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Case interview tips
Stacking your skills up against a real business challenge.
If you're a candidate for Deloitte Consulting LLP, you'll be asked to demonstrate your problem-solving skills, your analytical ability, as well as your strategic and logical thinking. These case interviews can also help us assess your common sense, creativity, and comfort with ambiguity. At the same time, you'll gain insight into our approach because these cases represent real client projects.
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How to stand out in your case study interview
During a case interview, you'll be asked to demonstrate your problem-solving skills, analytical ability, and strategic and logical thinking. Use these tips to help you prepare.
Cases can help us assess a candidate across multiple dimensions, and your answers should project clear thinking, practical judgment, and a professional demeanor. Apply this five-step approach while working through the case interview:
- Understand the issue; ask clarifying questions as needed
- Identify the underlying assumptions
- Summarize specific issues and findings
- State your recommendations
- Outline next steps and expected results/impacts
We want candidates to have an effective and enjoyable case discussion so we encourage you to follow the case interview tips below. You are not expected to provide the "right" answer, but rather clearly convey your logic and thought process. Sample case interviews provide examples and mimic an actual case dialogue.
To help you demonstrate your best thinking in the case interview, we encourage you to:
- Take notes throughout the case exercise
- Be sure you understand the case question
- Ask questions, but don't use them as a crutch—we're interested in how you connect the dots, not in painting the picture for you
- Develop and articulate a framework and the initial hypothesis that you intend to explore
- Take time to compose your thoughts–don't just start talking
- Structure your analysis into a clear, logical story
- Walk the interviewer through your thinking and explain your assumptions
- Don't panic—engage the interviewer in a business conversation
- Don't forget that the case interview is an opportunity to learn about a Deloitte project
View our case interview preparation tool for more help in getting ready for your case interview
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How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)
Let’s talk about case study interviews.
Case studies allow brands to demonstrate exactly how they can help resolve specific pain points, how customers are using their products or tools, and an exact example of what kind of results people can expect.
This is important because plenty of businesses make big claims, trying to outshine their competition. There isn’t a marketing agency out there who won’t promise to get you more reach, or a law firm that doesn’t like to appear confident in their ability to win cases.
Every brand will proclaim that they can best solve their customer’s needs, but those claims on their own rarely mean much. They want to know that you can live up to what you promise, and seeing case studies from existing clients is something that can win them over.
In order to create high-value case studies that can help you attract and convert customers, it only makes sense that you’ll need to start with a killer interview.
In this post, we’re going to look at how to conduct a case study interview that will help you create high-value case studies to draw attention and quality leads to your business.
Why Interviewing Clients Directly for Case Studies Is So Important
We’re all busy, so it can be tempting to put off case studies or to relegate the case study interviews to a quick Google form that asks for specific questions.
While you can create basic case studies off of this information, especially if you only want to showcase quick results, it won’t be nearly as impactful as case studies created off of more in-depth interviews.
These interviews can take place by email, phone, Zoom, or in-person, but the idea is that there is plenty of room for open discussion. Actual interviews can help you go beyond basic information so that you can get to the story and the pain points of how your clients have been impacted.
There’s also a great chance that they’ll share more during an open conversation that can be a crucial component to the case study that they may not have thought to share on a form, because you may not have thought to ask.
Strong case study interviews are an essential part of creating dynamic, engaging content that can actually convince your target audience that you’re the right business to purchase from.
How to Prepare for Case Study Interviews
Conducting a rocking case study interview all comes down to great preparation, so let’s take a look at how to do exactly this.
Think About Your Target Audience’s Pain Points
Before you start putting together your case study interview questions, you want to think about what you want your case studies to convey.
Case studies give you a chance to go beyond sharing simple results (which are powerful enough on their own and should still be an important part of the content), allowing you to dive into more nuance to fully address the pain points of potential leads.
A virtual phone line company, for example, may want to consider going beyond stressing their 99% service uptimes and also touch on additional features they offer. Stressing that offer call scheduling to give business owners more of their time back on an automated basis, for example.
This case study from AdEspresso is an excellent example of what to look at when considering your audience’s pain points. There’s a client who ran highly seasonal campaigns who didn’t want to leverage discounts to drive sales to keep it fair for pre-order customers. It talks about her specific challenges and pain points, and addresses the overall solution instead of simply listing results.
As pain points can be a crucial part of writing compelling case studies, break down your audience niches and different needs that they may have. You can ask your interviewee questions that can help you tap into the pain points for the case study. We’ll look at specific questions for how to tackle this in a moment.
Expect Interviewee Objections
When you first reach out to a potential case study subject and start discussing the idea of featuring their brand, know that you may run into some objections from the subject themselves.
They may be alright with you using some part of their story, strategy, or results while still being concerned about protecting their own or their business’s privacy.
As a content marketer, for example, I know exactly how many of my posts are performing across some of my client sites; how much they’re driving in revenue, how much traffic they’re getting, and what’s bringing them there.
A client may be okay with me talking about working with them or sharing samples, but might be less-than-thrilled about me divulging information about their specific site pattern trends, the custom-for-them strategy we used, or information about their revenue. The case study from SEMRush below, for example, is extremel y specific; not all clients may be comfortable with this.
Be prepared for this before you reach out, and consider what you can do to accommodate requests. These objections may arise before the case study interview, but they may pop up during as well.
Here are a few examples of common workarounds:
- Instead of saying that my post for Bob’s Blog helped the site go from $100 in revenue to $200, I can say that it doubled the revenue or doubled conversion rates (whatever is accurate).
- Maybe I can share the general strategy I used for Bob’s blog without actually naming them and omitting key identifying details, like the keywords used.
- They may be alright with you sharing the detailed strategy and general results (2x conversion rate instead of 5.6% conversion rate) and the brand name, OR they may only be okay with sharing their story and results.
Each client is different and comfortable with sharing different information. While it is typically most beneficial to be able to name the client’s brand name, if this isn’t an option consider settling for a more specific industry tag like “a client in the women’s sustainable fashion industry” instead.
Ready Your Case Study Interview Questions
After you’ve thought about potential objections and any key notes you really want to focus on with your case study, you can put together your case study interview questions.
We’ll discuss specific case study interview questions and templates a bit later on, but prepare these in advance. Ideally, do research on each individual case study subject in advance and try to ask questions that will be relevant to them.
This is important- write your questions down, even if you’ll be having a phone call. Organize them with the natural progression you expect the call or conversation to take so you don’t lose your train of thought, and check back before the call is over to make sure you’ve asked everything you need to.
At the end of the interview, ask if there’s anything else they’d like to share. Don’t forget this; some of the best parts of case studies can end up being a surprise to the interviewer at the time!
Look for a Story
When you’re putting together your questions and interviewing the case study subject, keep your eyes open for a “story.”
Stories don’t have to be long and complex, and they should center your brand whenever possible.
If your automation software helps a business owner save time, that’s an appealing benefit. But if they’re happy to share that it meant that they could put more time into expanding their business or that they were able to be at home more with their newborn child, that takes a simple fact and makes it more emotionally compelling.
You can build an entire case study around a great story, and you can see exactly how effective this is with the headline of this case study from Freshbooks , reading “How Freshbooks Helped Marc Keep His New Year’s Resolution.
4 Case Study Interview Mistakes to Avoid
When you’re preparing for and conducting case study interviews, there are a few common mistakes that you’ll want to avoid. These can cause you to miss out on potential interviews or lessen the impact of the interviews themselves.
Make sure to avoid the following mistakes:
- Using a single form that’s emailed to case study subjects. Whenever possible, back-and-forth conversations can typically yield much more dynamic case studies. While some clients may firmly want to stick to email, try to opt for zoom calls or at least several emails if you can.
- Not being clear on what information you can use in the case study. Make sure they know that you’ll publish it on your site, and get their permission in writing (email is fine!) to feature them and their results. It’s considered a good practice to let the client review the case study before you publish it if they’re concerned.
- Trying to shoehorn a client into a predetermined story. I once worked with another content writer on a case study project, and during the interview, it was so clear they were trying to fit a subject’s experience into this perfect story the writer had concocted. This typically doesn’t work, however, and it can prevent you from finding the great and unique parts of each individual’s story and success. Go in with an open mind if you can.
- Skipping small talk. If you go in all-business, the case study subject may be more likely to answer only what’s asked. When you start on the basis of enjoying the conversation, however, they’ll share more; and that can be where the magic happens.
Case Study Interview Examples: What This May Look Like
Need a case study interview template with plenty of questions to draw inspiration from? What you ask will vary depending on your industry, your client, and the type of case study you want to create, but there are some set questions you should ask across the board.
It’s good to break these down into different sections while asking open-ended questions so that there’s plenty of room for the subject to share more.
Start by asking about the brand with questions like the following:
- “Can you tell me about your brand and what you do?”
- “Is there anything you’d like us to make sure our readers know about your brand?”
Then move on to asking about how they use the product and their challenges. Some case study interview questions for this may include:
- “Why did you decide to use our brand/product/service? What feature made you choose us?”
- “What pain points and challenges did you have before coming to us?”
- “Have you tried other solutions before? If so, why did you decide to come to us?”
Next, focus on process and results:
- “Can you tell us how you’ve used our product/service and how it’s helped your business?”
- “What results did you get? Did it speed up your team/improve efficiency/drive more results/improve health/ insert use case here?”
- How long were you able to maintain these results, and how did the results help you?
Final Thoughts
A case study interview can seem like a daunting task, but with a little bit of research ahead of time, it can be a smooth process that can yield exceptional information for outstanding case studies. Remember that case studies can only be as strong as the information you have, so the importance of a great interview can’t be overstated.
For best results, take a look at a few case studies online that you liked as a customer, and think about what you’d need to ask in order to get that information. That can help you cover your bases and ensure that you’re asking everything you need to.
Interested in identifying and converting potential high-value leads? Breadcrumbs can help. Start your free trial here .
2 thoughts on “How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)”
Very insightful tips on how to make case study interviews. Case studies can be crucial when it comes to testimonials of your product’s success and it can be tricky to ask the right questions – and avoid mistakes!
I’ve been researching about this topic for a while – thanks for the detailed plan you set out in this article about how to conduct case study interviews. Not only mistakes to avoid but also a communications plan to explain the benefits to clients giving interviews for case studies.
