consulting case study interviews

Case Interview 2024 – Guide for Your Consulting Case Interview

A case interview is a type of job interview in which the candidate must analyze and solve a problematic business scenario (“ case study ”). It is used to simulate the situation on-the-job and to find out if the respective candidate meets the necessary analytical and communications skills required for the profession. Case interviews are commonly and globally used during the selection processes at  management consulting firms such as McKinsey , Boston Consulting Group (BCG), or Bain & Company . It is the most relevant part of the process for consulting jobs, and they are usually based on projects that the hiring firm has delivered for a client. It is an exercise that requires a logical approach to finding the problem and an appropriate solution.

• 1. Case Interview Questions and Answers
• 1.1 What Is a Case Interview?
• 1.2 Who Uses Case Interviews and Why?
• 1.3 What Are the Skills Required in a Case Interview?
• 1.4 What Are the Differences Between …?
• 2. Case Interview Examples from Top Consulting Firms
• 3. Case Interview Frameworks
• 3.1 The Best Frameworks for Solving Cases
• 3.2 How to Develop Your Own Framework in 4 Steps
• 4. Case Interview Preparation: 9 Tips for Successful Case Preparation
• 5. How to Solve a Case Study in 10 Steps
• 6. Case Interview Secrets: 13 Final Tips for Your Actual Case Interview 
• 7. PrepLounge: The Key to Your Success 
• 8. Get Started Right Away and Practice Your First Cases

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A  case interview  is part of the job interview process in which you as the candidate have to analyze and solve a problematic business scenario while interacting with the interviewer. The case study is often based on a problem the interviewer has worked on in real life. This part of the interview is intended to be more of a dialogue. You will need to be proactive and ask questions when attempting to close in on the correct conclusion. Oftentimes, the consultant will attempt to guide you in the correct direction by asking questions himself.

An example question might be :​ The CEO of Deutsche Bank has become increasingly concerned about their declining profitability over the last 36 months and has asked you to determine the factors causing the decline as well as recommend a strategy to reverse this trend.

During the entire application process, you will partake in  up to six case interviews  in two rounds or more. This is dependent on the position you are applying for. Most case interviews have the same underlying structure. An individual case interview may take up to an hour and usually consists of four parts:

Case interviews have always been a part of management consulting interviews. Nowadays, also marketing, strategy, operations, or retail positions tend to use similar formats because they are a great tool to probe the quantitative and qualitative skills of an applicant . It allows interviewers to get a deeper insight into how you present yourself as a candidate and apply the limited amount of information given to you.

The reason for the prevalence of the case interview format in management consulting is that the topics and themes handled in most cases reflect conditions close to the reality of the day-to-day activities of a consultancy. It requires the applicant to  ask the right questions , apply  structured frameworks,  and think outside the box . As a consultant, you will spend a lot of time client-facing, and so soft skills are just as important as hard skills to the interviewer. The case interview allows hiring companies to ask the question "Would I be happy to put this candidate in front of a client?".​

Due to the scenario set up in a case interview, it is also a test of general business acumen. Many consultant projects will be in industries where the consultants aren't experts, especially junior consultants. This is normal, but to be effective as a consultant business acumen is an important foundation for consultants to maintain effective strategy recommendations. Companies pay consultants for their minds rather than their industry expertise.

A case interview has no “correct” or “standard” answer. There are often many solutions to a single case and in the end, what counts is your train of thought and how you got to your solution. The interviewer will evaluate you across five main areas:

1)  Problem-Solving Skills 

The interviewer will analyze your ability to identify problems , isolate causes, and prioritize issues. During a case interview, you will be presented with a wide range of relevant and irrelevant data pieces. You must know how to use this data to make your recommendations and you have to prove that you are able to construct a logical argumentation without rushing to conclusions based on insufficient evidence.

2)  Creativity and Business Sense Skills 

As a consulting candidate, you should know the basic business concepts as well as show a certain amount of business sense and creativity. If the interviewer asks you to find innovative ideas to increase the profitability of a hotel chain, you will have to come up with a range of ideas that make business sense. You are not expected to have deep knowledge of the hospitality industry, but to be able to ask relevant and insightful questions on the aspects important for you to solve the client’s issue at hand.

3)  Structure 

Maintaining a structure means that you solve the question with a clear step-by-step approach that you communicate actively with your interviewer. A good structure is the most important part of a case interview, as it is the underlying base of your whole approach and argumentation. It is also the main reason why candidates fail their case interviews. A common mistake that candidates make is that they try to apply standardized frameworks to any case they are given. Instead, you should solve each case by creating a framework specifically tailored to its needs – as you would do as a consultant on the job. Practice your structure with our Structuring Drills .

4)  Math Skills 

As a consultant, part of your job is number-crunching and interpreting data. Therefore, it is important that you have a good feeling for numbers and have great mental math skills. You should be able to perform simple calculations in your sleep. You can practice your math skills with our Mental Math Tool .

5)  Communication Skills 

In times of digitalization, soft skills become more and more important for management consultants. On the job, you will be in contact with high-level CEOs, clients, partners, and colleagues. Strong communication is crucial for you to get your work done efficiently. Thus, your interviewer will pay close attention to the way you communicate and present yourself during your conversation. Always be professional, answer concisely, and communicate the key message first (see Pyramid Principle ).

First and Second-Round Interviews 

While the format of the first and second-round interviews stays the same, the seniority level of the interviewer differs . The person interviewing you in the first round is usually more junior, having up to four years of consulting experience (Associates or Engagement Managers). The second round is led by Partners who have more than ten years of experience and tend to drill you to understand how you cope with challenges. Therefore, second rounds are perceived as more difficult by candidates. Since partners have a stronger voice when discussing an applicant, your performance during the second round of case interviews carries also more weight. For more information on the different positions, please read McKinsey Hierarchy: The Different Position Levels .

Candidate- and Interviewer-Led Case Interviews

In candidate-led cases, the interviewer expects the candidate to lead him/her through the case. As a candidate, you can do so by asking relevant questions, and by developing and testing your hypotheses. Candidate-led cases are the most common  types of cases . You will encounter them at the majority of the big consulting firms such as BCG, Bain, and occasionally at McKinsey.

Interviewer-led cases are most frequently used at McKinsey. As the title suggests, the interviewer’s guidance through the case interview is firmer.

You can find more information on the two different interview styles in our BootCamp article: Interviewer-Led vs. Candidate-Led .

In the following, you can find some examples of initial case interview questions :

Bain Case: Old Winery You inherit an old winery, the Old Winery, from your grandfather. Since you have little knowledge about wine cultivation, you don't want to run the winery operationally, but you find the idea of owning a winery exciting. However, your plan is to breathe new life into the winery. Read the entire case .

Deloitte Case: Footloose Duraflex is a German shoe manufacturer with an annual turnover of approximately €1 billion. Your largest sales market has always been the boot market. In this market, you compete with three other main competitors. Management is asking you for advice. Read the entire case .

Roland Berger Case: Onlinestar Onlinestar, an online retailer specializing in furniture and garden products (core business), has experienced significant growth in recent years due to an expansion of its product portfolio. The board of Onlinestar is asking you for an analysis of the reasons for the negative results, as well as recommendations derived from it. Read the entire case .

Practice More Cases Now!

You can find 200​ case studies, including cases from real companies and our consulting coaches, in our Case Library !

Case interview frameworks are the perfect tool to structure your thoughts during the interview. They help you break down a problem into its components so that you can systematically and methodically navigate through the case and the business problem. This approach will convince your interviewer that you can apply your skills from the case interview to the job as well.

A framework can help you solve a business problem in a case interview in a structured and organized manner. To determine which framework is most suitable for the given case, you should be familiar with the most common case types. Our coaches Guennael and Vlad explain their approaches:

What does a framework really need to accomplish? Essentially, three things:

First , it must be MECE (Mutually Exclusive, Collectively Exhaustive); second , it must help you systematically and methodically approach the case so that you not only find the best answer; third , it must convince your interlocutor that your success is repeatable and that you will solve this case and the next and the one after that.

When preparing for my BCG interview, I ultimately relied on just two framework concepts, which I then adapted to the respective case: First, a version of the profitability case (Profit = Revenue - Costs and Revenue = Price x Quantity) ; second, a basic version of: Product, Price, Customer, Competition, Company).

Are these two framework models optimal in every case? No, they are not. Did they serve their purpose? I used them in more than 10 practice cases with former BCG employees as well as in my 5 BCG cases... and I succeeded, that's for sure :) I would even argue that every case can be solved using one or both of these methods . Learn them, keep them in your pocket, and be ready to use them. If you find something better, great! But I'd prefer you start with an "okay" framework and focus on solving the problem , rather than spending the first 30 seconds of the case trying to find the "perfect" framework, failing, and feeling forced to think on the fly at the beginning of the solution process.

There is no universally applicable structure . You should have some patterns in mind for specific types of cases, but you should adjust them depending on the case:

Additional details of the case

Below you'll find a list of the most common case types and some general recommendations for structuring :

Market Sizing - Structuring from the supply or demand side. Structuring based on a formula or a issue tree .

Profitability - Basic profitability framework. Consider different revenue streams and the product mix.

Market Context (market entry, new product, acquisition, etc.). Always start with the big picture "market". Conclude with a specific strategy to achieve the case objective (e.g., "market entry strategy" - for market entry. "Exit strategy" for the PE case. "Go-to-market strategy" for a new product). Structure it as if you were defining the workflows for the real project.

Operational Mathematical Problem (e.g., Should we increase the speed of an elevator or simply buy a second one? How should we reduce queues? Etc.) - Structuring as a process/value chain, with inputs, processes, and outputs.

Cost Reduction - here are some recommendations for structuring:

Structuring:

How do the costs break down and what are the largest costs?

Benchmarking the largest costs to identify improvement potential

Process improvements to achieve the benchmarks

Costs and benefits of the proposed initiatives

The key concepts you must learn:

Internal/external benchmarking

Core processes (usually optimized) and supporting processes (usually trimmed)

Mathematical structures (frequency of operations * time per operation)

Other useful structures (e.g., People - Process - Technology)

Evaluation - Pure financial structure with cash flows, growth rate, WACC / Hurdle Rate, etc.

Synergies - Revenue synergies (price, quantity, mix) and cost synergies (value chain).

Social/economic cases (e.g., How can the quality of life in the city be improved? How can museum revenue be increased?) - significant variability.

Practice 3-5 social cases before the interview. Additionally, there are s everal useful framework concepts that you can apply in the middle of the case to find the cause of a problem. For example:

People - Processes - Technologies

Capacity - Utilization - Production rate

Product - Distribution - Marketing - Price

Value-based pricing - competition-based pricing - cost-based pricing

You will learn these frameworks while solving cases. It is useful to have a set of them in mind to quickly identify the root cause .

To be able to address specific questions in case interviews, it is important to develop your own frameworks . Our expert Benjamin has valuable tips on this.

(Almost) Never use a standard framework from the books . In strategy consulting, the goal is to assist clients facing unique problems with a customized solution. It's unlikely that you can force your approach into a standard framework.

Put yourself in your client's shoes and show empathy for the issues. This way, it becomes much easier for you to understand what the key issues are that you need to consider when formulating a recommendation, and you can ensure that you don't forget anything. I always ask myself, "What would I do if this were my company and my own problem? What do I need to know/understand to make a decision?"

Ensure that every topic you want to address is relevant to the final recommendation. A simple check is to ask yourself, "If I spend time on this specific topic and get some answers to my questions (e.g., market size, competition, etc.), will this provide useful elements for the final recommendation given my client's issues ?" If the answer is no, then you should skip this subtopic.

Practice a lot! The above tips come from my own experience with building MECE structures , but keep in mind that it takes a lot of practice to achieve satisfactory performance here.

1. Learn the Theory By reading this article, you've already taken the first step to understanding what case interviews are all about. Well done! You can now take it a step further by learning the theory you need to solve the cases. In general, you should learn how to :

Identify your case type (e.g., market sizing , market entry , profitability , growth )

Structure your thoughts (e.g., issue tree , MECE , pyramid principle )

Use business analysis tools (e.g., ABC analysis , break-even analysis , benchmarking )

Define common business terms (e.g., NPV , CAGR , fixed and variable costs )

In our Case Interview Basics, you'll find all the necessary fundamentals.

2. Develop Your Business Intuition Step by Step

Since you need to have a good business sense to successfully complete your case interview, you should invest some time beforehand to gradually build up your business intuition. The earlier you start, the easier it will become. Make it a habit to regularly read business publications and magazines. You can read new releases from McKinsey, Bain, and BCG, or find other sources that appeal to you. Try to acquire a basic understanding of economics, strategy, and industries, such as retail, airlines, telecommunications, banking, natural resources, and technology.

3. Update Your Math Skills

For all case interviews, you must calculate without a calculator. Therefore, refreshing your mental math skills should be a regular part of your daily preparation plan. Practice until you feel one hundred percent comfortable with the basic skills of addition, subtraction, division, multiplication, and growth rate calculations in your head. Read our article on Fast Math and use our mental math tool to train your performance. When confronted with a math problem in your case interview, this will significantly reduce the pressure.

Knowing shortcuts for a variety of calculations can simplify mathematical problems. For example, break down complex mathematical problems into several small operations:

97 x 53 = (100 - 3) x (50 + 3) = 5000 + 300 - 150 - 9 = 5141

4. Practice Makes Perfect

Take a look at our extensive case library , which prepares you for all possible case types. Our case library includes cases that have been used in past case interviews. Solving cases on your own can give you a first sense of what to expect in the case interview. However, the only way to improve your skills to successfully pass the interview is to put yourself in a case interview situation. Find candidates to practice with and practice regularly. The more feedback you can get, the better. This will help you improve.

PrepLounge offers the world's largest case interview community. Simply schedule or accept a practice interview with other candidates on our meeting board .

Here's how it works:

Schedule: Once you and your case partner confirm the practice interview on the meeting board, the meeting is set and will be visible on your dashboard.

Communication: We recommend contacting your case partner directly to discuss communication methods and case preferences during the interview.

Interview: During the back-to-back meeting, you and your case partner take turns playing the roles of both interviewer and interviewee. Don't neglect the part of the session where you play the role of the interviewer. This allows you to identify important points and adjust your approach accordingly.

Case: By default, two PrepLounge cases are randomly selected. However, you can exchange them and choose one of our over 180 cases or use your own case.

Feedback: This is the most important part of your practice interview as it helps improve your case performance. Please provide your interview partner with constructive feedback, just as you would expect from them.

5. Seek Support from Coaches

To make your case interview preparation as effective as possible, we also recommend investing in coaching sessions with experienced top consultants. Our experience shows that this investment pays off, as it significantly increases your chances of receiving an offer for your dream job (by four times, to be exact). Our coachesknow exactly what interviewers want and can work with you on every aspect of your case performance, whether it's structuring, personal suitability, confidence, or communication. Furthermore, they can provide you with valuable networking tips and help you get a referral.

We provide you with a transparent list of all case interview coaches , including their professional and educational background, top skills, individual approaches, ratings, and recommendation rates. This way, you can individually select the perfect expert for your coaching sessions . Additionally, you can benefit from CoachingPlus , which includes a premium membership and a generous discount (compared to individual coaching sessions).

6. Learn and Track Your Progress

You can do as many cases as you want. If you don't learn from them, you won't improve your case performance. That's why you should do the following: At the end of each case you complete, whether on your own, with a case partner, or with an expert, write down in your own words what mistakes you made and what you learned. Repeat the case after a few days and apply what you've learned to ensure you're making progress. Tracking your progress motivates you and ensures you don't repeat the same mistakes.

7. Don't Forget the Personal Fit

No matter how well you master the case, if you don't personally fit into the company, you won't get the job offer. Ultimately, consulting is a "people's business" that involves teamwork and a lot of time with your colleagues. To master the part of the interview that focuses on personal suitability, it's important to understand what an interviewer is looking for in a candidate to decide if they fit into the company personally. Typically, the interviewer has three primary questions in mind.

Next, you should learn how to convey to your interviewer that you fit what they're looking for. Practice your answers to the personal fit with other candidates or experts:

Why consulting?

Why company X?

Why should we hire you?

Tell me about yourself!

Give me an example of when you led a group to achieve a difficult goal!

Find more frequently asked questions in stress question mode.

8. Train Confidence

The more you practice, the more confident you will feel. However, feeling confident isn't the same as appearing confident. Sometimes you can come across as insecure without realizing it. This can be due to small habits in your communication style. Therefore, ask your PrepLounge case partner or expert to consider your verbal and non-verbal communication and provide feedback on your confidence or insecurity . Focus on the following aspects during practice:

• The tone of your voice. A monotone voice or speaking too quickly gives an impression of insecurity and poor communication style. To avoid this, it's helpful to listen to podcasts of great speakers for 30-60 minutes a day. After a few days, you'll start speaking in a similar manner as you adopt their communication style.
• Smile. A smile can be a powerful way to show that you're enjoying the conversation and not afraid. You can also force a smile (naturally, not too much) if you get feedback that you appear too serious.
• Eye contact. You don't need to continuously stare into the interviewer's eyes during the conversation, but you shouldn't look away when they ask you something.
• Ability to break the ice. Confident people aren't afraid to engage in small talk with interviewers. Silence creates less connection and can be seen as a sign of lack of confidence.
• Posture. You should try to sit upright most of the time on your chair. Leaning too much towards your interviewer can be interpreted as lack of confidence.

9. Take Breaks

Overall, based on our experience with other case partners, you should prepare for an average of 50 hours over a period of up to 6 weeks and practice daily. This can be exhausting, and we know that many candidates struggle with motivation and concentration, especially after an intense case preparation period. This is usually because they forget to incorporate regular breaks into their preparation plan. Professional athletes, for example, always take time to rest and allow their muscles to regenerate. You should treat your brain muscles the same way. A good strategy is to develop an evening and morning routine that allows you to relax and increase your energy level for the preparation period during the day. Here are some examples of what you can do:

15-20 minutes of exercise in the evening or morning

A cold shower in the morning

Meditation or journal writing

Define three important things for the next day and allocate time for all activities, prioritizing the most important ones first

No social media for an hour after waking up and before going to bed

Get enough sleep (at least 7 hours)

Take breaks between each case or intensive case practice and do something completely different (e.g., workout, play video games)

Step 1: Listen actively and take notes. Write down every piece of information, especially numerical data .

