Demystifying case

interviews
Interview preparation
2
Case interviews seem to be one of the biggest sources of stress in relation
to the interview process, but they do not need to be
Purpose of this material
Many candidates are nervous about case interviews.
The specific case cannot be prepared for in advance
as you do not know what the case will be therefore,
many candidates feel that case interviews are more
challenging than traditional job interviews
Yet, case interviews are to an increasing extent used
to recruit master candidates. Consultancies led the
way in using them, but more and more companies are
adding case interviews to the recruiting process
Why? Because more and more candidates are doing
project-related work, and because the case interview
is an effective tool for judging a candidate's ability to
approach and solve real-life issues.
This presentation aims to demystify case interviews
and to give you guidelines and advice about how to
prepare for them
My biggest fear about the case interview was that
I'd be asked a question I simply couldn't answer.
Even though you can't be 100% prepared for what
will happen in a case interview, I could reduce my
fear by preparing thoroughly and by talking with
others about what they had experienced
Anne, consultant
Preface
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1. Purpose of the case interview
1.1 Why do we use case interviews?
1.2 What do we look for when recruiting?
2. How do you prepare for and
approach case interviews?
2.1 Prepare for the interview
2.1.1 - Review methods and frameworks
2.1.2 - Review your tables and practise mental arithmetic
2.1.3 - Practise cases with fellow students
2.2 How to crack cases
3. Getting down to cases
3.1 What types of cases will you face?
3.2 How to structure and communicate a case?
A.1 A real-life case interview
A.2 Frameworks
A.3 Sources of further information