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Applications & Interviews: Case Study Interview Tips
The interview process is a dialogue aimed at getting to know you personally, learning more about your analytical capabilities and also introducing you to the company, the people and the work. You are assessed on your ability to listen, communicate effectively and present yourself with tact, energy, and persuasiveness.
The interviewer looks for intellectual curiosity and creative thinking. And sometimes, they just want to find out what it would be like to spend a week on the road with you, working together on a client project. Interviewers value a sense of humour and a bit of ‘sparkle’ in your personality.
Most interviews are divided into three parts: personal background, consideration of a case study, and an opportunity for the applicant to ask questions.
Personal background
During the interview, the interviewer wants to find out more about you and how you would fit in the company. For example, you might be asked to describe ways you have been able to make an impact in a team environment. You could be asked to describe a time when you were able to overcome obstacles, persuading others to go along with a decision that they had initially resisted. The interviewer may simply be curious to hear your motivation for choosing to pursue a career with the company
The case study gives you an opportunity to demonstrate your problem-solving skills. Because the case is likely based on a real client project your interviewer has worked on, you will gain a unique insight into what consulting is like.
The case study will feature a business problem that you will seek to solve during the interview. It will not require extensive knowledge of specific industries or processes and some cases have no right or wrong answers. Your questions and thought processes are more important than coming up with an actual solution.
Questions and answers
The interview is your chance to ask questions about working in a firm or your interviewer’s personal experience. It is an opportunity for you to get to know the people and the culture of the company. Come prepared with a handful of questions that matter to you, and your interviewer will make every effort to answer them
Preparation for the case study
To prepare for the case study discussion, you can review some practice cases from the BCG website. These examples will give you an idea of what to expect in the case study portion of the interview. You can also practice using BCG interactive online case.
On the day of the interview, relax and be yourself. While there are no set rules on how to solve a case study, you will find below some advice that can help you succeed.
Listen to the interviewer and ask questions The interviewer will begin by laying out the problem. You should take time to align your thinking, ask clarifying questions, and communicate your line of reasoning to your interviewer. The interviewer will also give you hints and help along the way, so don’t be afraid to take notes.
Structure the problem and form a framework Take a moment to think about the case to gain perspective. Putting together a structure and a framework will help you clarify each step and enable you to identify the analysis you may want to perform to reach a solution.
Think before speaking Take some time to organise your ideas; don’t jump too fast to conclusions.
Focus on high-impact issues Concentrate on the issues that will really make a difference and create value for your ‘client’, but make sure that you explain the reasons behind your choices.
Generate a hypothesis and explore options creatively Make suggestions on how to solve the key issues you have identified. The interviewer will be looking for the same things a client would expect when working with a consulting firm – innovative approaches that can change the rules of the game and creation of lasting competitive advantage.
Demonstrate business judgment Given that there is limited information available, the interviewer will ask you probing questions about your comments, hypotheses, or conclusions to test your capability to use your judgment.
Make quick and accurate calculations At some point, the interviewer may ask you to make some simple calculations. Rather than testing computational skill, this is meant to see if you can use numbers to quickly form opinions and guide decisions. Your calculations should be accurate and integrated into what you have discovered so far.
Synthesise your thoughts and draw conclusions from your analysis At the end of the interview, you should summarise the key hypotheses and options you have developed. Then, conclude with your recommended solution to the client’s problem.
Don’t rush into the analysis without developing an understanding of the problem During the discussion, the interviewer will work with you to organise your thoughts and steer you towards a solution. Don’t be afraid to ask questions that check your understanding.
Don’t panic if the answer is not apparent There is no right or wrong answer in our interviews, and you are not expected to know everything about business. The objective of the interview is for the interviewer to learn about your approach to solving business problems, so remember to discuss your line of thought with them.
Don’t defend your solution at all costs If the interviewer challenges the solution you propose, don’t go on the defensive. Acknowledge the possibility that the interviewer has brought up a relevant perspective that you had not considered and re-examine your thinking accordingly.
Don’t internalise your thought process The interview should be a dialogue between you and the interviewer, so make sure you communicate your logic and underlying assumptions.
One last piece of advice: be yourself and have fun discussing the case. If you find this conversation exciting and entertaining, you’ll likely enjoy being a consultant.
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- About The Boston Consulting Group: This article was contributed by staff at The Boston Consulting Group.
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Conduct a Better Case Study Interview With These 3 Tips
May 19, '16 / by Beth Carter
When I was a newbie writer, one thing always terrified me.
Case study interviews.
Just the thought of interviewing someone made me sweat. But without a great interview, there’s no way to write a great case study.
I look back now and laugh, but seriously – I used to get my stomach in such knots. Luckily, I’ve learned some tricks of the trade since then.
A case study is essentially an interview with a happy client. And as you know, case studies boost your credibility, answer your prospect’s questions, eliminate your prospect’s fears and knock out your competition – all in 400-800 carefully chosen words. It’s actually easier than you think. Conducting a great case study interview is the hardest part, but I can help you there.
Tip #1: Come to the table prepared
There’s no substitution for due diligence. Make sure you know everything about your client’s story: the entire account history, to be sure, but also what else is going on in your client’s life. Talk to your sales team or account manager, visit the client’s website, investigate his competition and learn about his industry.
If you have a full picture of your client’s business, you’ll ask more insightful questions.
Related Content: Dig Deeper to Find the Real Story
Now think about the story your case study will tell – and it better not just be about how great your company is. Dig deeper. Your case study should explain the specific problems your client was facing and the specific results your solution achieved. Identify the particular details and answers you’ll need to uncover during your interview to round out that story; getting these details is your goal for the interview.
You may find you need to talk with more than one person within the client’s company. Go for it, but try to talk to each person separately. Two shorter interviews are easier to manage than one interview with multiple people and multiple agendas.
Separating out the interviews also ensures you capture everyone’s perspectives. Too often in joint interviews, one person takes charge of the interview while the other takes a back seat and doesn’t contribute their true thoughts.
Tip #2: Help your client think about specifics
With your goal in mind, list five to 10 questions for your interviewees, and send them out several days before the interview. This can be particularly helpful if you’re trying to find metrics and figures to prove your client’s ROI.
Obtaining these quantifiable details from a client is often challenging. It helps to ask questions about “before” and “after” scenarios. You can also suggest specific metrics to help them frame their answers. For example, try asking, “Other clients have found that our software decreased their order fulfillment time by four days. Would you say your results were similar?”
As a side note, it’s a good business practice to benchmark every new client’s situation at the start of the project and then take new measurements after the project has been implemented. Quantifiable results put meat on the bones of a good case study.
Tip #3: Get quote-worthy comments
There’s an old adage in writing: show, don’t tell . You can accomplish this by using the client’s own words to make a point. I try to do this at least three times when I’m writing a case study.
First, I include a quote with the client identifying his initial problem.
Then, further down, I include a quote where the client explains why he chose this particular solution.
And finally, for a strong finish, I let the client explain the top benefit he’s experienced as a result.
For quote-worthy comments, avoid “yes” and “no” questions. Instead of, “Did you find it easy to install our software,” ask, “What made installing our software so easy?” Also ask lots of “why” questions, or questions that start with, “Tell me about…”
Of course, asking the question is one thing; getting the answer down on paper is another. I usually record the case study interview through GoToMeeting, which is what we use for all our meetings. (Side note: Always ask permission first before taping any conversation.) I also take notes during the interview. Trust me, technology can fail, and I’ve learned the hard way that back-ups are lifesavers.
When I take notes, I use my own shorthand variation that lets me keep up with the interviewee. Idon’t include small words like “the” and “a”, and I eliminate punctuation and most vowels. So, if a client says, “The software works great; we were surprised how easy it was,” my notes will say, “sftwr wks grt w wr sprsd hw ez t ws”. Immediately after the interview, while it’s still fresh in my head and my notes will hopefully still make sense to me, I transcribe my notes into the full sentences – but you can also use a transcription service like Rev.com to help with this process. Between my notes and my recording, I can be sure I’ve got accurate quotes.
Now go conduct a great case study interview!
So there you have it – no need for butterflies in the stomach. With these easy interview techniques, you’ll know exactly how to write a case study that helps you win new business and makes your clients look like heroes!
As you start writing your case study, choosing the right words is important. Download our Persuasive Copywriting Guide to learn how to write so that people respond and take the action you want!
Topics: Content Marketing
Written by Beth Carter
I love to write and I'm a total grammar freak. I also passionately believe that conversational, approachable and insightful content can help people solve real problems and can make a real difference in the world.
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How to Solve a Case Study – A Structured Approach
This approach will allow you to crack any type of case study. Solving a case in a case interview is not very different from the approach a consultant uses in real life to solve clients' problems. You will need to:
- Develop an exhaustive structure that will guide you throughout the case interview efficiently. The structure ideally will tell you where to look for the solution to the problem
- Develop a hypothesis early on and prioritize the information you need to gather. Apply the 80/20 rule to figure out which answer to what question will have the biggest impact on the case solution (80/20 rule or Pareto Principle );
- Gather data and know why you need the information and what conclusions can you draw which would ultimately help you get to the solution
In a case interview , your only source for data is the Interviewer. Hence, it is important that you establish open bi-directional communication and obviously, your rapport with the interviewer is very important.
Make sure you ask for only relevant information and ideally let the interviewer know why you need a particular piece of data, be as open and transparent in your thought process as possible, and think out loud to let the interviewer know your thinking process including your current hypothesis.
The Interviewer will likely provide verbal information or charts based on your questions.
How to Approach a Case Study in 4 Steps
The foundation for a successful case is set at the beginning so follow these steps religiously during your interview practice:
1. Restate the question and make sure you understand the problem statement by confirming with the interviewer
Understand the problem really well before structuring or asking for data . Do not simply repeat the question but rephrase it in such a way that it would avoid misunderstandings. This is important because in consulting, it is crucial to understand the needs of the customers.
2. Clarify the goals
Ask specific questions to clarify goals. “So our objective is to increase the bottom line. Are there any other objectives I should know of?” If there is more than one objective, do not try to solve them all at once, instead, break the problem into pieces and solve one piece at a time. This will allow you to stay focused.
