波士顿咨询-案例分析
- 1. Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • THE BOSTON CONSULTING GROUP Crack a Case Presentation - Highlights - January 16, 2002
- 2. INTERVIEW FORMATIntroductions Set the agenda Be prepared to discuss prior experiences Open discussion (resume, motivations) Case introduction Case discussion Case wrap up Q&A, your chance to ask questions Next steps1-2 minutes 10-15 minutes 20-25 minutes 4-5 minutes 1-2 minutes
- 3. UNDERSTANDING CASE INTERVIEWSCase interviews are not…Case interviews are…An opportunity to see if you think logically and clearly An opportunity to see how you apply what you’ve learned An attempt to sense how you would interact with clients A way to gain insight into your level of curiosity A chance to expose you to what consultants doA stress test An attempt to stump, embarrass or scare you A test of your knowledge of a particular industry or business An attempt to replicate months of consulting work in 20 minutes
- 4. KEY EVALUATION CRITERIASuccess-oriented behaviorAnalytical skillsPresence/communicationListening skills Oral skills/articulation Charisma/spark Credibility/maturity Framing/organizing the problem Prioritization of issues Identifying relevant information Drawing conclusions from facts Identifying key implications and next steps Tolerance for ambiguity Toughness/resilience Initiative/motivation
- 5. CASES CAN TAKE THREE FORMSFocused questionsTheoretical casesActual case examplesOur most commonEstimation “How many car batteries are sold annually in the United States?” Brain-teaser (not preferred) “Give me ten ways to find a needle in a hay-stack”Abstract business situations and problems “Could you make a business out of going door to door and exchanging coins for bills?” Drawn from the interviewer’s own experience Usually condensed and simplified Often disguised for confidentiality
- 6. HOW TO PREPARERead, read, read… and think Wall Street Journal, Business Week, etc. “Structure the story” from the headline Practice problem solving Case examples (Wet Feet Press, consulting company websites, GSB mock interview/workbook) Friends, family, professors Make it as realistic as possible (e.g. timing, write down ideas/approach, talk out loud) Talk to alumni and friends who went through it
- 7. DoDon’tRelax – case should be viewed as “fun”, “challenging” Make sure you understand the problem Tell the interviewer if you have heard the case before Ask questions Think out loud Take notes, draw, or sketch if you wish Respond to the issue with your own thought process not set frameworks Accept guidance and clues Do something with numbers if you’re given them Take a structured approach, come to a conclusionTry to replicate months of BCG case team work in 20 minutes There is no one “right” answer Become unnerved, frazzled, or panicked It’s OK to ask for help Keep your thoughts to yourself Interviewers are more interested in the process than the result Jump around from topic to topic Or jump to conclusions too quickly Impose artificial frameworks Try to take advantage of prior knowledge Rush to an answer HOW TO APPROACH THE CASE INTERVIEW
- 8. SOME COMMON MISTAKESMistakeFail to demonstrate interest in position Do not structure answer Define problem too narrowly Give a generic, simplistic answer Focus on getting the answer, not demonstrating thought process Lack of convictionInterviewer comments“Many students do not have any questions ready for the interviewer. They seem confused that they would have to ask questions. Many people just ask about when the next round will be.” “If an interviewee can’t explain how his or her own life and career fits together, I don’t believe he or she can determine how a business fits together.” “It is very clear when you are interviewing a student who has not had a lot of case exposure. They tend to lack structure in their approach. Everyone interviewing should practice cases as much as possible.” “It is very common for a student who has a marketing background to focus only on the marketing issues such as how the product is positioned or someone with a financial background to focus on financing issues and ignore the strategic reasons or fit for an acquisition.” “Many students tend to be too simplistic in their analysis. Students need to develop a framework unique to the situation presented.” “Interviewers look for a student to dig deep on issues instead of just skimming the issues. Students should try to determine the most important issues and ask penetrating questions regarding these issues.” “Too many students try to give the answer instead of walking through the logic. They should try not to make any assumptions, but if they feel they need to, they should clearly state that it is an assumption they are making.” “Many students tend not to frame the problem. They say ‘I would look at this’; instead they should explain why they would look at something, a hypothesis about what types of factors drive the business or a range of possibilities.” “If I can get an interviewee to change his or her mind with one question, what will happen when I leave him or her alone with a skeptical client?”Introduction Case
- 9. Analytical skillsInterpersonal skillsInterest levelAre you the kind of person who does well in consulting? Do you seem interested in the work? Are you curious?Do you communicate effectively? Do you work well with other people? Are you persuasive? Do you appear confident?REMEMBER YOUR INTERVIEWER IS NOT LOOKING FOR “THE ANSWER”How do you structure a problem? Are you logical in your approach? Can you balance hard data and fuzzy issues (tolerance for ambiguity)? Can you work with numbers?
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