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Case interviews are used to evaluate candidates' reasoning skills
in a structured manner
Rationale for using case interviews
Cases resemble our
daily work as
consultants
Cases are a quick and
concrete way of
testing candidates'
skills
We do problem solving for a living!
We impose very high demands on our candidates
and for this reason, "real life" case solving is the
best way to simulate a work situation
Professional skills are hard to assess through a
standard dialogue with newly educated
candidates
Case solving with all its aspect is a complex
skill, which is not a matter of course, even for
candidates with impressive grades and resumes
Case interviews are designed to test your ability
to solve problems in a time effective and
structured fashion
The goal of the case
interview is not to find
the right answer
The purpose of case
interviews is to
demonstrate "how you
think"
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The skills we use to create results for our clients are directly related to
those we look for in a candidate
During case
interviews
recruiters are
trying to
answer three
questions
Can the candidate work with our clients?
Problem-solving skills alone do not make a
consultant the consulting industry also greatly
values communication and presentation skills
Be ready to present arguments that support your
points, but be ready to discard them too
Show that you are tactful and friendly, and that
you can present your thoughts in a clear, concise
language
Remember to connect with the recruiter and
establish a positive rapport: smile, be pleasant and
maintain eye contact. A welcoming and attentive
attitude goes a long way
The most important asset of consultants is problem-solving skills,
i.e. the ability to combine e.g. logical reasoning, creativity, quantitative
skills and business acumen with commercial judgment and pragmatism
as well as the ability to structure problem solving
Show the recruiter that you can insightfully think through the problem,
reach a reasoned conclusion supported by evidence and clearly
synthesise the discussion
Can the candidate solve problems for our clients?
You may not believe it, but case interviews can and
should be fun. If you seem ill at ease or seem to be
struggling uphill, the interviewer will probably infer
that you will not enjoy serving the company's clients
Show interest in the case and empathy for the client.
And do so with enthusiasm and energy
Will the candidate burn for our clients'
problems?
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candidates are thus evaluated on both analytical, presentational
and personal dimensions
Frame the problem
Ability to show understanding of various interpretations of the problem scope
Ability to ask relevant and clarifying questions to understand the actual problem and scope hereof
Structure the problem
solving
Ability to structure and decompose the problem/issue into a meaningful problem-solving approach
Ability to drive the problem-solving approach consistently and independently
Ability to build rational/sound arguments for fundamental assumptions (on both insights/execution)
Ability to show sound business acumen and triangulate calculations "on-the-fly"
Formulate a pragmatic
solution
Ability to independently conclude upon the problem at hand and build a recommendation convincingly
Ability to think implementation and execution combined with insights into a recommended solution
Ability to define the key sensitivity areas of the solution (e.g. critical assumptions, where
implementation could go wrong, etc.)
Engage the audience/
demonstrate personal
impact
Ability to articulate assumptions, recommendations etc. in a clear and convincing manner, both in terms
of oral communication and use of available remedies (e.g. whiteboard)
Ability to bring energy into the setting in a constructive manner a convincing, engaging personality
Thrive in the
Quartz+Co culture
Maturity of candidate in terms of his/her personal ethics
Level of empathy and ability to develop relations
Drive and entrepreneurship
Personality/behaviour matching our culture and diversity
You should be able to Therefore, we look for
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all prerequisites for delivering on our client proposition, creating
results and building long-term relationships with clients and colleagues
Our client
proposition
First-tier consulting skills insight and experience delivered with integrity
People-centrism mobilising client organisations' energy and capacity
