Management consulting preparation made easy - for the solution

2© Introduction to the Integral Method – management-consulting-formula.com
Hello,
I am very happy to share with you this case study with its full solution,
illustrating one of the faces of the « Integral Method » online training.
I hope this extract will give you a first vision of what is the Integral Method
and how it will be able to help you overtake the mass of candidates, almost
all being of high level, but that use tools and technics that often can't make
the difference.
The entirely corrected case is an application of the transverse method
described in detail in the training. I recommend you to do again this case after
having acquired the notions and tools of the Integral Method: you will see
that it’s like chalk and cheese. By finishing this case, you will have achieved a
first important step of your training by familiarizing yourself with a selection of
concepts to perfectly master before the day D of your real interviews.
Victor Haïm Mamou
Thank you for having downloaded this extract of the Integral
Method on management-consulting-formula.com !

Watch out!
Don't believe your friends !
- No candidate enters a consulting firm worth this name without a serious training on both the form
and the substance
- This is true even for the graduates of the most prestigious schools and universities of the planet
The terrible case study is a supplementary difficulty considerably overestimated by the candidates!
- You have well read, it is not the difficulty, it is a difficulty specific to these interviews
- If you invest a certain effort and a methodical approach, it is possible to successfully pass the
case studies in every scenario – I will come back on this later, it is the major theme of the
management-consulting-formula.com site.

Why the Integral Method training?
Imagine yourself facing an interlocutor that, not happy to triturate you on your way, your
motivations and your personality, also allows himself to interrogate you on the a subject
that the theme is not revealed to you until the interview, needing from you a big dose of
improvisation...
It is the methodology and the state of mind that give the value and the originality of the
contents of what I share on the management-consulting-formula.com site, I will explain
you will immediately after...
Welcome to the ruthless univers of the
consulting firms interviews !

Objective review (?) of existing works on this subject
Before formalizing the contents of the preparation of the interviews within the consulting firms, I
have searched to understand why the existing works had not helped me a lot when I was candidate
Catch-all
The complete bazaar : many cases but no methodology
• Genious if you want to have the white paper's syndrome (ie, being stuck during the
interview)
• It is up to you to synthezise what you need to retain, but is this all you have to do ?
Catalog
The organized bazaar : aways too many cases, but segmented by families
• « What? You did not recognise during real interview that case statement of your
examiner was the 36th type of case, variant IV on the costs reduction? »
Partial
Methodology
The interview reducted to its case study : perfect for the first round or for pre-selection
tests...but this will not get you easily to the job offer
• « I perfectly did my case study but I was not accepted "
• All the soft dimension of these interviews if left aside…

How the Integral Method is built?
What!?We are not entering to the heart of the subject right away ??
• « Quickly I want to do a case... ten cases... a hundred cases »
No dear readers, we start our route together in an original way in terms of pedagogy – I have been
a teacher remember and it can't be undone ! - by the enouncement of what one must not do, so that
you understand exactly what it is about and you perceive the associated risks.
After that, we will detail what one must do for each of these problematics, knowing that the heart of
my – so of your – work will consist to focalise of the case of study part properly speaking... but not
only !
As you will see, we will talk at the same time about
- The substance : to be irreprochable in terms of « business sense » and structured approach
- The format : to master each of the 3 key steps of an interview within a consulting firm
- The recruitement process : to make the good choices to be recruited withing approximatively 2
months, without useless stress and without agenda errors that could cost you a lot – I will share with
you my personal experience where I almost left over McKinsey for errors you will not make:)

Case n°1: Fieldsommer Supermarket
Case statement
The chain of supermarkets Fieldsommer is
present in Germany for 20 years
Recently, its share price withing the stockmarket
has fallen down, whereas Ocset, one of its
competitors has seen in parallel its price growing
up in a solid maner
The Fieldsommer CEO asks you to help him
remedy this situation
Difficulty
Duration ~40' à 50'
Case n°1 : Fieldsommer Supermarket