Step 2: Restate the question. Pause, paraphrase, and make sure you understand the problem statement by confirming with the interviewer.

Step 3: Clarify the objectives and identify the problem. Ask specific questions and double-check on objectives. Make sure you completely understand the problem.

Step 4: Write out your structure. Ask your interviewer for a minute to prepare your structure and organize your notes. Identify your case type and use an issue tree to customize your structure. The branches of your issue tree should be MECE.

Step 5: State your hypothesis. Now that you have set up the issue tree, your task is to test each branch to see if it is the root cause of the problem. Where to begin? A hypothesis based on an educated guess helps here.  (e.g. "Since you have mentioned that revenues are more or less flat, my hypothesis is that the problem is mostly driven by the cost side of the business. If it is okay with you, I will start by […]")

Step 6: Think out loud. Sharing your thoughts allows the interviewer to interact. Refine or rebuild your hypothesis as you find out more.

Step 7: Gather more data in order to test your hypothesis. Proactively ask for relevant data and always segment it (e.g. using the ABC analysis ). Try to evaluate whether trends have been company-specific or industry-wide.

Step 8: Dig deeper while staying structured (MECE!) throughout the case. Always refer to the structure you have set up at the beginning of the case, but be flexible as the case evolves. If you conclude that your hypothesis is false, eliminate that branch and go to the next one. Summarize findings when switching major branches. If your test confirms your hypothesis, go deeper into that branch, and drill down to the lower levels until you identify all proven root-causes.

Step 9: Choose a recommendation and use the Pyramid Principle to structure your conclusion. Ask for a minute to gather your thoughts and then state your recommendation. You need to deliver a one minute, top-down, concise, structured, clear, and fact-based summary of your findings.

Step 10: Stand by your conclusion. Your interviewer will likely challenge your recommendation (either to see if you can handle pressure or to assess if you really believe in what you are saying).

1. Focus on the task at hand 

Don’t think too much about the approach your interviewer is taking. It should not matter much if the conversation is interviewer- or candidate-led. If you go into your interview with a profound understanding of how to handle even a difficult case, the format of the interview should not be an issue. Keep a cool head and structure your thoughts.

2. Ask the right questions 

At the beginning of the case, your interviewer will present you with the situation of the client. Don’t rush into the analysis without developing a deep understanding of the problem first. Ask your interviewer questions to clarify the case. This is expected behavior that also takes place later with the client. Make sure you understand what the  business model  and your  objective  in the respective case are (regarding both money and the timeline). If there are any other possible limitations you are unsure about, ask your interviewer in a concise way. Asking unnecessary questions will raise doubts about your ability to work efficiently under pressure.

3. Buy time with repetitions 

A common trick consultants use is the  repeating of facts or overall goals . By doing this, you are showing a fundamental comprehension of the case and are emitting an aura of control, gradually heading towards a solution. This technique can give you more time to think. Articulating the facts of the case can also be a source of clarity and allow you to form solutions more quickly.

4. Only form a hypothesis with sufficient information 

Do not state a hypothesis at the beginning, a stage in which you may still have incomplete information. Get a good sense of the case’s environment and ask sensible follow-up questions . Only then frame a structure and formulate a hypothesis.

5. Utilize data for your analysis 

Taking wild guesses is a death sentence for your case interview. Make sure your claims are backed up by the facts, and remain calm when presented with new information. Consultancies will closely observe how you  make use of new data and incorporate it into your hypothesis .

6. Take clear notes 

Taking  structured notes  is a highly underrated skill when dealing with a case. Making sure your notes are coherent and clear will make your thoughts easy to navigate and ensure you do not lose your footing during the interview.

• Place your sheet horizontally to maximize your space, and jot down the case’s  key question on the left side of the page. This way you will never lose sight of the main objective . The remaining portion will be dedicated to the issue tree, with your hypothesis included above the issue tree.
• Make sure that you highlight key pieces of information that add substance to your hypothesis.
• When it comes to calculations , use a separate page, but practice having it organized in case you need to go back through your assumptions or calculations.
• Try to limit the number of pages you use to a  maximum of three sheets . Otherwise, you will stress yourself out while trying to find what you are looking for.

7. Structure is key 

The most important aspect of a case interview is having a good structure. You can structure your case by following these four steps:

• Craft an issue tree as the overall foundation for your structure. This is a customizable framework used to analyze the root causes of problems in a case. It helps you to break a complex problem down into its components.
• Make sure that your issue tree is MECE to avoid inefficient dependencies between branches that will slow down your analysis. MECE is a way of segmenting information into sub-elements that are mutually exclusive and collectively exhaustive. 
• Prioritize and concentrate on high impact issues of your issue tree that will create value for your client. Always make sure you explain the reasons behind your choices to the interviewer.
• Use the Pyramid Principle to structure your conclusion , a three-step structure to present your synthesis in an effective and convincing manner. First, state the recommendation (What?). Second, provide three reasons supported by data (Why?). Third, provide information on how to implement the recommendation (How?). 

To practice your structure, you can use our Structuring Drills.

8. Don't force-fit frameworks

Standard frameworks can be a source of inspiration, but should never be force-fitted to a case. They are very stiff and do not allow room for customization . If you use pre-defined frameworks, you run the risk of missing important elements of the specific problem you are trying to solve. A consultant would not just force-fit frameworks to their specific client’s problem, so you should not do this in your case interview, either. Each case is unique and requires an individually customized framework that is MECE as well as adapted to the problem you are trying to solve, the company, and the industry.

9. Don’t panic if you get stuck 

If you ever get stuck, don’t freak out – it happens. What counts is how you deal with the situation. Here is what you can do:

• Take a deep breath  or a sip of water if you have a glass of water nearby.
• Take a moment to grasp the big picture , to recap what you have learned so far and what you still need to find out to address the main question at hand.
• Outline how these sub-questions can be answered , and what kind of data or information you will need to do that.
• Double-check whether data or information provided by the interviewer at an earlier stage is now getting new relevance.
• Think out loud and take the interviewer along with your thinking process. If you are puzzled by some obvious contradiction, actively discuss this with your interviewer. Oftentimes, an interviewer will wait for you to explicitly verbalize your confusion before gently guiding you.

10. Sometimes there is no clear answer 

Oftentimes, a case interview has no “correct” or “standard” answer. The case may encompass you  exploring the issues and walking down several paths . There are often many solutions to a single case that may differ from the interviewer’s expectations. In the end, what counts is your  train of thought and how you got to your solution . You are not expected to know everything about business, but demonstrate a logical judgment and a good approach to solve problems.

Nevertheless, you should always give a clear recommendation at the end of the interview, when the interviewer will ask for your conclusion. The trick is to use supporting arguments based on what you have learned during the analysis, to point out limitations, and to also highlight additional areas to explore to confirm that your current understanding is the right one.

11. Engage the interviewer 

The interview should be a dialogue, so make sure to engage the interviewer and demonstrate not only your business judgment, but also your communication and people skills . This gives the first insight into how you might interact with future clients and colleagues. How can you do that?

• Explain. Share your thought process with the interviewer, and always let them know what your next steps are.
• Listen. During your case interview, the interviewer will usually give you hints and steer you in a direction. Notice that! If they ask a specific question, e.g. “Name three points about…”, answering in two or five points will mean that you didn’t pay attention.
• Ask questions. Create a discussion, initiate small talk, and use your chance to make a positive connection with the interviewer, especially at the end of every interview when you get to ask final questions. Find a point in common and try to stand out. Here is a list of the best questions to ask at the end of an interview .  

12. Be confident 

You don’t necessarily need to be extroverted to be a top management consultant, but you need to be confident. Consulting is a people job as much as it is an analytical job. It is important for the client to feel that you know what you are doing. Thus, this is something the interviewer will take into consideration. Here are five things you can do during the interview to come across as more confident:

• Try to enjoy the interview by focusing on the challenge, the satisfaction it brings you when you solve the case, and the joy of sharing your life experiences with someone else. If you have fun, chances are high that the interviewer has fun, as well.
• Find your own style and don’t try to pretend to be someone that you are not. It is fine if you are not the most outgoing person. Just be genuine!
• Sit up straight , but don’t be too stiff. Push your back against the back of the seat and don’t just sit on the edge of the chair.
• Make eye contact , but don’t stare, either.
• Speak in a clear , calm, and unrushed manner. Don't mumble or whisper, but equally don't shout. Think before you speak!

13. When in doubt, reschedule 

If you’re not feeling confident about your chances, don’t hesitate to reschedule. If you take this course of action, take a few things into consideration. Make sure to suggest an alternative day and avoid rescheduling multiple times at all costs. The consultancy will be grateful for you to suggest an immediate alternative. Try to be transparent as to why you are rescheduling without going too deeply into details. However, rescheduling should only be used as a last resort.

To become the best, you must learn from the best. That is exactly what PrepLounge can offer you. The vast  PrepLounge community  makes it easy to  find case partners with the same ambitions and goals as you. Whether you are looking for a  professional case coach  or other aspiring consultants, you will have no problem finding case partners in the build-up to your interview. Our PrepLounge coaches – from Bain to McKinsey – are uniquely qualified to provide you with insights into the mastery of a case interview.

Apart from case partners from every imaginable background, PrepLounge provides a colossal collection of online resources to give you the best preparation leading up to your case interview. We will provide you with questions and answers to the most important consulting case types and share in-depth knowledge for the best possible case interview preparation. You will be able to find case partners to practice online and always be on top of the latest insights and news regarding consulting jobs and top consulting firms.

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Deloitte Case: Footloose

Oliver wyman case: setting up a wine cellar.

zeb case: Quo vadis, customer?

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1. The key to landing your consulting job.

Case interviews - where you are asked to solve a business case study under scrutiny - are the core of the selection process right across McKinsey, Bain and BCG (the “MBB” firms). This interview format is also used pretty much universally across other high-end consultancies; including LEK, Kearney, Oliver Wyman and the consulting wings of the “Big Four”.

If you want to land a job at any of these firms, you will have to ace multiple case interviews.

It is increasingly likely that you will also have to solve online cases given by chatbots. You might need to pass these either before making it to interview or be asked to sit them alongside first round interviews.

Importantly, case studies aren’t something you can just wing . Firms explicitly expect you to have thoroughly prepared and many of your competitors on interview day will have been prepping for months.

Don’t worry though - MCC is here to help!

This article will take you through a full overview of everything you’ll need to know to do well, linking to more detailed articles and resources at each stage to let you really drill down into the details.

As well as traditional case interviews, we’ll also attend to the new formats in which cases are being delivered and otherwise make sure you’re up to speed with recent trends in this overall part of consulting recruitment.

Before we can figure out how to prepare for a case interview, though, we will first have to properly understand in detail what exactly you are up against. What format does a standard consulting case interview take? What is expected of you? How will you be assessed?

Let's dive right in and find out!

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Before going further, if this sounds like a lot to get your head around on your own, don't worry - help is available!

Our Case Academy course gives you everything you need to know to crack cases like a pro:

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To put what you learn into practice (and secure some savings in the process) you can add mock interview coaching sessions with expereinced MBB consultants:

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And, if you just want an experienced consultant to take charge of the whole selection process for you, you can check out our comprehensive mentoring programmes:

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Now, back to the article!

2. What is a case interview?

Before we can hope to tackle a case interview, we have to understand what one is.

In short, a case interview simulates real consulting work by having you solve a business case study in conversation with your interviewer.

This case study will be a business problem where you have to advise a client - that is, an imaginary business or similar organisation in need of guidance.

You must help this client solve a problem and/or make a decision. This requires you to analyse the information you are given about that client organisation and figure out a final recommendation for what they should do next.

Business problems in general obviously vary in difficulty. Some are quite straightforward and can be addressed with fairly standard solutions. However, consulting firms exist precisely to solve the tough issues that businesses have failed to deal with internally - and so consultants will typically work on complex, idiosyncratic problems requiring novel solutions.

Some examples of case study questions might be:

• How much would you pay for a banking licence in Ghana?
• Estimate the potential value of the electric vehicle market in Germany
• How much gas storage capacity should a UK domestic energy supplier build?

Consulting firms need the brightest minds they can find to put to work on these important, difficult projects. You can expect the case studies you have to solve in interview, then, to echo the unique, complicated problems consultancies deal with every day. As we’ll explain here, this means that you need to be ready to think outside the box to figure out genuinely novel solutions.

2.1. Where are case interviews in the consulting selection process?

Not everyone who applies to a consulting firm will have a case interview - far from it!

In fact, case interviews are pretty expensive and inconvenient for firms to host, requiring them to take consultants off active projects and even fly them back to the office from location for in-person interviews (although this happens less frequently now). Ideally, firms want to cut costs and save time by narrowing down the candidate pool as much as possible before any live interviews.

As such, there are some hoops to jump through before you make it to interview rounds.

Firms will typically eliminate as much as 80% of the applicant pool before interviews start . For most firms, 50%+ of applicants might be cut based on resumes, before a similar cut is made on those remaining based on aptitude tests. McKinsey currently gives their Solve assessment to most applicants, but will use their resulting test scores alongside resumes to cut 70%+ of the candidate pool before interviews.

You'll need to be on top of your game to get as far as a case interview with a top firm. Getting through the resume screen and any aptitude tests is an achievement in itself! Also we need to note that the general timeline of an application can differ depending on a series of factors, including which position you apply, your background, and the office you are applying to. For example, an undergraduate applying for a Business Analyst position (the entry level job at McKinsey) will most likely be part of a recruitment cycle and as such have pretty fixed dates when they need to sit the pre-screening test, and have the first and second round interviews (see more on those below). Conversely, an experienced hire will most likely have a much greater choice of test and interview dates as well as more time at their disposal to prepare.

For readers not yet embroiled in the selection process themselves, let’s put case interviews in context and take a quick look at each stage in turn. Importantly, note that you might also be asked to solve case studies outside interviews as well…

2.1.1. Application screen

It’s sometimes easy to forget that such a large cut is made at the application stage. At larger firms, this will mean your resume and cover letter is looked at by some combination of AI tools, recruitment staff and junior consulting staff (often someone from your own university).

Only the best applications will be passed to later stages, so make sure to check out our free resume and cover letter guides, and potentially get help with editing , to give yourself the best chance possible.

2.1.2. Aptitude tests and online cases

This part of the selection process has been changing quickly in recent years and is increasingly beginning to blur into the traditionally separate case interview rounds.

In the past, GMAT or PST style tests were the norm. Firms then used increasingly sophisticated and often gamified aptitude tests, like the Pymetrics test currently used by several firms, including BCG and Bain, and the original version of McKinsey’s Solve assessment (then branded as the Problem Solving Game).

Now, though, there is a move towards delivering relatively sophisticated case studies online. For example, McKinsey has replaced half the old Solve assessment with an online case. BCG’s Casey chatbot case now directly replaces a live first round case interview, and in the new era of AI chatbots, we expect these online cases to quickly become more realistic and increasingly start to relieve firms of some of the costs of live case interviews.

Our consultants collectively reckon that, over time, 50% of case interviews are likely to be replaced with these kinds of cases . We give some specific advice for online cases in section six. However, the important thing to note is that these are still just simulations of traditional case interviews - you still need to learn how to solve cases in precisely the same way, and your prep will largely remain the same.

2.1.3. Rounds of Interviews

Now, let’s not go overboard with talk of AI. Even in the long term, the client facing nature of consulting means that firms will have live case interviews for as long as they are hiring anyone. And in the immediate term, case interviews are still absolutely the core of consulting selection.

Before landing an offer at McKinsey, Bain, BCG or any similar firm, you won’t just have one case interview, but will have to complete four to six case interviews, usually divided into two rounds, with each interview lasting approximately 50-60 minutes .

Being invited to first round usually means two or three case interviews. As noted above, you might also be asked to complete an online case or similar alongside your first round interviews.

If you ace first round, you will be invited to second round to face the same again, but more gruelling. Only then - after up to six case interviews in total, can you hope to receive an offer.

2.2. Differences between first and second round interviews

Despite case interviews in the first and second round following the same format, second/final round interviews will be significantly more intense . The seniority of the interviewer, time pressure (with up to three interviews back-to-back), and the sheer value of the job at stake will likely make a second round consulting case interview one of the most challenging moments of your professional life.

There are three key differences between the two rounds:

• Time Pressure : Final round case interviews test your ability to perform under pressure, with as many as three interviews in a row and often only very small breaks between them.
• Focus : Since second round interviewers tend to be more senior (usually partners with 12+ years experience) and will be more interested in your personality and ability to handle challenges independently. Some partners will drill down into your experiences and achievements to the extreme. They want to understand how you react to challenges and your ability to identify and learn from past mistakes.
• Psychological Pressure: While case interviews in the first round are usually more focused on you simply cracking the case, second round interviewers often employ a "bad cop" strategy to test the way you react to challenges and uncertainty.

2.3. What skills do case interviews assess?

Reliably impressing your interviewers means knowing what they are looking for. This means understanding the skills you are being assessed against in some detail.

Overall, it’s important always to remember that, with case studies, there are no strict right or wrong answers. What really matters is how you think problems through, how confident you are with your conclusions and how quick you are with the back of the envelope arithmetic.

The objective of this kind of interview isn’t to get to one particular solution, but to assess your skillset. This is even true of modern online cases, where sophisticated AI algorithms score how you work as well as the solutions you generate.

If you visit McKinsey , Bain and BCG web pages on case interviews, you will find that the three firms look for very similar traits, and the same will be true of other top consultancies.

Broadly speaking, your interviewer will be evaluating you across five key areas:

2.1.1.One: Probing mind

Showing intellectual curiosity by asking relevant and insightful questions that demonstrate critical thinking and a proactive nature. For instance, if we are told that revenues for a leading supermarket chain have been declining over the last ten years, a successful candidate would ask:

“ We know revenues have declined. This could be due to price or volume. Do we know how they changed over the same period? ”

This is as opposed to a laundry list of questions like:

• Did customers change their preferences?
• Which segment has shown the decline in volume?
• Is there a price war in the industry?

2.1.2. Structure

Structure in this context means structuring a problem. This, in turn, means creating a framework - that is, a series of clear, sequential steps in order to get to a solution.

As with the case interview in general, the focus with case study structures isn’t on reaching a solution, but on how you get there.

This is the trickiest part of the case interview and the single most common reason candidates fail.