3. Write out your structure
First, ask your interviewer for a minute to prepare your structure since this part is extremely important and determines whether you will succeed in solving the case. Don’t be afraid of the silence! Practice structuring the case! If you have a good structure that is Mutually Exclusive Collectively Exhaustive ( MECE ), you do not have to worry about running into dead ends because even if you do, you can dig down an alternative branch that will ultimately help you solve the case. Use an issue tree to help in customizing your structure.
4. Ask questions to understand the trends of the client, industry, and product
Ask questions about the firm’s business model, the state of the competition and its substitutes, the firm’s position within the industry, and the product. Make sure to ask about changes (or deltas) [how/if things have changed]. Example categories
- What is the current situation of the client
- What has changed from previous years
- What are the financial (& non-financial) predictions given the current situation
Don’t be afraid to ask questions about the business model. Even if you have graduated with a business degree, it is impossible to know a company's business model without investigating details. Thus, solving a case based on false assumptions is worse than asking a question you think you should know beforehand. Typically, you'd want to know:
- The size of the company
- Whether it is profitable and growing
- How a business transaction works within the company
- How is the product being produced and what are some crucial production steps?
For cases where external factors are decisive (e.g. market entry ), you may want to know:
- At which point of the lifecycle is the industry?
- What is its configuration?
- Who are the key players ?
- Who are the suppliers ?
- What is the client’s position relative to other firms?
- What has changed ? Who has left the industry? Who has recently entered the market? Why? Have any of the competitors changed their pricing ? What about buying behavior?
- Was there a change in regulations ?
- What are the major substitute products ?
- What are the future predictions about the market?
(For a systematic view, see Porter’s Five Forces )
In some cases, the crux of the matter is the product. In these cases, you want to know:
- What exactly is the product ? What does it do? What are its strengths/weaknesses? What is it mainly used for? Has there been a change in the way it is being used?
- What is the lifecycle of the product? Is it still in the development phase or about to become outdated?
- How is the brand/reputation ?
- How do competitors ’ products perform in comparison ? What are their strengths/weaknesses?
- Who are the customers ? How are they segmented ? What do they need? Has the need changed recently (e.g. connectivity, “eco”, social)?
- What is the price of the product ? How is the price compared to competitors?
- How is the product being promoted ? Has a competitor recently changed its promotion activities?
- What are the distribution channels ? Is the sales place where the customers are? Have new distribution channels emerged recently?
- What is the service (e.g. after-sales) like? How does it compare to competitors? Has there been a change?
- Closely related to the industry part: Are there any new technologies or products on the market?
- What does the product consist of? What are the parts and where are they sourced?
(For a systematic view, see 4 Ps Framework )
Case Interview Structure - Your Key Ability to Ace the Case Study
A key evaluation criterion is your ability to structure a case and being able to adapt the structure throughout the case. A good case structure is the most important part of the case. Based on your structure, you will need to interpret the new information and draw conclusions from it. Try to segment your information until you have isolated the problem. If the problem is not captured by your structure, you will likely not be able to solve the case. Remember to practice setting up a case structure during your interview preparation.
What the Interviewer expects to see
- An excellent ability to communicate; i.e. stating the conclusion/result first and providing the reason why later on by applying the pyramid principle
- Solid and flexible problem-solving skills, which includes the ability to break a problem down into its parts, think qualitatively and quantitatively about the problem and refine your hypothesis according to new information and insights
- Business judgment and logical reasoning
- Thoughtful questions
- Identify the most likely and efficient solution and weigh up the pros and cons and the implementation potential
- Generate actionable recommendations
- Being considerate
Support conclusions with data analysis
Make sure you focus on data that is relevant and important to answer the case problem. This will demonstrate to your interviewer that you don’t blindly note down everything. Thus, before analyzing anything, it would make sense to paraphrase in your head and write only relevant information. Make sure to take notes in a structured fashion. This will ensure that you will remember the relevant case information and have quick access to it even during a stressful interview. To summarize, before noting down and sharing the information with the interviewer, analyze it and determine its relevance.
Finally, you should have a rough sheet only for doing calculations. After finishing your calculations make sure you transfer the result to the corresponding part of the structure on the other sheet.
4 Commandments to Ace Your Case Interview
In this section, we will go over what we call the 4 commandments of case cracking. The 4 commandments will help you get through almost any case in a structured and goal-oriented way.
The 4 commandments:
- Listen & Clarify
- Plan & Hypothesize
- Think & Gather
- Structure & Close
1. Listen & Clarify
Listen actively
- Focus and concentrate!
- Write down EVERY piece of information, especially numerical data
Pause, paraphrase the problem, and clarify all questions
- Example: “So, if I understood you correctly…”
- Double-check on the objective : “Is reducing production costs our only goal in this case?”. Don’t be afraid to ask - make sure you understood the problem 100%
2. Plan & Hypothesize
Plan the solution structure (roadmap)
- Ask for 1 minute to gather your thoughts
- Identify case type and corresponding framework
- Ideally, you should start with the problem you want to solve (e.g. " To assess the market size I will be trying to calculate the number of diapers sold in the US per year ")
- Then lay out how you want to get there and where you will use assumptions
- Organize your notes (consultants are supposed to always be “client-ready”)
List hypotheses
- Always list a few possible hypotheses and set out with one of them (e.g. "Since you have mentioned that revenues are more or less flat, my hypothesis is that the problem is mostly driven by the cost side of the business. If it is ok with you I will start by analyzing this side of the Profit tree first. ")
- Start with the corresponding branch of the framework
- Refine/rebuild hypothesis as you find out more
3. Think & Gather
Think out loud
- The interviewer is interested but has no crystal ball. You have to tell him what you are thinking
- Sharing your thoughts allows the interviewer to interact. He will give you hints such as nodding if you are on the right track
- If you ever get stuck, the interviewer is in a better position to help you out since he knows where you are in your thought process
Gather data the right way
- ALWAYS segment your data (e.g. using the ABC analysis)
- Proactively ask for relevant data
- Quantify whenever possible (" By how much have revenues been declining? ")
- Go for various trend data (this year vs. last years OR client vs. competition)
- Try to evaluate whether trends have been company-specific or industry-wide
4. Structure & Close
Stay structured throughout the case
- Remember: be flexible with your structure as the case evolves
- Don’t jump around framework branches without finishing analyzing a branch, always solve problems serially
- Explore branches of your issue tree and eliminate them when you reach a dead-end
- Summarize findings when switching major branches. This can also be done during the case
Close the case properly
- Ask for 30 secs to a minute to gather your thoughts (try to draw them)
- For consulting projects, it is important to have a clear recommendation
- Your recommendation must be action-oriented
- Your interviewer will likely challenge your recommendation (either to see if you can handle pressure or to assess if you really believe in what you are saying): stand by your recommendation (obviously within reasonable limits)
- Do not go over the analysis in your recommendation and focus on the important outcome (" Here is what you should do: [...] and this is why: [...]" )
- People like 3: give the interviewer 3 reasons
- Case Interviews are an important part of candidate assessment where communication, problem-solving ability, business judgment, and data interpretation skills are being evaluated
- They are more standardized and better to prepare for than you might think. How to successfully prepare for a case interview depends a lot on your willingness to PRACTICE . PrepLounge and most Case Interview resources recommend at least 30 case simulations before you go to your first real interview
- You need to get used to a structured approach of problem-solving that is similar to how a real-life engagement is approached
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Key Takeaways:
- Follow the 4 Commandments
- Get a feeling and true understanding of the problem and the objective
- Lay out an exhaustive, well-thought-through structure
- Build an initial hypothesis and prioritize the different areas
- Gather data based on your hypothesis and priorities
- Evaluate the data keeping in mind your problem and goal
- Track down the root cause and the area which would have the biggest impact
- Develop possible solutions, weigh them, and choose the best one. Make sure your solution is based on the data irrespective of whether it is positive or negative. Keep in mind that the best feasible solution is truly the best solution!
Do you need more insightful tips on how to approach your case interview in management consulting? Read our comprehensive case interview guide that gives you tips for your case interview preparation, step-by-step explanations to solve the case, and lastly 13 valuable tips for your actual interview day.
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How to Prep for a Case Study Interview
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A case study interview isn’t your average interview. While most interviews ask you to give examples of how you use your skills on the job, in a case study interview, you’ll use those skills in front of the interviewer to solve a real-life problem.
It’s like auditioning for the school play. But instead of showing you can sing and dance, you’re showing how you provide innovative solutions to pressing business problems. Not sure how to get ready for this kind of interview? We’ve got you covered. This guide explains how to prep for a case study interview:
What Is a Case Study?
What is a case study interview, case study interview example questions, during the case study interview.
Case studies are used across a variety of industries — everything from business to medicine. They are an in-depth examination, analysis, and critique of a real-world scenario the company experienced. People discuss the situation and explore what they learned while forming new solutions to try when they face a similar situation in the future and improve their performance.
For example, doctors and nurses use case studies to improve how they diagnose and treat patients. Using real patient information, the medical team analyzes the case to see what the team may have missed and why they missed it. Learning from these errors helps the team better prepare for similar cases in the future to improve patient care.
While many industries use case studies to iterate and improve their performance, not every company uses case study interviews. This type of interview is very common at consulting companies (no matter what kind of consulting it is). But it’s not unusual for companies outside of consulting to use case study interviews for marketing or operations roles.
In a case study interview, you’re given a real-world situation the company has faced and are tasked with analyzing it and suggesting a course of action.
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Businesses use case study interviews to assess your abilities in real-time. While you’ll probably draw on a variety of skills, most case study interviews assess:
- Strategic thinking
- Analytical skills
- Common sense
The advantage of a case study interview is that the interviewer can evaluate your ability in each of these areas and see how you’ll actually use them on the job.
What Is a Fit Interview?
Some people use “case study interview” and “fit interview” interchangeably. While a fit interview and a case study interview both ask behavioral interview questions , they are not the same thing.
A case study interview assesses your ability to do the job. It primarily evaluates how you approach business problems and use your skills to solve them. A fit interview is about culture fit. The interviewer asks questions that assess how well you’ll fit into the company, like asking you questions about what motivates you or how you lead .
Both of these interviews are an important part of the evaluation process. Getting the job done is just as critical as getting along with coworkers and supporting the company’s mission. Depending on where you interview, you may have one fit interview and one case study interview, or the fit interview may be a smaller part of the case study interview.