Documents at the disposal of the candidate and of the examiner

Synthesis of the documents at the disposal of the candidate
and of the examiner
Candidate
• The candidate has to start by presenting his case
approach plan starting with a blank paper
• The Appendix I and II are preferably given as answer to
the questions asked by the candidate
• If the candidate dries, the examiner takes the lead
giving him the Appendix on the way
• If the candidate doesn't highlight the key elements from
these data, the examiner will ask matching questions
• Finally the candidate has answers sheets for each of
the addressed themes
Examiner
• The examiner disposes of a global analysis of the case,
decomposing the prioritary themes and the expected
questions of the candidate
• The examiner ‘disposes of Questions and Answers
slides that can be used to lead the discussion gradually
41
©CopyrightBCG2009
Graphiques 1: 10 principaux concurrents
Annexe I – analyse concurrentielle
127
124
96
93
91
86
74
59
54
211Super M
Ocset
Kapitale
Soglas
Fieldsommer
Diagon
Rosmo
VSKF
Alfa
Jorg
TCAM
'06-'11 (%)
PdM
'11 (%)
14.5
8.7
8.5
6.6
6.4
6.2
5.9
5.1
4
6.3%
38.5%
10.8%
-14.3%
-23%
-11%
-16%
-3.3%
-6.2%
-52%3.7
Graphique 2: évolution du nombre de concurrents
1 580
1 650
2 230
2 550
-15%
20102008 20112009
1 Candidat
41
©CopyrightBCG2009
127
124
96
93
91
86
74
59
54
211Super M
Ocset
Kapitale
Soglas
Fieldsommer
Diagon
Rosmo
VSKF
Alfa
Jorg
TCAM
'06-'11 (%)
PdM
'11 (%)
14.5
8.7
8.5
6.6
6.4
6.2
5.9
5.1
4
6.3%
38.5%
10.8%
-14.3%
-23%
-11%
-16%
-3.3%
-6.2%
-52%3.7
1 580
1 650
2 230
2 550
-15%
20102008 20112009
1 Candidat
41
©CopyrightBCG2009
127
124
96
93
91
86
74
59
54
211Super M
Ocset
Kapitale
Soglas
Fieldsommer
Diagon
Rosmo
VSKF
Alfa
Jorg
TCAM
'06-'11 (%)
PdM
'11 (%)
14.5
8.7
8.5
6.6
6.4
6.2
5.9
5.1
4
6.3%
38.5%
10.8%
-14.3%
-23%
-11%
-16%
-3.3%
-6.2%
-52%3.7
1 580
1 650
2 230
2 550
-15%
20102008 20112009
1 Candidat
40
©CopyrightBCG2009
• Pour aiguiller le candidat, les questions suivantes
peuvent être posées
– En analysant le Graphique n°1, pourquoi fait-il
sens de se concentrer sur Ocset?
– Selon vos projections, dans combien d'années
Ocset devrait devenir leader?
Réponses aux questions essentielles - concurrence
QuestionsQuestions
• Quel est le positionnement de Fieldsommer sur le
marché?
• Notamment vis-à-vis d'Ocset?
• Quelle est l'évolution de la concurrence?
Réponses de l'examinateurRéponses de l'examinateur
• Voici les données disponibles sur la concurrence -
Annexe I
• Quels sont vos commentaires sur le Graphique n°
1?
• Quels sont vos commentaires sur le Graphique
n°2?
– Quelles semblent être les entreprises les plus
vulnérables?
1 Examinateur
40
©CopyrightBCG2009
– En analysant le Graphique n°1, pourquoi fait-il
Réponses aux questions essentielles - concurrence
QuestionsQuestions
marché?
Réponses de l'examinateurRéponses de l'examinateur
Annexe I
• Quels sont vos commentaires sur le Graphique n°
1?
n°2?
vulnérables?
1 Examinateur
90
© Méthode Intégrale de présentation personnelle et de résolution d’étude de cas –
etudedecas.fr
Synthèse des questions essentielles que le candidat doit
poser pour traiter le cas
Ventes
• Quel est le niveau des ventes
de Fieldsommer?
– Comparaison à Ocset?
Evolution?
– Selon différents formats de
magasins? Sur internet?
Coûts
• Quel est le positionnement de
Fieldsommer en terme de
coûts?
– Par rapport à Ocset?
Evolution?
Organisation
• Quels sont les formats de point
de vente de Fieldsommer?
• Quelle est leur répartition en
Allemagne? Leur densité?
• L'organisation d'un magasin
type est-elle différente de celle
d'Ocset?
Clients
• Les clients sont-ils différents
dans les 2 chaînes?
• Quelle politique de rétention et
de conquête des clients?
• Fieldsommer est-elle une
entreprise focalisée sur les
clients par rapport à Ocset?
Concurrence
• Quel est le positionnement de
Fieldsommer sur le marché?
Notamment vis-à-vis d'Ocset?
• Quelle est l'évolution de la
concurrence?
Certaines de ces questions n'appelleront pas de réponse
permettant de résoudre le cas...mais ne pas les poser serait
considéré comme un manque
1 2 3
4 5
ExaminateurCas n°1: Supermarché Fieldsommer
92
etudedecas.fr
Graphiques 1: les 10 principaux concurrents
sur la plus grande région Allemande
211
127
124
96
93
91
86
74
59
54
Super M
Ocset
Kapitale
Soglas
Fieldsommer
Diagon
Rosmo
VSKF
Alfa
Jorg
TCAM
'06-'10 (%)
PdM
'10 (%)
14.5
8.7
8.5
6.6
6.4
6.2
5.9
5.1
4
6.3%
38.5%
10.8%
-14.3%
-23%
-11%
-16%
-3.3%
-6.2%
-52%3.7
Graphique 2: l'évolution du nombre de concurrents
sur l'ensemble du pays
1 5801 650
2 230
2 550
2007 2008 2009 2010
-15%
1 Examinateur & candidatCas n°1: Supermarché Fieldsommer
91
etudedecas.fr
Annexe I
• Quels sont vos commentaires sur le Graphique n
1?
• On suppose que la région donnée en illustration
dans l'Annexe I est représentative du pays
n 2?
– En analysant le Graphique n 1, pourquoi fait-il
Réponses aux questions essentielles – concurrence (1/2)
Questions
marché?
Réponses de l'examinateur
vulnérables?
1 ExaminateurCas n°1: Supermarché Fieldsommer

