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【正文】 understanding of personal selling points ?Ability to clearly municate in a structured way 16 INTERVIEWING STYLES FOR CASES From one extreme … ?Detailed introduction ?Specific problem to be solved ?A few starter facts ?Lots more facts available, if asked ?Conversational feel throughout the interview Why? ?Test analytical ability ?Test ability to sort out key facts and stay focussed … to the other ?Brief introduction ?Very broad description of problem (. poor performance) ?Few, if any , facts available ??What do you think” responses to most questions Why? ?Test overall problem structuring, hypothesis generating ability ?Test for creativity and business instinct ?Look for fort with ambiguity 17 IMPROVING CASE PERFORMANCE Indirectly through classes Policy ?Strategic frameworks ?Business instinct ?Industry structure Economics/finance ?Variable vs. fixed cost structures ?Evaluating investment opportunities (ROI, Cost of Capital, …) ?Ine Statement/Balance Sheet/Cash Flow Statement thinking ?Value chain thinking Marketing ?Customer segmentation ?Channel management ?Brand management Operations ?Quality ?Lead time petition ?Having the right kind of flexibility Directly through practice cases Student to Student ?Class cases ?Cases from preB school or summer experience ?Cases from news stories ?Fictional cases Company sponsored workshops Consulting Club case prep guide Other case prep guides On your own with paper and pen 18 CLASS OF 1999 INTERVIEWS Round Date Location 1 November 4 On campus 2 November 5 Off campus at the Sienna Hotel 3 Varies At Office By Office Invitations to interview reflect our best initial effort to find the right people for McKinsey. Recognizing the limitations of this process, interviewers will consider students who bid for open slots no differently than those who were invited. If you have a strong interest in McKinsey and are not included on the closed list, bid for the slot! 19
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