What You’ll Learn in a Case Study Interview
A case study interview allows the hiring manager to see your skills in action and how you approach business challenges. But it also teaches you a lot about the company (even if you’re doing most of the talking).
In a sense, you’re behaving as an employee during a case study interview. This gives you a peek behind the curtain, allowing you to see the company’s inner workings, like how they approach business problems and what they expect from you and your performance.
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For example, you may offer a novel approach to solving a problem. How does the interviewer react to it? Are they impressed? Surprised? Is there a scowl or frown on their face? Their reaction gives you insights into how the company will likely receive your solutions.
Depending on the specific company, you may have the case study interview questions in advance, but you may not. Whether you do or don’t, here’s how to prepare for a case study interview.
Conduct Deep Research
Good interview prep for any interview means researching the company. That includes things like learning more about the company’s mission and the challenges the industry faces. But when you’re preparing for a case study interview, your research needs to go deeper.
When you answer a case study question, your answer has to be specific to the company’s clients or business objectives. For example, if you’re interviewing for a role in strategy consulting , your answer shouldn’t focus on aspects of human resources consulting (unless it’s particularly relevant).
Your research needs to include the kinds of clients the company works with and what types of problems the company solves. For example, the company may only consult for Fortune 100 companies that need accounting advice. Keep these facts in mind as you prepare for the interview.
Case Study Interview Formats
There are four types of case study interview formats:
- Candidate-led: The interviewer asks you a specific question (or gives you a prompt), and you walk the interviewer through a detailed answer.
- Employer-led: The interviewer leads you through a series of specific (and predetermined) prompts and questions, no matter your answers.
- Presentation: You’re given a problem in advance to create and present a detailed case study.
- Video: Similar to a presentation case study interview, you’ll create a video presentation of the case study.
Most companies will tell you in advance which style of case study interview you should prepare for. But if they don’t, reach out to your recruiter or check the company’s website. Many include the essential details you need to prepare for the case study interview.
Seek Out Company-Specific Tips
Speaking of companies and their websites, not only do many companies that use case study interviews tell you the format, they often include helpful tips and tricks to help candidates prepare. This includes what to expect, what the company is looking for skill-wise, and what kinds of responses they want. They may even have a few practice questions and videos you can use to help you prep.
Unlike other common interview questions , it’s not as easy to prepare an answer to case study interview questions. Even though you know it’s a case study interview, you don’t necessarily know the specifics of the case or what problems you’ll be asked to solve.
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That said, it’s likely your case study interview questions will cover one or several of these concepts:
- Entering new markets
- Increasing profits
- Cutting costs
- Turnarounds
- Mergers and acquisitions
- Pricing strategy
- Developing new products
- Industry analysis
- Competitive response
While there are many ways to answer case study interview questions, a few basic prep tips can help you get ready for every question.
In addition to what you bring to a job interview , make sure you bring a notepad and pen or pencil to a case study interview. Taking notes will help you better understand the questions and formulate your answers. It also gives you a place to calculate numbers and figures if you need to. Not every case study interview allows calculators, so you’ll need to be ready to do your calculations manually.
Ask Specific Questions
As you’re working through the case study, you can and should ask any clarifying questions you need. The interviewer wants to hear specific, detailed answers that solve the problem. So, whenever you’re unclear, ask a follow-up question to not only get what you need but to give the interviewer what they need.
That said, your question(s) should be very specific. You need to verify exactly what the interview is asking so you can create an appropriate answer. Say the interviewer gives you a broad question: The client’s revenue is falling. How do you help them increase it? You can follow up with a very specific question or two to make sure you understand what the interviewer is asking:
You’re asking how I would help the client raise revenue, correct? Are you also asking how I would help them increase their profit and cut costs?
Talk Them Through It
A big part of the case study interview is seeing you in action. However, in this case, “see” really means “how you think.” Since the interviewer can’t hear your inner monologue, you’ll need to practice thinking out loud.
While the interviewer wants to hear your solution, they also want to hear how you got there. That means talking through your entire thought process. Instead of saying, “I’d do X,” you have to explain how you arrived at your decision while you’re getting there.
Because not everyone thinks out loud, it may feel unnatural to you, and you likely won’t be expected to do it on the job. But it’s crucial to practice this skill — and it is a skill — because the interviewer is expecting you to do it in a case study interview.
Want to give a case study a shot? Practice with the NSW Government Virtual Experience Program .
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- Case Interview: A comprehensive guide
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Fit Interview
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What is a case interview?
How to crack any case interview like a mckinsey, bcg or bain consultant would, 4 steps for an effective case interview preparation.
Case interviews are the core of the selection process right across McKinsey, Bain, BCG, the consulting wings of the Big Four, and any other high-end consultancies. To land a job at any of these firms, you will have to ace multiple case interviews. Before we can figure out how to prepare for a case interview, we will first have to understand in detail what you are up against . What format does a consulting case interview take, what is expected of you and how will you be assessed? Let's dive right in and find out!
Case interview format
Case interviews take very similar formats across the various consultancies where they are used. Before landing an offer at McKinsey, Bain, BCG or any similar firm, you will have to complete between four and six case interviews, divided into two rounds, with each interview lasting approximately 50-60 minutes . Here is the typical case interview timeline:
First 15-30 minutes: Fit Interview , assessing your motivation to be a consultant in that specific firm and your leadership and teamwork traits. Learn more about the fit interview in our article here .
Next 30-40 minutes: Case Interview
Last 5 minutes: Fit Interview , again. This time it’s about your questions for the interviewer.
Both the Case and Fit interviews play crucial roles in the finial hiring decision . There is no “average” taken between case and fit interviews: if your performance is not up to scratch in either of the two you will not be able to move on to the next interview round or get an offer.
Prep the right way
Difference between first and second round interviews.
Despite interviews in the first and second round following the same format, seniority of the interviewer, time pressure (with usually three interviews in a row), and value at stake make a second round consulting case interview potentially one of the most challenging moments of your working life . There are three key differences between the two rounds:
Time pressure : the Final Round of case interviews test your ability to perform under pressure, with three interviews in a row and often very small breaks between them
Focus : Since interviewers in the Second Round tend to be more senior (usual partners with 12+ years experience), they will be more interested in your personality and ability to handle challenges independently. Some partners will drill down into your experiences and achievements to the extreme. They want to understand how you react to challenges and your ability to identify and learn from past mistakes.
Psychological pressure: while case interviews in the first round are usually more focused on having you simply crack the case, second round interviewers often use the "bad cop" strategy to test the way candidates react to challenges and uncertainty.
Is there a difference between McKinsey and other firms?
McKinsey case interviews are not overwhelmingly different from those given by Bain, BCG, and other firms, with the McKinsey interview timeline breaking broadly the same as the one set out above. However, there are some differences in the specifics of how McKinsey administers both their case and fit interviews which it will pay to be aware of if you are applying to that firm.
McKinsey Case Interviews Most consulting case interview questions test your ability to crack a broad problem, with a case prompt often going like: " How much would you pay for a banking licence in Ireland? ". You, as a candidate, are expected to identify your path to solve it (structure), leveraging your interviewer to collect the data and test your assumptions.
However, a McKinsey case interview - especially in the first round - is slightly different, with the interviewer controlling the pace of the conversation much more than in another case interviews. At McKinsey your interviewer will ask you a set of pre-determined questions , regardless of what your initial structure is. For each question, you will have to understand the problem, come up with a mini structure, ask for additional data (if necessary) and come to the conclusion that answers the question.
Essentially, interviewer-led case studies are large cases made up of lots of mini-cases. he method you have to follow is basically the same as in the standard (or candidate-led) cases; with the main difference simply being that, instead of solving one big case, you are solving several mini-cases sequentially.
McKinsey Fit Interview - the McKinsey PEI As with their cases, McKiney take a slightly more structured approach to the fit component of their interviews than do other firms. Indeed, the fit component of a McKinsey interview is sufficiently formalized that it has its own name - the McKinsey Personal Experience Interview, or McKinsey PEI for short .
There are two to three rounds of PEI and is typically more intense than the fit interviews of other firms, with each interview focusing on only one topic , but drilling down to an extreme.
As with case studies, the McKinsey format is slightly different - and it is good to know this in advance - but this doesn't actually affect your prep . You should be fully prepped and ready for an intense fit interview from Bain or BCG as well! See our section on the fit interview below and our article here to get started .
The McKinsey PST and Other Differences It is also worth noting here that McKinsey will require you to pass a written problem-solving test - The McKinsey PST - before you will be invited to interview at all. This is broadly similar to the tests administered by Bain and BCG , but has its own unique format and other details that you will need to be aware of.
Since the general pass rate for this test is only 33% , it is something you are going to have to take seriously and prepare for thoroughly. Start with our free comprehensive McKinsey PST Guide .
If you are curious, you can read more about the differences between McKinsey, Bain, and BCG in our blog post on that subject.
Case interview topics
Several self-proclaimed consulting gurus have made fortunes out of creating notionally comprehensive lists of a dozen or so case types and then selling ready-made recipes for each - apparently able to solve all instances of each case type. All business problems can be reduced to one of these case types and each type of case can be solved by using generic frameworks. If you believe the hype, Case in Point or Case Interview Secrets hold within their pages the solutions to all of the world’s business conundrums!
Straight off the bat, this should strike you as suspect . If all business issues really could be reduced to a finite number of case types, with sufficiently regular structures that we really could apply the same simple frameworks, then why would anyone pay to hire management consultants? Would they not just pick up a copy of one of these books from Amazon and save themselves tens of thousands?
The truth is both simpler and more complex . Cases are profoundly more varied than these frameworks can hope to take account of. However, we can still group cases into a set of recurring, common topics which they tend to be built around.
These topics are not as distinct as those promoting frameworks might have it. and we can expect to see more than one in the same case question. For example, taking a handful of the categories below, it is perfectly reasonable to suppose that a pricing decision could impact a company’s competitive position in the market, which could then impact profits and thus the firm’s valuation.
We give a brief run through of each topic below — including example case interview questions for each. We will also return to the same ideas in our section on “Building Blocks”.
Estimation is a central theme in both day-to-day consulting work and in case interview questions. . When we estimate, we make educated guesses to establish values in the face of incomplete data . Consulting estimations will combine such a guessed factor with a quantitative factor to come up with reasonable estimates of unknown facts.