Flexible approach matching team and skill configuration to client needs
The interview
process aims at
revealing to what
extent a candidate
meets the principles
guiding the way we
lead, operate and
engage
Our problem-solving skills must
be on par with the best
Ability to solve tough problems
and set and achieve challenging goals
Ability to affect outcomes
and communicate clearly
Ability to affect outcomes
and communicate clearly
Ability to understand people issues
and respond to them
Ability to understand people issues
and respond to them
Ability to help others achieve results
and keep them motivated
Ability to help others achieve results
and keep them motivated
Ability to be creative and entrepreneurial
in the approach to people and problems
We strive to leave behind memorable
consulting experiences
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We expect the candidate to
So, what do we expect from candidates in connection with cases?
Demonstrate strong performance
in the skill set sought for
Drive the problem solving on their own
with only limited guidance from the interviewer
from beginning to end
Answer the interviewer continuously about problem
solving methods, preconditions, etc.
"Own" the problem solving by approaching the
whiteboard or put intermediate results/illustrations
on a piece of paper
Show overall knowledge of/interest in society
in general ("What does Novo Nordisk do ")
Begin without a brief moment to think
and reflect on the task at hand
Possess all business and financial frameworks
(depending on his/her line of studies)
Make it ALL the way through a case without hints
and guidance on the way
Be completely calm and not the slightest bit nervous
Remember that the case interview
is also a chance for you to get a
better feel for what we do and to
test your gut feeling about the job
Christian, consultant
We do not expect the candidate to

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1. Purpose of the case interview
1.1 Why do we use case interviews?
1.2 What do we look for when recruiting?
2. How do you prepare for and
approach case interviews?
2.1 Prepare for the interview
2.1.1 - Review methods and frameworks
2.1.2 - Review your tables and practise mental arithmetic
2.1.3 - Practise cases with fellow students
2.2 How to crack cases
3. Getting down to cases
3.1 What types of cases will you face?
3.2 How to structure and communicate a case?
A.1 A real-life case interview
A.2 Frameworks
A.3 Sources of further information
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Depending on how familiar you are with case solving methodology and
practice, you may want to begin preparing in advance of the interview
Prepare
for the
interview
by
Most test situations in life have in common
the fact that the more you prepare, the
better you will perform preparation is
critical in any job interview case-based
or not
Rehearsing your CV, education and
extracurricular activities, and researching
the company, its offerings and recruiting
process are just as important as preparing
for and rehearsing case cracking
The recruiting process in a consulting
company often contains several interviews
and types of interaction with the
company. Even before the recruiting
process, you are probably acquainted with
the company or some of its employees
through student marketing events, the
press or other sources
Review methods and frameworks 1
Review your tables and practise
mental arithmetic
2
Practise cases with fellow students 3
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A number of methods and frameworks are useful for structuring your
thinking
A number of methods and frameworks
are useful for structuring your thinking.
Many of these models and concepts
come straight from your marketing and
economics classes. Frameworks have the
benefit of providing a logical approach to
your story when analysing a problem
Don't assume there is a framework that will solve every type
of case. No framework is 100% applicable to a real-life
situation. Be pragmatic. The interviewer wants to see you
adapt your knowledge to the real world
Some things to remember
Don't say: "I'll be applying Porter's five forces" or "I will do a
SWOT on company A" - this indicates that you are to bound
to the theory you have learnt. Try to adapt and use the
framework creatively to fit the case, if it is possible. Motivate
why you have chosen the specific framework. If the
interviewer feels your approach leans too heavily on a
textbook framework, he will often introduce facts or questions
to force you to follow your own methodology

