




免费预览已结束,剩余26页可下载查看
下载本文档
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
2005AccentureAllRightsReserved CaseWorkbook 2 2005AccentureAllRightsReserved 5 14 26 29 16 3 TableofContents WhatisaCaseInterview TheCaseInterviewProcess Soft EvaluativeCriteriaTypesofCaseInterviewsSampleFrameworksandApplicationsPracticeCases 2005AccentureAllRightsReserved WhatisaCaseInterview 4 2005AccentureAllRightsReserved WhatisaCaseInterview Acaseinterviewisatypeofjobinterview usedmostfrequentlybystrategyconsultingfirms thatallowsanapplicanttodemonstratehis herabilitytosolveagivenbusinessproblem Duringacaseinterview aninterviewerpresentsasituationorcaseandthenaskstheapplicanttoexploretheunderlyingcausesoftheproblemandsuggestrecommendationstoremedytheproblem Thecasesgiventendtoberealbusinesssituations oftendrawnfromtheinterviewer sactualprojectexperience Caseinterviewstypicallylastfromthirtytoforty fiveminutesandanapplicantcanexpecttohaveseveralintheinterviewprocessatanygivenfirm Yoursuccessinacaseinterviewwillnotdependonidentifyingthe correct answer butratheronhowclearlyyoudefinetheproblem howlogicallyyoustructureyouranalysis andhowwellyoucommunicateyourthoughtstotheinterviewer Strategicconsultingfirmsarelookingforintelligentpeoplewhocanapproachbusinesssituationsinananalyticalfashion thinkunderpressureandmaintainaprofessionalpresencewithclients Acaseinterviewprovidesexcellentinsightintohowwellyouwouldperforminastrategyconsultingsituation Thepurposeofthisguideistofamiliarizeyouwiththeprocessofacaseinterview introduceyoutosomepotentialmethodologies andprovideyouwithsamplecasestopractice Learningaboutcaseinterviewsisalsoahelpfulmeanstodetermineifstrategicconsultingisrightforyou asthesecasesreflectthetypesofbusinesssituationsandstructuredthinkingstrategyconsultantsencounteronadailybasis 2005AccentureAllRightsReserved TheCaseInterviewProcess 6 2005AccentureAllRightsReserved CommonMisconceptionsaboutCaseInterviews Therearemanymisconceptionsaboutthecaseinterviewandwhattheinterviewerislookingfor MythThereisonerightanswerorapproachtothecaseTheinterviewerexpectsyoutogettherightanswerIndustryknowledgeisrequiredtodowellonthecase FactUsuallythereareseveralcredibleapproachesandsolutionsTheinterviewerexpectsathoughtful structuredresponseTheinterviewerexpectsyoutobeeffectivewiththeknowledgeyouhaveandmakehypothesesbasedonsoundcommonsense 7 2005AccentureAllRightsReserved CaseInterviewSuccessFactors CaseinterviewsuccessdependsonprovidingathoughtfulandstructuredresponsetothecaseproblemUnderstandthecasesituationandwhatisbeingaskedAnalyzethecaseissuesandpotentialsolutionsinastructuredmannerMakecertainyourthoughtprocessesaretransparenttotheinterviewerBecreative yetpractical useyourbusinessjudgmentandgivespecificsListenforsuggestionsandhintsfromtheinterviewerEngagetheinterviewer itisokaytoaskfordirectionandclarificationManagetimeeffectively maintainyourmomentum don tgetboggeddownononepoint 8 2005AccentureAllRightsReserved TheCaseInterviewProcess StructuredProblemSolving Theprocessofacaseinterviewparallelsthatofaconsultingengagement First youwillbegivenadescriptionofacaseproblembytheinterviewer Thisdescriptionmaybeasshortasonesentenceoraslongasapageofdetailedinformation Oncegiventhecasedescription youwillneedtounderstandtheproblembyaskingwell thoughtoutquestionsoftheinterviewer Theanswerstothesequestionsshouldallowyoutodevelopanapproach framework thatyoucanusetoanalyzethesituation Afteryoulayouttheframeworkfortheinterviewer youshoulddiscusstheanalysesyouwouldperformtodeterminepotentialsolutionstothebusinessproblem Theinterviewermayaskyoutoperformsimpleanalysestotestyourhypotheses Finally youshouldsummarizeyourmethodologywithanyrecommendationsyoumayhave ListentoCase ClarifyProblem DecomposeProblem TestHypothesis SummarizeFindings