Key questions
Candidate's response sheet
CandidateCase n°1: Fieldsommer Supermarket

Introduction to the case to the attention of the examiner
This slide does not have to be discussed with the candidate
Examiner
The Ocset chain distinguish itself from the competition by a strong growth of its sales, even
though it is not today a market leader, it will become in a short time
Its success allows it to sell more per store, whatever the format of the point of sales: in
supermarket and even in the hypermarket
A volume effect combined to a better mastery of the operational costs on all the value chain
allows Ocset among other things to have lower costs than the competition
The reason of this quick success is in the practice of a strategy focused on the customer
• The absolute priority of Ocset is, in all the fields, the consumer: in order to capitalize on its
competitive advantage with a high level of service at a just price
• A fine knowledge of the customer is allowed by a analysis of the transaction data, with a key
investissment on the IT part
• The service offer is superior to the competition's one thank to its multiple point of sales format
offer, a large choice and a high quality of service both in the stores and on the Internet
In order to buck the trend, Fieldsommer has to capitalize on its existant network so to answers
to the best to the expectations of the customers

Timing of the case to the attention of the examiner
This one does not have to be discussed with the candiate !
ExaminerCase n°1: Fieldsommer SUpermarket
Expectations Difficulties TrapsDuration
Working
plan
Analyzes
Synthesis
and
conclusion
 The competition study
has to clearly appear
 The sales and costs
analysis has to preceed
the organisational
considerations
 Get out the "so what" of
the calculation, especially
in the competition part
 Prove common sense for
the costs and customers
parts
 Get out the client part as
heart of the case study
 Emphasize on the
potential actions to be
done by Fieldsommer
 High because the
case is not a
classic one and
needs a look from
up in order not to
neglect some
subjects
 Medium
 Get out the
hypotheses
within the
quantitative part
 High
 Analyse the
evolution of the
feasability over the
time for the studied
levers, especially
the organisational
ones
 Zapping the sales and
costs part
 Forgetting the
centrality of the client
in this B to C business
 Closing its hypotheses
 Not reading the
appendixes with
precision and…not
answering to the asked
question (sales)
 Remaining theoretic in
the clients part
 Limiting yourself to the
diagnostic part
 Suggesting solutions
without discussing the
realism of their
practice
~ 5' to 10'
~ 30' to 35'
~ 5'
~ 40' à 50'Total