We discuss how to properly structure a case in more detail in section three. In terms of what your interviewer is looking for at high level, though, key pieces of your structure should be:

• Proper understanding of the objective of the case - Ask yourself: "What is the single crucial piece of advice that the client absolutely needs?"
• Identification of the drivers - Ask yourself: "What are the key forces that play a role in defining the outcome?"

Our Problem Driven Structure method, discussed in section three, bakes this approach in at a fundamental level. This is as opposed to the framework-based approach you will find in older case-solving

Focus on going through memorised sequences of steps too-often means failing to develop a full understanding of the case and the real key drivers.

At this link, we run through a case to illustrate the difference between a standard framework-based approach and our Problem Driven Structure method.

2.1.3. Problem Solving

You’ll be tested on your ability to identify problems and drivers, isolate causes and effects, demonstrate creativity and prioritise issues. In particular, the interviewer will look for the following skills:

• Prioritisation - Can you distinguish relevant and irrelevant facts?
• Connecting the dots - Can you connect new facts and evidence to the big picture?
• Establishing conclusions - Can you establish correct conclusions without rushing to inferences not supported by evidence?

2.1.4. Numerical Agility

In case interviews, you are expected to be quick and confident with both precise and approximated numbers. This translates to:

• Performing simple calculations quickly - Essential to solve cases quickly and impress clients with quick estimates and preliminary conclusions.
• Analysing data - Extract data from graphs and charts, elaborate and draw insightful conclusions.
• Solving business problems - Translate a real world case to a mathematical problem and solve it.

Our article on consulting math is a great resource here, though the extensive math content in our MCC Academy is the best and most comprehensive material available.

2.1.5. Communication

Real consulting work isn’t just about the raw analysis to come up with a recommendation - this then needs to be sold to the client as the right course of action.

Similarly, in a case interview, you must be able to turn your answer into a compelling recommendation. This is just as essential to impressing your interviewer as your structure and analysis.

Consultants already comment on how difficult it is to find candidates with the right communication skills. Add to this the current direction of travel, where AI will be able to automate more and more of the routine analytic side of consulting, and communication becomes a bigger and bigger part of what consultants are being paid for.

So, how do you make sure that your recommendations are relevant, smart, and engaging? The answer is to master what is known as CEO-level communication .

This art of speaking like a CEO can be quite challenging, as it often involves presenting information in effectively the opposite way to how you might normally.

To get it right, there are three key areas to focus on in your communications:

• Top down : A CEO wants to hear the key message first. They will only ask for more details if they think that will actually be useful. Always consider what is absolutely critical for the CEO to know, and start with that. You can read more in our article on the Pyramid Principle .
• Concise : This is not the time for "boiling the ocean" or listing an endless number possible solutions. CEOs, and thus consultants, want a structured, quick and concise recommendation for their business problem, that they can implement immediately.
• Fact-based : Consultants share CEOs' hatred of opinions based on gut feel rather than facts. They want recommendations based on facts to make sure they are actually in control. Always go on to back up your conclusions with the relevant facts.

Being concise and to the point is key in many areas, networking being one for them. For more detail on all this, check out our full article on delivering recommendations .

Prep the right way

3. types of case interview.

While most case interviews share a similar structure, firms will have some differences in the particular ways they like to do things in terms of both the case study and the fit component.

As we’ll see, these differences aren’t hugely impactful in terms of how you prepare. That said, it's always good to know as much as possible about what you will be going up against.

3.1. Different case objectives

A guiding thread throughout this article and our approach in general will be to treat each case as a self-contained problem and not try to pigeonhole it into a certain category. Having said that, there are of course similarities between cases and we can identify certain parameters and objectives.

Broadly speaking, cases can be divided into issue-based cases and strategic decision cases. In the former you will be asked to solve a certain issue, such as declining profits, or low productivity whereas in the latter you will be ask whether your client should or should not do something, such as enter a specific market or acquire another company. The chart below is a good breakdown of these different objectives:

3.2. How do interviewers craft cases

While interviewers will very likely be given a case bank to choose from by their company, a good number of them will also choose to adapt the cases they would currently be working on to a case interview setting. The difference is that the latter cases will be harder to pigeonhole and apply standard frameworks to, so a tailored approach will be paramount.

If you’ve applied for a specific practice or type of consulting - such as operational consulting, for example - it’s very likely that you will receive a case geared towards that particular area alongside a ‘generalist’ consulting case (however, if that’s the case, you will generally be notified). The other main distinction when it comes to case interviews is between interviewer-led and candidate-led.

3.3. Candidate-led cases

Most consulting case interview questions test your ability to crack a broad problem, with a case prompt often going something like:

" How much would you pay to secure the rights to run a restaurant in the British Museum? "

You, as a candidate, are then expected to identify your path to solve the case (that is, provide a structure), leveraging your interviewer to collect the data and test your assumptions.

This is known as a “candidate-led” case interview and is used by Bain, BCG and other firms. From a structuring perspective, it’s easier to lose direction in a candidate-led case as there are no sign-posts along the way. As such, you need to come up with an approach that is both broad enough to cover all of the potential drivers in a case but also tailored enough to the problem you are asked to solve. It’s also up to you to figure out when you need to delve deeper into a certain branch of the case, brainstorm or ask for data. The following case from Bain is an excellent example on how to navigate a candidate-led case.

3.4. Interviewer-led cases

This type of case - employed most famously by McKinsey - is slightly different, with the interviewer controlling the pace and direction of the conversation much more than with other case interviews.

At McKinsey, your interviewer will ask you a set of pre-determined questions, regardless of your initial structure. For each question, you will have to understand the problem, come up with a mini structure, ask for additional data (if necessary) and come to the conclusion that answers the question. This more structured format of case also shows up in online cases by other firms - notably including BCG’s Casey chatbot (with the amusing result that practising McKinsey-style cases can be a great addition when prepping for BCG).

Essentially, these interviewer-led case studies are large cases made up of lots of mini-cases. You still use basically the same method as you would for standard (or candidate-led) cases - the main difference is simply that, instead of using that method to solve one big case, you are solving several mini-cases sequentially. These cases are easier to follow as the interviewer will guide you in the right direction. However, this doesn’t mean you should pay less attention to structure and deliver a generic framework! Also, usually (but not always!) the first question will ask you to map your approach and is the equivalent of the structuring question in candidate-led cases. Sometimes, if you’re missing key elements, the interviewer might prompt you in the right direction - so make sure to take those prompts seriously as they are there to help you get back on track (ask for 30 seconds to think on the prompt and structure your approach). Other times - and this is a less fortunate scenario - the interviewer might say nothing and simply move on to the next question. This is why you should put just as much thought (if not more) into the framework you build for interviewer-led cases , as you may be penalized if you produce something too generic or that doesn’t encompass all the issues of the case.

3.5. Case and fit

The standard case interview can be thought of as splitting into two standalone sub-interviews. Thus “case interviews” can be divided into the case study itself and a “fit interview” section, where culture fit questions are asked.

This can lead to a bit of confusion, as the actual case interview component might take up as little as half of your scheduled “case interview”. You need to make sure you are ready for both aspects.

To illustrate, here is the typical case interview timeline:

• First 15-30 minutes: Fit Interview - with questions assessing your motivation to be a consultant in that specific firm and your traits around leadership and teamwork. Learn more about the fit interview in our in-depth article here .
• Next 30-40 minutes: Case Interview - solving a case study
• Last 5 minutes: Fit Interview again - this time focussing on your questions for your interviewer.

Both the Case and Fit interviews play crucial roles in the finial hiring decision. There is no “average” taken between case and fit interviews: if your performance is not up to scratch in either of the two, you will not be able to move on to the next interview round or get an offer.

NB: No case without fit

Note that, even if you have only been told you are having a case interview or otherwise are just doing a case study, always be prepared to answer fit questions. At most firms, it is standard practice to include some fit questions in all case interviews, even if there are also separate explicit fit interviews, and interviewers will almost invariably include some of these questions around your case. This is perfectly natural - imagine how odd and artificial it would be to show up to an interview, simply do a case and leave again, without talking about anything else with the interviewer before or after.

3.5.1 Differences between firms

For the most part, a case interview is a case interview. However, firms will have some differences in the particular ways they like to do things in terms of both the case study and the fit component.

3.5.2. The McKinsey PEI

McKinsey brands its fit aspect of interviews as the Personal Experience Interview or PEI. Despite the different name, this is really much the same interview you will be going up against in Bain, BCG and any similar firms.

McKinsey does have a reputation for pushing candidates a little harder with fit or PEI questions , focusing on one story per interview and drilling down further into the specific details each time. We discuss this tendency more in our fit interview article . However, no top end firm is going to go easy on you and you should absolutely be ready for the same level of grilling at Bain, BCG and others. Thus any difference isn’t hugely salient in terms of prep.

3.6. What is different in 2023?

For the foreseeable future, you are going to have to go through multiple live case interviews to secure any decent consulting job. These might increasingly happen via Zoom rather than in person, but they should remain largely the same otherwise.

However, things are changing and the rise of AI in recent months seems pretty much guaranteed to accelerate existing trends.

Even before the explosive development of AI chatbots like ChatGPT we have seen in recent months, automation was already starting to change the recruitment process.

As we mentioned, case interviews are expensive and inconvenient for firms to run . Ideally, then, firms will try to reduce the number of interviews required for recruitment as far as possible. For many years, tests of various kinds served to cut down the applicant pool and thus the number of interviews. However, these tests had a limited capacity to assess candidates against the full consulting skillset in the way that case interviews do so well.

More recently, though, the development of online testing has allowed for more and more advanced assessments. Top consulting firms have been leveraging screening tests that better and better capture the same skillset as case interviews. Eventually this is converging on automated case studies. We see this very clearly with the addition of the Redrock case to McKinsey’s Solve assessment.

As these digital cases become closer to the real thing, the line between test and case interview blurs. Online cases don’t just reduce the number of candidates to case interview, but start directly replacing them.

Case in point here is BCG’s Casey chatbot . Previously, BCG had deployed less advanced online cases and similar tests to weed out some candidates before live case interviews began. Now, though, Casey actually replaces one first round case interview.

Casey, at time of writing, is still a relatively “basic” chatbot, basically running through a pre-set script. The Whatsapp-like interface does a lot of work to make it feel like one is chatting to a “real person” - the chatbot itself, though, cannot provide feedback or nudges to candidates as would a human interviewer.

We fully expect that, as soon as BCG and other firms can train a truer AI, these online cases will become more widespread and start replacing more live interviews.

We discuss the likely impacts of advanced AI on consulting recruitment and the industry more broadly in our blog.

Here, though, the real message is that you should expect to run into digital cases as well as traditional case interviews.

Luckily, despite any changes in specific case interview format, you will still need to master the same fundamental skills and prepare in much the same way.

We’ll cover a few ways to help prepare for chatbot cases in section four. Ultimately, though, firms are looking for the same problem solving ability and mindset as a real interviewer. Especially as chatbots get better at mimicking a real interviewer, candidates who are well prepared for case cracking in general should have no problem with AI administered cases.

3.6.1. Automated fit interviews

Analogous to online cases, in recent years there has been a trend towards automated, “one way” fit interviews, with these typically being administered for consultancies by specialist contractors like HireVue or SparkHire.

These are kind of like Zoom interviews, but if the interviewer didn’t show up. Instead you will be given fit questions to answer and must record your answer in your computer webcam. Your response will then go on to be assessed by an algorithm, scoring both what you say and how you say it.

Again, with advances in AI, it is easy to imagine these automated case interviews going from fully scripted interactions, where all candidates are asked the same list of questions, to a more interactive experience. Thus, we might soon arrive at a point where you are being grilled on the details of your stories - McKinsey PEI style - but by a bot rather than a human.

We include some tips on this kind of “one way” fit interview in section six here.

4. How to solve cases with the Problem-Driven Structure?

If you look around online for material on how to solve case studies, a lot of what you find will set out framework-based approaches. However, as we have mentioned, these frameworks tend to break down with more complex, unique cases - with these being exactly the kind of tough case studies you can expect to be given in your case interviews.

To address this problem, the MyConsultingCoach team has synthesized a new approach to case cracking that replicates how top management consultants approach actual engagements.

MyConsultingCoach’s Problem Driven Structure approach is a universal problem solving method that can be applied to any business problem , irrespective of its nature.

As opposed to just selecting a generic framework for each case interview, the Problem Driven Structure approach works by generating a bespoke structure for each individual question and is a simplified version of the roadmap McKinsey consultants use when working on engagements.

The canonical seven steps from McKinsey on real projects are simplified to four for case interview questions, as the analysis required for a six-month engagement is somewhat less than that needed for a 45-minute case study. However, the underlying flow is the same (see the method in action in the video below)

Let's zoom in to see how our method actually works in more detail:

4.1. Identify the problem

Identifying the problem means properly understanding the prompt/question you are given, so you get to the actual point of the case.

This might sound simple, but cases are often very tricky, and many candidates irretrievably mess things up within the first few minutes of starting. Often, they won’t notice this has happened until they are getting to the end of their analysis. Then, they suddenly realise that they have misunderstood the case prompt - and have effectively been answering the wrong question all along!

With no time to go back and start again, there is nothing to do. Even if there were time, making such a silly mistake early on will make a terrible impression on their interviewer, who might well have written them off already. The interview is scuppered and all the candidate’s preparation has been for nothing.

This error is so galling as it is so readily avoidable.

Our method prevents this problem by placing huge emphasis on a full understanding of the case prompt. This lays the foundations for success as, once we have identified the fundamental, underlying problem our client is facing, we focus our whole analysis around finding solutions to this specific issue.

Now, some case interview prompts are easy to digest. For example, “Our client, a supermarket, has seen a decline in profits. How can we bring them up?”. However, many of the prompts given in interviews for top firms are much more difficult and might refer to unfamiliar business areas or industries. For example, “How much would you pay for a banking license in Ghana?” or “What would be your key areas of concern be when setting up an NGO?”

Don’t worry if you have no idea how you might go about tackling some of these prompts!

In our article on identifying the problem and in our full lesson on the subject in our MCC Academy course, we teach a systematic, four step approach to identifying the problem , as well as running through common errors to ensure you start off on the right foot every time!

This is summarised here:

Following this method lets you excel where your competitors mess up and get off to a great start in impressing your interviewer!

4.2. Build your problem driven structure

After you have properly understood the problem, the next step is to successfully crack a case is to draw up a bespoke structure that captures all the unique features of the case.

This is what will guide your analysis through the rest of the case study and is precisely the same method used by real consultants working on real engagements.

Of course, it might be easier here to simply roll out one an old-fashioned framework, and a lot of candidates will do so. This is likely to be faster at this stage and requires a lot less thought than our problem-driven structure approach.

However, whilst our problem driven structure approach requires more work from you, our method has the advantage of actually working in the kind of complex case studies where generic frameworks fail - that is exactly the kind of cases you can expect at an MBB interview .

Since we effectively start from first principles every time, we can tackle any case with the same overarching method. Simple or complex, every case is the same to you and you don’t have to gamble a job on whether a framework will actually work

4.2.1 Issue trees

Issue trees break down the overall problem into a set of smaller problems that you can then solve individually. Representing this on a diagram also makes it easy for both you and your interviewer to keep track of your analysis.

To see how this is done, let’s look at the issue tree below breaking down the revenues of an airline:

These revenues can be segmented as the number of customers multiplied by the average ticket price. The number of customers can be further broken down into a number of flights multiplied by the number of seats, times average occupancy rate. The node corresponding to the average ticket price can then be segmented further.

4.2.2 Hypothesis trees

Hypothesis trees are similar, the only difference being that rather than just trying to break up the issue into smaller issues you are assuming that the problem can be solved and you are formulating solutions.

In the example above, you would assume revenues can be increased by either increasing the average ticket price or the number of customers . You can then hypothesize that you can increase the average occupancy rate in three ways: align the schedule of short and long haul flights, run a promotion to boost occupancy in off-peak times, or offer early bird discounts.

4.2.3 Other structures:structured lists

Structured lists are simply subcategories of a problem into which you can fit similar elements. This McKinsey case answer starts off by identifying several buckets such as retailer response, competitor response, current capabilities and brand image and then proceeds to consider what could fit into these categories.

Buckets can be a good way to start the structure of a complex case but when using them it can be very difficult to be MECE and consistent, so you should always aim to then re-organize them into either an issue or a hypothesis tree.

It is worth noting that the same problem can be structured in multiple valid ways by choosing different means to segment the key issues. Ultimately all these lists are methods to set out a logical hierachy among elements.

4.2.4 Structures in practice

That said, not all valid structures are equally useful in solving the underlying problem. A good structure fulfils several requirements - including MECE-ness , level consistency, materiality, simplicity, and actionability. It’s important to put in the time to master segmentation, so you can choose a scheme isn’t only valid, but actually useful in addressing the problem.

After taking the effort to identify the problem properly, an advantage of our method is that it will help ensure you stay focused on that same fundamental problem throughout. This might not sound like much, but many candidates end up getting lost in their own analysis, veering off on huge tangents and returning with an answer to a question they weren’t asked.

Another frequent issue - particularly with certain frameworks - is that candidates finish their analysis and, even if they have successfully stuck to the initial question, they have not actually reached a definite solution. Instead, they might simply have generated a laundry list of pros and cons, with no clear single recommendation for action.

Clients employ consultants for actionable answers, and this is what is expected in the case interview. The problem driven structure excels in ensuring that everything you do is clearly related back to the key question in a way that will generate a definitive answer. Thus, the problem driven structure builds in the hypothesis driven approach so characteristic of real consulting practice.

You can learn how to set out your own problem driven structures in our article here and in our full lesson in the MCC Academy course.

4.2. Lead the analysis

A problem driven structure might ensure we reach a proper solution eventually, but how do we actually get there?

We call this step " leading the analysis ", and it is the process whereby you systematically navigate through your structure, identifying the key factors driving the issue you are addressing.

Generally, this will mean continuing to grow your tree diagram, further segmenting what you identify as the most salient end nodes and thus drilling down into the most crucial factors causing the client’s central problem.

Once you have gotten right down into the detail of what is actually causing the company’s issues, solutions can then be generated quite straightforwardly.

