咨詢面試系列1：如何應(yīng)付案例分析面試doc7-管理案例-wenkub
2022-08-29 18:59:06 本頁面
【正文】 l air conditioner market?” Although each requires a slightly different approach, all are meant mainly to evaluate the process you use, not the answer you e up with. Practice Makes Perfect You absolutely, positively must prepare in advance for case interviews. “It bees pretty clear pretty fast who has—and who has not—practiced,” says Gibney. “I know there is a basic sort of business acumen that may not be able to be practiced, but candidates must have an understandable approach to solving problems. That’s what our clients demand of us. If we can’t relate solutions to the client, it’s a problem.” Don’t assume that attending a caseoriented business school will give you an upper hand. John Flato, Cap Gemini Ernst amp。 for instance, if your preBschool experience is mostly in media and entertainment, ask your case buddy to ask you about steel production or medical device marketing. That said, do consider brushing up on the basics in several industries—for instance, know the product development cycle in pharmaceutical research, and understand current trends in technology. (For more information on various fields, check out our industry guides.) Although each case is different, with practice you will improve your analytical reasoning skills and solution method. Think Through the Process When it es to strategy or product marketing questions, the interviewer will often give you only the bare bones of a case and will wait for you to request further details: How many petitors does the pany have? What are the major cost and revenue drivers? Who are the major clients? And don39。s goals are, you might e up with a valid—but misguided—solution. Use some basic frameworks to drive your questions—the four P39。t have to be Sherlock Holmes to ace the cases in a consultingfirm interview. In fact, a little preparation can make solving them seem, well, elementary. Firms Are There to Help You Consulting Industry Guide May the Five Forces (Not) Be with You Some recruiters are turned off when potential hires draw on a packaged analytical framework (such as the five forces) to solve a problem. Others, however, are impressed. To be on the safe side, if you use a framework, don’t stray too far from the issue. Eileen Coveney, vice president at . Consulting, warns candidates about the perils of frameworks: “When people depend too much on a preestablished framework, they may not be thinking deeply enough about the problem at hand. This may indicate that when presented with an actual client issue, they are not going to focus on the details and specifics of the client’s problem. Rather, they may be inclined to jump into easy and obvious solutions.” If you do use one, choose wisely. If the case is about a business that39。re marketing a new pharmaceutical product, think about the 4 P39。t fet to e to some kind of conclusion as to what the pany should do. Consider presenting a decision rule that the imaginary anization could use to figure out what the best option is—., if revenues outstrip costs, then do x.
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