mba英文案例nyu-stern-文庫吧
2025-04-01 12:33 本頁面
【正文】 e information you got and recap your approach and remendations. In most cases, theres no single right answer. The interviewer will be looking to see how well you deal with ambiguity and inplete information. If the answer is clear, synthesize the facts and present your answer, repeating the main facts that lead you to your conclusions. Given that existing markets are mature, that .... and that ..... I feel that the pany should .... If there are many possible answers, or if strategies are contingent on certain events, then consider presenting your wrapup as a contingency plan. There are two possible strategies the pany might pursue, X and Y. If ... occurs and the pany can ..., I think they should go with X. Otherwise, Y is their best option because... Finally, when presenting your final remendations, demonstrate that your are aware of both implementation issues and inherent tradeoffs involved in your remendations. Can the pany afford to undertake X? Does your plan fit with the pany culture? Are there other organizational changes you would want to address? Might corporate image or market reactions be something you want to factor in? Think about the systemic repercussions of action. Why Consulting? You will inevitably be asked to explain why you are interested in consulting vs other careers. While reasons differ, the list below provided some fairly generic rationales from which you could draw: Consulting provides a good balance between analytical work and people work Consulting provides a good mix between individual work and team work Consulting allows you to leverage on the diverse set of skills you learn in BSchool Consulting gives you an incredible amount of experience in a very short time Consulting provides an opportunity for professional development and ongoing business education Consulting offers great variety。 you deal with new clients, new problems, and new industries all the time Types of Cases CASE 1: The Calculation Case You are visiting a new client who sells golf balls in the United States. Having had no time to do background research, you sit on the plane wondering what is the annual market size for golf balls in the US and what factors drive demand. Your plane lands in 15 minutes, how would you go about answering these questions? This type of case is very mon, particularly in strategy firms like McKinsey and Bain. The interviewer doesn39。t care much about the actual number (although how fast you do math in your head can be important), but rather wishes to see a logical process for reaching some kind of answer. The followings steps illustrate a typical process.
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