To see this process in action, we can return to our airline revenue example:

Let’s say we discover the average ticket price to be a key issue in the airline’s problems. Looking closer at the drivers of average ticket price, we find that the problem lies with economy class ticket prices. We can then further segment that price into the base fare and additional items such as food.

Having broken down the issue to such a fine-grained level and considering the 80/20 rule(see below), solutions occur quite naturally. In this case, we can suggest incentivising the crew to increase onboard sales, improving assortment in the plane, or offering discounts for online purchases.

Our article on leading the analysis is a great primer on the subject, with our video lesson in the MCC Academy providing the most comprehensive guide available.

4.4. Provide recommendations

So you have a solution - but you aren’t finished yet!

Now, you need to deliver your solution as a final recommendation.

This should be done as if you are briefing a busy CEO and thus should be a one minute, top-down, concise, structured, clear, and fact-based account of your findings.

The brevity of the final recommendation belies its importance. In real life consulting, the recommendation is what the client has potentially paid millions for - from their point of view, it is the only thing that matters.

In a case interview, your performance in this final summing up of your case is going to significantly colour your interviewer’s parting impression of you - and thus your chances of getting hired!

So, how do we do it right?

Barbara Minto's Pyramid Principle elegantly sums up almost everything required for a perfect recommendation. The answer comes first , as this is what is most important. This is then supported by a few key arguments , which are in turn buttressed by supporting facts .

Across the whole recommendation, the goal isn’t to just summarise what you have done. Instead, you are aiming to synthesize your findings to extract the key "so what?" insight that is useful to the client going forward.

All this might seem like common sense, but it is actually the opposite of how we relay results in academia and other fields. There, we typically move from data, through arguments and eventually to conclusions. As such, making good recommendations is a skill that takes practice to master.

We can see the Pyramid Principle illustrated in the diagram below:

To supplement the basic Pyramid Principle scheme, we suggest candidates add a few brief remarks on potential risks and suggested next steps . This helps demonstrate the ability for critical self-reflection and lets your interviewer see you going the extra mile.

The combination of logical rigour and communication skills that is so definitive of consulting is particularly on display in the final recommendation.

Despite it only lasting 60 seconds, you will need to leverage a full set of key consulting skills to deliver a really excellent recommendation and leave your interviewer with a good final impression of your case solving abilities.

Our specific article on final recommendations and the specific video lesson on the same topic within our MCC Academy are great, comprehensive resources. Beyond those, our lesson on consulting thinking and our articles on MECE and the Pyramid Principle are also very useful.

4.5. What if I get stuck?

Naturally with case interviews being difficult problems there may be times where you’re unsure what to do or which direction to take. The most common scenario is that you will get stuck midway through the case and there are essentially two things that you should do:

• 1. Go back to your structure
• 2. Ask the interviewer for clarification

Your structure should always be your best friend - after all, this is why you put so much thought and effort into it: if it’s MECE it will point you in the right direction. This may seem abstract but let’s take the very simple example of a profitability case interview: if you’ve started your analysis by segmenting profit into revenue minus costs and you’ve seen that the cost side of the analysis is leading you nowhere, you can be certain that the declining profit is due to a decline in revenue.

Similarly, when you’re stuck on the quantitative section of the case interview, make sure that your framework for calculations is set up correctly (you can confirm this with the interviewer) and see what it is you’re trying to solve for: for example if you’re trying to find what price the client should sell their new t-shirt in order to break even on their investment, you should realize that what you’re trying to find is the break even point, so you can start by calculating either the costs or the revenues. You have all the data for the costs side and you know they’re trying to sell 10.000 pairs so you can simply set up the equation with x being the price.

As we’ve emphasised on several occasions, your case interview will be a dialogue. As such, if you don’t know what to do next or don’t understand something, make sure to ask the interviewer (and as a general rule always follow their prompts as they are trying to help, not trick you). This is especially true for the quantitative questions, where you should really understand what data you’re looking at before you jump into any calculations. Ideally you should ask your questions before you take time to formulate your approach but don’t be afraid to ask for further clarification if you really can’t make sense of what’s going on. It’s always good to walk your interviewer through your approach before you start doing the calculations and it’s no mistake to make sure that you both have the same understanding of the data. For example when confronted with the chart below, you might ask what GW (in this case gigawatt) means from the get-go and ask to confirm the different metrics (i.e. whether 1 GW = 1000 megawatts). You will never be penalised for asking a question like that.

5. What to remember in case interviews

If you’re new to case cracking you might feel a bit hopeless when you see a difficult case question, not having any idea where to start.

In fact though, cracking case interviews is much like playing chess. The rules you need to know to get started are actually pretty simple. What will make you really proficient is time and practice.

In this section, we’ll run through a high level overview of everything you need to know, linking to more detailed resources at every step.

5.1. An overall clear structure

You will probably hear this more than you care for but it is the most important thing to keep in mind as you start solving cases, as not only it is a key evaluation criterion but the greatest tool you will have at your disposal. The ability to build a clear structure in all aspects of the case inteview will be the difference between breezing through a complicated case and struggling at its every step. Let’s look a bit closer at the key areas where you should be structured!

5.1.1 Structured notes

Every case interview starts with a prompt, usually verbal, and as such you will have to take some notes. And here is where your foray into structure begins, as the notes you take should be clear, concise and structured in a way that will allow you to repeat the case back to the interviewer without writing down any unnecessary information.

This may sound very basic but you should absolutely not be dismissive about it: taking clear and organized notes will allow what we found helps is to have separate sections for:

• The case brief
• Follow-up questions and answers
• Numerical data
• Case structure (the most crucial part when solving the case)
• Any scrap work during the case (usually calculations)

When solving the case - or, as we call it here, in the Lead the analysis step, it is highly recommended to keep on feeding and integrating your structure, so that you never get lost. Maintaining a clear high level view is one of the most critical aspects in case interviews as it is a key skill in consulting: by constantly keeping track of where you are following your structure, you’ll never lose your focus on the end goal.

In the case of an interviewer-led case, you can also have separate sheets for each question (e.g. Question 1. What factors can we look at that drive profitability?). If you develop a system like this you’ll know exactly where to look for each point of data rather than rummage around in untidy notes. There are a couple more sections that you may have, depending on preference - we’ll get to these in the next sections.

5.1.2 Structured communication

There will be three main types of communication in cases:

• 1. Asking and answering questions
• 2. Walking the interviewer through your structure (either the case or calculation framework - we’ll get to that in a bit!)
• 3. Delivering your recommendation

Asking and answering questions will be the most common of these and the key thing to do before you speak is ask for some time to collect your thoughts and get organised. What you want to avoid is a ‘laundry list’ of questions or anything that sounds too much like a stream of consciousness.

Different systems work for different candidates but a sure-fire way of being organised is numbering your questions and answers. So rather than saying something like ‘I would like to ask about the business model, operational capacity and customer personas’ it’s much better to break it down and say something along the lines of ‘I’ve got three key questions. Firstly I would like to inquire into the business model of our client. Secondly I would like to ask about their operational capacity. Thirdly I would like to know more about the different customer personas they are serving’.

A similar principle should be applied when walking the interviewer through your structure, and this is especially true of online case interviews (more and more frequent now) when the interviewer can’t see your notes. Even if you have your branches or buckets clearly defined, you should still use a numbering system to make it obvious to the interviewer. So, for example, when asked to identify whether a company should make an acquisition, you might say ‘I would like to examine the following key areas. Firstly the financial aspects of this issue, secondly the synergies and thirdly the client’s expertise’

The recommendation should be delivered top-down (see section 4.4 for specifics) and should employ the same numbering principle. To do so in a speedy manner, you should circle or mark the key facts that you encounter throughout the case so you can easily pull them out at the end.

5.1.3 Structured framework

It’s very important that you have a systematic approach - or framework - for every case. Let’s get one thing straight: there is a difference between having a problem-solving framework for your case and trying to force a case into a predetermined framework. Doing the former is an absolute must , whilst doing the latter will most likely have you unceremoniously dismissed.

We have seen there are several ways of building a framework, from identifying several categories of issues (or ‘buckets’) to building an issue or hypothesis tree (which is the most efficient type of framework). For the purpose of organization, we recommend having a separate sheet for the framework of the case, or, if it’s too much to manage, you can have it on the same sheet as the initial case prompt. That way you’ll have all the details as well as your proposed solution in one place.

5.1.4 Structured calculations

Whether it’s interviewer or candidate-led, at some point in the case you will get a bunch of numerical data and you will have to perform some calculations (for the specifics of the math you’ll need on consulting interviews, have a look at our Consulting Math Guide ). Here’s where we urge you to take your time and not dive straight into calculating! And here’s why: while your numerical agility is sure to impress interviewers, what they’re actually looking for is your logic and the calculations you need to perform in order to solve the problem . So it’s ok if you make a small mistake, as long as you’re solving for the right thing.

As such, make it easy for them - and yourself. Before you start, write down in steps the calculations you need to perform. Here’s an example: let’s say you need to find out by how much profits will change if variable costs are reduced by 10%. Your approach should look something like:

• 1. Calculate current profits: Profits = Revenues - (Variable costs + Fixed costs)
• 2. Calculate the reduction in variable costs: Variable costs x 0.9
• 3. Calculate new profits: New profits = Revenues - (New variable costs + Fixed costs)

Of course, there may be more efficient ways to do that calculation, but what’s important - much like in the framework section - is to show your interviewer that you have a plan, in the form of a structured approach. You can write your plan on the sheet containing the data, then perform the calculations on a scrap sheet and fill in the results afterward.

5.2. Common business knowledge and formulas

Although some consulting firms claim they don’t evaluate candidates based on their business knowledge, familiarity with basic business concepts and formulae is very useful in terms of understanding the case studies you are given in the first instance and drawing inspiration for structuring and brainstorming.

If you are coming from a business undergrad, an MBA or are an experienced hire, you might well have this covered already. For those coming from a different background, it may be useful to cover some.

Luckily, you don’t need a degree-level understanding of business to crack case interviews , and a lot of the information you will pick up by osmosis as you read through articles like this and go through cases.

However, some things you will just need to sit down and learn. We cover everything you need to know in some detail in our Case Academy Course course. However, some examples here of things you need to learn are:

• Basic accounting (particularly how to understand all the elements of a balance sheet)
• Basic economics
• Basic marketing
• Basic strategy

Below we include a few elementary concepts and formulae so you can hit the ground running in solving cases. We should note that you should not memorise these and indeed a good portion of them can be worked out logically, but you should have at least some idea of what to expect as this will make you faster and will free up much of your mental computing power. In what follows we’ll tackle concepts that you will encounter in the private business sector as well as some situations that come up in cases that feature clients from the NGO or governmental sector.

5.2.1 Business sector concepts

These concepts are the bread and butter of almost any business case so you need to make sure you have them down. Naturally, there will be specificities and differences between cases but for the most part here is a breakdown of each of them.

5.2.1.1. Revenue

The revenue is the money that the company brings in and is usually equal to the number of products they sell multiplied to the price per item and can be expressed with the following equation:

Revenue = Volume x Price

Companies may have various sources of revenue or indeed multiple types of products, all priced differently which is something you will need to account for in your case interview. Let’s consider some situations. A clothing company such as Nike will derive most of their revenue from the number of products they sell times the average price per item. Conversely, for a retail bank revenue is measured as the volume of loans multiplied by the interest rate at which the loans are given out. As we’ll see below, we might consider primary revenues and ancillary revenues: in the case of a football club, we might calculate primary revenues by multiplying the number of tickets sold by the average ticket price, and ancillary revenues those coming from sales of merchandise (similarly, let’s say average t-shirt price times the number of t-shirts sold), tv rights and sponsorships.

These are but a few examples and another reminder that you should always aim to ask questions and understand the precise revenue structure of the companies you encounter in cases.

5.2.1.2. Costs

The costs are the expenses that a company incurs during its operations. Generally, they can be broken down into fixed and variable costs :

Costs = Fixed Costs + Variable Costs

As their name implies, fixed costs do not change based on the number of units produced or sold. For example, if you produce shoes and are renting the space for your factory, you will have to pay the rent regardless of whether you produce one pair or 100. On the other hand, variable costs depend on the level of activity, so in our shoe factory example they would be equivalent to the materials used to produce each pair of shoes and would increase the more we produce.

These concepts are of course guidelines used in order to simplify the analysis in cases, and you should be aware that in reality often the situation can be more complicated. However, this should be enough for case interviews. Costs can also be quasi-fixed, in that they increase marginally with volume. Take the example of a restaurant which has a regular staff, incurring a fixed cost but during very busy hours or periods they also employ some part-time workers. This cost is not exactly variable (as it doesn’t increase with the quantity of food produced) but also not entirely fixed, as the number of extra hands will depend on how busy the restaurant is. Fixed costs can also be non-linear in nature. Let’s consider the rent in the same restaurant: we would normally pay a fixed amount every month, but if the restaurant becomes very popular we might need to rent out some extra space so the cost will increase. Again, this is not always relevant for case interviews.

5.2.1.3. Profit and profit margin

The profit is the amount of money a company is left with after it has paid all of its expenses and can be expressed as follows:

Profit = Revenue - Costs

It’s very likely that you will encounter a profitability issue in one of your case interviews, namely you will be asked to increase a company’s profit. There are two main ways of doing this: increasing revenues and reducing costs , so these will be the two main areas you will have to investigate. This may seem simple but what you will really need to understand in a case are the key drivers of a business (and this should be done through clarifying questions to the interviewer - just as a real consultant would question their client).

For example, if your client is an airline you can assume that the main source of revenue is sales of tickets, but you should inquire how many types of ticket the specific airline sells. You may naturally consider economy and business class tickets, but you may find out that there is a more premium option - such as first class - and several in-between options. Similarly to our football club example, there may be ancillary revenues from selling of food and beverage as well as advertising certain products or services on flights.

You may also come across the profit margin in case interviews. This is simply the percentage of profit compared to the revenue and can be expressed as follows:

Profit margin = Profit/Revenue x 100

5.2.1.4. Break-even point

An ancillary concept to profit, the break-even point is the moment where revenues equal costs making the profit zero and can be expressed as the following equation:

Revenues = Costs (Fixed costs + Variable costs)

This formula will be useful when you are asked questions such as ‘What is the minimum price I should sell product X?’ or ‘What quantity do I need to sell in order to recoup my investment?’. Let’s say in a case interview an owner of a sandwich store asks us to figure out how many salami and cheese salami sandwiches she needs to sell in order to break even. She’s spending $4 on salami and $2 for cheese and lettuce per sandwich, and believes she can sell the sandwiches at around $7. The cost of utilities and personnel is around $5000 per month. We could lay this all out in the break-even equation:

7 x Q ( quantity ) = (4+2) x Q + 5000 ( variable + fixed costs )

In a different scenario, we may be asked to calculate the break-even price . Let’s consider our sandwich example and say our owner knows she has enough ingredients for about 5000 sandwiches per month but is not sure how much to sell them for. In that case, if we know our break-even equation, we can simply make the following changes:

P ( price ) x 5000 = (4+2) x 5000 + 5000

By solving the equation we get to the price of $7 per sandwich.

5.2.1.5. Market share and market size

We can also consider the market closely with profit, as in fact the company’s performance in the market is what drives profits. The market size is the total number of potential customers for a certain business or product, whereas the market share is the percentage of that market that your business controls (or could control, depending on the case).

There is a good chance you will have to estimate the market size in one of your case interviews and we get into more details on how to do that below. You may be asked to estimate this in either number of potential customers or total value . The latter simply refers to the number of customers multiplied by the average value of the product or service.

To calculate the market share you will have to divide the company’s share by the total market size and multiply by 100:

Note, though, that learning the very basics of business is the beginning rather than the end of your journey. Once you are able to “speak business” at a rudimentary level, you should try to “become fluent” and immerse yourself in reading/viewing/listening to as wide a variety of business material as possible, getting a feel for all kinds of companies and industries - and especially the kinds of problems that can come up in each context and how they are solved. The material put out by the consulting firms themselves is a great place to start, but you should also follow the business news and find out about different companies and sectors as much as possible between now and interviews. Remember, if you’re going to be a consultant, this should be fun rather than a chore!

5.3 Public sector and NGO concepts

As we mentioned, there will be some cases (see section 6.6 for a more detailed example) where the key performance indicators (or KPIs in short) will not be connected to profit. The most common ones will involve the government of a country or an NGO, but they can be way more diverse and require more thought and application of first principles. We have laid out a couple of the key concepts or KPIs that come up below

5.3.1 Quantifiability

In many such scenarios you will be asked to make an important strategic decision of some kind or to optimise a process. Of course these are not restricted to non-private sector cases but this is where they really come into their own as there can be great variation in the type of decision and the types of field.

While there may be no familiar business concepts to anchor yourself onto, a concept that is essential is quantifiability . This means, however qualitative the decision might seem, consultants rely on data so you should always aim to have aspects of a decision that can be quantified, even if the data doesn’t present itself in a straightforward manner.

Let’s take a practical example. Your younger sibling asks you to help them decide which university they should choose if they want to study engineering. One way to structure your approach would be to segment the problem into factors affecting your sibling’s experience at university and experience post-university. Within the ‘at uni’ category you might think about the following:

• Financials : How much are tuition costs and accommodation costs?
• Quality of teaching and research : How are possible universities ranked in the QS guide based on teaching and research?
• Quality of resources : How well stocked is their library, are the labs well equipped etc.?
• Subject ranking : How is engineering at different unis ranked?
• Life on campus and the city : What are the living costs in the city where the university is based? What are the extracurricular opportunities and would your sibling like to live in that specific city based on them?

Within the ‘out of uni’ category you might think about:

• Exit options : What are the fields in which your sibling could be employed and how long does it take the average student of that university to find a job?
• Alumni network : What percentage of alumni are employed by major companies?
• Signal : What percentage of applicants from the university get an interview in major engineering companies and related technical fields?

You will perhaps notice that all the buckets discussed pose quantifiable questions meant to provide us with data necessary to make a decision. It’s no point to ask ‘Which university has the nicest teaching staff?’ as that can be a very subjective metric.

5.3.1 Impact

Another key concept to consider when dealing with sectors other than the private one is how impactful a decision or a line of inquiry is on the overarching issue , or whether all our branches in our issue tree have a similar impact. This can often come in the form of impact on lives, such as in McKinsey’s conservation case discussed below, namely how many species can we save with our choice of habitat.