It is important to note that, when an interviewer asks you to make an estimation, it is not because they particularly care what the correct answer is (they could find out without asking you), but rather that they want to assess that you can move towards an answer in a structured, rational manner . The watchword in your approach to all estimations should be to be “ reasonable ”. Even if answers end up being factually incorrect, what is important is that they can be supported by a compelling rationale.
- How many bank branches are there in Italy?
- How many cars are sold in Berlin in one year?
- How many people will buy the latest high-tech smartphone on the market?
Remember that, for all these different flavors of case study, we have plenty of example case questions for you to work through in our free Case Bank .
Profitability
The fundamental goal of any normal business is to maximize profits — nobody is getting up and going to work with the object of losing money. As such, business problems around profitability are bread and butter issues for management consultants. .
Clients will very often tell broadly the same story. The business was doing in well in recent years, with strong profits. However, some recent turn of events has upset this state of affairs and led to concerns around profit levels. Consultants are thus engaged, as businesses are often sufficiently complex that it can be difficult to figure out precisely where and why the company is losing money - let alone how to then reverse the situation and restore healthy profits. .
Despite steady growth in customer flow, the Walfort supermarket chain has seen falling profits in the past year. What is the reason for this decline?
For a company to be profitable at all, it is a pre-requisite that it charges the correct price for whichever products it sells. However, establishing what price to charge for any one product — or indeed a whole suite of related products — can be a highly complex business . Consultants are often engaged to negotiate the many salient variables, with their complex interdependencies, which need to be accounted for in pricing. Correspondingly, then, pricing questions are a also common theme in case interviews .
- A company launches a new smartphone with a significantly improved camera. How much should they charge?
- A doughnut chain wants to start selling coffee in their shops. How much should they charge per cup?
The valuation will be essential to underpinning any investment decision. In short, if we want to know how much we should be willing to pay to acquire a company or asset , we need to understand how much it is worth to us. Thus, you can expect the valuation to be at the heart of case questions on mergers and acquisitions .
- Our client is a steel producer who wants to expand by acquiring its competitor. The competitor offers to sell its plant for $1m. Should our client accept this deal?
- How much should a restaurant chain bid in an auction for the rights to run a restaurant in the British Museum for one year?
Competitive Interaction
OOf course, profit levels, the values of companies, and the prices of products can all change with time. Generally, these will fluctuate because of changes in the competitive landscape of the relevant marketchanges in the competitive landscape of the relevant market . Thus, Nokia and Kodak dominated the mobile telephone and photography markets until new companies with new products dramatically shook things up. In such circumstances, company profits and valuations slide rapidly and prices are often slashed in attempts to maintain sales.
Newmarket entrants or old competitors with new ideas can throw a company’s whole business model up in the air overnight , with consultants often called in to advise on the potentially major changes which might be required to survive (and ideally prosper).
You are running an airline and a low-cost competitor like Ryanair decides to start operating on your routes. You are rapidly losing customers to their lower fares. How do you respond?
Skills required in a consulting interview?
In Cases there is no right or wrong answer, what really matters is the way you think the problem through, how confident you are with your conclusions and how quick you are with the back of the envelope arithmetic. If you visit McKinsey , Bain and BCG website pages on case interviews, you will find that the three firms look for very similar traits. Broadly speaking, your interviewer will be evaluating you across 5 areas:
One: Probing mind
Showing intellectual curiosity by asking relevant and insightful questions that show show critical thinking and proactive nature. For instance, if we are told that revenues for a leading supermarket chain have been declining over the last 10 years, a successful candidate would ask:
We know revenues have declined. This could be due to price or volume. Do we know how they changed over the same period?
instead of a laundry list of questions such as:
Did customers change their preferences?
Which segment has shown the decline in volume?
Is there a price war in the industry?
Two: Structure
Structuring means creating a framework, i.e. a series of clear consecutive steps in order to get to a solution to the problem. The focus of case interview frameworks (and of the whole case in general) is not on reaching solution themselves, but rather on how to get there.
This is the trickiest part of the case interview and the main reason for candidates failing their case interviews. Millions were made by selling books such as Case in Point describing 10 or 12 standardized frameworks, which were said to be the passkey to solve virtually any case on earth. As we noted above, if we believed all the claims made of these frameworks a simple case interview frameworks cheat sheet might solve all the world's business problems and/or land you a job in McKinsey every time.
Unfortunately, this approach to case interviews simply does not work in practice, for a few reasons. First Consultants are not naïve enough to hire people who are just good at memorizing 12 schemes. Second, because you are expected to think exactly in the same way a real consultant would do in a real case. Since no consultant uses pre-packaged frameworks in real projects (feel free to ask all your friends in consulting), do you think they expect you to use them in an interview which is set to represent as closely as possible their work?
This is why we created the Problem-driven Structure . As ex-consultants, we aim to teach candidates what real consultants do in real projects. That is, crafting a tailored framework for every case. The key pieces of your structure should be:
Proper understanding of the objective of the case. Ask yourself: "What is the single crucial piece of advice that the client absolutely needs?"
Identification of the drivers : Ask yourself: "What are the key forces that play a role in defining the outcome?"
At first sight this case cracking concept looks pretty intuitive. However, this is a radically different approach from the typical one-size-fits-all method of trying to force-fit one or more generic frameworks (such as the Case in Point frameworks) to a case. Let’s understand why with a simple case question.
Our client is PharmaCorp, a Dutch pharma company specialized in researching, developing, and selling “small molecule” drugs. This class of drugs represents the vast majority of drugs today, including aspirin and blood-pressure medications. PharmaCorp is interested in entering a new, growing segment of drugs called “bionics”. These are complex molecules that can treat conditions not addressable by traditional drugs. R&D for Bionics is vastly different from small molecule R&D. PharmaCorp wants to jumpstart its biologicals program by acquiring BioHealth, a leading bionics startup from the Silicon Valley with a promising drug pipeline. Should PharmaCorp acquire BioHealth?
Check out the difference between the standard framework-based approach and our Problem-driven Structure.
Three: Problem solving
You’ll be tested on your ability in identifying problems and drivers, isolating causes and effects, demonstrating creativity, and prioritizing issues. In particular, the interviewer will look for the following skills:
Prioritising : Can you tell a relevant from an irrelevant fact?
Connecting the dots : Can you connect new facts and evidence to the big picture?
Establishing conclusions : Can you establish the right conclusions without rushing to conclude facts not supported by evidence?
Four: Numerical agility
In case interviews, you are expected to be quick and confident with (precise and approximated) numbers. This translates into:
Performing simple calculations quickly: essential to solve cases quickly and impress clients with quick estimates and preliminary conclusions.
Analysing data: extract data from graphs and charts, elaborate it, and draw insightful conclusions.
Solving business problems : translate a real world case to a math problem and solve it.
Our article on consulting math is a great resource here, though the math lecture and other math content in our MCC Academy is the best and most comprehensive material available.
Five: Communication
As in real consulting work, coming up with the best ideas in a consulting case interview is necessary, but not enough: you must be able to turn your answer into a compelling recommendation . Otherwise, your days and nights of hard work spent on case interview prep have been totally wasted.
So, how do you make sure that your recommendations come across as relevant, smart, and engaging? By mastering CEO-level communication . It sounds easier than it is since speaking like a CEO often entails presenting your case interview answers by doing exactly the opposite of what you would do when telling a story to your mum. Here are three key areas to focus on in your communications:
Top down : A CEO wants to hear the key message first, and then - if and only if they find it useful - they'll ask you to provide details. Always think about what is absolutely critical for the CEO to know, and start with that. You can read more in our section about the Pyramid Principle .
Concise : This is not the best time for boiling the ocean or going through an endless number of possible solutions. Consultants want a structured, quick, and concise recommendation for their business problem they can implement the next day.
Fact-based : Consultants share CEOs' hatred of opinions based on gut feel rather than facts. They want facts first, to make sure you are in control. Always back up your conclusions with the relevant facts.
Forget outdated, framework-based guides...
The MyConsultingCoach team, a group of seasoned McKinsey, Bain, and BCG consultants with experience on both sides of the interview table, has developed a new, proprietary approach to case cracking which replicates how top management consultants approach actual engagements.
The key is decoupling problem solving, business concepts and analysis tools to achieve the necessary modularity to apply the same overarching method to solve any case. The synergic action of these three elements will allow you to tackle any case interview question. Let's look at these elements in more detail.
The problem driven structure
MyConsultingCoach’s Problem Driven Approach is a universal problem solving method that can be applied to any business problem irrespectively of its nature. It works by generating a bespoke framework for each individual case question and is a simplified version of the roadmap McKinsey consultants use when working on engagements . The canonical seven steps from McKinsey are simplified to four as the analysis required for a six-month engagement is clearly different from that of a 45-minute case study. However, the underlying flow is the same. Let's take a look.
Identify the problem
Many candidates will manage to irretrievably mess up their cases within the first few minutes of starting off . Often, these candidates will not realize what they have done until they are getting near the end of their analysis. It is then that they suddenly see that they have misunderstood the case prompt — and have effectively been answering the wrong question all along! With no time to go back and start again, there is nothing to do. Even if there were time, making such a silly mistake so early on will also make a terrible impression on your interviewer, who might well have written them off already. The interview is scuppered and all their preparation has been for nothing.
This error is so disappointing as it is so readily avoidable . In this context, it is an inherent advantage that our case method places huge importance on laying the foundations for analysis by ensuring a full understanding of the case prompt. Once we have identified the fundamental, underlying problem our client is facing, we focus our whole analysis around finding solutions to this specific issue.
Now, some prompts are easy to digest. For example, “Our client, a supermarket, has seen a decline in profits. How can we bring them up?” However, many of the prompts given in management consulting case interviews are much more difficult and might come from unfamiliar business areas or industries . For example, “How much would you pay for a banking license in Ghana?” or “What would be your key areas of concern when setting up an NGO?”
Don’t worry if you have no idea how you might go about tackling some of these prompts! In the lesson on identifying the problem in our MCC Academy course, we teach you how use a structured, hypothesis-driven approach to quickly circumscribe the key issue facing the client. We provide you with a systematic, four step approach to identifying the problem as well as running through common errors to ensure that you start off on the right foot every time!
As a final point, it goes without saying that showing this level of diligence early on where so many other candidates do not is a great start in terms of impressing your interviewer!