Analysis of the case statement
Examiner
Case statement
The chain of supermarkets Fieldsommer is
present in Germany for 20 years
Recently, its share price withing the stockmarket
has fallen down, whereas Ocset, one of its
competitors has seen in parallel its price growing
up in a solid maner
The Fieldsommer CEO asks you to help him
remedy this situation
Fielfsommer is an actor established a long time ago on the
german market,
• What has recently happened ?
 Lack of adaptation to the market in evolution ?
 Inadaptation of the answer to the competition ?
The fall of a listed share expresses a loss of confidence in
the future of the enterprise but it does not give us the
reasons
• Fall of sales ? Rise of costs ?
• Non-competitive offer ? Disaffection of the customers ?
The fall of Fieldsommer does not seem to be the one of the
market because a competitor performs well
 What happens with the competitional environment ?
 What are Ocset's assets ?
Remedying the situation implies understanding the reasons and
suggesting appliable actions to Fieldsommer

Synthesis of the case statement analysis Highlight of the case analysis structure
Application of the IM framework to structure the case
External to the enterpriseInternal to the enterprise
What strategy ?
What organisation ?
What costs ?
What performance ?
What sales ?
Market
Clients
Competition
Suppliers
Innovation
Macro-
parameters
Priority 1 Priority 2 Non-prioritary
1
2
3
5
4
Examiner
i Priority Order
 One of the competitors is clearly
stated in the model
 The mangnitude of the
Fieldsommer difficulties has to
be clearly quantified
 A choice must be made
concerning the potential causes
 Other secondary subjects to
keep in mind just in case
 Analysis of the
competiton
 Sales and costs
 Clients, organisation...
 Strategy, performance,
market analysis,
providers
86
etudedecas.fr
Analyse de l'énoncé du cas
Examinateur
Enoncé du cas
La chaîne de supermarché Fieldsommer est
présente en Allemagne depuis 20 ans
Récemment, son prix d'action en Bourse s'est
effondré, alors qu'Ocset, l'un de ses
concurrents a vu parallèlement son prix
augmenter de manière solide
Le Pdg de Fieldsommer fait appel à vous afin
de remédier à cette situation
• Fieldsommer est un acteur établi depuis longtemps sur
le marché allemand, que s'est-il passé récemment?
– Manque d'adaptation au marché en évolution?
– Inadaptation de la réponse à la concurrence?
• La chute d'un titre en bourse traduit une perte de
confiance en l'avenir de l'entreprise mais ne nous en
donne pas les raisons
– Chute des ventes? Hausse des coûts?
– Offre non compétitive? Désaffection des clients?
• La chute de Fieldsommer ne semble pas être celle du
marché car un concurrent performe bien
– Qu'en est-il de l'environnement concurrentiel?
– Quels sont les atouts d'Ocset?
• Remédier à la situation implique de comprendre les
raisons et de proposer des actions applicables à
Fieldsommer
Cas n°1: Supermarché Fieldsommer

Synthesis of expectations, difficulties and traps on every of the
thematics of the Analysis part
ExaminerCase n°1: Fieldsommer Supermarket
 Challenge the case statement
by questioning the focus on
Ocset
 Suggest a structured approach
for the quantitative part
 Methodically decompose the
cost items
 Illustrate the cost levers
Competition
Expectations Difficulties Traps
 Easy, to get
in legs !
 Some common
sense
hypotheses
 Easy, guided by
the common
sense
 Not making links
between the charts n 1
and n 2
 Not analysing the given
data, not answering the
asked calculation
 Asking the split of the
costs ... instead of taking
the initiative of doing it
Sales
Costs
Organisation
Customers
 Give concrete insights
 Put into perspective the
operational implications of a
client focus
 It is here that the
case is really
cracked
 Remaining too theoretical,
without emphasizing on
the added value of
Ocset's approach
 Cover the large spectrum of
the organisational aspects
 Focusing on a
particular aspect of the
organisation
1
2
3
4
5
 Need to be
capable of
seeing the big
picture