StateHypotheses 9 2005AccentureAllRightsReserved ClarifytheProblemGoal ArticulateKeyCaseProblemActivities AskclarifyingquestionsProbeforadditionalinformationAssesscasefactsPausetostructureyourthinkingSummarizeissuesfordiscussion ClarifytheProblem Inconsulting understandingtheclientsituationisfundamentaltodevelopingsolutionstoimportantproblemsaswellasrecommendationsforhowabusinesscouldberunmoreeffectively Acaseinterviewmodelsthisbypresentingyouwithinformation askingyoutomakesenseofit anddeveloppotentialsolutions Clarifyingthenatureofthebusinessissue e g decliningprofitability lossofmarketshare ornewcompetitivethreats isanimportantstep Basedonyourquestions theinterviewerwilloftenprovideyouwithmoredetailsaboutthecase Bystructuringyourquestions youwillcuetheinterviewertohowyouplantoworkthroughtheproblem Itisimportanttobeflexibleinyourapproachandopentomultiplesolutions Ifthequestionsyouareaskingdonotyieldusefulanswers tryswitchingtoanalternateapproach Remember youarebeingpartiallyevaluatedonyourabilitytoaskinsightfulquestions ListentoCase ClarifyProblem DecomposeProblem TestHypothesis SummarizeFindings StateHypotheses 10 2005AccentureAllRightsReserved Onceyouhavestatedandclarifiedtheproblem youneedtodecomposeitinanexhaustive logicalmanner Byusinganissuetree youcanbreaktheproblemintosmallerpiecesandillustratelogicalrelationshipsamongthecomponentparts Basicissuetreesarestructuredasfollows Todevelopagoodissuetree youshouldensurethatthesub componentsarelinkedinalogicalmanner thatitprioritizestheissues andthatitrevealspossiblesolutions Also eachbranchofthetreemustnotoverlapwithanother mutuallyexclusive andthebranchesshouldthoroughlyrepresentcontributingelements collectivelyexhaustive DecomposeProblemGoal IdentifyRootCausesofProblemActivities Breaktheproblemintoitscomponentpartsinastructuredmanner ListentoCase ClarifyProblem DecomposeProblem TestHypothesis SummarizeFindings DecomposeProblem StateHypotheses 11 2005AccentureAllRightsReserved StateHypothesesGoal StateHypotheses PotentialSolutionsActivities ReviewproblemdecompositionIdentifypotentialhypotheses solutionsStateyourassumptionsChooseappropriateframeworktotesthypotheses see SampleFrameworksandApplications section forexample Porter sFiveForces4P sofMarketingProfitabilityAnalysisThree C s Usesketches Graphicscanbeapowerfultool ListentoCase ClarifyProblem DecomposeProblem StateHypotheses TestHypothesis SummarizeFindings StateHypotheses Onceyouareconfidentyouunderstandtheproblem youshouldlistoutpotentialhypothesesthatmayresolvethecoreproblem Youwillthenneedtochooseaframework oranalysistool tostructureyourhypotheses see SampleFrameworksandApplications section butdonotfeelconstrainedbythesesincemanycaseswillnotfitneatlyintooneofthoseframeworks Theframeworkisakeytostructuredthinking itallowsyoutoapproachaprobleminaholisticmanner whiledirectingyouranalysistoeachofthecomponentswithintheframework 12 2005AccentureAllRightsReserved Onceaframeworkisselected youmustanalyzeeachcomponentoftheframeworkinalogicalmanner Discusstheanalysesyouwouldperformtodetermineifyourinitialhypothesesaretrue Youmayhavetoaskadditionalquestionsoftheinterviewertogettheinformationneededtodeveloptheseanalyses Oftentimes youmaybeaskedtoperformananalysiswithsimpledatasuppliedbytheinterviewer Ifyoufindthatyouranalysesarenotconfirmingyourinitialhypotheses developnewones Ifyouranalysesdonotappeartobeenlightening theinterviewermaydirectyoutowardsanotherpath Takeadvantageofthesehintsiftheyareoffered TestHypotheses TestHypothesesGoal ApplyframeworktoTestHypothesesActivities DescribeanalysestobeappliedBreakproblemintoitscomponentpartsinastructuredmannerApplyframeworkanddiscussfindings implicationstosolutiondefinitionProbeforconcurrence additionalinformationPresenthypothesesforfuturetesting