHOPCASE INTERVIEW WORKSHOP ource: Boston Consulting Groupource: Boston Consulting Group 1 ISUP 2013
    2. 2.  AGENDA  Presentations (all)  Toolbox with In-class exercise  Questions regarding next session 2 ISUP 2013
    3. 3. 3 Presentation Design Business Models Case Interviews 1:0 Critical Thinking ISUP 2013
    4. 4. Some questions you might have: • What are case interviews? • Why are they given? • What do companies look for? How do I prepare for these things? Examples: Real case interviews Some questions you might have: • What are case interviews? • Why are they given? • What do companies look for? How do I prepare for these things? Examples: Real case interviews 4 ISUP 2013
    5. 5. Why case interviews ? Snapshots of Consulting Engagements Simulate a “typical” situation between a client and a consultant ??5 ISUP 2013
    6. 6. • Do not underestimate the importance of fit – Every interview is a fit interview! • Go through your resume and have a story for each point • Practice answering key questions. Warm up for case interviews with a few: – Why consulting? Why you? Why this firm? – Tell me about xyz on your resume. – What made you decide to do xyz? – What was the greatest challenge in achieving xyz? Preparing for fit interviews 6 ISUP 2013
    7. 7. • How many pencils are sold annually in the United States? • How many dogs are there in California? • What are the chances of rolling double sixes three times in a row? • A pharmaceutical company is trying to decide whether to manufacture its drugs in house or outsource; how would you help? • The company that owns Vail mountain has seen a decline in revenues over the past five years; what should it think about? Brain teaser (just a warmup)Brain teaser (just a warmup) Business problem (BCG norm)Business problem (BCG norm) 7 ISUP 2013
    8. 8. Recruiters look for three primary characteristics Does the candidate have an aptitude for Problem solving Problem solving Tolerance for ambiguity Tolerance for ambiguity Communicat ion skills Communicat ion skills Minimal skill sets a consultant uses daily 8 ISUP 2013
    9. 9. CreativityCreativity Apply a unique perspective to business situations See the big picture Draw conclusions from partial information •Make assumptions, see patterns, and generate hypotheses PoisePoise Appear excited by the kinds of issues consultants face Are not intimidated by process or problems Assimilate information quickly and effectively Ask insightful questions AnalyticsAnalytics Provide structure to unstructured problems Break problems into components Apply transparent, logical thinking to each component Synthesize discussion into solution 9 ISUP 2013
    10. 10. Five general types of cases Investment/ Divestment Industry Analysis Market Expansion Pricing Profit Improvement 10 ISUP 2013
    11. 11. Investment cases • An automotive manufacturer is considering consolidating three of its East Coast assembly plants into one location. What factors should it consider? • A German manufacturer of consumer products is considering opening a manufacturing facility in Poland to meet Eastern Europe’s growing demand for its products. What factors should the company consider? • A Midwest-based pharmaceutical company is considering opening distribution warehouses on the West Coast to handle the growing Western territory. What factors should it consider? • A company of chocolate and confectionery products is considering acquiring a regional soft drink manufacturer. Are the distribution synergies sufficient enough to justify an acquisition? Examples 11 ISUP 2013
    12. 12. 1. While reading case, develop competing hypotheses 2. Seek added data from interviewer to clarify key issues 3. Listen to the facts and map them to the case 4. Evaluate facts: which relate to resolving key issues? 5. Probe interviewer for more detail in critical areas 6. Use appropriate facts /numbers to build your argument 7. Summarize alternatives before recommending 8. State pros and cons – each must be fact driven 9. If appropriate, propose a multiple scenario analysis 10. Make clear &unequivocal recommendation- and sell it! 12 ISUP 2013
    13. 13. How much will you likeHow much will you like consulting?consulting? Firms generally do not expect an extensive business background • Most companies try to give cases that do not require business experience or knowledge of business jargon Firms generally do not expect an extensive business background • Most companies try to give cases that do not require business experience or knowledge of business jargon How much will consultingHow much will consulting like you?like you? Expose candidates to case situations and the kind of work consultants do Give firm a sense of how you might approach a case situation 13 ISUP 2013
    14. 14. • View the interview as an opportunity, not a hurdle • Remember, most questions have no “right answer” • With classmates, friends who interviewed last year, and people at your school’s career services • Look on the web for firm-provided practice questions (bcg.com) • Wall Street Journal • New York Times business section Prepare mentallyPrepare mentally PracticePractice Read, read, read… and thinkRead, read, read… and think 14 ISUP 2013
    15. 15. Bring notebook and pen • Jot down high level thoughts • Ensure you remember good ideas Feel free to state what seems obvious to you • Explain why a question is important to the argument • Take interviewer along for the ride Get comfortable not relying on a calculator for basic arithmetic Treat the interview as a two-way learning opportunity Bring notebook and pen • Jot down high level thoughts • Ensure you remember good ideas Feel free to state what seems obvious to you • Explain why a question is important to the argument • Take interviewer along for the ride Get comfortable not relying on a calculator for basic arithmetic Treat the interview as a two-way learning opportunity 15 ISUP 2013
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×