Frame a solution
After you have fully understood the problem, it is time to move to draw up a bespoke structure to capture all the unique features of the case and to guide your analysis . This is precisely the same method used by real consultants working on real engagements.
Of course, it might be easier to simply roll out one old-fashioned framework or another — it is true that it would be faster (at least at this stage) and requires less thought than the problem-driven structure approach. We are honest that our approach requires more work from you . However, our method comes with the crucial advantage of being able to accommodate the most difficult and irregular of cases (exactly the kind you can expect at an MBB interview). Since we start from first principles every time, we can tackle any case with just the same overarching method . As we note in the relevant section here, is a huge advantage over frameworks, which cannot be relied upon to work in any case which departs from their very rigid schemes .
In practice, structuring a problem in line with our method will generally mean - either an issue tree or a hypothesis tree, depending on how you are trying to address the problem. These trees break down the problem into a set of smaller problems , which you can solve individually. Representing this on a diagram makes it easy for both you and your interviewer to keep track of your analysis.
To see how this is done, let’s look at an issue tree breaking down the revenues of an airline . These can be segmented as the number of customers multiplied by the average ticket price. The number of customers can be further broken down into a number of flight times the number of seat times average occupancy rate. The node corresponding to the average ticket price can then be segmented further.
A good structure meets several requirements , including MECE-ness , level consistency, materiality, simplicity, and actionability. It is worth noting, though, that the same problem can be structured in multiple valid ways by choosing different means to segment the key issues. It is important to master segmentation so that you can choose a scheme which is not just valid, but actually useful in addressing the problem.
After taking the effort to identify the problem properly, an advantage of the problem driven structure is that it will help ensure that you stay focused on that same fundamental problem throughout. This might not sound like much, but a large number of candidates get lost in their own analysis and end up taking huge tangents, ending up with an answer to a question they weren’t asked .
One issue which occurs quite often — and tends to be an issue with certain frameworks — is that the candidates come to the end of their analysis and, even if they have stuck to the initial question, have not actually reached a definite solution ; perhaps generating a laundry list of pros and cons with no single recommendation for action. Clients employ consultants for actionable answers and this is what is expected in the case interview . The problem driven structure excels in ensuring that everything you do is clearly related back to key question in a way that will generate a definitive answer. Thus, the problem driven structure builds in the hypothesis driven approach so characteristic of consulting practice.
You can learn how to set out your own problem driven structures in our article here and in our MCC Academy course.
Lead the analysis
Now, a problem driven structure might ensure that we eventually generate a solution, but how do we actually get there? We call this step " leading the analysis ", and is the process whereby you systematically navigate your structure, identifying the key factors which are driving the issue we are addressing.
Generally, this will mean continuing to grow your tree diagram, further segmenting what you identify as the most salient end nodes to drill down into the most crucial factors causing the client’s central problem. Once you have gotten right down into the detail of what is actually causing the company’s issues, solutions can then be generated quite straightforwardly .
To see this process in action, we can return to our airline revenue example . Let’s say that we discover the average ticket price to be a key issue in the airline’s problems. We then look closer at the drivers of average ticket price and find that the problem lies with Economy Class ticket prices. We can then further segment that price into the base fare and additional items such as food. Having broken down the issue to such a fine-grained level, solutions occur quite naturally. In this case, we can suggest incentivizing the crew to increase onboard sales, improving assortment in the plane, or offering discounts for online purchases.
Our article on leading the analysis is a great primer on the subject, with our video lesson in the MCC Academy providing the most comprehensive guide.
Provide recommendations
You might have arrived at a solution, but you aren’t finished yet! Now you need to deliver that solution as a final recommendation. This should be delivered as if you are briefing a busy CEO and thus should be a one minute, top-down, concise, structured, clear, and fact-based account of your findings.
The brevity of the final recommendation belies its importance. In real life consulting, the recommendation is what the client has paid thousands for - from their point of view it is all that matters. In an interview, how you perform this final summing up of your case is going to significantly color your interviewer’s parting impression of you - and thus your chances of getting hired!
So how to we do it right? Barbara Minto's Pyramid Principle elegantly sums up almost everything that required from a perfect recommendation. The answer comes first , as this is what is most important. These are the then supported by a few key arguments - which are in turn buttressed by supporting facts . Across the whole recommendation, the goal is not simply to summarise what you have done, but rather to synthesize your findings so as to extract the key "so what?" insight that will actually be useful to the client going forward.
All this might seem like common sense, but it is actually the opposite to the way we relay results in academia and other fields ; where we typically move from data through arguments and eventually to conclusions. As such, making good recommendations is a skill that will take practice to master.
We can see this principle illustrated in the diagram below:
To this scheme, we suggest candidates add a few brief remarks on potential risks and suggested next steps . This helps demonstrate the ability for critical self-reflection and lets your interviewer see you going the extra mile.
In the final recommendation in particular, the combination of logical rigour and communication skills which are so definitive of consulting is on full display. Despite it only lasting 60 seconds, to deliver a really excellent recommendation and leave your interviewer with a good final impression of your case solving abilities, you will need to leverage a full set of key consulting skills. Our specific article on final recommendations and the specific video lesson on the same topic withing our MCC Academy are great, comprehensive resources, but our lesson on consulting thinking and our articles on MECE and the pyramid principle are also very useful.
Building blocks
Now, the whole case cracking method we have set out thus far emphasises starting from first principles to develop a fresh approach to each and every case question you are presented with. However, since we have also identified a number of common topics popping up in case interview questions, you might well ask if we really need to spend the time required to work up from first principles in every single case. Indeed, this is what the case interview frameworks promoted elsewhere will claim to do for you – to save you precious time by zeroing in on the kind of question you have been asked.
This is where we introduce our Building Block concept . We have devised modular building blocks to capture the commonalities between cases identified in each of the five key topics outlined above. These building blocks are designed as modular, off-the-peg elements which allow you to leverage the symmetries between different cases to structure problems more quickly and effectively .
Now, building blocks might ostensibly sound a lot like the case interview frameworks we have railed against above. “Generic solutions to a small set of case types? Sounds just like Case in Point!” However, this is not so. Indeed, we can introduce the unique features of building blocks by considering exactly how they differ from old-fashioned frameworks .
Framework-based approaches identify a set of strictly-defined case types and then provide a single generic scheme for each — apparently able to solve all instances of that case type. By contrast, building blocks embrace the infinite variety and complexity of cases and the fact, as noted above, that the different question themes we have identified can all run into one another.
Building blocks do not claim to capture the entirety of any one case and intend only to provide a strong starting point when you encounter each of these question topics , rather than to dictate your approach right from A to Z. Think of frameworks as a flatpack, fibreboard coffee table from Ikea. It might be quick to assemble, but it’s only good for one thing and might get shaky under pressure. Our building blocks are more like standard planks of wood. You can use them to make multiple different structures and the end product is going to be sturdy and reliable.
We noted above how different topics can easily overlap in the same case interview question — with the example that a pricing decision might affect how a company competes with other market players, which will in turn affect profitability and valuation. Overlapping topics mean that it is quite natural to structure a case with the deployment of two or more building blocks. . Thus, we might well address a company’s profitability concerns by analysis of that company’s pricing strategy, making use of both corresponding building blocks as we structure our approach to the overarching problem. In particular, we can expect to have to make estimations as part of pretty well any case interview question , so this is a building block which we will leverage constantly.
Frameworks would not have survived for so long if they didn’t latch onto something useful. Our Our Building Blocks allow you to retain the time-saving benefits of frameworks, but without inheriting their fatal flaws in terms of inflexibility .
Let's take a look at our five key building blocks below, with a brief introduction to how you might use each.
Join thousands of other candidates cracking cases like pros
Estimation questions can often seem very daunting on the first impression. Where would we even start in working out how many cars are sold in Berlin, for example? The key to estimation case questions is the ability to logically break down the problem into more manageable pieces . . In consulting case studies, this will generally mean segmenting a wider population to find a target group . For example, starting from the total population of Berlin and narrowing down on the cohort of individuals who will buy a car that year.
There are many ways to segment the same starting population. However, whilst several different segmentation schemes might be equally valid, it is crucial to choose the specific method best suited to the question you have to answer and to leveraging the data you have available.
Segmentation must be allied with assumptions in order to arrive at an estimation. These assumptions are the “guessed” element of estimations we mentioned above. Assumptions cannot just be plucked from thin air, but must always be reasonable .
The example below showcases both the segmentation and assumptions made in an estimation of the size of the wedding planning market in London:
Our articles here on the MECE concept and estimation are great starting points in learning the relevant skills to make estimations in consulting case questions. However, the best place to learn how to make estimations is with the dedicated building block video lesson in our MCC Academy course.
Understanding profitability ultimately means understanding the various components which go to determine the profit of a company. Thus, you will learn to decompose profit first into the revenues and costs of which it is the synthesis and then — crucially — to further segment , distinguishing different revenue streams and separating various fixed and variable costs.
To take an example, just to take revenues as a fraction of profit, the incoming revenues for an insurance firm might be broken down as follows:
Taking steps to improve profitability will inherently mean increasing revenues and/or decreasing costs . To solve profitability problems, we will thus have to understand the various means at our disposal to minimize different forms of cost as well as ways to drive sales or optimize pricing to increase revenue. Importantly, you must be able to judge which of these options is best suited to address different scenarios .
The key to tackling the complex kind of profitability questions given by MBB-level consultancies lies in proper segmentation . Many old-fashioned case interview frameworks will simply have you look at aggregate cost and revenue data and then simply have you recommend generic cost-cutting or revenue-driving measures based on that. However, this will often lead to negative outcomes, making matters worse for our client company.
For example, it might well be that a company makes a loss when it serves a certain cohort of customers . An airline, for instance, might be losing money on economy class customers but making a healthy profit on each business class customer. Attempts to boost revenue by increasing sales generally might actually have suppressed profit further by increasing the number of economy class customers. What is required is targeted measures to increase focus on business class and/or mitigate economy class losses.
You can start to learn more about how to segment these questions properly, as well as getting to grips with the other ideas mentioned here, in our article on profitability , with the best way to master profitability being our full lesson on the subject in the Building Blocks section of our MCC Academy course.