discussion ListentoCase ClarifyProblem DecomposeProblem StateHypotheses TestHypothesis SummarizeFindings 13 2005AccentureAllRightsReserved SummarizeFindingsGoal SummarizeFindings ImplicationsActivities SuccinctlyremindinterviewerofissuescoveredPresentsolutionsPresentalternativescenarios ListentoCase ClarifyProblem DecomposeProblem StateHypotheses TestHypothesis SummarizeFindings SummarizeFindings Finally summarizetheframeworkandanalysesyouutilizedinthecase Suggestrecommendationsfortheclientandpotentialnextstepstheclientshouldtake Theinterviewermaytellyouwhathappenedwiththerealprojectsituationonwhichthecasewasbased However don tworryifyourmethodologyoranswerdidnotmatchtherealprojectsituationbecauseyouarebeingevaluatedonyourthoughtprocessesandnotagainstsomepredeterminedanswer 2005AccentureAllRightsReserved Soft EvaluativeCriteria 15 2005AccentureAllRightsReserved Soft EvaluativeCriteria Inadditiontoyourabilitytoaskprobingquestions createframeworks anddevelopanalysesinthecase youwillalsobeevaluatedonmanyintangiblequalities Whileinterviewerslookatthesecriteriainnon caseinterviewsaswell youwillneedtobeextra consciousoftheminacaseinterview sinceoftentimesyourconcentrationwillbeonsolvingthecase PoiseAreyouconfidentinyouranswer Howdoyouhandleyourselfwhenyoumakeamistake Doyouperformwellunderpressure CommunicationAreyouarticulateincommunicatingyourthoughtprocessesandconclusionswithothers Tobeasuccessfulconsultant youmustbeabletoclearlycommunicateyourrecommendationsandarticulatehowyouwereabletoarriveatyourconclusionsFlexibilityAssituationschangeandnewinformationbecomesavailable areyouabletoadaptyourthinkingtonewdataoranemergingenvironment Friendliness AttitudeWillclientsandcoworkersenjoyspendinglonghourswithyou OtherIntangiblesDoyoudisplayenergyanddrive Doyoushowinitiative Doyoumanagetimeeffectively Doyoudemonstratedecisiveness Doyouconveyagenuineinterestinthecareerandthefirm 2005AccentureAllRightsReserved TypesofCaseInterviews 17 2005AccentureAllRightsReserved The GreatUnknown and BackoftheEnvelope casesarethemostcommontypesofcases However regardlessofthetype besureyouhaveasolidunderstandingofthefactsandwhatisbeingaskedofyoubeforeyoubeginto crack thecase TheGreatUnknown TheParadeofFacts TheBackoftheEnvelope ProvidesverylittleinformationTestscandidate sabilitytoprobeforadditionaldetailsRequiresstructuringframeworkbasedonnewfacts Providesasignificantamountofdetail someunnecessaryTestscandidate sabilitytodistillkeyissuesRequiresdepthofanalysisbasedonrelevantfacts Provideslittleinformation butasksakeyquestionTestsacandidate sanalyticabilitiesRequireslogicalthoughtprocessandeasewithnumbers TypesofCaseInterviews Therearethreegeneraltypesofcases 18 2005AccentureAllRightsReserved TheGreatUnknown Cases Oneofthemostcommontypesofcaseinterviewsposesthesituationinoneortwosentences leavingyouwithlittleinformationorstructureonwhichtobuild Thesecasesareusedoftenbecausetheytestyourabilitytodiscovernecessaryfactsbyposingtherightquestionsandbeingabletodevelopanalyticalframeworkstosolvetheproblem PotentialMethodology CaseDescription Listencarefullyanddeterminethecentralbusinessproblemthatisbeingasked ProblemUnderstanding Pauseforamomentandconsiderthecentralproblem Whatadditionalfactsdoyouneedtofullyclarifythisproblem Whatarethecrucialpiecesofinformationthatwillallowyoutodevelopaframeworkaroundthisproblem Writethosequestionsoutandasktheinterviewer Bepreparedtogoseverallayersdeeperintotheissueastheinterviewer sanswersmayleadyoutoadditionalquestions 19 2005AccentureAllRightsReserved TheGreatUnknown Cases Cont d PotentialMethodology Cont ProblemDecomposition Identifyandprioritizerootcausesoftheproblembybreakingtheproblemdownintoitscomponentparts Anissuetreeisavaluabletooltoensurethatdecompositionisexhaustiveandthatthesub