5.4 Common consulting concepts

Consultants use basic business concepts on an every day basis, as they help them articulate their frameworks to problems. However, they also use some consulting specific tools to quality check their analysis and perform in the most efficient way possible. These principles can be applied to all aspects of a consultant’s work, but for brevity we can say they mostly impact a consultant’s systematic approach and communication - two very important things that are also tested in case interviews. Therefore, it’s imperative that you not only get to know them, but learn how and when to use them as they are at the very core of good casing. They are MECE-ness, the Pareto Principle and the Pyramid principle and are explained briefly below - you should, however, go on to study them in-depth in their respective articles.

Perhaps the central pillar of all consulting work and an invaluable tool to solve cases, MECE stands for Mutually Exclusive and Collectively Exhaustive . It can refer to any and every aspect in a case but is most often used when talking about structure. We have a detailed article explaining the concept here , but the short version is that MECE-ness ensures that there is no overlap between elements of a structure (i.e. the Mutually Exclusive component) and that it covers all the drivers or areas of a problem (Collectively Exhaustive). It is a concept that can be applied to any segmentation when dividing a set into subsets that include it wholly but do not overlap.

Let’s take a simple example and then a case framework example. In simple terms, when we are asked to break down the set ‘cars’ into subsets, dividing cars into ‘red cars’ and ‘sports cars’ is neither mutually exclusive (as there are indeed red sports cars) nor exhaustive of the whole set (i.e. there are also yellow non-sports cars that are not covered by this segmentation). A MECE way to segment would be ‘cars produced before 2000’ and ‘cars produced after 2000’ as this segmentation allows for no overlap and covers all the cars in existence.

Dividing cars can be simple, but how can we ensure MECEness in a case-interview a.k.a. a business situation. While the same principles apply, a good tip to ensure that your structure is MECE is to think about all the stakeholders - i.e. those whom a specific venture involves.

Let’s consider that our client is a soda manufacturer who wants to move from a business-to-business strategy, i.e. selling to large chains of stores and supermarkets, to a business-to-consumer strategy where it sells directly to consumers. In doing so they would like to retrain part of their account managers as direct salespeople and need to know what factors to consider.

A stakeholder-driven approach would be to consider the workforce and customers and move further down the issue tree, thinking about individual issues that might affect them. In the case of the workforce, we might consider how the shift would affect their workload and whether it takes their skillset into account. As for the customers, we might wonder whether existing customers would be satisfied with this move: will the remaining B2B account managers be able to provide for the needs of all their clients and will the fact that the company is selling directly to consumers now not cannibalise their businesses? We see how by taking a stakeholder-centred approach we can ensure that every single perspective and potential issue arising from it is fully covered.

5.4.2 The Pareto Principle

Also known as the 80/20 rule, this principle is important when gauging the impact of a decision or a factor in your analysis. It simply states that in business (but not only) 80% of outcomes come from 20% of causes. What this means is you can make a few significant changes that will impact most of your business organisation, sales model, cost structure etc.

Let’s have a look at 3 quick examples to illustrate this:

• 80% of all accidents are caused by 20% of drivers
• 20% of a company’s products account for 80% of the sales
• 80% of all results in a company are driven by 20% of its employees

The 80/20 rule will be a very good guide line in real engagements as well as case interviews, as it will essentially point to the easiest and most straightforward way of doing things. Let’s say one of the questions in a case is asking you to come up with an approach to understand the appeal of a new beard trimmer. Obviously you can’t interview the whole male population so you might think about setting up a webpage and asking people to comment their thoughts. But what you would get would be a laundry list of difficult to sift through data.

Using an 80/20 approach you would segment the population based on critical factors (age groups, grooming habits etc.) and then approach a significant sample size of each (e.g. 20), analysing the data and reaching a conclusion.

5.4.3 The Pyramid Principle

This principle refers to organising your communication in a top-down , efficient manner. While this is generally applicable, the pyramid principle will most often be employed when delivering the final recommendation to your client. This means - as is implicit in the name - that you would organise your recommendation (and communication in general) as a pyramid, stating the conclusion or most important element at the top then go down the pyramid listing 3 supporting arguments and then further (ideally also 3) supporting arguments for those supporting arguments.

Let’s look at this in practice in a case interview context: your client is a German air-conditioning unit manufacturer who was looking to expand into the French market. However, after your analysis you’ve determined that the market share they were looking to capture would not be feasible. A final recommendation using the Pyramid Principle would sound something like this: ‘I recommend that we do not enter the German market for the following three reasons. Firstly, the market is too small for our ambitions of $50 million. Secondly the market is heavily concentrated, being controlled by three major players and our 5 year goal would amount to controlling 25% of the market, a share larger than that of any of the players. Thirdly, the alternative of going into the corporate market would not be feasible, as it has high barriers to entry.Then, if needed, we could delve deeper into each of our categories

6. Case examples or building blocks?

As we mentioned before, in your case interview preparation you will undoubtedly find preparation resources that claim that there are several standard types of cases and that there is a general framework that can be applied to each type of case. While there are indeed cases that are straightforward at least in appearance and seemingly invite the application of such frameworks, the reality is never that simple and cases often involve multiple or more complicated components that cannot be fitted into a simple framework.

At MCC we don’t want you to get into the habit of trying to identify which case type you’re dealing with and pull out a framework, but we do recognize that there are recurring elements in frameworks that are useful - such as the profitability of a venture (with its revenues and costs), the valuation of a business, estimating and segmenting a market and pricing a product.

We call these building blocks because they can be used to build case frameworks but are not a framework in and of themselves, and they can be shuffled around and rearranged in any way necessary to be tailored to our case. Hence, our approach is not to make you think in terms of case types but work from first principles and use these building blocks to build your own framework. Let’s take two case prompts to illustrate our point.

The first is from the Bain website, where the candidate is asked whether they think it’s a good idea for their friend to open a coffee shop in Cambridge UK (see the case here ). The answer framework provided here is a very straightforward profitability analysis framework, examining the potential revenues and potential costs of the venture:

While this is a good point to start for your case interview (especially taken together with the clarifying questions), we will notice that this approach will need more tailoring to the case - for example the quantity of coffee will be determined by the market for coffee drinkers in Cambridge, which we have to determine based on preference. We are in England so a lot of people will be drinking tea but we are in a university town so perhaps more people than average are drinking coffee as it provides a better boost when studying. All these are some much needed case-tailored hypotheses that we can make based on the initial approach.

Just by looking at this case we might be tempted to say that we can just take a profitability case and apply it without any issues. However, this generic framework is just a starting point and in reality we would need to tailor it much further in the way we had started to do in order to get to a satisfactory answer. For example, the framework for this specific case interview doesn’t cover aspects such as the customer’s expertise: does the friend have any knowledge of the coffee business, such as where to source coffee and how to prepare it? Also, we could argue there may be some legal factors to consider here, such as any approvals that they might need from the city council to run a coffee shop on site, or some specific trade licences that are not really covered in the basic profitability framework.

Let’s take a different case , however, from the McKinsey website. In this scenario, the candidate is being asked to identify some factors in order to choose where to focus the client’s conservation efforts. Immediately we can realise that this case doesn’t lend itself to any pre-packaged framework and we will need to come up with something from scratch - and take a look at McKinsey’s answer of the areas to focus on:

We notice immediately that this framework is 100% tailored to the case - of course there are elements which we encounter in other cases, such as costs and risks but again these are applied in an organic way. It’s pretty clear that while no standard framework would work in this case, the aforementioned concepts - costs and risks - and the way to approach them (a.k.a building blocks ) are fundamentally similar throughout cases (with the obvious specificities of each case).

In what follows, we’ll give a brief description of each building block starting from the Bain example discussed previously, in order to give you a general idea of what they are and their adaptability, but you should make sure to follow the link to the in-depth articles to learn all their ins and outs.

6.1 Estimates and segmentation

This building block will come into play mostly when you’re thinking about the market for a certain product (but make sure to read the full article for more details). Let’s take our Bain Cambridge coffee example. As we mentioned under the quantity bucket we need to understand what the market size for coffee in Cambridge would be - so we can make an estimation based on segmentation .

The key to a good estimation is the ability to logically break down the problem into more manageable pieces. This will generally mean segmenting a wider population to find a particular target group. We can start off with the population of Cambridge - which we estimate at 100.000. In reality the population is closer to 150.000 but that doesn’t matter - the estimation has to be reasonable and not accurate , so unless the interviewer gives you a reason to reconsider you can follow your instinct. We can divide that into people who do and don’t drink coffee. Given our arguments before, we can conclude that 80% of those, so 80.000 drink coffee. Then we can further segment into those who drink regularly - let’s say every day - and those who drink occasionally - let’s say once a week. Based on the assumptions before about the student population needing coffee to function, and with Cambridge having a high student population, we can assume that 80% of those drinking coffee are regular drinkers, so that would be 64.000 regular drinkers and 16.000 occasional drinkers. We can then decide whom we want to target what our strategy needs to be:

This type of estimation and segmentation can be applied to any case specifics - hence why it is a building block.

6.2 Profitability

We had several looks at this building block so far (see an in-depth look here ) as it will show up in most case interivew scenarios, since profit is a key element in any company’s strategy. As we have seen, the starting point to this analysis is to consider both the costs and revenues of a company, and try to determine whether revenues need to be improved or whether costs need to be lowered. In the coffee example, the revenues are dictated by the average price per coffe x the number of coffees sold , whereas costs can be split into fixed and variable .

Some examples of fixed costs would be the rent for the stores and the cost of the personnel and utilities, while the most obvious variable costs would be the coffee beans used and the takeaway containers (when needed). We may further split revenues in this case into Main revenues - i.e. the sales of coffee - and Ancillary revenues , which can be divided into Sales of food products (sales of pastries, sandwiches etc., each with the same price x quantity schema) and Revenues from events - i.e renting out the coffee shop to events and catering for the events themselves. Bear in mind that revenues will be heavily influenced by the penetration rate , i.e. the share of the market which we can capture.

6.3 Pricing

Helping a company determine how much they should charge for their goods or services is another theme that comes up frequently in cases. While it may seem less complicated than the other building blocks, we assure you it’s not - you will have to understand and consider several factors, such as the costs a company is incurring, their general strategic positioning, availability, market trends as well as the customers’ willingness to pay (or WTP in short) - so make sure to check out our in-depth guide here .

In our example, we may determine that the cost per cup (coffee beans, staff, rent) is £1. We want to be student friendly so we should consider how much students would want to pay for a coffee as well as how much are competitors are charging. Based on those factors, it would be reasonable to charge on average £2 per cup of coffee. It’s true that our competitors are charging £3 but they are targeting mostly the adult market, whose willingness to pay is higher, so their pricing model takes that into account as well as the lower volume of customers in that demographic.

6.4. Valuation

A variant of the pricing building block, a valuation problem generally asks the candidate to determine how much a client should pay for a specific company (the target of an acquisition) as well as what other factors to consider. The two most important factors (but not the only ones - for a comprehensive review see our Valuation article ) to consider are the net present value (in consulting interviews usually in perpetuity) and the synergies .

In short, the net present value of a company is how much profit it currently brings in, divided by how much that cash flow will depreciate in the future and can be represented with the equation below:

The synergies refer to what could be achieved should the companies operate as one, and can be divided into cost and revenue synergies .

Let’s expand our coffee example a bit to understand these. Imagine that our friend manages to open a chain of coffee shops in Cambridge and in the future considers acquiring a chain of take-out restaurants. The most straightforward example of revenue synergies would be cross-selling, in this case selling coffee in the restaurants as well as in the dedicated stores, and thus getting an immediate boost in market share by using the existing customers of the restaurant chain. A cost synergy would be merging the delivery services of the two businesses to deliver both food and coffee, thus avoiding redundancies and reducing costs associated with twice the number of drivers and vehicles.

6.5. Competitive interaction

This component of cases deals with situations where the market in which a company is operating changes and the company must decide what to do. These changes often have to do with a new player entering the market (again for more details make sure to dive into the Competitive Interaction article ).

Let’s assume that our Cambridge coffee shop has now become a chain and has flagged up to other competitors that Cambridge is a blooming market for coffee. As such, Starbucks has decided to open a few stores in Cambridge themselves, to test this market. The question which might be posed to a candidate is what should our coffee chain do. One way (and a MECE one) to approach the problem is to decide between doing something and doing nothing . We might consider merging with another coffee chain and pooling our resources or playing to our strengths and repositioning ourselves as ‘your student-friendly, shop around the corner’. Just as easily we may just wait the situation out and see whether indeed Starbucks is cutting into our market share - after all, the advantages of our product and services might speak for themselves and Starbucks might end up tanking. Both of these are viable options if argued right and depending on the further specifics of the case.

6.6. Special cases

Most cases deal with private sectors, where the overarching objective entails profit in some form. However, as hinted before, there are cases which deal with other sectors where there are other KPIs in place . The former will usually contain one or several of these building blocks whereas the latter will very likely have neither. This latter category is arguably the one that will stretch your analytical and organisational skills to the limit, since there will be very little familiarity that you can fall back on (McKinsey famously employs such cases in their interview process).

So how do we tackle the structure for such cases? The short answer would be starting from first principles and using the problem driven structure outlined above, but let’s look at a quick example in the form of a McKinsey case :

The first question addressed to the candidate is the following:

This is in fact asking us to build a structure for the case. So what should we have in mind here? Most importantly, we should start with a structure that is MECE and we should remember to do that by considering all the stakeholders . They are on the one hand the government and affiliated institutions and on the other the population. We might then consider which issues might arise for each shareholder and what the benefits for them would be, as well as the risks. This approach is illustrated in the answer McKinsey provides as well:

More than anything, this type of case shows us how important it is to practise and build different types of structures, and think about MECE ways of segmenting the problem.

7. How Do I prepare for case interviews

In consulting fashion, the overall preparation can be structured into theoretical preparation and practical preparation , with each category then being subdivided into individual prep and prep with a partner .

As a general rule, the level and intensity of the preparation will differ based on your background - naturally if you have a business background (and have been part of a consulting club or something similar) your preparation will be less intensive than if you’re starting from scratch. The way we suggest you go about it is to start with theoretical preparation , which means learning about case interviews, business and basic consulting concepts (you can do this using free resources - such as the ones we provide - or if you want a more through preparation you can consider joining our Case Academy as well).

You can then move on to the practical preparation which should start with doing solo cases and focusing on areas of improvement, and then move on to preparation with a partner , which should be another candidate or - ideally - an ex-consultant.

Let’s go into more details with respect to each type of preparation.

7.1. Solo practice

The two most important areas of focus in sole preparation are:

• Mental math

As we mentioned briefly, the best use of your time is to focus on solving cases. You can start with cases listed on MBB sites since they are clearly stated and have worked solutions as well (e.g. Bain is a good place to start) and then move to more complex cases (our Case Library also offers a range of cases of different complexities). To build your confidence, start out on easier case questions, work through with the solutions, and don't worry about time. As you get better, you can move on to more difficult cases and try to get through them more quickly. You should practice around eight case studies on your own to build your confidence.

Another important area of practice is your mental mathematics as this skill will considerably increase your confidence and is neglected by many applicants - much to their immediate regret in the case interview. Find our mental math tool here or in our course, and practice at least ten minutes per day, from day one until the day before the interview.

7.2. Preparation with a partner

There are aspects of a case interview - such as asking clarifying questions - which you cannot do alone and this is why, after you feel comfortable, you should move on to practice with another person. There are two options here:

• Practicing with a peer
• Practicing with an ex-consultant

In theory they can be complementary - especially if you’re peer is also preparing for consulting interviews - and each have advantages and disadvantages. A peer is likely to practice with you for free for longer, however you may end up reinforcing some bad habits or unable to get actionable feedback. A consultant will be able to provide you the latter but having their help for the same number of hours as a peer will come at a higher cost. Let’s look at each option in more detail.

7.2.1. Peer preparation

Once you have worked through eight cases solo, you should be ready to simulate the case interview more closely and start working with another person.

Here, many candidates turn to peer practice - that is, doing mock case interviews with friends, classmates or others also applying to consulting. If you’re in university, and especially in business school, there will very likely be a consulting club for you to join and do lots of case practice with. If you don’t have anyone to practice, though, or if you just want to get a bit more volume in with others, our free meeting board lets you find fellow applicants from around the world with whom to practice. We recommend practicing around 10 to 15 ‘live’ cases to really get to a point where you feel comfortable.

7.2.2. Preparation with a consultant

You can do a lot practising by yourself and with peers. However, nothing will bring up your skills so quickly and profoundly as working with a real consultant.

Perhaps think about it like boxing. You can practice drills and work on punch bags all you want, but at some point you need to get into the ring and do some actual sparring if you ever want to be ready to fight.

Practicing with an ex consultant is essentialy a simulation of a case interview. Of course, it isn’t possible to secure the time of experienced top-tier consultants for free. However, when considering whether you should invest to boost your chances of success, it is worth considering the difference in your salary over even just a few years between getting into a top-tier firm versus a second-tier one. In the light of thousands in increased annual earnings (easily accumulating into millions over multiple years), it becomes clear that getting expert interview help really is one of the best investments you can make in your own future.

Should you decide to make this step, MyConsultingCoach can help, offering bespoke mentoring programmes , where you are paired with a 5+ year experienced, ex-MBB mentor of your choosing, who will then oversee your whole case interview preparation from start to finish - giving you your best possible chance of landing a job!

7.3. Practice for online interviews

Standard preparation for interview case studies will carry directly over to online cases.

However, if you want to do some more specific prep, you can work through cases solo to a timer and using a calculator and/or Excel (online cases generally allow calculators and second computers to help you, whilst these are banned in live case interviews).

Older PST-style questions also make great prep, but a particularly good simulation is the self-assessment tests included in our Case Academy course . These multiple choice business questions conducted with a strict time limit are great preparation for the current crop of online cases.

7.4. Fit interviews

As we’ve noted, even something billed as a case interview is very likely to contain a fit interview as a subset.

We have an article on fit interviews and also include a full set of lessons on how to answer fit questions properly as a subset of our comprehensive Case Academy course .

Here though, the important thing to convey is that you take preparing for fit questions every bit as seriously as you do case prep.

Since they sound the same as you might encounter when interviewing for other industries, the temptation is to regard these as “just normal interview questions”.

However, consulting firms take your answers to these questions a good deal more seriously than elsewhere.