The recruiter knows your background well enough to know

which frameworks you are expected to know. He will evaluate
your approach accordingly. Economics students, for example,
will not necessarily know much about organisation theory;
engineers may know little of marketing. But do not be
surprised if you are presented with a case relating to areas
or frameworks that you are not familiar with

Review methods and frameworks 1

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We expect you to be at ease with numbers and have a sense
of the proportions you are working with
It may have been a long time since you were asked to do
arithmetic without a calculator. However, in a case interview
you will not be allowed a calculator only pen and paper or
whiteboard is available

Revisit basic mathematical disciplines such as fractions,

calculating percentages, currency translation and gleaning
information from graphically displayed data is a good way to
prepare for both the case interview and the numerical test

We do not expect you to be a mathematician or a financial

expert (unless you are!), but we expect you to be at ease with
numbers and have a sense of the proportions you are working
with. At client meetings, you should be able to mentally
calculate "5 per cent market share of 720,000" or "effect of a
3 per cent change in the exchange rate on product price"
without using a calculator

X
X
X X X
X X X X X
O O O O O
O
O
O
O
Can you do mental arithmetic or do
calculations on a whiteboard without
getting lost in the numbers? Do you have
a sense of proportion? Are the results
reasonable compared to what you would
expect?
Review your tables and practise
mental arithmetic
2
Some things to remember
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Role play can be the best way to practise case interviews
Team up with a fellow student or a consultant, if you know
one and take turns playing the roles of the interviewer and
the candidate
The "interviewer" should thoroughly read the case question
before starting the interview. This will help him or her make
up facts and ask additional questions along the way
When adding facts or additional questions, the "interviewer"
should make sure the new material is consistent with what
has been revealed so far
At the end, the "interviewer" gives feedback to the
"candidate" about what went well and what could be
improved about the case solution, body language, whether
the "candidate" listened well, repeated himself, etc.
If you are several persons practising together, the observers
should also be prepared to provide feedback about what
worked and what did not
Switch sides and try again!
Many consulting companies and business
schools offer tips, tricks and practice
cases. Review their websites to gain an
idea of what sort of questions you can
expect and how you are expected to
approach the case. However, remember
that simply reading cases have little to do
with real case cracking: you are under no
time pressure, you cannot demonstrate
your communication and presentation
skills, and the feedback is generic
Practise cases with fellow students 3
Suggestion for practising cases