componentsarelinkedtogetherinalogicalmanner HypothesisandFrame workDevelopment Describetotheinterviewerwhatsomeofthepotentialissues hypothesescouldbe Thenchooseaframeworkthatwillstructureyourthinkingandguideyouthroughtestingtheissues hypotheses HypothesisTesting Usingtheframeworkselected exploretheissues hypothesesinitiallylaidout Describethefactorsineachsectionoftheframeworkthatarerelevanttothecentralproblem Alsolistoutanalysestotestthehypothesesineachsectionoftheframework Byaskingadditionalquestions youmaystillyieldmoreinformationaboutthecasefromtheinterviewer CaseSummary Reviewyourinitialissues hypothesesinlightofyourstructuredanalysesandsuggestpossiblerecommendationsfortheclient 20 2005AccentureAllRightsReserved TheGreatUnknown CaseExample InterviewExample Theclient aleadingmanufacturerofprefabricatedkitchenfurnishings hasbeensteadilylosingmarketshareoverthelasttwoyears Theseniorexecutiveteamwouldlikeyoutohelpthemunderstandwhyandwhattheycandotoimprovetheirmarketstanding PotentialMethodology ProblemUnderstanding Hasthesizeofthemarketchangedinthelasttwoyears Hasthecompetitivestructureoftheindustrychanged MergersandAcquisitions NewEntrants Arethereanynewproductsornewtechnologiesthataregainingmarketshare Howarewecurrentlypositioned lowcost highquality etc Whatisourcompetitiveadvantage StructureAnalysis Determinetheframeworkthatisbestsuitedforthiscase seesampleframeworks page22 Basedoninformationreceivedfromaskingquestions explorethedifferentpossibilitiesofwhythecompanymaybelosingmarketshare e g highcoststructurerelativetocompetition substituteproductsthreatenourmarket etc DevelopRecommendations Discusshowthecompanycouldreversethelossofmarketshare e g newmarketpositioning costreductionprograms verticalintegrationstrategy etc 21 2005AccentureAllRightsReserved TheParadeofFacts Cases Thesecasesarerelativelyrarebecauseoftheamountoftimenecessarytopresentthecasedescription butcanalsobeoneofthemorechallengingtypesofquestions Youwillbegivenmoreinformationthanyouneedinthecasedescription andoneofyourkeytasksisdeterminingwhichfactsarerelevanttotheclient sbusinessproblem Consultantsareoftenfacedwithadelugeofdetails andtheabilitytosortoutthecruxofaproblemisakeyskillforwhichfirmsarelooking Whilemostofourprocessstepsaresimilarto TheGreatUnknown howweunderstandthecentralissueandprobeforinsightdiffers PotentialMethodology ProblemUnderstanding Pauseforamomentandconsiderthecentralproblem Whichofthesefactsaretotallyirrelevant Eliminatethemfornow Whichfactsaredefinitelyrelatedtotheproblem Askquestionsaboutfactsthatappearrelevant Probeforadditionalfactsthattheinterviewermayhave 22 2005AccentureAllRightsReserved TheParadeofFacts CaseExample InterviewExample ClientisaleadingfoodcompanythatwantstodevelopafreshpreparedmealbusinessTrendamongconsumersistowardfresherfoodwithnoartificialpreservativesorcoloringConsumersarecurrentlypurchasing 5 0billionoffrozenmeals trendistowardmoreupscaleproductsAfreshmealplatecombiningaprotein vegetableandstarchisdelicatelyarrangedinasealedplasticdomepackageNitrogengasflushingisusedtoextendshelflifeProductiscurrentlyinlimitedconsumertestat 5 50to 8 50permealShelflifeofproductis14days productwillspoilin21dayspotentiallycausingfoodpoisoningClientwantstoknowiftheycanmakemoneyinthisbusinessClientwantstoknowifthemarketisbig howwilltheykeepcompetitionoutClientwantsaconsultanttoassistinbuildingbusinesscase 23 2005AccentureAllRightsReserved TheParadeofFacts CaseExample Cont d PotentialMethodology KeyProblem ProfitabilityofBusinessandSizeofMarketProblemUnderstanding Askaboutconsumertest Whatpricesareconsumersrespondingto Arethereanyitemsspoilingontheshelf Whatisthecompetitivestructureofthismarketcurrently Whatarethecomponentsofthecompany scoststructure StructureAnalysis Whatisthebreak