This isn’t just for fluffy “corporate culture” reasons. The long hours and close teamwork, as well as the client-facing nature of management consulting, mean that your personality and ability to get on with others is going to be a big part of making you a tolerable and effective co-worker.

If you know you’ll have to spend 14+ hour working days with someone you hire and that your annual bonus depends on them not alienating clients, you better believe you’ll pay attention to their character in interview.

There are also hard-nosed financial reasons for the likes of McKinsey, Bain and BCG to drill down so hard on your answers.

In particular, top consultancies have huge issues with staff retention. The average management consultant only stays with these firms for around two years before they have moved on to a new industry.

In some cases, consultants bail out because they can’t keep up with the arduous consulting lifestyle of long hours and endless travel. In many instances, though, departing consultants are lured away by exit opportunities - such as the well trodden paths towards internal strategy roles, private equity or becoming a start-up founder.

Indeed, many individuals will intentionally use a two year stint in consulting as something like an MBA they are getting paid for - giving them accelerated exposure to the business world and letting them pivot into something new.

Consulting firms want to get a decent return on investment for training new recruits. Thus, they want hires who not only intend to stick with consulting longer-term, but also have a temperament that makes this feasible and an overall career trajectory where it just makes sense for them to stay put.

This should hammer home the point that, if you want to get an offer, you need to be fully prepared to answer fit questions - and to do so excellently - any time you have a case interview.

8. Interview day - what to expect, with tips

Of course, all this theory is well and good, but a lot of readers might be concerned about what exactly to expect in real life . It’s perfectly reasonable to want to get as clear a picture as possible here - we all want to know what we are going up against when we face a new challenge!

Indeed, it is important to think about your interview in more holistic terms, rather than just focusing on small aspects of analysis. Getting everything exactly correct is less important than the overall approach you take to reasoning and how you communicate - and candidates often lose sight of this fact.

In this section, then, we’ll run through the case interview experience from start to finish, directing you to resources with more details where appropriate. As a supplement to this, the following video from Bain is excellent. It portrays an abridged version of a case interview, but is very useful as a guide to what to expect - not just from Bain, but from McKinsey, BCG and any other high-level consulting firm.

8.1. Getting started

Though you might be shown through to the office by a staff member, usually your interviewer will come and collect you from a waiting area. Either way, when you first encounter them, you should greet your interviewer with a warm smile and a handshake (unless they do not offer their hand). Be confident without verging into arrogance. You will be asked to take a seat in the interviewer’s office, where the case interview can then begin.

8.1.1. First impressions

In reality, your assessment begins before you even sit down at your interviewer’s desk. Whether at a conscious level or not, the impression you make within the first few seconds of meeting your interviewer is likely to significantly inform the final hiring decision (again, whether consciously or not).

Your presentation and how you hold yourself and behave are all important . If this seems strange, consider that, if hired, you will be personally responsible for many clients’ impressions of the firm. These things are part of the job! Much of material on the fit interview is useful here, whilst we also cover first impressions and presentation generally in our article on what to wear to interview .

As we have noted above, your interview might start with a fit segment - that is, with the interviewer asking questions about your experiences, your soft skills, and motivation to want to join consulting generally and that firm in particular. In short, the kinds of things a case study can’t tell them about you. We have a fit interview article and course to get you up to speed here.

8.1.2. Down to business

Following an initial conversation, your interviewer will introduce your case study , providing a prompt for the question you have to answer. You will have a pen and paper in front of you and should (neatly) note down the salient pieces of information (keep this up throughout the interview).

It is crucial here that you don’t delve into analysis or calculations straight away . Case prompts can be tricky and easy to misunderstand, especially when you are under pressure. Rather, ask any questions you need to fully understand the case question and then validate that understanding with the interviewer before you kick off any analysis. Better to eliminate mistakes now than experience that sinking feeling of realising you have gotten the whole thing wrong halfway through your case!

This process is covered in our article on identifying the problem and in greater detail in our Case Academy lesson on that subject.

8.1.3. Analysis

Once you understand the problem, you should take a few seconds to set your thoughts in order and draw up an initial structure for how you want to proceed. You might benefit from utilising one or more of our building blocks here to make a strong start. Present this to your interviewer and get their approval before you get into the nuts and bolts of analysis.

We cover the mechanics of how to structure your problem and lead the analysis in our articles here and here and more thoroughly in the MCC Case Academy . What it is important to convey here, though, is that your case interview is supposed to be a conversation rather than a written exam . Your interviewer takes a role closer to a co-worker than an invigilator and you should be conversing with them throughout.

Indeed, how you communicate with your interviewer and explain your rationale is a crucial element of how you will be assessed. Case questions in general, are not posed to see if you can produce the correct answer, but rather to see how you think . Your interviewer wants to see you approach the case in a structured, rational fashion. The only way they are going to know your thought processes, though, is if you tell them!

To demonstrate this point, here is another excellent video from Bain, where candidates are compared.

Note that multiple different answers to each question are considered acceptable and that Bain is primarily concerned with the thought processes of the candidate’s exhibit .

Another reason why communication is absolutely essential to case interview success is the simple reason that you will not have all the facts you need to complete your analysis at the outset. Rather, you will usually have to ask the interviewer for additional data throughout the case to allow you to proceed .

NB: Don't be let down by your math!

Your ability to quickly and accurately interpret these charts and other figures under pressure is one of the skills that is being assessed. You will also need to make any calculations with the same speed and accuracy (without a calculator!). As such, be sure that you are up to speed on your consulting math .

8.1.4. Recommendation

Finally, you will be asked to present a recommendation. This should be delivered in a brief, top-down "elevator pitch" format , as if you are speaking to a time-pressured CEO. Again here, how you communicate will be just as important as the details of what you say, and you should aim to speak clearly and with confidence.

For more detail on how to give the perfect recommendation, take a look at our articles on the Pyramid Principle and providing recommendations , as well the relevant lesson within MCC Academy .

8.1.5. Wrapping up

After your case is complete, there might be a few more fit questions - including a chance for you to ask some questions of the interviewer . This is your opportunity to make a good parting impression.

We deal with the details in our fit interview resources. However, it is always worth bearing in mind just how many candidates your interviewers are going to see giving similar answers to the same questions in the same office. A pretty obvious pre-requisite to being considered for a job is that your interviewer remembers you in the first place. Whilst you shouldn't do something stupid just to be noticed, asking interesting parting questions is a good way to be remembered.

Now, with the interview wrapped up, it’s time to shake hands, thank the interviewer for their time and leave the room .

You might have other case interviews or tests that day or you might be heading home. Either way, if know that you did all you could to prepare, you can leave content in the knowledge that you have the best possible chance of receiving an email with a job offer. This is our mission at MCC - to provide all the resources you need to realise your full potential and land your dream consulting job!

8.2. Remote and one-way interview tips

Zoom case interviews and “one-way” automated fit interviews are becoming more common as selection processes are increasingly remote, with these new formats being accompanied by their own unique challenges.

Obviously you won’t have to worry about lobbies and shaking hands for a video interview. However, a lot remains the same. You still need to do the same prep in terms of getting good at case cracking and expressing your fit answers. The specific considerations around remote case interviews are, in effect, around making sure you come across as effectively as you would in person.

8.2.1. Connection

It sounds trivial, but a successful video case interview of any kind presupposes a functioning computer with a stable and sufficient internet connection.

Absolutely don’t forget to have your laptop plugged in, as your battery will definitely let you down mid-interview. Similarly, make sure any housemates or family know not to use the microwave, vacuum cleaner or anything else that makes wifi cut out (or makes a lot of noise, obviously)

If you have to connect on a platform you don’t use much (for example, if it’s on Teams and you’re used to Zoom), make sure you have the up to date version of the app in advance, rather than having to wait for an obligatory download and end up late to join. Whilst you’re at it, make sure you’re familiar with the controls etc. At the risk of being made fun of, don’t be afraid to have a practice call with a friend.

8.2.2. Dress

You might get guidance on a slightly more relaxed dress code for a Zoom interview. However, if in doubt, dress as you would for the real thing (see our article here ).

Either way, always remember that presentation is part of what you are being assessed on - the firm needs to know you can be presentable for clients. Taking this stuff seriously also shows respect for your interviewer and their time in interviewing you.

8.2.3. Lighting

An aspect of presentation that you have to devote some thought to for a Zoom case interview is your lighting.

Hopefully, you long ago nailed a lighting set-up during the Covid lockdowns. However, make sure to check your lighting in advance with your webcam - bearing in mind what time if day your case interview actually is. If your case interview is late afternoon, don’t just check in the morning. Make sure you aren’t going to be blinded from light coming in a window behind your screen, or that you end up with the weird shadow stripes from blinds all over your face.

Natural light is always best, but if there won’t be much of that during your interview, you’ll likely want to experiment with moving some lamps around.

8.2.4. Clarity

The actual stories you tell in an automated “one-way” fit interview will be the same as for a live equivalent. If anything, things should be easier, as you can rattle off a practised monologue without an interviewer interrupting you to ask for clarifications.

You can probably also assume that the algorithm assessing your performance is sufficiently capable that it will be observing you at much the same level as a human interviewer. However, it is probably still worth speaking as clearly as possible with these kinds of interviews and paying extra attention to your lighting to ensure that your face is clearly visible.

No doubt the AIs scoring these interviews are improving all the time, but you still want to make their job as easy as possible. Just think about the same things as you would with a live Zoom case interview, but more so.

9. How we can help

There are lots of great free resources on this site to get you started with preparation, from all our articles on case solving and consulting skills to our free case library and peer practice meeting board .

To step your preparation up a notch, though, our Case Academy course will give you everything you need to know to solve the most complex of cases - whether those are in live case interviews, with chatbots, written tests or any other format.

Whatever kind of case you end up facing, nothing will bring up your skillset faster than the kind of acute, actionable feedback you can get from a mock case interview a real, MBB consultant. Whilst it's possible to get by without this kind of coaching, it does tend to be the biggest single difference maker for successful candidates.

You can find out more on our coaching page:

Explore Coaching

Of course, for those looking for a truly comprehensive programme, with a 5+ year experienced MBB consultant overseeing their entire prep personally, from networking and applications right through to your offer, we have our mentoring programmes.

You can read more here:

Comprehensive Mentoring

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The Ultimate Guide to the Consulting Case Interview – With Examples

This guide, written by a former McKinsey consultant and Wharton MBA, breaks down the management consulting case interview into comprehensible parts with relevant, realistic examples at every turn.

By  Tracy V.

Posted March 12, 2024

Featuring Manali P.

Beyond the Case: Ace Your MBB Behavioral Interviews

Starting monday, july 15.

6:00 PM UTC · 30 minutes

Table of Contents

While the consulting case study interview may seem daunting at first, most cases follow a typical song-and-dance. Once you get a hang of it, prepping feels much more manageable. The first part of this guide will give a broad overview of the case interview. The second part will break out the typical structure of an interviewee-led case. The last part will dive into each component, with tips and suggestions for preparing. Note that some firms may have their own specific case interview style. Be sure to familiarize yourself with your target firms’ interview processes before the time comes to recruit.

Case interviews involve tackling a business issue or problem faced by a company (the client). These interviews allow consulting firms to gauge candidates’ ability to perform the job. Specifically, firms are testing whether candidates can:

• Think in a structured and creative way
• Analyze and interpret new information
• Communicate persuasively and succinctly

Most firms conduct interviewee-led cases, as outlined in the guide below. In these cases, the candidate is expected to drive the case forward by asking the interviewer for data or information relevant to forming the recommendation. A few firms, most notably McKinsey, are interviewer-led, meaning that the interviewer will be the one guiding the discussion.

Below are a few common types of cases that you can expect to receive. Some cases can be several types all in one (lucky you!):

• Profitability - Determine cause for profit decline and / or ideas for increasing profit; you will rarely get a standalone profitability case – It will usually be rolled up in another case type
• Growth - consider strategies for company growth; could be through sales or market share
• Market Entry / New Business - Assess attractiveness of entering new geography / business / sector and method for entering
• Due Diligence / M&A - Assess attractiveness of purchasing / acquiring a company or business; client can be another company or a financial sponsor
• Competitive Response - Address a competitor’s recent action (e.g., new acquisition, change in pricing strategy)
• Non-Traditional - Similar to the other cases but the client (non-profit, NGO, education-focused entity) has different objectives than a typical corporate company

Case Interview Components

• Prompt: Interviewer reads aloud the case while the interviewee takes notes
• Recap: Interviewee provides a high-level summary of the case and confirms accuracy of information written
• Clarifying Questions: Interviewee asks 2-3 high-level questions
• Structuring (<2 minutes): Interviewee takes a few minutes create a roadmap for approaching the case
• Framework Presentation (2-3 minutes): Interviewee reviews the structure with the interviewer, who may have follow-up questions. Interviewee then moves the case forward by asking for additional information
• Brainstorming: Interviewee is expected to list out several solutions or ideas (e.g., cost drivers for an industry, ways to increase sales)
• Exhibits: Interviewee will be given data in forms such as graphs or charts and expected to provide high-level insights
• Math: Interviewee will be asked to perform a calculation with the new information or using data from the exhibits. Oftentimes, interviewee is not given enough information and must ask for the relevant data
• Synthesis and Recommendation (2-3 minutes) : Interviewee provides the answer first, then supporting facts from the case, and finally risks and next steps

Setup (2-3 minutes)

Prompt : The interviewer may be giving you A LOT of information - don’t write down everything verbatim. Jot down facts and figures, the client name, and the objective(s). If you miss something or don’t remember what a number means, you can ask after your recap.

• Prep: Have a friend read you several different case interview prompts and practice taking down notes. Create your own shorthand and learn how to recognize extraneous pieces of information

Recap : I always reference the client by name and start my recap with the objective(s) first, since this is the most important part of the case. The recap should be summarized, not verbatim, and you should be checking that the figures you wrote down are correct.

• Prep: Practice summarizing your notes out loud instead of repeating the case verbatim. Time yourself to make sure it’s <1 minute.

Clarifying Questions : Very detailed questions should be saved for the case. Clarifying questions are meant to help you with your structure or alleviate any confusion. Keep these at 2-3 questions. I usually ask questions pertaining to:

• Language/terminology - The interviewer won’t expect you to know the nuances of every industry or practice area. It is better you start off the case on the right footing by asking for clarifying definitions
• Goals/objectives - I always ask if there are other goals the company has in mind and, if relevant, specific financial targets or timeframe. Sometimes, the objective given is vague, so I will ask the interviewer to be more specific.
• Business model or geography - Very helpful for cases in niche industries; understanding geography can also prompt you to think about factors like labor cost or global competition
• Scope - To save you time from considering every possibility, you can ask whether the company is leaning towards one option or excluding a set of options completely
• Prep: Have a friend read you case prompts and then practice asking 2-3 clarifying questions on the fly. Try to think of them as you’re taking down notes and giving the recap. Are they helping you with your structuring or are you asking the first thing that pops into your head? Are they broad enough or overly detailed? Are there types of questions you should be asking but keep forgetting?

Framework (4-5 minutes)

Structuring (<2 minutes) : Do not use the word “framework” during the interview. I ask if I could have time to “gather my thoughts” when I am structuring. In your structure, you should have at least three but no more than five “buckets.” These are areas that you want to explore in order to solve the case. In each bucket, there should be at least three sub-bullets. Make sure there is no overlap between the buckets.

• Prep: Time yourself structuring your roadmaps. Be comfortable with recalling the different buckets you should be considering for each type of case and brainstorming sub-bullets for those buckets. It’s okay to go over two minutes when you first start, but as you get comfortable, make sure you are becoming more efficient. For example, as you become more familiar with the buckets, you don’t need to write down every example for the sub-bullets, they will become muscle memory as you recite them out loud. Review the suggested frameworks for the case and take note of whether there are vital topics you keep forgetting or whether there are unnecessary buckets you keep adding. There is no one “right” answer, but your roadmap should enable you to uncover the necessary information to make your recommendation.

Presenting: Introduce the high-level buckets first before diving into each one. You will want to “customize” your framework to the specific case you’re working on. This does not mean creating a custom framework for every single case. You can use the same topics for similar types of cases (but ensure that those topics are relevant - some cases sneakily rule out an entire topic to see if you are paying attention), but you need to make sure that you are using case-specific language and examples when you present. This shows that you are thinking about the specific problem, not just recycling a generic framework. After going through the structure, pause and ask if the interviewer has any questions. Then, give your hypothesis and state which bucket you want to start with by asking for data pertaining to that bucket and why you want it.

• Prep: Present your structures out loud and note whether you are rambling or being case-specific in your language. If you find that your presentation is too long, consider cutting down on the examples or explanations. Be succinct and say enough to get your point across. Don’t just move on to the next case if your presentation falls short. Keep practicing until you feel satisfied and make mental notes for the next case.

Interview “Questions” (10-20 minutes)

For each type of question, you are going to be doing the same things: answering the question, providing insights, conveying how it impacts your recommendation, and driving the case forward. Every time you have “answered” a question, you want to be thinking, “ What else do I need? What’s the logical path forward ?” The only way you can prepare for this is to run through entire cases! Remember, your framework is your friend. Refer back to it often if you don’t know where to go next.

Brainstorming : You will want to structure your ideas into MECE buckets. They can be fairly simple (financials vs. non-financials, external vs. internal, etc.). Similar to your framework, you will give a preview of the buckets first before going into the details of each and you will need to ensure that it is “custom” for your case. If a structure doesn’t naturally come to you, you can create a pseudo-structure by organizing how you will present your brainstorm. For example, you can state how many ideas you have from the onset or say that you will first go through the ideas first and then the associated risks.

This is a highly debated practice, but I always ask for a few seconds so I can think of a structure (they may say no). Don’t take more than 30 seconds because you can add to your buckets as you are presenting.

For non-technical brainstorms, be creative! For example, when interviewers asked about how to increase sales for a consumer-facing retail company, I would bring up TikTok campaigns and celebrity endorsements as a few ideas. Have fun with it!

Occasionally, interviewers will prod you with, “What else?” This does not always mean you didn’t give enough ideas. Sometimes it’s the opposite – they are looking to challenge you or see how you will react. Just roll with it - if you don’t have anything else, say so.