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Structure the analysis Identify key issues
Case content varies, but the overall case cracking process is similar in
most cases. The standard approach and supporting hints are shown below
Steps in the
standard approach
Listen and take notes
if relevant
Think
Ask clarifying questions
Disaggregate the
problem
Describe approach/
frame the problem
Explain choice of
selected approach
Pinpoint the most
critical areas to address
Investigate alignment
on/acceptance of
approach
Analyse prioritised
areas, one at a time
Develop hypotheses
and test through
questions
Use facts provided or
estimations to develop
or support your analysis
Conclude on each area
Summarise findings and
present overall
conclusions
Present
recommendations
Ask what really
happened (if relevant)
Receiving and
processing info
Presenting approach
Work through the case
Presenting solution
and wrapping up
Conduct the analyses
Synthesise findings
and build argument
1 2 3 4
Actions and
supporting hints
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You break the problem into parts
that can be supported by evidence
Explain how you will approach the
problem at a high level
Establish the big picture before you jump
to details
Not force fit frameworks to the case
unless they are appropriate
Listen avoid the temptation to answer
halfway through the question
You have thoroughly understood
the case complication
Verify with the interviewer that you
have understood the case properly
1. Identify key issues
Think it is okay to take a minute
to structure your thoughts
2. Structure the analysis
4. Synthesise findings
and build argument
Answer the main issue
Point out if you find your results
unrealistic, and explain what went wrong
Summarise key findings and the
related conclusions
Present recommendations
in a structured manner
3. Conduct the analysis
X
X X
X X X
O O O O
O
O
O
O
Do not get caught up in too many details
your time is limited
Keep the hints in mind and use them when appropriate
but don't "overdo it"
The steps Remember to Ensure that

Develop hypotheses and test them

one by one in a prioritised way
Use provided facts or estimates
throughout your analysis
Not make use of estimates without stating
assumptions

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1. Purpose of the case interview
1.1 Why do we use case interviews?
1.2 What do we look for when recruiting?
2. How do you prepare for and
approach case interviews?
2.1 Prepare for the interview
2.1.1 - Review methods and frameworks
2.1.2 - Review your tables and practise mental arithmetic
2.1.3 - Practise cases with fellow students
2.2 How to crack cases
3. Getting down to cases
3.1 What types of cases will you face?
3.2 How to structure and communicate a case?
A.1 A real-life case interview
A.2 Frameworks
A.3 Sources of further information
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Cases fall into three main categories: market-sizing cases, business cases
and interpersonal cases
Industry analysis
Competitive response
Business turnaround
Market sizing
Improve profitability
Pricing
Organic growth options
Market entry
New business venture
M&A
PE & investment cases
Operations and supply
chain
New product
development
Organisational design
Case areas Market-sizing cases
Market-sizing cases are
about performing
estimates of market
sizes, usually based on a
large list of assumptions
which the candidate is
expected to propose
without any aids
There is often a large
amount of arithmetic
involved in this type of
case, and the candidate
is expected to structure
calculations and
assumptions in a
presentable way
Business cases
Business cases can come
in many different shapes
and sizes, but they can
usually be categorised as
either operational or
strategic in nature
When solving a business
case, a candidate is
expected to show
business acumen and
solve the case in the
most relevant way which
does not necessarily
include any specific
framework
Interpersonal cases
Interpersonal cases are
cases that test how you
react in different
situations and how you
make decisions, testing
both personal and
leadership skills
Cases can focus on how
you work in a team, and
how you think other
people perceive you.
Personal reflection on
previous situations and
performances can be
expected
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Case examples
How large is the market for roadside
assistance in Denmark?
What is the demand for airline
tickets between London and
Copenhagen?
How large is the online market for
fast food in Copenhagen?
Market-sizing cases
Company X wants to enter market
Y. What do they need to know in
order to decide whether to go
ahead or search for other
opportunities?
How can company Z increase its
market share in a declining market?
Company X is considering
outsourcing production. Which key
elements would you analyse in
order to make a recommendation?
How would you organise a group of
experts who currently spend half
their time on research, and the other
half on projects?
Business cases
A client agreed to provide you with
key data, but didn't deliver on time.
What do you do?
Describe a bad experience that you
have had in a team, what went
wrong and why?
You are on a project with a very
tight deadline, and you are
responsible for the presentation this
coming Monday. You have the
opportunity to get an extra team
member for the next couple of days.
Do you accept the offer if so
how do you plan to use him/her?
Interpersonal cases
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Every interviewer has a different interview style when explaining a case
you must feel comfortable with each of the different approaches and be
able to adapt your approach
There are different types
of cases and interviewing
styles
Detailed
Detailed introduction of case
Specific problem to be solved
A few starter facts
Many additional facts available, if asked
Conversational feel throughout case interview
Conceptual
Brief introduction
Very broad description of problem (e.g. poor performance)
Few, if any, facts available
"What do you think" responses to many questions
20 Source:The Minto Pyramid principle by Barbara Minto
Think about your communication an issue tree can bring structure
and clarity in your thinking, problem solving and communication
Use an issue tree to structure your main problem by dividing up and limiting its parts
Logical
element 2
Problem
Logical
element 1
Logical
element 3
Why/how?
Supporting
element 3
Supporting
element 1
Supporting
element 4
Why/how?
Supporting
element 2
Why/how?
Why/how?
Why/how?
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Example of issue tree-based communication for a business case
Relevant the
right problem
First level
breakdown
Second level
breakdown
Will be
financially
attractive
Purchase
company Y for
USD xx million
Company X
will grow
faster than
the industry
Skills to
manage the
acquisition
Why?
Industry
knowledge
Main player
driving market
Ability to lead
the changes
needed
Why?
Weak
competition
Why?
Why?
Why?
A private equity company is considering buying company Y the structure of the recommendation could
be the following
Source:The Minto Pyramid principle by Barbara Minto
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1. Purpose of the case interview
1.1 Why do we use case interviews?
1.2 What do we look for when recruiting?
2. How do you prepare for and
approach case interviews?
2.1 Prepare for the interview
2.1.1 - Review methods and frameworks
2.1.2 - Review your tables and practise mental arithmetic
2.1.3 - Practise cases with fellow students
2.2 How to crack cases
3. Getting down to cases
3.1 What types of cases will you face?
3.2 How to structure and communicate a case?
A.1 A real-life case interview
A.2 Frameworks
A.3 Sources of further information
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Business case example: Entering a new market (1/4)
Introduction
Solution
Feedback
The following example describes
what a case interview might be like
About the example
It illustrates both good performance
and areas for improvement. After the
case, we summarise the strengths
and weaknesses of the solution
The case
The company faces some significant challenges. What do you think
are the major strategic challenges?
The company is considering entering the Danish market. What must
be considered before deciding whether to enter the Danish market?
How big is the Danish calendar market?
Clarifying questions

