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NC ZZG001 103198Shimp RC ppt McKinseyCaseInterviewWorkshop FUQUASCHOOLOFBUSINESS October31 1 NC ZZG001 103198Shimp RC ppt TODAY STOPICS CaseinterviewoverviewPurposeTypesSuggestedapproachSuccessfulproblem solving 2 NC ZZG001 103198Shimp RC ppt RESUMEANDCASEINTERVIEWS WHATFIRMSARELOOKINGFOR FromyourresumeWorkexperienceAdvancementfasterthannormSelectionbysuperiorstoleadimportantprojects specialrecognitionEvidenceofleadershipandteamworkEducationAcademicexcellenceSignificantleadershiprolesPersonalinitiativeOutsideinterestsAthletic culturalachievementsCommunityactivitiesDrive perseverance FromthecaseApproachGenuineinterestinsolvingcomplexproblemsStructured logicalapproachCuriosity creativityLogical probingquestionsSynthesisandconclusionsSkillsComfortwithambiguity poiseunderpressureBroadfunctionalskillsAnalyticalrigorQuantitative numericalagilityPracticalityJudgment commonsenseBusinessacumen instinctClear logicalcommunication EvidenceofExcellence ProblemSolvingAbility 3 NC ZZG001 103198Shimp RC ppt TYPESOFCASES Businesscases WhatwilltheimpactofindustryconsolidationbeoncompanyX ShouldcompanyXenter exitanew oldmarket HowshouldcompanyXreacttoanewentrant ShouldcompanyXaddcapacity Estimationcases HowbigwouldtheIvyGardensapartmentcomplexhavetobeforeveryoneonEarthtolivethere WhatisthesizeoftheskateboardmarketintheU S WhatdoyouthinkannualresidentialrealestatecommissionsareinAtlanta ResponsesshoulddemonstrateBigpictureperspectiveAbilitytostructureBroadfunctionalskillsComfortwithdetails analysisResponsesshoulddemonstrateComfortwithambiguityAbilitytostructureFacilitywithnumbersPoise 4 NC ZZG001 103198Shimp RC ppt buttherearewronganswersIgnoringorforgettingimportantfactsNotrecognizingthatsomematerialmaybeextraneousDefendingimpracticalsolutionsForcefittingaframeworkthatjustdoesnotwork Thereisnorightanswer Thegoalistodemonstrate howyouthink WHATTOREMEMBERWHENAPPROACHINGACASE 5 NC ZZG001 103198Shimp RC ppt SUGGESTEDAPPROACHFORCASES WhattodoListentointroduction donotthinkaheadtoyouranswersAsk1 2clarifyingquestions ifnecessary takeafewnotesifyoulike donotexpecteverypieceofdatatobeavailableOrganizeyourthoughtsandstructuretheproblemPickonebranchtoprobe develophypotheses askforafewrelevantfacts defend refinehypothesesbasedonnewinformation probefurther anddescribeimplicationsyouseePickanotherbranchandcontinue Makesureyouareprioritizingyourresponses Putitalltogether trytoanswertheoverallquestion bigpicture withareasonable actionableconclusionReviewwhatyouknowClarifywhatyoudonotunderstandSolidifyandtenderrecommendation WhatnottodoPlay20questionsAssume1frameworkfitsallCover1issuewithoutmentioningandprioritizingallkeyissuesDigyourheelsinHidefromthedetails orthenumbers GetfrustratedConductapostmortemintheinterview 6 NC ZZG001 103198Shimp RC ppt FIVEEASYSTEPSTOBULLET PROOFPROBLEMSOLVING Step1Statetheproblem Step2Disaggregatetheissues Step3Eliminateallnon keyissues Step4Conductcriticalanalyses porpoisebetweendataandhypotheses Step5Synthesizefindingsandbuildargument 7 NC ZZG001 103198Shimp RC ppt STEP1 STATETHEPROBLEMLEM CharacteristicsofagoodproblemstatementAleadingquestionorfirmhypothesisSpecificnotgeneralNotastatementoffactornon disputableassertionActionableFocusesonwhatthedecisionmakerneedstomoveforward Interviewerstatestheproblem Problemhasbeenclearlystated andyouunderstandit ProblemhasNOTbeenclearlystated oryoudon tunderstandit Youmustclearlyunderstandtheproblem Paraphrasetheproblemtomakesureyouhaveitright Askquestionstoclarifytheissue Step2 Youareresponsibleforensuringtheclarityoftheproblem 8 NC ZZG001 103198Shimp RC ppt STEP2 DISAGGREGATETHEISSUES Whyuselogictrees 1 TobreakaproblemintocomponentpartssothatProblem solvingworkcanbedividedintointellectuallymanageablepiecesPrioritiescanbesetamongthepartsResponsibilitiescanbeallocatedtoindividuals2 ToensurethattheintegrityoftheproblemsolvingismaintainedSolvingthepartswillreallysolvetheproblemThepartsaremutuallyexclusiveandcollectivelyexhaustive