• Prep: Practice brainstorming for different types of prompts. Collect a bank of general ideas and solutions that can be customized for use across industries. Try to think of as many ideas as you can (four to six at the very least) and exercise that creative muscle. To help you with structuring, have a list of “easy” MECE buckets that you can pull out on the fly.

Exhibits : First, give an overview of the exhibit. As an example, for graphs say what the axes represent, tie it back to the case, and give your interpretation of those axes. This gives the interviewer a chance to course-correct if you misinterpreted the exhibit. Give some insight, even if it is low-hanging fruit, and tie it back to the case. There are three levels of insights for both exhibits and math:

• What the numbers say, patterns/trends (X is smaller than anticipated, Y is the largest driver)
• What the client should do (enter the market, cancel plans, plan for launch)
• What we should do next (reconsider something specific, research more data on X, move on to Y)

Oftentimes, exhibits will tie into a calculation. If you are given an exhibit with data that can be used to calculate more insightful information, tell the interviewer that you would like to make those calculations. The interviewer will lead you down that path regardless but it is more impressive if you call it out.

• Prep: Run through different types of exhibits and see how many insights from each level you can pull out. Practice anticipating what type of data you need next in order to move ahead in the case or whether you can/should calculate anything from the data given. Don’t be too insightful though – you only have a limited amount of time to run through the case.

Math : Before you start calculating anything, it is critical for you to confirm what you are solving for and that the information you wrote down is correct. SUPER IMPORTANT – answer the question that is being asked !!  If the interviewer is asking for the incremental profit from a certain strategy, you don’t want to calculate the total profit from the strategy. Active listening is so important!

As you know by now, structure is everything. Again, I always ask for a few seconds to organize my thoughts (the worst thing they can say is no). Set up the problem before you start calculating. This allows you to identify whether there is data missing. Walk the interviewer through your method and ask for missing data. You may need to make your own assumptions or estimates – be sure you can justify them.

If your method is off, the interviewer will usually guide you back to the right path. This saves you from wasting time calculating the incorrect answer. Be sure to pay attention when the interviewer is trying to coach you.

As you are solving the problem, walk the interviewer through each calculation and use math shortcuts as much as possible. Again, if you make a math error, the interviewer can stop you before you go down the entire path. Save time by only calculating what is important for the case and understanding what you can skip.

• Prep: Practice setting up the problem, walking the interviewer through your proposed method, and verbalizing the calculations out loud. On paper, make sure your calculations are being done neatly and not all over the place. Look for different math shortcuts and try them out. Not all of them will fit your style, but you might find new tricks. Track whether you are answering the right questions. Once again, active listening is critical to your candidacy. Once you have correctly solved the problem, make sure you are thinking about the, “So what?” Determine how that number impacts your recommendation and where you should go next.

Synthesis and Recommendation (2-3 minutes)

Again, I always ask for a few seconds to collect your thoughts (<30 secs). If the “CEO is already in the elevator,” they may say no. Have a definitive stance – start with your recommendation and then provide two to three supporting facts using data from the case.

Address risks and next steps (i.e., what is the required analysis/gameplan – this is like real life where the firm is trying to sell additional projects). Your recommendation should be <2 minutes. Frankly, the interviewer has most likely made a decision on your candidacy. Don’t ramble and try to finish strong.

The hardest part of this is pulling out the supporting data in a succinct way. Throughout the case, you should be jotting down notes. I tend to circle what I believe to be relevant supporting data. When you present it, don’t be too specific or granular. You want your recommendation to be punchy.

• Prep: Run through whole cases where you are tracking the relevant supporting data along the way. Time your recommendation and practice verbalizing the information concisely. Don’t forget the risks and next steps. I usually have a list of generic risks (e.g., competitor response, regulation, inaccurate projections) that I can “customize” on the off-chance I’m scrambling to think of some. Your next steps can be collecting additional data to support your recommendation or ways to address those risks.

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Final Thoughts

• Your approach is more important than the solution – The interviewer is trying to understand how you think. Some cases have data that support recommendations in either direction. The key piece is that you are able to back your stance using the facts and data uncovered during the interview.
• Deadends are okay – There will be times when you make multiple requests for data and the interviewer does not have it. That’s perfectly fine! You can’t read the interviewer’s mind and the case could go in so many directions. Just look back at your framework to see where else you can proceed.
• Be coachable – It’s not the end of the world if your method is wrong or if you misinterpreted an exhibit. The interviewer wants to see that you are actively listening and can take feedback and improve. Don’t freak out! Stay calm! Listen to what the interviewer is trying to tell you.

This guide only scratches the surface of case interviews. The best way to prepare for case interviews is to get your reps in with entire cases. That way, you can identify your areas of weakness and be more precise with the drills. I can give you feedback and additional tips and tricks so that you are performing at your best on interview day. Book a free intro call with me on my Leland profile to discuss how we can personalize your case prep plan!

Preparing for consulting recruiting and/or case interviews? Here are some additional resources to help:

• Top 3 Tactics to Ace Your Case Interview
• A Comprehensive Guide to McKinsey & Co., Bain & Co., and Boston Consulting Group
• From No Offers to Multiple Offers - How to Take Your Casing to the Next Level
• How a Disneyland Churro Helped Me Land a Job at Bain (and 5 Pitfalls to Avoid in Market Sizing Problems)
• Five Tips to Break Into Management Consulting

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Case Interview 101: The Online Guidebook

“Case Interview” is the cornerstone of consulting recruitment, playing a decisive role in final results. In 30 minutes, your “consulting” qualities will be tested to the limit as you cruise through a hypothetical “consulting project” with the interviewer.

Yes, this is a BIG topic. The depth of content in this single article is HUGE with various chapters ranging from beginner’s topics to more advanced ones. You would want to bookmark this page and go back often throughout your whole preparation journey.

What is a case interview?

A case interview is a job interview where the candidate is asked to solve a business problem. They are often used by consulting firms, and are among the hardest job interviews, testing both problem-solving skills and “soft” skills. Case interviews often last 30-45 minutes each, and firms can utilize up to 6 case interviews, usually divided into 2 rounds.

Example case questions:

• “We have a restaurant called “In-and-out Burger” with recently falling profits. How can you help?”
• “The CEO of a cement company wants to close one of its plants. Should they do it?”
• “A top 20 bank wants to get in top 5. How can the bank achieve that goal?”

Case interviews are modeled after the course of actions real consultants do in real projects – so success in case interviews is seen by consulting firms as a (partial) indication of a good management consultant.

During the interview, the interviewer will assess your ability to think analytically, probe appropriate questions, and make the most client-friendly pitches. Be noted that the analytical thought process is more important than arriving at correct answers.

Generally, there are 2 styles of conducting cases:  Candidate-led and Interviewer-led. 

Candidate-led cases

On this end, the interviewer rarely intervenes; the candidate will lead the approach from structuring the problem, drawing frameworks, asking for data, synthesizing findings, to proposing solutions. This format can be difficult for beginners but it provides you with much control over the case.

Interviewer-led cases

On this end, the interviewer controls the process in significant ways. He or she has the candidate work on specific parts of the overall problem and sometimes disregards the natural flow of the case. The game here is not to solve the one big problem, but rather to nail every question, every pitch, every mini-case perfectly. Because the evaluation is done on a question basis, the level of insightfulness required is higher.

Most cases will fall somewhere in the middle section of that spectrum, but for educational purposes, we need to learn case interviews from both extremes ends.

Great details in each and every aspect of the case, as well as tips, techniques and study plans are coming in the chapters below. You may skip straight to Chapter 3 if you have business background and confidence in your own understanding of the terminology used in case interviews. 

To better understand or practice candidate-led and interview-led cases, let’s book a personal meeting with our coaches . At MConsultingPrep, you can connect with consulting experts who will help you learn the ins and outs of both cases and the solving approach to each one. Get “real” practice now!

Case interview starter guide for non-business students

All consulting firms claim that all educational backgrounds have equal chances. But no matter what, case interview reflects  real-life business problems and you will, therefore, come across business concepts .

Not everybody has the time to go to a full Business Undergraduate program all over. So through this compact Chapter 2, I will provide you, the non-business people, with every business concept you need in case interviews.

Accounting and financial terms – The language of business

Accounting & Financial Terms are often called the language of business, which is used to communicate the firm’s financial and economic information to external parties such as shareholders and creditors.

There are three basic financial statements : Balance Sheet, Income Statement, and Cash Flow Statement.

Balance Sheet

A snapshot of the current stage of the company’s property, debt, and ownership at one given point in time, showing:

• Assets: what the company owns: Building, Equipment, Cash, Inventory, along with some other intangible items.
• Liabilities: what the company owes: Loans, overdrafts, bills to be paid, etc. Debt is like negative assets.
• Equity (Net worth): Calculate by taking Assets subtract Liabilities.

The neat thing about the Balance sheet is that it’s always balanced. Every action, every transaction changes the three components but it’s always in harmony.

Income Statement

A record of the business performance through a period of time , given it a quarter or a year. The Income Statement directly tells you how the company is doing in terms of making money, the heart of any business.

From the top to bottom, the Income Statement shows the Revenues, Costs, and Profits. That’s why often, Profits are referred to as the “bottom line”.

There are a few types of costs to notice – see the two pictures below this table.

One important thing to notice is that even though it may seem like, the Income Statement does NOT necessarily relate to cash. Many times, especially for B2B transactions, the selling happens before the money flow. Therefore, we may have to record revenue without having the cash.

Cash Flow Statement

There’s a famous saying that: Income statement is an opinion, Cash Flow statement is a fact.

The Cash Flow statement just strictly monitors the cash flow in or out, categorized into different sections. Three of them are:

• Operation: illustrates how much cash the company can generate from its products and services.
• Financial: includes the sources of cash from investors or banks and the uses of cash paid to shareholders.
• Investing: includes any sources and uses of cash from a company’s investments.

Upon completion this section, you should be able to read and interpret financial statements for business diagnosis and decision-making.

More importantly, you possess the conceptual base to start solving case interviews on your own. Do not forget that, as with any other language, becoming proficient with accounting and financial terms require constant practice.

Organizational structure – The heart of a company

When it comes to organizational structure, it is important to notice the fine line between the company’s ownership and management .

Technically, at the highest level, there are shareholders . For private companies, the group of shareholders and their shares are not necessarily disclosed and publicly tradable. For public companies, on the other hand, shares are publicly traded on different stock exchanges. One of the most famous is the NYSE, which stands for New York Stock Exchange.

• A company can have one, a few, or millions of individual owners, but being governed by the Board of Directors – a group of people elected by owners, with the President or Chairman being their highest leader.
• The Board usually hires a management team to manage the company. They are led by the Chief Executive Officer – CEO , who makes every decision on day-to-day work. Most of the time, the Board of Directors doesn’t directly intervene in the CEO’s work, but they reserve the right to fire CEOs.
• Besides that, there’s a committee called Supervisors. The supervisor’s job is to independently monitor the CEO and the management team and report to the Board.

Below CEOs, there are two general two ways of structuring the company. One way is through business lines and the other one is through functions. Think of business lines as mini-companies themselves inside the big company.

Within functions, here are a few most typical divisions most companies have:

Business strategy concepts

Even with business students, strategy is a challenging topic – especially with those without a strategy major. These fundamental concepts will get you started.

• Organization: In general, this refers to how a company is organized, what are different components that make up a company
• Governance refers to how a company is managed and directed, how well the leader team runs. The leader team includes the Board of Directors and Board of Managers. A company with good governance has good leadership people, tight control, and effective check & balance processes, etc.
• Process looks like rules and common practices of having a number of processes, entailing every single activity. Process design should include 4 factors: who, what, when, and accompanied tools.

For example, let’s look at Kim’s family picnic process.

• The who part is presented on the y-axis, left-hand side, labeling all departments, a.k.a: family members, involved.
• The what part is presented through the big mid-session with each box represents every single activity.
• The when and tools parts are presented at the bottom

B2B  vs B2C : stand for “business-to-business” and “business-to-customer”. These two terms refer to two types of transactions a company typically does: transactions with other companies and transactions with individual customers.

Bottom-up vs Top-down: this refers to two opposite schools of thought or action. Top-down usually encompasses various general branches while bottom-up tends to narrowly focus. 

Management consulting terms & concepts

These are the most common consulting terms you may encounter not just in case interviews but also in consulting tasks .

• Lever: Think of this as one or a group of initiatives, actions to perform to meet certain goals. e.g. some levers to help increase customer experience in a hotel are free breakfast, free Wi-Fi, 24/7 support, etc.
• Best practice: Refers to how things should be done, especially if it has been successfully implemented elsewhere.
• Granular: This refers to how specific and detailed a break-down or an issue goes. For example, a not-so-granular breakdown of the NBA is the West and the East conferences. A much more granular is something like this: Leagues, Conferences, Divisions, and Teams.
• MECE: MECE is so important and we explain it in detail in this article. In short, MECE is the standard, per which we can divide things down in a systematic, comprehensive, and non-overlapping way.

There are three parameters the consulting world uses in the categorization of businesses.

• Industry: used to group different companies mostly based on their product (Banking, Construction, Education, Steel Industry, etc.)
• Function: is the categorization mostly based on missions and the type of roles of different parts of a company. We can count some as Human Resource, Finance, Strategy, Operation, Product Development, etc.
• Location: is where things are, geographically.

Normally two consultants ask each other “What do you work on?”, they need to give 3 pieces of information in all of those three parameters, such as “I worked on a Cement project, focusing on Finance, in Southeast Asia”. In fact, all of the McKinsey support networks are organized in this way. During my projects, I would need to speak to some Cement experts, some Finance experts, and some local experts as well.

This chapter is relatively long, yet it is still way shorter than 4 years at business college. I hope this will act as a great prerequisite to your case interview study. Make sure that you have mastered all of these content before really tackling the Case Interview.

Case interview example – The typical flow

In a simplified way, a typical case would go through these phrases (we will talk about exceptions in great detail later):

Case question -> Recap -> Clarification -> Timeout -> Propose issue tree -> Analyze issue tree -> Identify root-causes -> Solutions -> Closing pitch

Problem-solving fundamentals – Candidate-led cases

Though most cases will be conducted in mixed format, let’s dive deep and learn about each extreme end of the spectrum to get the full picture.

Even though this is the harder format, it shows us the foundation of how management consulting works, i.e: the consulting problem-solving logics!

If you were exposed to case interviews, you have probably heard about some of these concepts: framework, issue tree, benchmark, data, root cause, solutions, etc. But how do they all fit into the picture?

It all starts with the PROBLEM

Before getting into anything fancy, the first step is to define and be really clear about the problem.

This sounds easy but can be quite tricky. Here are a few guidelines:

1. What’s the objective?

2. What’s the timeline required?

3. Any quantified or well-described goals?

For example, one client can state a problem as: “I lost my car key”. In normal contexts, this is a perfectly simple and straightforward problem. But a consultant tackling this would go ask clarification questions to achieve even more details:

1. Objective: the client in fact just needs to be able to use the car.

2. Timeline: this is an urgent need. He is happy only if we can help him within the next hour.

3. Specificity: help the client put his car into normal operation like before he lost the key.

Find the ROOT-CAUSE, don’t just fix the symptom

To completely wipe out the problem and create long-lasting impacts, consultants always  search and find the root causes.

For example, fixing the symptom is like you breaking the door lock, getting into the ignition electrics behind the wheel, and connecting the wires to start the car.

That does fix the surface symptom: the client can drive the car. But it does NOT create a long-lasting impact because without you there, the car can’t be started. The client will need to rely on you every single time. Plus, more problems even arise (now he needs to fix the broken door lock too).

A much better approach is to find the root cause. What is the bottom-line reason causing the problem? Once we trace, find, and fix it, the problem will be gone for good.

In this example, the root cause is “the lost key”. We need to find its location!

Use ISSUE TREE to isolate potential root-causes into groups

There could be thousands of possible root-causes. How do we make sure every possible one is examined? If we are to list out all thousands and test one by one, there is simply not enough time. On the other hand, if we just list out some of the most “possible” ones, we run a high risk of missing the true root-cause.

This is where we need issue trees ! We would group possible root-causes into big groups. Those big groups will have smaller sub-groups and so on. All is done in the spirit of top-down and MECE. By doing this, we have an organized way to include all possible root-causes.

Continue with the example: A “bottom-up” approach to search for the car key is to go straight to specific places like the microwave’s top, the black jacket pocket, under the master bed, etc. There can be thousands of these possible locations.

The top-down approach is to draw an issue tree, breaking the whole house into groups and examine the whole group one by one. For example: first floor, second floor, and the basement.

Issue Tree only works if it’s MECE

What happens if we break down the search area into the First floor and East wing? The search area would not cover the whole house and there will be some overlapping which creates inefficiencies.

So for an issue tree to work properly, it has to be MECE – Mutually Exclusive and Collectively Exhaustive … which in simple language just mean 2 things: no overlap and no gap

How to draw MECE issue trees? Use FRAMEWORKS!

Each problem requires a unique issue tree. Coming up with MECE and spot-on issue trees for each problem can be really difficult. This is where “framework” helps.

Think of frameworks as “frequently used templates” to draw issue trees in any particular context. Many people use the word “framework” to refer to “issue tree” but this is conceptually incorrect.

We will talk about frameworks in more detail in the below chapters. You can also check out this deep-dive article on Frameworks.

Choosing which branch to go to first? Use HYPOTHESES!

So let’s say you have an issue tree of First floor, Second floor, and Third floor. Now what?

To make the problem-solving process even faster and more efficient, we use hypotheses. In simple language, it’s the educated guess of where the root cause may lie in. So we can prioritize the branch with the highest chance.

So let’s say, the client spends most time on the first floor, it’s where he/she most likely leaves the car key. Any consultant would hypothesize that the root cause is in the first-floor branch and go search there first.

Notice: hypothesis and issue tree always go together. It doesn’t make sense to draw an issue of First, Second, and Third floor and hypothesize that the key is in the East wing. Many times, hypotheses are even the inspiration to draw issue trees.

How to test a branch? Use DATA and compare it with BENCHMARK

Now that we decide to test the branch “First floor”, how do we do that?

We prove or disprove our hypothesis by collecting DATA. That data is then compared with benchmarks to shed more meaning. Two main types of benchmarks are: historical and competitive. For example, let’s say by some magic, the client has a metal detection machine that can measure the metal concentration of any space.