You are working on a project

for a Scandinavian company
selling paper-based calendars.
You are asked for your
perspective on three questions
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Business case example: Entering a new market (2/4)
Quartz+Co: I have a case I would like you to solve for me. You are
working on a project for a small Scandinavian company selling
annual paper-based calendars. The company faces some
significant challenges. Therefore, your team is developing a
proposal for a six-week strategy project. What major strategic
challenges do you believe this company is facing?
Candidate: Challenges could be related either to demand or supply.
Do we know anything about the character of the challenges?
Quartz+Co: We know that they are in the middle of outsourcing
their production to low-cost countries, so the challenges we have
been asked to help with are related to the demand side.
Candidate: On the demand side, I believe one of the most likely
challenges is limited growth or maybe even declining demand, as
consumers switch to mobile calendars or the calendar on their
computer. There could also be some changes in the type of
calendar people prefer for example, many students use free
calendars today.
Quartz+Co: Why would free calendars be a threat?
Candidate: I was thinking that free calendars are a threat if they
replace ordinary calendars. I assumed that the company has
significant sales to students today with higher priced products
but I guess I would have to test this before concluding that it is a
threat and not an opportunity.
Quartz+Co: I follow you on that one. Let us move on to a new issue.
The company is considering entering the Danish market. What do
they need to consider before entering?
Candidate: Do we know why they are considering the Danish
market in particular?
Quartz+Co: They are looking at all Nordic markets outside their
home market.
Candidate: Before entering the Danish market, they need to know
the market potential that is, the size of the market and the
growth rate. It is also important to understand whether it is a
profitable market.
Quartz+Co: When we have analysed the Danish market and found
out that it seems to be a reasonably good market compared to our
home market, what should be our next step?
Candidate: To build a sales organisation in Denmark
Quartz+Co: Okay, that could be relevant. But I wonder if we are
missing a major point before reaching the decision to set up a sales
organisation?
Candidate: Hmmm, I'm not sure ...?
Quartz+Co: I believe we are missing the evaluation of the
competitive situation and the company's ability to compete in this
market
Candidate: Yes, we need to compare our prices with the price on
the Danish market and make sure we are competitive.
Quartz+Co: Anything else we should consider?
Candidate: I can't really think of anything ...
Introduction
Solution
Feedback
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Business case example: Entering a new market (3/4)
Quartz+Co: Normally, we would investigate a few elements more
before we can draw conclusions about the company's ability to
compete in the Danish market. The relevant parameters in this case
would be the demand for the products we can offer (for example
compatible formats), access to sales channels and our ability to
service the clients (for example retail) compared to competitors
(selection, quantities, delivery time, etc.).
[A follow-up discussion on this part of the case then takes place
before moving on to a new part of the case.]
Quartz+Co: You mentioned that the market potential is important.
What is your best estimate of the Danish market for paper-based
calendars?
Candidate: In order to determine the market size I would split the
market into three groups:
1. Student calendars
2. Calendars for business people
3. Calendars for households/private use
I would define the student group as people from 10 to 25-26 years
of age. Hence, the group is approximately 20 per cent of the
population, assuming a fairly equal distribution of the population in
different age groups from 0 to 80 years. This group amounts to
about 1 million people. I do not take into account that some
students do not study past secondary school, but I will include this
in the demand per person in this segment. Almost all students have
at least one calendar, and many have two due to the free calendars
or half-year calendars. So I would assume an annual demand of 1.2
calendars per person in this group. That is 1.2 million calendars for
the student group.
The business group includes people in the work force. If we assume
these are people from 25 to 65 years of age that would be 50% of
the population 2.5 million people. Of this group, fewer people
have work-related calendars, I believe. 20% coverage would give a
demand of 0.5 million calendars per year in this segment. I do not
think it is higher than this, given the increased use of electronic
calendars.
Finally, there are calendars for private use. As far as I remember,
there are something like 2.3 million households in Denmark, and I
would imagine that at least one person in every second household
has a calendar for private use. This gives a demand of about 1.15
million calendars for private use.
This gives us 1.2 million calendars in the student segment, half
a million in the business segment and 1.15 million in the
household/private use segment. In total, it is a market of
approximately 2.9 million calendars in Denmark.
Quartz+Co: Thank you. I think we will stop the case here.
Whiteboard notes
Introduction
Solution
Feedback
26
Business case example: Entering a new market (4/4)
At this point, your interviewer will usually provide feedback on your performance. If not, it is
a good idea to ask for it it gives you a better feel of your performance compared to the
other candidates. And it gives you some good hints about what to be aware of in future
interviews.
The example above illustrates a generally good answer with both positive observations and
areas for improvement.
Feedback
Positive observations
Shows good business understanding in
most parts of the case
Uses questions well especially in the first
part of the case
Is able to listen
Is willing to enter into dialogue
Gives a clear statement of assumptions
especially in market-sizing part of the case
Uses whiteboard well
Is able to summarise and conclude
especially good in the market-sizing part
of the case
Areas to improve
Could benefit from pausing to consider
and structure thoughts before answering
especially in the first part of the case
Suggested market analysis was too
narrow. The company's ability to
compete in the Danish market needed to
be assessed in much more detail
Discussed only volume in market-sizing
example. Could have extended to discuss
size in terms of both volume and value
since different average prices could be
expected in the segments