To understand pricing, you will need to begin from the fundamentals of ideas like the customer’s willingness to pay, the value captured by the company, and the value created for the customer. These basics are shown in the diagram below:
This might seem simple enough, but the exact level at which prices are set is determined by a whole host of factors , including product availability, market trends, and the need to maintain a competitive position within the market. If we are changing the price of an existing product, we must consider how the price elasticity of demand might cause sales to fluctuate in the face of altered prices.
Our four-step method for pricing starts from establishing the customer’s next best alternative, working out the value added by our own product, and working from there. A summary of this method is given, along with an overview of pricing in general, in our article on the subject . The most complete resource, though, is our pricing building block lesson in the MCC Academy .
There are multiple different ways of calculating value. These include asset-based valuations and the multiples method. In consulting case interviews, though, you will generally refer to Net Present Value (NPV) . Thus, you will need to master the NPV equation:
CF = Cash Flow r = Discount Rate
However, NPV is far from the last word in valuation. The fact is that the worth of any asset will be different for different buyers , depending upon what the buyer already owns. In just the same way spare clutch for a 1975 Ford will hold much more worth to someone restoring the relevant classic car than to a cyclist, so a courier business will be more valuable to an online retailer than to an airline.
As such, what we call the Total Enterprise Value (TEV) of an asset is calculated as a function of that asset’s NPV and of the potential cost and revenue synergies that pertain to making any acquisition. This is shown in the useful structure below:
In order to grasp valuation and investment, you will also need to develop a feel for interest/discount rates . This will be essential, as you will often have to estimate rational values for these rates for different investments (and then plug those values into the NPV equation).
You can learn more about all aspects of valuation in our article here and in our dedicated video lesson in MCC Academy . These include guides to the kind of interest rates which would typically be required for financing different kinds of investment.
Competitive Interactions
Your eventual solutions as to how a company should react to a changing market might be highly creative and sweeping in their prospective effects. However, the process by which we understand competitive interactions and thus move towards such solutions is typically highly systematic — indeed, algorithmic - as we move through the limited dimensions in which it is possible for a company to take action. The following structure neatly encodes the general options open to responding to new sources of competition:
Of course, we would never suggest that you blanket-apply any strict, inflexible methodology to a whole swathe of case questions - this is precisely the approach that causes so much trouble for candidates using old-fashioned frameworks.
This structure is only a starting point — a shortcut to a bespoke framework, specific to the case question in hand. You might have to alter the details of the structure shown and you will almost certainly have to expand it as you lead the analysis . How you lead the analysis and the solutions you provide are necessarily going to depend wholly upon the specific details of the case question.
Thus, in order to deal with competitive interactions, you will need to put in the time understanding how the different strategies available function — as well as how competitors might then react to implementing such strategies . With enough practice, though, soon you won’t be fazed by even the most complex cases of competition between firms. Learn more in our article here and in our dedicated video lesson on competitive interaction in the MCC Academy case interview course.
Analysis tools
Companies hire consulting firms for their problem solving and communication skills. These are the same skills which in turn will get you hired by McKinsey, BCG, or Bain! This is the reason why consulting thinking is a pillar of our method. Principles such as MECE or the 80/20 rule are ubiquitous in consulting, and mastering them makes the difference between an average and a top candidate. The distinctive characteristic of a management consultant is that they have a problem-solving mentality. In particular, they focus on generating solutions to problems using a fact-based approach . This approach relies on 5 key elements:
- MECE structures
- Root cause analysis
- An Hypothesis driven mentality
- Fact based "so what's"
These elements are intrinsically linked; our course elaborates on each in detail.
Problem driven structure vs frameworks
As we have noted previously, old-fashioned case interview frameworks (as found in Case in Point and Case Interview Secrets ) are unreliable and will not impress your interviewer . This might be a bitter pill to swallow if you have already waded through the relevant books and devoted time to rote learning these frameworks.
However, on reflection, the simple fact that using frameworks is indeed a matter of rote learning should be a huge red flag in itself . We can think about this from a couple of angles — let’s take a closer look!
Frameworks are inflexible
Rote learning solutions pre-supposes that the cases you encounter in the future will conform to the same basic mold as the previous cases those solutions were derived from. When you use a framework to tackle a case study, you typically begin by selecting a case type with regards to a few variables such as topic (profitability, M&A, market entry) interviewer stance, company, etc. You then select the relevant framework and do the calculations recommended. Crucially, the frameworks are very fixed and do not allow for significant customization to accommodate unique features of problems . Frameworks rely on cases neatly dividing into distinct types, where each instance of a particular type is very much like the others.
However, and very unfortunately for the candidates that rely on them, this means that case interview frameworks will struggle with precisely the kind of question which are likely to come up in consulting interviews . There is a reason no working consultant ever uses frameworks!
As is well known, consulting case interview questions tend to be based on a real project the interviewer has been working on recently . Consultants are engaged by their clients to solve unique problems, which have proved resistant to standard solutions (otherwise the client would have saved tens of thousands and dealt with the issue in-house). Thus, consulting case interview questions are going to be based on precisely the kind of unique problems that have refused to fit into standard frameworks or other off-the-peg solutions. Since frameworks do not have the flexibility to cope with these more complex scenarios , the unlucky candidates making use of them will simply be stumped. Despite all their hard work in preparation — and hours of rote learning — they will wash out of their case interview and will not be hired.
Case interviews assess individual reasoning
So, we have considered the demands of the question, but we should also consider the intention behind posing case questions . Remember that the whole point of case interviews is to assess the candidate's ability to think on their feet and come up with creative solutions to new problems . If consultancies wanted to simply test memorised knowledge, it would be a lot cheaper for them to set written tests, rather than divert working consultants to act as interviewers.
Given all this, an interviewer is not going to be impressed by you parroting the same script they have already heard from the past five candidates who were also using the same framework (doubly so as that framework probably hasn’t worked for the case they set). Consulting firms are simply not interested in hiring candidates who distinguish themselves only by learning a dozen generic recipes!
Flexible problem solving: working from first principles
Our innovative problem-driven structure approach takes a radically different approach to old-fashioned frameworks. For one thing, there are no generic sets of instructions to be precisely applied. Rather, we teach a set of skills with guidelines on how to apply those skills flexibly to any new problem. Indeed, our method was derived as a streamlined version of the seven-step system used by McKinsey consultants on real engagements.
The first step of our method is always to understand the case you have been given in detail and on its own merits . From here you draw up a unique problem driven structure — which you can think of as building your own new framework for each individual question .
Clearly, this solves the problem of inflexibility which lets down candidates attempting to apply old-fashioned frameworks to unique, irregular cases. By contrast to such limitations, problem-driven structures - as a method for approaching issues from first principles - is sufficiently general that it can even be applied well outside the realms of business problems.
With the MCC approach, rather than rote learning a set of generic scripts, you learn genuine consulting skills and how to apply those to novel problems in just the same manner as would a working consultant . Far from being frustrated by watching a candidate operating on autopilot, your interviewer will be genuinely impressed to see you clearly tackle the case they have set using the same methods they would themselves. As an indicator of the value of our approach, not only does prepping our way increase your chance of being hired, but it also let's you hit the ground running on day one of the job itself , as you are already with the fundamental skills leveraged in real consulting work. No real consultant uses frameworks, but all are united in applying those same methods and principles built into the problem-driven structure approach and taught in our MCC Academy course .
You can learn more about why frameworks are unreliable and how our method works in this video:
Now, let’s take a break from all this theory and learn more about how case interviews work in real life.
What is it like in practice? Putting it all together...
Of course, all this theory is well and good, but a lot of readers might be concerned about what exactly to expect in real life . It’s perfectly reasonable to want to get as clear a picture as possible here - we all want to know what we are going into when we face a new challenge!
Indeed, it is important to think about your interview in more holistic terms. One theme here is that getting the mechanics of analysis and getting the exact right answer is less important than the approach you take to reasoning and how you communicate — candidates often lose sight of this fact.
In this section, then, we’ll run through the case interview experience from start to finish, directing you to resources with more details where appropriate. As a supplement to what we say here, the following video from Bain is excellent. It portrays an abridged version of a case interview , but is very useful as a guide to what to expect - not just from Bain, but from McKinsey, BCG, and any other high-level consulting firm.
Getting Started
Though you might be shown through to the office by a staff member, usually your interviewer will come and collect you from a waiting area . Either way, when you first encounter them, you should greet your interviewer with a warm smile and a handshake (unless they do not offer their hand). Be confident without verging into arrogance . You will be asked to take a seat in the interviewer’s office where the interview can then begin.
First Impressions
In reality, your assessment begins before you even sit down at your interviewer’s desk. Whether at a conscious level or not, the impression you make within the first few seconds of meeting your interviewer is likely to significantly inform the final hiring decision (again, whether consciously or not). Your presentation and how you hold yourself and behave are all important. If this seems strange, consider that, if hired, you will be personally responsible for many client’s personal impressions of the firm. These things are part of the job! Much of material on the fit interview is useful here, whilst we also cover first impressions and presentation generally in our article on what to wear to interview .
As we have noted above, your interview might start with a fit segment — that is, with the interviewer asking questions about your experiences, your soft skills, and motivation to want to join consulting generally and that firm in particular. Basically, the kinds of things which a case study can’t tell them about you. We have a fit interview article and course to get you up to speed here.
Down to Business
Following an initial conversation, your interviewer will introduce your case study , providing a prompt for the question you have to answer. You will have a pen and paper in front of you and should (neatly) note down the salient pieces of information (you should keep this up throughout the interview).
It is crucial here that you don’t delve into analysis or calculations straight away . Case prompts can be tricky and easy to misunderstand — especially when you are under pressure. Rather, ask any questions you need to fully understand the case question and validate that understanding with the interviewer before you kick off any analysis. Better to eliminate mistakes now than experiencing that sinking feeling of realizing you have gotten the whole thing wrong halfway through your case!
This process is covered in our article on identifying the problem and in greater detail in our MCC Academy lesson on that subject.
Once you understand the problem, you should take a few seconds to set your thoughts in order and draw up an initial structure for how you want to proceed. You might benefit from utilizing one or more of our building blocks here to make a strong start. Present this to your interviewer and get their approval before you get into the nuts and bolts of analysis.
We cover the mechanics of how to structure your problem and lead the analysis in our articles here and here and more thoroughly in the MCC Academy. What it is important to convey here, though, is that your case interview is supposed to be a conversation rather than a written exam . Your interviewer takes a role closer to a co-worker than an invigilator and you should be conversing with them throughout.
