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1、Casebook2005–2006TheReferenceGuidetoPracticingConsultingCaseInterviewsÓ1995–2005bytheUniversityofChicagoGraduateSchoolofBusinessManagementConsultingGroup,Chicago,IL.Allrightsreserved.Nopartofthisbookmaybereproducedinanyformorbyanymeans,withoutpermissioninwritingfromthe
2、publisher.144FromtheUniversityofChicagoCasebookEditor:ThecasesinthisCaseBookseektoaddressthemultipleskillsneededtosucceedinthecaseinterview.Idonotbelievethatthereareanyeasyordifficultcases,i.e.Idonotbelievethatsuccessinacaseinterviewdependson“thelevelofdifficulty”ofthe
3、case.Rathereachindividualcaseshouldbeviewedasequallyimportantandasitsownindividuallesson.Thebasicelementsthatwillbeevaluatedinacaseintervieware:§Abilitytostructureaproblem§Analytical,quantitativeandproblemsolvingskills§Abilitytoeffectivelycommunicatetheanalysis§Ability
4、tosynthesizeandsummarizetheanalysistoarriveatrecommendationsHowever,thesearenecessarybutnotsufficientto“crack”thecaseinterview.Inadditiontogettingthecaseright,animportantgoalofthecasepracticesessionsisforboththeinterviewerandcandidatetodevelopandrefinerelationshipbuild
5、ingskillswithinthetimeconstraintsofthecaseinterview.Inanidealinterview,theinterviewershouldenjoythecasediscussion.Thisisonlypossibleifyouarerelaxedandhavefunduringthecase.Makesureyoudothat!Thefirststeptowardscasepreparationistogetcomfortablewithdifferentframeworks(3Cs,
6、4Ps,Profitabilityanalysis,Porter’s5Forces,ValueChain,etc).Ratherthanlookingforaquick-fixapproachofgettingalltheseframeworksatoneplace,Iwouldencourageyoutoexploreandbuildyourowntool-kitofframeworks.Apartfromframeworks,itisalsousefultodevelopabusinesssenseintermsofidenti
7、fyingkeysuccessfactorsandvaluedriversforcompaniesindifferentindustriesandwithdifferentmarketpositions.ReadingStandard&Poorindustryreports(availableontheschoolwebsite)ishelpfulforthis.144Atthesecondstage,itisthenimportanttogetcomfortablewiththecaseinterviewprocessandthe
8、differenttypesofcases.Discussingthemini-casesinthecasebookwithotherstudentswillfacilitatethis.Atthefinalstage,itisimp