Excellent
Good
Above average
Average
Below average

Introduction
Solution
Feedback
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Interpersonal case example (1/1)
You work together with the sales department in company A. The sales manager has asked
you to help change the bad relationships that their employees have with the department's
external stakeholders. You agree with the sales manager to solve the problem through an
including process, where both employees and external stakeholders are involved.
You conduct some interesting interviews and co-ordinate a workshop with the employees,
who are aware of the problems and committed to solve them. Throughout the process, it
becomes clear that it is the sales manager who is the problem. The sales manager does not
support the team in the day-to-day operations and does not support the inexperienced
employees when it comes to handling the external relations.
It also becomes clear that the sales manager is not aware of his own importance and role in
the situation.
The actual problem
Case question
How do you approach the problem of the sales manager?
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1. Purpose of the case interview
1.1 Why do we use case interviews?
1.2 What do we look for when recruiting?
2. How do you prepare for and
approach case interviews?
2.1 Prepare for the interview
2.1.1 - Review methods and frameworks
2.1.2 - Review your tables and practise mental arithmetic
2.1.3 - Practise cases with fellow students
2.2 How to crack cases
3. Getting down to cases
3.1 What types of cases will you face?
3.2 How to structure and communicate a case?
A.1 A real-life case interview
A.2 Frameworks
A.3 Sources of further information
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Frameworks are useful for structuring cases, but should not be used too
rigidly depending on your background, interviewers will have different
expectations to your knowledge of frameworks
Expectations of familiarity with business frameworks
Business school graduates are expected to have a
strong knowledge of frameworks and how these are
used to structure and solve different business
problems. Do not expect to do well just by relying on
the frameworks specific to your degree. We value
curiosity and expect you to be familiar with more than
just the frameworks from your own academic area
Candidates with non-business school backgrounds are
not expected to have the same knowledge of business
frameworks. However, when applying for a job in
management consulting, it may be wise to show
interest in the type of work we do. Therefore, we
advise non-business school graduates to familiarise
themselves with a few business frameworks. Do not
boil the ocean when preparing, but consider taking a
trip to the library or using the Internet to gain a basic
understanding of a few frameworks that are used to
address business issues
Examples of general frameworks or knowledge areas
Company how a company works
Financial structure (profit or loss account, balance
sheet, cash flow)
Market what defines/characterises a market
Organisational structure alternatives
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Examples of frameworks and where to learn about them
Examples of specific frameworks taught at business schools
4-Ps/4-Cs frameworks (framework for addressing marketing parameters)
7-S framework (framework for describing organisational dimensions)
Porter's five forces (framework for describing factors affecting industry
competitiveness)
Porter's generic strategies (description of archetypical strategies)
ROCE tree (decomposition of a company's Return On Capital Employed)
Product lifecycle (description of typical phases from product launch to
termination)
SWOT (assessment of a company's Strengths, Weaknesses, Opportunities
and Threats)
The Ansoff matrix (addressing priorities according to existing/new
products and markets)
The BCG matrix (addressing the product portfolio according to market
share and market growth)
The McKinsey GE matrix (addressing the product portfolio according to
market attractiveness and competitiveness)
Value chain (a framework for describing the main elements of a company's/
industry's value creation)
Inspiration
Case in Point:
Complete Case Interview
Preparation, Cosentino,
Marc P.
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Sources of further inspiration
Websites and books
The Pyramid
Principle
The Minto Pyramid Principle: Logic
in Writing, Thinking, & Problem
Solving, Minto, Barbara
Case in Point Case in Point: Complete Case
Interview Preparation, Cosentino,
Marc P.
The Vault International career site with
extensive information about the
consulting industry. Lots of free
information
www.thevault.com
Inside
Consulting
Provides information, advice and
news related to the consulting
industry, also about case interviews
www.insideconsulting.com
Ace The Case Samples and e-books consisting
of case questions and worked
solutions
www.acethecase.com
Careers in
consulting
Overview of the industry, practice
areas, salary levels, recommended
books, etc. in management
consulting
www.careers-in-
business.com/consulting/mc.htm
Many business
schools and
consulting
companies have
"crack-the-case"
events as part of
their student
marketing activities