Presentation of the chosen approach to address the case

Synthesis of essential questions that the candidate has to ask
to address the case
Sales
 What is the sales level of
Fieldsommer ?
 Comparison to Ocset ?
Evolution ?
 According to different
formats ? Over the Internet ?
Costs
 What is Fieldsommer
positioning in terms of costs
?
 Compared to Ocset ?
Evolution ?
Organisation
 What are the sales point
formats of Fieldsommer ?
 What is their repartition in
Germany ? Their density ?
 Is the organisation of a
typical store different from
the Ocset one ?
Customers
 Are the clients different in
the 2 chains ?
 What retention and conquest
politic ?
 Is Fieldsommer a company
focused on the clients
comparing to Ocset ?
Competition
 What is Fieldsommer's
positioning on the market ?
Especially comparing to
Ocset ?
 What is the evolution of the
competition ?
Some of these questions will not allow you to solve the case... but
not asking it would be considered as a lack
1 2 3
4 5

 Here is the available data on the competition –
Appendix I
 What are your comments on the Chart n°1 ?
 We suppose that the given region in the
illustration within the Appendix I is
representative of the country
 What are your comments on the chart n°2 ?
 To help the candidate, the next questions might
be asked:
‒ By annalysing the chart n 1, why does it
make sens to focus on Ocset ?
‒ According to your projections, in how many
years Ocset should become leader ?
Answers to essential questions – competition (1/2)
Questions
 What is the positioning of Fieldsommer on the
market ?
 Especially comparing to Ocset ?
 What is the evolution of the competition ?
Answers of the examiner
be asked:
‒ What seem to be the most vulnerable
enterprises ?
1 ExaminerCase n°1: Fieldsommer Supermarket

Chart 1: the 10 main competititors on the
biggest german region
Appendix I – competitive analysis
211
127
124
96
93
91
86
74
59
54
Super M
Ocset
Kapitale
Soglas
Fieldsommer
Diagon
Rosmo
VSKF
Alfa
Jorg
CAGR
'06-'10 (%)
Market
share
'10 (%)
14.5
8.7
8.5
6.6
6.4
6.2
5.9
5.1
4
6.3%
38.5%
10.8%
-14.3%
-23%
-11%
-16%
-3.3%
-6.2%
-52%3.7
Chart 2: the evolution of the number of competitors in
the entire country
1 5801 650
2 230
2 550
2007 2008 2009 2010
-15%
1 Examiner and candidateCase n°1: Fieldsommer Supermarket

Answers to essential questions – competition (2/2)
1
Rational of the focus on Ocset
• ...
Evolution of the competition
• ...
Synthesis competition part
• ...

Answers to essential questions - sales
Questions sheet – answers of the examiner
Questions
 What is the sales level of Fieldsommer ?
 Comparison of sales to those of Ocset ?
 What is the relative evolution of the sales ?
 What sales level according to the stores format ?
 What about sales over the Internet ?
 Here are the available data on sales for the two
chains – please refer to the Appendix II
 What are your comments ?
 The available data is resumed on the chart n°1 of
the Appendix II
 Same delta of sales both on this channel and on
all the stores formats
 To help the candidate, the following questions
might be asked:
‒ Can you calculate the sales level in 2010
for each chain with the help of the charts
n 1 and 2 by explaining your hypotheses ?
‒ Is the delta between the sales of the two
enterprises linear ? Is a year stand out?
What hypotheses can explain this fact ?
be asked
‒ What hypotheses can explain the
differences in business figures according to
the stores formats
2 ExaminerCase n°1: Fieldsommer Supermarket

Appendix II – Sales of Fieldsommer and Ocset
0
5
10
6.0
3.3
2.5
Ocset: 75% of sales in supermarkets and hypermarkets in 2009
Fieldsommer: 90% of sales in supermarkets and hypermarkets in 2009
HypermarketsSupermarkets
Business number 1st
Trimester (M€)
2.1
10
50
20
90
0
50
100
Supermarkets Hypermarkets
Number of sales points 2010
0
50
100
150
2006 2007 2008 2009 2010
Fieldsommer
Ocset
Sales index
Charts 1 and 2: estimation of sales Chart 3: evolution of sales
2 Examiner and candidateCase n°1: Fieldsommer Supermarket

Candidate's response sheet – sales analysis (1/2)
2
Calculation of the sales levels
Hypotheses
Calculation

Candidate's response sheet – sales analysis (2/2)
2
Sales delta difference according
to the store format
• ...
Comment on the evolution of sales
• ...
Synthesis sales part
• ...

