2. Why the Case Approach?
Analytical:
Gauge problem solving ability
• Does the candidate think in a
clear and logical way?
• Is the candidate effective at
identifying key issues?
• Is the candidate comfortable
with decision making under
uncertainty?
• Can the candidate think on
his/her feet?
• Is the candidate creative?
Interpersonal: Gauge client
relationship skills
• Does the candidate listen
well?
• Can the candidate
communicate clearly?
• Does the candidate have a
compelling personality?
• Does the candidate show
self-confidence?
3. • “Your client is a mid-sized hotel
chain. How would you develop a
pricing strategy for the client?”
Business Cases
• “How many ping pong balls can you
fit in a 747 airplane?”
Guesstimates
• “Why are manhole covers round?”
Brain Teasers
Types of Cases
4. What’s In a Business Case?
• What are the organizational change implications of a
merger/acquisition?
• Your client is considering outsourcing some of its back-office
functions. What would you advise?
• How would you advise your luxury goods client to market their new
product in this depressed economy?
Application of a
practical client
situation to an
interview environment:
• Frame responses
• Think on one’s feet and stay cool under pressure
• Demonstrate practical business knowledge
Opportunity to test the
candidate’s ability to:
• It is most important to demonstrate how you think through the issues
There are no “Right or
Wrong” answers –
6. How to Approach a Case Interview
Develop A Logical,
Structured Approach
Show the interviewer how you are going to approach the
problem
Understand The
Problem Clarify the question being asked
Conduct
Analysis
Using your structure, ask targeted questions and explore
key business issues to move toward a solution
Summarize & Wrap Up
Summarize your analysis, provide a recommendation,
and state next steps
1
2
3
4
7. How to Approach a Case Interview
Develop A Logical,
Structured Approach
Understand The
Problem
Conduct
Analysis
Summarize & Wrap Up
1
2
3
4
Take notes while the interviewer reads the case
Determine what the case is and is not about
• A market entry case can be about either:
– The wisdom of such a move – Corporate Strategy
– Implementing the business decision – Operations
Strategy
Determine the key issue(s) and scope of the case by asking
clarifying questions
Prioritize the issues
State and validate your assumptions
8. How to Approach a Case Interview
Develop A Logical,
Structured Approach
Understand The
Problem
Conduct
Analysis
Summarize & Wrap Up
1
2
3
4
State your approach to the interviewer
Demonstrates your ability to break down a complex
problem into manageable pieces
Provides a roadmap for both you and the interviewer
to follow throughout the case
A good structure is:
An outline of how you are going to gather information
and analyze the issues
Appropriate for the specific case – don’t force a
framework that doesn’t fit
9. How to Approach a Case Interview
Sample Frameworks
Develop A Logical,
Structured Approach
Understand The
Problem
Conduct
Analysis
Summarize & Wrap Up
1
2
3
4
Sketch out an “issue tree” that is MECE (Mutually
Exclusive, Collectively Exhaustive)
Be comfortable using several classic “Business
Frameworks”
SWOT – Strengths, Weaknesses, Opportunities, Threats
4 C’s – Customers, Competition, Cost, Capabilities
Marketing 4 P’s – Price, Product, Position, Promotion
Porter’s 5 Forces – Buyers, Suppliers, Substitutes, Potential
Entrants, Competitions
10. How to Approach a Case Interview
Develop A Logical,
Structured Approach
Understand The
Problem
Conduct
Analysis
Summarize & Wrap Up
1
2
3
4
Based on your structured approach, think out loud and ask
questions to analyze the case
Explore the key business issues for each element in
your framework
Validate hypotheses through questions and analysis
Weave in key industry trends and best practices
Be flexible and keep moving
Use verbal and non-verbal feedback from the
interviewer to determine which pieces are important
and if your analysis is on-point
Tell the interviewer when you are moving on to a new
component of the case
Adapt to any new information presented
Determine additional steps you would need to take to
move forward (e.g., more data, additional interviews)
11. How to Approach a Case Interview
Develop A Logical,
Structured Approach
Understand The
Problem
Conduct
Analysis
Summarize & Wrap Up
1
2
3
4
Summarize key findings
Begin by repeating the problem
Be concise in your wrap-up
Make a recommendation for next steps
Display confidence and be persuasive
Outline the pros / cons of the decision
Support your conclusion with facts you have identified
Describe expected impact and measures of success
12. How to Prepare
Know your material and know yourself.
• Brush up on your diagnostic models
– 3 C’s, 4 P’s, etc.
– Frameworks can help you structure your thoughts
– You do NOT need to use any specific framework to do well – just an organized approach
• Obtain a practice case guide to gain understanding of case format and what a good,
structured answer looks like
• Understand what your own strengths and weaknesses are
– Are you naturally quantitative? Practice delivery and relationship building skills.
– Are you naturally engaging? Work on your problem solving techniques.
• Practice, practice, practice
– Review case studies on firm websites
– Find friends to interview you
13. Tips for Successful Case Interviewing
• Case Interviews assess more than just your problem solving
skills. It is important to display professionalism, poise, and
energy no matter how stressed you are.
Be poised.
• When the interviewer gives the case interview question, do not
rush into the analysis and response. Take a few minutes to
write down key information and structure your thinking in your
mind or on paper.
Don’t jump into
your answer
right away.
• Reiterate your interviewer’s key points to show you are listening
and be flexible enough to address non-verbal cues throughout
the case. If the interviewer redirects you, do not fight them.
Demonstrate you
are listening.
• A good approach is often more important than the final “answer.”
Ask questions and test assumptions before committing to an
approach. This demonstrates logical thinking and careful
planning.
Focus on the
approach.
• Make sure that the interviewer understands the roadmap you
are following…“There are three issues I see facing company
ABC...First, I will analyze one, then...” When doing math, talk
through each of your calculations.
Think out loud.
14. Tips for Successful Case Interviewing
• To help structure your approach and develop a roadmap, draw
pictures and sketch out your ideas. Let the interviewer see
what you are doing.
Diagram your
approach.
• There is no one “right” answer, however your recommendation
should be clear and logical. Bonus points for innovative and
non-traditional solutions.
Be creative.
• Be conscious of time and leave yourself enough time to pull
your analysis together and make a concise, decisive
recommendation with options to consider. Be prepared to
“wrap it up” even if you run out of time.
Finish strong.
• Learn techniques to relax. Do not appear flustered or
frustrated, even if you feel the case is going poorly. You never
know, so keep pushing along!
Relax and try to
enjoy the
exercise.