evenpointforthefirm DetermineGrossMarginperUnitDeterminefixedcostsDividetofindbreak evenEstimatethesizeofthemarket acasewithinacase Determinethemarketsharetheywillneedtobreak even DevelopRecommendations Discussthecompetitivestructureofthemarket Canthefirmrealisticallyachievethebreak evenmarketshare 24 2005AccentureAllRightsReserved TheBackoftheEnvelope questionsareverydifferentfromothertypesofcasesinthattheyareprimarilynumericallydriven Youwillbeaskedtoestimatethenumberofsomeeverydayiteminsociety Theinterviewerisnotlookingforarandomguess butratherastructuredthoughtprocesstogettoanumericalanswer Thesetypesofquestionsnotonlytestyourcomfortlevelwithnumbers butalsoforceyoutocreateyourownframeworktodevelopanumericalanswer Thereareoftenseveraldifferentwaystoapproachtheseproblems andallofthemarecorrectaslongastheyareinternallyconsistentandholisticallystructuredtoarriveatalogicalanswer ProblemUnderstanding Ratherthanaskingprobingquestions takeamomenttothinkaboutthestepsyouwouldneedtotaketogettoananswer Whatassumptionswillyouhavetomakealongtheway FrameworkDevelopmentandNumericalAnalysis Walktheinterviewerstep by stepthroughyourframework calculatingthenumbersforhimasyougo Youwillneedtobeginwithsomeassumptionaboutthepopulation ofpeople objects etc andwillneedtomakeotherassumptionsatcertainpointsthroughoutthecase Don tbeafraidtomaketoomanyassumptions butbecertainthattheyareneededandthatyoucanexplainwhyyouaremakingthatassumption Often youwillhita deadend inyourthinking Ifyoufindyourselfinasituationwhereyoudon tknowhowtoproceed youshouldbackupseveralstepsinyouranalysis makesureyoucommunicatethistotheinterviewer andpursueanalternativepath TheBackoftheEnvelope Cases 25 2005AccentureAllRightsReserved TheBackoftheEnvelope CaseExample InterviewExample EstimatethetotalnumberofdrycleanerinPhiladelphiaPotentialMethodology AssumetherearetwomillionpeopleinPhiladelphiaEstimatethesizeofmarketbysegmentingthepopulationAssumethepopulationconsistsof25 adultmen 25 adultwomen and50 childrenAssumechildrenhavenodrycleaningandonly25 ofadultsusedrycleaningEstimatetheaveragenumberof units ofclothingeachmanandwomanbringsweeklytothecleaners Forthiscase assumethat3shirts blousesand1suitarebroughttothecleanerseachweekThusthetotalsizeofthemarket perweek isonemillionunitsofclothing 1millionpeoplex25 x4unitsperperson EstimatetheaveragenumberofunitsadrycleanercanhandleperweekAssumethattheaveragedrycleanerhastwoworkerswhotypicallyhandle20 30customers or80 120unitsofclothing perhourIftheaveragedrycleanerisopeneighthoursaday 5days week theytypicallyhandle3200 4800unitsperweek 80 120unitsx8hoursx5days DividethetotalmarketsizebytheaverageunitshandledperdrycleanertofindthetotalnumberofdrycleanersTherearebetween208and312drycleanersinPhiladelphia 2005AccentureAllRightsReserved SampleFrameworksandApplications 27 2005AccentureAllRightsReserved Profitability MarketExpansion CompetitiveAnalysis OpportunityAssessmentProduct e g newproductlaunch BusinessunitOverallmarketAssetvaluation maximization MarketingStrategy 3C sCustomerCompanyCompetition SWOTStrengthsWe
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 2月用电客户受理员-中级工模拟考试题与参考答案
- 2025年食品化学习题(含答案)
- 解析卷人教版八年级上册物理声现象《声音的特性声的利用》专题攻克试题(含详解)
- 2025及未来5年中国13针无缝边针织手套市场调查、数据监测研究报告
- 2025及未来5年中国发电企业合同管理系统市场调查、数据监测研究报告
- 2025及未来5年中国驱蠕净市场调查、数据监测研究报告
- 考点攻克苏科版八年级物理下册《力与运动》综合练习试卷(解析版)
- 2025及未来5年中国轻便网络压着钳市场调查、数据监测研究报告
- 2025年中国钢制工艺品市场调查研究报告
- 重难点解析人教版八年级上册物理《机械运动》同步测评试卷
- DB11∕T 1010-2019 信息化项目软件开发费用测算规范
- 卫星通讯基础知识
- 新龙县介绍模板
- 2025-2026学年人教版(2024)初中体育与健康八年级全一册《兴趣伴成长》教学设计
- 2025年题库红色知识竞赛题库全集及参考答案
- 规范垂直大模型质量验收规程
- 全国川教版信息技术八年级下册第一单元第1节 《设计创意挂件》教学设计
- 2025年旌德县事业单位引进急需紧缺专业人才30人笔试备考试题及答案解析
- 2025年园林绿化工(二级)职业技能鉴定机考仿真500题(附答案)
- 2025至2030中国汽车配件行业现状供需分析及重点企业投资评估规划分析报告
- 2025年6月上海市高考语文试题卷(含答案详解)
评论
0/150
提交评论