i e nooverlaps nogaps Subissue Subissue Subissue Subissue Subissue Subissue Issues hypothesisNo 1 Issues hypothesisNo 2 Issues hypothesisNo 3 Problemstatement Suggestions Describeyourapproachtotheinterviewerasyouproceed Don tassumetheyknowwhatyouarethinking Stateyourhypothesesascrisplyaspossible Onlyuseframeworksiftheyareappropriate don tforcefit Theideasareimportant nottheframework Ithinkweshouldlookatthepowerofbuyersandindustrycompetitiveness isbetterthan I dliketoapplypartofthePorterFiveForcesframework 9 NC ZZG001 103198Shimp RC ppt STEP3 ELIMINATEALLNON KEYISSUES WhyFirststepinconstant interactiverefinementprocessFocusesyoureffortonwhatismostimportantDo s Don tsAlwaysaskyourself sowhat butalsoaskyourselfwhatyoumighthavemissedTelltheinterviewerwhatyouarecuttingandwhy Problemstatement Issue1 Issue2 Issue3 10 NC ZZG001 103198Shimp RC ppt STEP4 CONDUCTCRITICALANALYSIS Do sBehypothesis drivenandendproducts oriented Porpoise frequentlybetweenhypothesisanddataKeeptheanalysesassimpleasyoucan Besuspiciousofhugelinearprogramsandtheirilk DoorderofmagnitudeestimatesbeforeyoustartdetailedanalysesUse80 20andback of envelopethinkingDonotbeafraidtobecreative Don tsDonotjust runthenumbers askyourself whatquestionamItryingtoanswer DonotchaseyourtailDoyoureallyneedtocalculatetheWACC Don tmisstheforestforthetrees Bewareof polishingdirt Lookforbreakthroughthinking 11 NC ZZG001 103198Shimp RC ppt STEP5 SYNTHESIZEFINDINGSANDBUILDARGUMENT Situation Usesituation complication resolutionformat Pyramidstructureordecisiontree Supportingdata Supportingdata Supportingdata Supportingdata Sub assertion Sub assertion YesAction1NoAction2YesAction3NoAction4 Statetheconditionsatpointofproblem Fleshoutbarrierstoimprovingsituation Layoutpossiblesolutionpath 12 NC ZZG001 103198Shimp RC ppt APPENDIX INTERVIEWINGWITHMCKINSEY 13 NC ZZG001 103198Shimp RC ppt FORMATFOR30MINUTEFIRSTROUNDINTERVIEW Minutes 15 20 5 5 10 Resume relatedquestionsandQ A Introduction Case FirstroundOncampusTwo30minutecase resumeinterviewsSecondroundTwo30minuteinterviewsGenerallybothcaseinterviewsThirdroundInanoffice five30 45minuteinterviews3 5cases XII VI 14 NC ZZG001 103198Shimp RC ppt WHATWEARELOOKINGFOR ProblemsolvingIntellectualcapacityCreativityPracticalapproachandbusinessjudgmentQuantitativecomfort PersonalimpactPresenceEmpathy Drive AspirationDriveforexcellenceEnergylevel perseverance LeadershipPersonalinitiativeEntrepreneurship McKinseyprofile RESUMERELATEDQUESTIONS FocusedQuestions Describeasituationinwhichyou veledaprojecttosuccess Whatstrengthsandweaknesseswouldyourteammatesrecognizeinyourworkabilities Describeasituationinwhichyou vehadtoovercomeobstaclestoreachadesiredoutcome Why EvidenceofexcellencePersonalgrowthplanLogicalcareerplanDepthofpreparationforinterview OpenEndedQuestions Tellmeaboutyourself WhydidyouchooseDarden Why ClearunderstandingofpersonalsellingpointsAbilitytoclearlycommunicateinastructuredway 15 NC ZZG001 103198Shimp RC ppt INTERVIEWINGSTYLESFORCASES Fromoneextreme DetailedintroductionSpecificproblemtobesolvedAfewstarterfactsLotsmorefactsavailable ifaskedConversationalfeelthroughouttheinterviewWhy TestanalyticalabilityTestabilitytosortoutkeyfactsandstayfocussed totheotherBriefintroductionVerybroaddescriptionofproblem e g poorperformance Few ifany factsavailable Whatdoyouthink responsestomostquestionsWhy Testoverallproblemstructuring hypothesisgeneratingabilityTestforcreativityandbusinessinstinctLookforcomfortwithambiguity 16 NC ZZG001 103198Shimp RC ppt IMPROVINGCASEPERFORMANCE IndirectlythroughclassesPolicyStrategicframeworksBusinessinstinctIndustrystructureEconomics financeVariablevs fixedcoststructuresEvaluatinginvestmentopportunities ROI CostofCapital IncomeStatement BalanceSheet CashFlowStatementthinkingValuechainthinkingMarketingCustomersegmentationChannelmanagementBrandmanagementOperationsQualityLeadtimecompetitionHavingtheri
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