Answers to essential questions – cost (1/2)
Questions Sheet – the examiner’s answers
Questions
 What is Fieldsommer position in terms of costs?
 Compared to market, Fieldsommer costs are
average.
 Could you give the structure of the costs for a
supermarket chain like Fieldsommer?
 Compared to Ocset, Fieldsommer costs are higher,
what could explain this to you?
can be asked
– What are the different fixed costs?
– What are the different variable costs?
3 Examiner
can be asked
– Can you identify the levers for each cost item?

Answers to essential questions - costs (2/2)
Candidate sheet answers
3
Cost breakdown
• ...
Statement of cost levers
• ...
Synthesis on the costs
• ...

 To go further on, we can ask the following
questions
 How the customers segmentation could help in
the analysis of the 2 chains ?
Ex. segment grow, sale per customer,
retention level
Answers to essential questions - customers (1/2)
Questions
 Are customers being different within the 2 chains?
 Is Oscet a company focused on clients comparing
to Fieldsommer?
Examiner's answers
4
To help the candidate, we can remind the following
levers
‒ Products
‒ Services
‒ Adaptation of the offer to the customers
 What are the expected impacts of the clients’
focus on the Ocset company ?
No, the two chains are positioned on similar customer
segments, at this point we do not have more
information on customer segmentation
 Yes, Ocset is the company that focuses more
systematically on the client
 According to you what are the structural elements
of such customer strategy?

Answers to essential question – clients (2/2)
Response sheet of the candidate on the Ocset client's focus elements
4
According to you what can be the key
elements of such a customer strategy ?
• ...
What are the expected impacts of the clients'
focus on the Ocset company ?
• ...

Answers to essential questions – organisation (1/3)
Questions
 What are the formats of the sales point of
Fieldsommer ? Of Ocset ?
 Is the organisation of a typical store is different
from the Ocset one ?
Examiner's responses
 Fieldsommer is developed on the segment of
supermarkets and in a smallest measure, of
hypermarkets
 Ocset has created in 2007 and launched in 2008
five differents formats of store
 Yes, the organisations are different, according to
you what could give Ocset a competitive
advantage on a given sale point ?
5
might be asked
‒ What can be the competitive advantages and
the risks linked to the development of these
different formats ?
 To help the candidate, the following themes can
be reminded, to make him develop
- Products
- Services
- Layout
Examiner
 What is the geoChart repartition of the sale points
?
 What density ? What HR politic ?
 The geoChart aspects and the HR don't allow
to bring insights to our problematic

Questions
 The operational proceses of the 2 chains are
different ?
Examiner's responses
• Yes, mainly on dimensions linked to the
relation with the customers
• In a more general way, can you list the
domensions to explore in the domain of the
processes ?
5
• To help the candidate, the following
dimensions can be discussed, to make him
share his thoughs
- Purchases
- Transportation
- Stock management
- Shelves management
- Clients retention
- etc.

Candidate's sheet response
5
Advantage and risks of a
multiformat offer
• ...
Competitive advantage of a
sale's point
• ...
Synthesis - organisation part
• ...
Candidate
Process
• ...

Synthesis of the case study and conclusion
Candidate's sheet response

Case solution

Pursue your effort... by discovering the 27 differentiation
levers you will learn in the Integral Method
There is no secret in the hiring interviews in consulting firms, the Integral Method works
incredibly well because it answers among other things to the following subjects which are
real differenciation levers, essential to be a part of the candidates that receive concrete
offers after their recruitment process:
1. How to organize your recruitment process so to avoir the 3 traps in which 90% of
the candidates fall and put in danger their competitiveness
2. How to contact the consultancy cabinets with THE method that works today, I will
describe it phase by phase
3. What to do if the firm of your dreams is not accessible with the method seen in point
2), don't worry, nothing is lost as far as you do things in a professional way and
order
4. How to REALLY difference yourself from other candidates on the "fit" part of the
interview, attention I am not talking about artificial tactic here but about the
practice of an incredibly effective approac that strategy consultants always use and
that I explain within an interview
5. I will present you my competitiveness scale on the "fit" level with 5 levels, 99% of
the candidates don't pass the level 2... and I will be next to you to the ultimate
level, step by step
1
2
3
4
5

