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麦肯锡&普华永道mini-case分析 DOC文档 |
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资料名称：麦肯锡&普华永道mini-case分析
资料大小：1360k
资料语言：英文
资料类别：经营管理
资料格式：DOC文档
授权方式：授权版
资料更新：2004-11-28 下午 08:21:51
页面刷新：2007-8-6 下午 09:11:57
下载次数：694
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资料介绍：
Vault Reports Strategies for Answering Business Case Questions
The consulting interview season is upon us, and many of you will soon be facing consulting case interview (a business question presented to you for your detailed analysis). While it's useful to know about advanced
frameworks like Porter's Five Forces and the population of the United States offhand (it's 270, 952,899 as of November 4, 1998, according to the Census Bureau), it's just as important to have a few basic tips down pat.
1. Take notes
As your interviewer presents your case, be sure to take careful notes on the numbers or other facts given. (Always bring a notepad and a pen to a consulting interview.) You don't want to ask your interviewer to later repeat information that has already been given.
2. Ask questions
Your interviewer expects you to ask questions – as many intelligent questions as you need to obtain an accurate picture of the relevant facts in the case. Many inexperienced case interviewees make the error of not asking their interviewer any questions, perhaps afraid that they will look ignorant, or not wishing to “bother” the interviewer. On the contrary – not asking questions is a fatal error in a case interview.
If you don’t know the first thing about the helicopter market, ask how much it costs to manufacture a rotor. If you need to estimate the demand for a beef-flavored potato snack in Wichita, Kansas, then feel free to ask the population of Wichita and environs.
3. Be prepared to take charge. You will often find that your interviewer will direct your line of questioning to a specific area, but you must always be ready to control the conversation in case the interviewer does not direct your reasoning. If you are unsure, simply ask the interviewer. For instance, if you find the interviewer offering little direction as you move through your initial scoping questions, you may wish to ask, “I find the lack of a risk assessment to be a potential showstopper. Might I ask some detailed questions about this?” Or you might say, “Given what you have told me about the situation, I would like to drill down for further clarity regarding the client’s current relationship with its distribution partner. Would that be OK?” In this way, you take charge of the line of questioning without stepping on the interviewer’s role
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