Indeed, how you communicate with your interviewer and explain your rationale to them is a crucial element of how you will be assessed. Case questions, in general, are not asked to see if you can produce the correct answer, but rather to see how you think . Your interviewer wants to see you approach the case in a structured, rational fashion. The only way they are going to know your thought processes, though, is if you tell them!
To demonstrate this point, here is another excellent video from Bain, where candidates are compared. Note that multiple different answers to each question are considered acceptable, but that Bain is concerned with the thought processes of the candidate’s exhibit. .
Another reason why communication is absolutely essential to case interview success is the simple reason that you will not have all the facts that you need to complete your analysis at the outset. Rather, you will frequently have to ask the interviewer for additional data to allow you to proceed .
Don’t be let down by your math!
Note that your ability to quickly and accurately interpret these charts and other figures under pressure is one of the skills which is being assessed. You will also be required to make any and all calculations hat are required quickly and accurately (and without a calculator!). As such, you should be sure that you are up to speed on your consulting math .
Recommendation
Finally, you will be asked to present a recommendation. This should be delivered in a brief, top-down "elevator pitch" style format , as if you are speaking to a time-pressured CEO. Again here, how you communicate will be just as important as the details of what you say . Speak clearly and with confidence and take a look at our articles on the pyramid principle and providing recommendations , as well the relevant lesson within MCC Academy , for more detail on how to give the perfect recommendation.
Wrapping Up
After your case is complete, there might be a few more fit questions — including a chance for you to ask some questions of the interviewer . This is your opportunity to make a good parting impression — we deal with the details in our fit interview resources.
It is always worth bearing in mind just how many candidates your interviewers are going to see giving similar answers to the same questions in the same office. A pretty obvious pre-requisite to being considered for a job is that your interviewer remembers you in the first place . Whilst you shouldn't do something stupid just to be noticed, asking interesting parting questions is a good way to be remembered.
Now, with the interview wrapped up, it is time to shake hands, thank the interviewer for their time and leave the room .You might have other interviews or tests that day or you might be heading home. Either way, if know that you did all you could to prepare, you can leave content in the knowledge that you have the best possible chance of receiving a call with a job offer . This is our mission at MCC — to provide all the resources you need to realize your full potential and land your dream consulting job!
Too many candidates try to steam ahead into their preparation without having made any kind of plan to guide their efforts. As a result, they will spend their time inefficiently and end up with a patchy case interview prep.
Impress your interviewer
To plan effectively, you first need to know what you are preparing for. As noted, consulting interviews have two sections: Fit and Case. Both are equally important, and to get hired you must be successful in both.
1. Learn the theory
The MCC Academy is a comprehensive, all-in-one package, teaching you everything you need to know about the case interview. We designed the course around a sensible suggested structure for a candidate with little business background. While following that structure is the simplest course of action, a more experienced candidate can easily adapt it to their specific needs. Your case interview preparation approach depends on:
Background : whether you are new to consulting case interviews or not will affect the amount of background reading you need to do. In any case, you will need to learn about our problem driven structure approach.
Timeframe : clearly time will affect your preparation. We usually advise our clients to prepare for around 60 hours, obviously the more practice you get the better it is. For the mathematically inclined, time invested vs return approximates an S-curve.
2. Solo practice
For solitary preparation, perhaps one of the best uses of your time is to work on your mental mathematics . This skill is neglected by many applicants - much to their immediate regret in the case interview. Find our mental math tool here or in our course and practice at least 10 minutes a day from day one to the day before the interview. Once you covered our Building Blocks (week 2), then you should start working through the cases in My Consulting Coach's case bank alongside your work on the course. This is a large and frequently updated source of case interview questions and answers. To build your confidence, start out on easier case questions, work through with the solutions, and don't worry about time. As you get better, though, you can move on to more difficult cases and try to get through them more quickly. You should practice around 8 case studies on your own to build your confidence.
3. Practice with a case partner
Regardless of your background, you will need to put in significant time practicing cases. The solitary practice is useful, but your case interview prep will only progress so far without actually simulating the case interview. As such, finding good case partners is perhaps the single most important aspect of your preparation. To help you out here, My Consulting Coach offers an intuitive, user-friendly, and - importantly - - FREE meeting board , where you can get in touch with fellow consulting applicants from across the globe with whom to practice case studies. Candidates are listed along with their background and case experience and the board has easy-to-use tools for both direct invitations and scheduling open meetings.
We recommend you to practice 1-3 cases per day with peers depending on your available time. You can start doing so once you have covered our Building Blocks (week 2), to then ramp up your practice when you have completed the course and have more time (week 4 onwards according to our schedule). My Consulting Coach provides 45+ interactive consulting case interview questions and answers for you to crack with your partners, so you will have plenty to keep you busy! Two tips:
Practice with as many different case partners as possible : the more different perspectives you get on how you work, the more you’ll be able to get feedback and fine-tune your performance
Don’t neglect the part of the part of the session where you play the interviewer role : stepping into the interviewer's shoes will help you get their perspective and help you understand both what they are looking for and how they assess it.
4. Expert help
This step is optional, but profoundly useful. The most effective way to conduct your consulting case interview prep will always be to get help from someone who has worked as a consultant for a top firm. Nobody else will be able to spot your weaknesses so quickly or offer better advice to deal with them.
Of course, you will never be able to secure the time of these individuals for free. However, it is worth considering the difference in your salary over even a just few years between getting into a top-tier firm versus a second-tier one. In the light of thousands in increased annual earnings (easily accumulating into millions over multiple years), it becomes clear that getting expert help is one of the best investments you can make for your own future.
Should you decide to make this step, My Consulting Coach can help, offering the highest quality case interview coaching service available . Each MCC case coach is selected as an ex-MBB consultant with two or more years of working experience and strong coaching expertise.
Case interview coaching is hugely beneficial in itself. However, for those who want to genuinely maximize their chances of securing a job offer - and especially for time-poor, busy professionals who want to take the guesswork and wasted time out of their case interview prep - we also offer a much more comprehensive service .
With one of our " springboard " bespoke mentoring programs , you are paired with a mentor from your target firm , who will then oversee your whole case interview preparation from start to finish. After an initial consultation to assess your existing capabilities, your mentor draws up a fully personalized plan to get you interview-ready as efficiently as possible . This plan will leverage material from right across the full gamut of learning resources MCC produces - to which you will have complete access (including our MCC Academy course). Your mentor will then arrange all the case interview coaching sessions needed to get you fully up to speed. All the while, your mentor will monitor your progress, ammending your preparation plan as neccessary and generally never being more than a phonecall or an email away to answer questions and provide recommendations.
The outcome is that you will be able to throw yourself into your case interview prep in the knowledge that you are moving towards your goal as quickly as possible. Rather than the typical case interview prep experience of trawling dodgy websites, forums, Reddit, etc for whatever advice you can find and then trying to work out which pieces of mutually contradictory information are actually true, you will be able to devote all that time and mental energy to successful preparation.
The results of our mentoring service speak for themselves. Candidates completing our Springboard program enjoy an unparalleled 75%+ success rate . If you are a busy student, balancing exams with consulting applications, or a hard-pressed professional who already works long hours, then check out our mentoring programs as the best way to walk out ouf your consulting interviews without regrets.
A final note: track your progress
At My Consulting Coach, we strongly believe that mistakes can be your most valuable source of progress. After every case interview coaching session with us, you will receive our Performance Radar. This written report combines your case coach's feedback with scores generated via our statistical modeling which break down your performance across all the key area of Problem Solving, Structure, Communication, Numerical Agility. These scores allow you to track your progress quantitatively; pinpointing those areas where you should focus your efforts as well as those where you have improved. This advanced feedback system ensures that you are always in control.
Most candidates spend their time on case interview preparation and neglect their fit interviews . This is a major problem, as both these components of the selection process are accorded equal importance by recruiters and good performance in one will not make up for a poor showing in the other. The bottom line is that consultancy firms simply will not employ someone who they doubt will be a good fit with the company, regardless of how many cases they can crack.
The fit interview will be especially important if you are coming into consulting via a less standard route . You will need to be able to provide a compelling narrative to explain why, even though you are coming from elsewhere, consulting is the right move for you at this point in your career, as well as how your previous experiences have furnished you with the relevant skills for consulting.
Transferable skills
Even if you're not specifically targeting consulting, preparing for case interviews will significantly improve your problem-solving, business and analytical skills . These skills are transferable to any industry , which is why more and more companies - among which Google and Facebook - use case studies in their interview process. Case interviews present a unique upskilling opportunity , allowing you to develop new skills quickly and in a more targetted way than many traditional educational programs (such as MBAs, for example). They prepare you better for most business-related or analytical roles because they simulate real scenarios where you are confronted with difficult problems under the constraint of time and require you to act quickly and decisively.
So, if you're asking yourself: 'Should I invest so much time and preparation for just one interview?' the answer is that you're not only getting ready for an interview - you are improving your overall efficiency and critical thinking , attributes which are useful in any job, but also generally in life.
Find out more in our case interview course
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VIDEO
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Case interview tips · Understand the issue; ask clarifying questions as needed · Identify the underlying assumptions · Summarize specific issues and findings
Think About Your Target Audience's Pain Points · Expect Interviewee Objections · Ready Your Case Study Interview Questions · Look for a Story.
Preparation for the case study · Listen to the interviewer and ask questions · Structure the problem and form a framework · Think before speaking · Focus on high-
1. Research the framework of case study interviews. · 2. Study what a company is looking for in an applicant. · 3. Review questions an interviewer
Dig deeper. Your case study should explain the specific problems your client was facing and the specific results your solution achieved.
How to Approach a Case Study in 4 Steps · 1. Restate the question and make sure you understand the problem statement by confirming with the interviewer · 2.
1. Research the Question (If Applicable) · 2. Become Familiar with the Frameworks · 3. Practice Interviewing · 4. Come Prepared · 5. Ask Questions.
A case study interview isn't your average interview. While most interviews ask you to give examples of how you use your skills on the job
Essentially, interviewer-led case studies are large cases made up of lots of mini-cases. he method you have to follow is basically the same as in the standard (
How to #conduct a #case #interview? We all try to find the best ways to solve the #case #interview. But have you ever thought about