• How to avoid the 7 reasons to fail the case studies, I guarantee that more than
90% of the failures are due to these reasons – the Integral Method allows you by
construction to avoid these critical risks
• How to reason at 4 details levels in the case studies to really be competitive –
the Integral Method materializes the first 3 levels of detail and I explain you the level 4
• The method to follow ste-by-step to make the difference during the 2 first
minutes of the case study – let me warn you, that you have chance to be surprised
by the number of things to do during these two minutes of case
• Discover the 2 types of questionsto ask in a very precise timing during the case
studies – a candidate that does not have this notion in mind can't be competitive
unless he counts on chance
• Discover the secret to suggest reasonings and recommendantions "out of the box" in
a case study – this differenciation lever is a real "game changer" in the practice of
case studies
• Learn the systematic method to respond to any business question during a case
study even if the stress makes you forget everything
• How to never lack of resources when an examiner tries to push you in your
entrenchments
7
6
8
11
9
10
12

• Apply my tactic to suceed in the exercise at the end of the cases consisting in
synthesizing the case discussion in a very effective way
• Discover the technique that will structure your speech and your analysis
without changing the content – this works for the fit and the case
• Initiate yourself to my optimized approach to handle any quantitative question
during a case study
• Discover how not to forget key subjects during the analysis of a case statement
or when answering to any question during the case
• Learn to reason in 3 dimensions according to the Integral Method – and at 4
levels of details according to the lever of differenciation n⁰7
• Master the technique to never improvise during a case study
• Pass the test to determine is your active listening level is sufficient to be
competitive in the best consulting firms – 95% of the candidates fail this test !
Look it is almost the same percentage that miss the interviews with McKinsey,
at BCG and at Bain's...
• Pass the test to discover if you are good for the basic business calculations –
40% of the students of the french university and « Grande Ecoles » fail this test
• Discover my method to train yourself on a small number of cases and to
determine for sure if you are competitive by applying the Integral Method
13
15
14
16
17
18
19
21
20

• Understand how to use the classic frameworks of strategy (Porter Forces, BCG
Matrix...) in order to be competitive during case interviews
• Discover how to use the book Case in Point and all the content of the "catalog of
cases" books type in an effective manner in the 21st century !
• Discover how 20 slides of the Integral Method will make you win hundreds of
hours of reading on consulting, strategy, management, organisation etc. - I have
read almost all of the reference books for you and I have made an actionable
synthesis out of it to succeed in cases studies, it is the 3rd level of the Integral
Method
• Train yourself on my "real" cas selection but also "training" cases that I have
specially conceived to allow you to make all the errors before the day D if your
real interviews !
• Benefit of the entire contents of my 4 books available on the management-
consulting-formula.com site for free in addition to the exclusive content of the
Integral Method training
• Discover my technique to allow you to conclude your interviews in the most
effective way, you know, when the examiner asks you if at your turn you have
questions – I will explain which are the 3 categories of questions and I will detail
the category that will for sure difference you !
22
23
24
25
26
27

It’s your turn to concretize now your professional dreams by using
the real formula of success in consulting !
Every and each of the 27 differenciation levers of the previous slides can, by itself explain
the success or the failure during the interviews and the case studies. This is why the
Integral Method is the indispensable tool for any candidate who wants to put all the
chances on his side during his recruitment process in management consulting firms.
Really, do you think that between a candidate trained the right way on these 27 points and
another one, is there a contest? I can affirm to you thanks to the feedback of hundreds of
candidates that I guide in the entire world every year: the Integral Method will make you
play into another category of candidates, that of those who succeed to get concrete offers of
the best consulting firms! Period.
If receiving an offer in a consulting firm is your professional goal, the Integral Method is the
key to your success. By seeing the references that you can check on the website, the public
that I coach is particularly demanding, et he is right ! I can publicly say that today NO
CANDIDATE has ever said not having been satisfied after taking the training, there is no
reason that the Integral Method does not bring you the success you desire !

Management consulting preparation made easy - for the solution

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