To test the “first-floor” branch, the consultant would come to the first floor, measure the metal concentration and compare it with the data before the car key is lost, a.k.a: historical benchmark.

If a hypothesis is true, drill down; if it’s false, go sideways

What happens when we test a hypothesis?

Assuming that we have access to enough data, it either gets proven TRUE or proven FALSE. How do we proceed from here? 

• Proven True: go DOWN the issue tree to sub-branches! Let’s say the metal detector identified the key IS indeed on the first floor. Go deeper. Draw sub-branches of that first-floor branch and repeat the process.
• Proven False: go HORIZONTAL to other big branches! Let’s say the metal detector denies the key presence on the first floor. We then can cross out this branch and go test others, a.k.a: the second and third floor.

Test, Sleep, Test, Repeat … until the ROOT-CAUSE shows up!

Once identified the ROOT-CAUSES, go for SOLUTIONS

With all proven root causes identified, the last step is to come up with solutions to kill the problem … and we are done! There can be multiple solutions to each root cause. These solutions should attack straight to the root cause.

Case interview questions – Interviewer-led cases

While candidate-led cases are all about the logical foundation of problem-solving, interviewer-led cases are more about tackling each individual question itself. The structure of the whole case is relatively loose and flexible.

In this chapter, we touch on some of the most popular ones. You can read in-depth about each in this designated article.

Framework/Issue Tree questions

“Which factors would you consider when tackling this problem?”

This is one of the most popular question types in case interviews, often asked in the beginning. It comes with several shapes and forms, but the real meaning is always: “Give me the bloody issue tree!”

So how do you tackle it? Just like in candidate-led cases. Take a timeout; brainstorm about the problem and how it should be broken down into; plug a few frameworks to see how it looks; and go for the most appropriate issue tree.

Unlike in candidate-led cases where you only present the upper-most layer, here you should walk the interviewer through the whole issue tree, covering at least 2 layers. Interviewer-led cases are much less interactive. It’s more like they ask you a question, and you deliver a comprehensive and big answer. They ask you another one. And so on.

Market-sizing / Guesstimate questions

“How many face masks are being produced in the whole world today?”

This is among  the most popular question types and you will likely face a few of them throughout several interview rounds. These questions ask you to “guess” and come up with number estimations in non-conventional contexts. These questions are called “Guesstimate”.

When a guesstimate question asks you to “guess” the size of a market, it’s called a “Market-sizing” question. Though this variation is very popular in consulting, the nature is nothing different from other Guesstimate questions.

It can be intimidating to face a question like this. Where to start? Where to go? What clues to hold on to?

The key is to understand that you don’t have to provide an exact correct answer. In fact, nobody knows or even cares. What matters is HOW you get there. Can you show off consulting traits, using a sound approach to come up with the best “estimate” possible?

Read the designated article on this for great details. Here, let’s walk through the 4-step approach that you can apply to absolutely every market-sizing question.

Step 1: Clarify

Make sure you and the interviewer are on the same page regarding every detail and terminology, so you won’t be answering the wrong question.

Step 2: Break down the problem

Break the item in the question (number of trees in Central Park, market size of pickup trucks) down into smaller, easy-to-estimate pieces.

Step 3: Solve each piece

Estimate each small piece one at a time; each estimation should be backed by facts, figures, or at least observations.

Step 4: Consolidate the pieces

Combine the previous estimations to arrive at a final result; be quick with the math, but don’t rush it if you aren’t confident.

Math questions

“If the factory can lower the clinker factor by 0.2, how much money will they save on production cost?”

Almost all cases involve some math. So you will face math questions for sure. These “questions” can go at you either explicitly and implicitly. Sometimes, the case interviewer will ask out loud a math problem and have you solve. But sometimes, you have to do multiple calculations on the background to push the analysis forward.

Either way, a strong math capability will help you a lot during cases and the future career in consulting. See this Consulting Math article for more details.

Chart insight questions

“What insights can you draw from this chart?”

Consultant works with data and a big chunk of those data are presented by charts. Many times, the interviewer would pull out a sanitized exhibit from an actual project and have you list out insights you can see from it.

There are many types of charts. Getting yourselves familiar with the most popular ones is not a bad idea.

• Bar charts simply compare the values of items that are somewhat parallel in nature.

• Line charts illustrate the continuous nature of a data series, e.g: how my heart rate evolved through time.

• Pie charts illustrate proportions, i.e “parts of a whole” analyses.

• Scatter-plots use data points to visualize how two variables relate to each other. Correlation for example.

Tips on tackling chart-insights questions:

1. Read labels first: from Chart titles, Axis titles, Legend titles, etc. Don’t jump straight to the content of the chart. It takes more time to get lost there and has to go back to read the label. Besides, you may also run a risk of misunderstanding the content.

2. Look for abnormalities: important insights always lie in those unexpected and abnormal data. Look for them!

Value proposition questions

“What factors does a customer consider when deciding which car insurance company to buy from?”

In simple language, this question type asks you: what do the customers want? Understanding exactly this need will put any company in the best position to tailor products/services.

Like any other questions, Value-proposition questions are not only about correctly identifying customer preferences (insights) but also about analyzing and delivering the answer in a structured fashion. Here are a few tips for you to do that:

How to be more insightful: 

• It always helps to break customers into groups and provide different substances for each.
• Put yourselves into the customers’ shoes. Think from the first-view perspective and more insights will arrive.
• If there is any data/ information previously provided in the case, definitely use it.
• A library of factors? Safety, speed, convenience, affordability, flexibility, add-on services, durability, fashion, ease of use, location, freshness, etc.

How to appear more structured:

• Follow this structure: Customer group 1, Customer group 2, etc. Under each: Factor A, factor B, factor C.
• Develop your personal script for this question type. Make sure it’s easy to follow and structured in nature.

Information questions

What kind of data do you need to test this hypothesis? How do you get data

Consulting is a data-driven industry. As consultants, we spent most of our time gathering and presenting data to clients ( see the What the heck does a consultant do video ). No surprise information questions are relatively popular in cases.

The best way to tackle this question type is to understand inside out the types of data actual consultants use in real projects. Because almost no candidate knows about this. This is also a very quick way to build rapport. The interviewer will feel like he/she is talking to a real consultant.

Case interview example video – Pandora case

Enough theory! Enough cute little illustrations here and there. Time to get our hands into a serious case interview example.

Notice the following when watching the video:

• How the problem is given and clarified
• How the problem-solving approach is layouted and executed
• How the candidate use wording and frame the pitches
• The dynamic of a case. How energy transfers from one to another person.

Every case is unique in its own way but principles are universal. The more examples you see, the better. This video is extracted from our  Case Interview End-to-end Secrets program, where you can find 10 complete examples like this and many other supplement contents.

How to prepare for case interviews

Case Interview preparation is a long and tough process. In an ocean of books, videos, programs, how do we navigate to maximize learning? Most materials floating around are quite good, at least in terms of substance. But the timing and the organization of them can be confusing.

• Too much theory in the beginning can burn brain power very quickly.
• Tackling cases without basics can develop bad habits, which eventually cost more time to unlearn.
• Practicing complicated (or even just normal) cases in the beginning can destroy morale drastically.

So a good study plan is constantly switching between 3 activities: reading theory, watching examples, and practicing, with cases increasing difficulty level. It’s so crucial to start with super easy cases, be patient, and stay on that level until you are ready to move up. There are so many skills, habits, and scripts to develop and these take time.

“The quickest way to do just about everything is … Step by Step”

Even for candidates with cases coming up urgently, I still strongly recommend spending the most valuable time practicing cases that match your level. After all, cases are just the context. What you will be evaluated on is your approach, your skills, your techniques, etc.

So, this is a sample study plan you can adopt for yourselves:

Step 1: Learn the basics of case interview theory

• Read this article thus far
• Watch this  Case Interview 101 video

Step 2: Watch a simple case interview example

• Read the sample case flow above.
• Watch this  Case Interview Example video
• Go to this list of free case examples and try to select a very simple one. If you can’t follow one, it’s probably not good for you. Just skip it.
• Watch the first example in the  End-to-end Program

Step 3: Review the theory of case interview approaches  

• Read deeply about the logical foundation of problem-solving in this BCG & Bain Case Interview article.
• Watch intensively the logical foundation of problem-solving in this Candidate-led cases video.

Step 4: Do one mock case interview

• Practice with consultants. They have the insight and knowledge to help you pass the interview. Discover our experienced coaches from McKinsey, BCG and Bain here .
• Find a partner to practice with. Make sure you both watch this  Guide on how to conduct a case. A bad coach can do more harm than good.
• Get your hand on another example in the  End-to-end Program. But this time, don’t just watch. Actively solve the case as you see it! Try to say out loud your version, then listen to the candidate, then hear the feedback!

Step 5: Start improving your business intuition

Business Intuition is like your natural sense of the business world: how to be insightful and creative in various business contexts, how to feed the “content” into your approach, etc. Think of this as a basketball player trained for muscle strength, agility, or durability. Intuition can be improved gradually through constantly exposing yourselves to a wide range of business situations and contexts.

You can do this by:

• Read consulting publications. One article per day for example. Three wonderful sources are: McKinsey Insights, BCG Perspectives, and Bain Publications
• Train  case interview questions individually. By isolating each part of the case, you can focus more on the substance. Hit that link or get more question training on the End-to-end Secret Program .

Step 6: Start training consulting math

• Visit this in-depth consulting math article.
• Train our  Mental Math methodology.

Step 7: Practice another mock case interview

At this stage, please still stick to very basic cases. The goal is to see all of the knowledge and skills above in real action. Again, this can be done by either:

• Book a meeting with coaches
• Find another partner to practice with. Just make sure you both watch this Guide on how to conduct a case. A bad coach is always more harmful than not practicing at all.
• See another example in the End-to-end Program. Like the previous one, try actively solving the case as you see it! Say out loud your version, then listen to the candidate, then hear the feedback!

Step 8: Equip yourself with tips, techniques, and advance theory

• Read on! The below chapters of this very article will provide you with more advanced theory and killer tips.
• Watch the whole Tips & Techniques sections of the End-to-end Program. You will find 10 examples with clear walkthroughs of tips and techniques right in the middle of real action.

Step 9: Do further mock cases, review, and improve

Practicing for case interviews is a time consuming process – but as long as you have the right method, you will make it!

• First, brush up on knowledge related to case interviews with the Case Interview End-to-End Secrets Program .
• Second, get personalized practice with ex-consultants. That way, you’ll receive clear and tuned feedback to understand what to improve, building your own proper case approaches.  See a list of experienced coaches here .

Stay tuned with us on this website and our Youtube channel for continuously updated information on case interviews and management consulting recruitment; you can also subscribe to the newsletter below for free materials and other insightful content!

Good luck with your case prep!

Case interview tips – With instant results

Imagine a case interview just falls out of the sky and into your lap, scheduled for tomorrow – how can you even prepare?

The answer lies in a few “quick and dirty” tips, which I’ll share with you in a moment.

I am a firm believer in the 80-20 rule – which states that 20% of the causes lead to 80% of the consequences.

In the case interview prep context, 20% of your learning efforts will bring about 80% of the improvements – so the key to instantly and dramatically improving your case performance is to identify and focus on that 20%.

In the next 8 chapters, I’ll tell you the killer tips and tricks that helped me get a McKinsey offer, the majority of which were previously only available in the premium End-to-End Secrets Program , including:

• Chapter 9: Delivering the perfect case opening
• Chapter 10: Remaining absolutely structured throughout the case
• Chapter 11: Taking the best notes
• Chapter 12: Getting out if stuck
• Chapter 13: How to ask for data
• Chapter 14: What to do when receiving data
• Chapter 15: Deliver the most convincing closing pitch
• Chapter 16: Developing your personal scripts

One thing before you proceed: don’t forget to learn the fundamentals, the question types, and the frameworks. Remember, these 20% tips can only get you 80% performance; if you want 100%, there’s  no substitute for hard work.

How to deliver the perfect case opening

The result of a case interview is determined  the first 3 minutes – and I’m not even exaggerating.

Most people will be put off by this fact – indeed, with all those efforts spent on learning for the later part of the case, and the hiring decision is made when you’re not even properly warmed up yet.

However, putting a spin on it, this is the 20% to focus on – if you nail the opening, you’ll make a better impression than most candidates; it’s also easier to perform well in 3 minutes than in 30 minutes, especially when the case hasn’t gotten tricky. Additionally, you can prepare the opening in a formulaic manner – essentially learning by heart until it becomes natural.

There are 7 steps in the perfect case opening formula:

1. Show appreciation

2. Announce case introduction

5. Announce case approach

7. Ask for a timeout

In this chapter, I’ll walk you through each of those steps.

Step 1: Show appreciation

The quickest way to score the first points with any interviewer is to  sincerely compliment them. Everybody loves compliments.

Case interviewers are not dedicated HR staff, but Engagement Managers, Partners, and Directors who conduct interviews ON TOP OF their projects as goodwill for the firm, so you should at least be thankful for the time they spend with you.

Begin your interview with a sincere “thank you” for the interesting case (if you have to fake these words because deep down you don’t like case interviews, you aren’t exactly cut out for the job).

Step 2: Announce case introduction

Announce you’re going to do  steps 3, 4, and 5.

This step is related to what I call the “map habit”, which I’ll describe in detail in the next chapter. For now, just understand that it  helps the interviewer follow your introduction, and shows you’re a structured person.

Step 3: Recap  

What is the key question of the case?

On a side note: one common mistake is to mix up step 3 with step 4 (clarify) – remember, don’t ask anything , just rephrase the case to ensure that you get it right.

Step 4:  Clarify

Ask questions to clear up any  potential confusion about the details of the case.

Case questions are always very short with a lot of vague details; if you don’t see the need to ask anything, you’re doing it wrong.

Run this checklist through your mind to help you clarify as many unclear points as possible:

• Definitions: are there words you don’t understand or can be interpreted in multiple ways?
• Timeframe: what is the “deadline” for solving this problem?
• Measurement: how are the important variables (performance, revenue, etc.) measured?

Additionally, number your questions so it’s easier for you and the interviewer to keep track.

Step 5: Announce case approach

Roughly sum up  how you’ll analyze the problem.

Again, this is related to the map habit, which makes the overall case progress easier to follow.

There are 3 types of cases: (1) problem-solution, (2) should I choose A or B, and (3) how to do C. For each type, there is a different approach. The latter two are discussed in the “Advanced Logic” chapter, for now, we’ll continue with the first type: tell the interviewer you’re going to find the root cause to ensure long-lasting solutions, and to do that you’ll develop an issue tree.

Step 6: Align

Check if the interviewer  approves of your case approach.

This is an important habit of real consultants  because nobody wants to waste resources going in the wrong direction; interviewers expect candidates to show it in the case interview.

Simply ask “Does this sound like a reasonable approach to you?” – most likely the interviewer will give you the green light, but if you’re lucky he/she may even suggest a better approach.

Step 7: Ask for timeout

After you’ve gone continuously through the 6 steps above, ask the interviewer for timeout to (make this explicit) gather your thoughts and develop the first part of the issue tree.

Make the most of your timeout session, and keep it as short as possible. Any unnecessary silence will damage the impression and hurt your chances (refer to the End-to-End Program example in Chapter 6 to “feel” how awkward a lengthy timeout session is).

Case opening – Example script

Now it’s time to see how you can put all those steps into action!

Thank you for this very interesting case, I am really happy to get a chance to solve it!

The first step in solving any business problem is to make sure we solve the right one, so before diving into the problem, I would like to first recap the case, then ask a few clarification questions to make sure we’re both on the same page, and lastly announce my overall case approach.

So here is my understanding of the case:

• [facts regarding the client and situation]
• [key case question]

Does that correctly summarize the case?

<assume the interview confirms that your playback is correct>

Great, now I’d like to ask my three clarification questions:

• [question 1]
• [question 2]
• [question 3]

<wait for answers>

Thank you for the clarification. Is there anything else I should be aware of?

Thanks for all the insights. It’s great that we all agree on the key details.

For the overall approach to this case, to completely wipe out the problem for a long-lasting impact, we will need to find out the root causes of this problem. To do that I will try to break the problem down into bite-size pieces with issue trees, in order to quickly isolate the root causes inside the branches, then drill down accordingly to gather information until we can draw actionable solutions.

So before I go on to establish my first issue tree, does that approach sound reasonable to you?

<assumes the interviewer agrees with your approach>

It’s great to see that we’re on the same page regarding the key details as well as the overall approach to the case. I do need some time to gather my thoughts, so may I have a short timeout?

Being structured throughout the case

The high stress and large amount of information in case interviews make it easy for even the brightest candidates to derail from the objective or present in an unstructured manner.

I’ll be sharing with you my 3 most impactful tips for keeping the structure in case interview:

1. The map habit

2. Numbering your items

3. Sticking to the big problem

The map habit

It means regularly and explicitly checking where you are, and where you’re doing next.

I call it the map habit because it’s similar to using a map while traveling – pausing every once in a while to check your location, destination, and direction.

This habit gives you a sense of direction and authority while making it easier for the interviewer to follow your case progress. It also makes you sound organized and systematic – a definitive mark of management consultants – and the interviewer will love it!

You’ll see this habit a lot in our Case Interview End-to-End Secrets Program, where candidates would often pause at each key step during the case. Do the same thing in your own case interviews, and you’ll greatly impress the interviewer.

Numbering your items

A very easy and effective way to make your pitches sound structured is to number each item.

The formula is simple: “There are X items that I’m going to say; they are: No.1 … No.2 … No.3 …”

By now you may have noticed that I use this structure many times throughout this guidebook – it’s already quite effective in written language, but it’s even more impactful in spoken communications!

Having this numbering habit will make it very easy for the listener to follow your speech, and it creates an impression of MECE (even if content-wise it’s not MECE).

Sticking to the big problem

There are two ways to keep yourself on track  all the time in those high-stress case interviews

1. Occasionally check your position on the issue tree, and quickly get back on track if it seems you’re “derailing”. If this sounds like the previous map habit, you’re right, it is the map habit.

2. Take good notes, with the case question being written big and bold on top of your scratch paper. That way you’ll be reminded every few seconds.

That last point brings us to the next issue: how to take notes.

How to take notes in case interviews

The best notes for case interviews are always  clear-cut, structured, and relevant.

Even the smartest candidates suffer from seemingly silly problems in case interviews – forgetting data, messing up the numbers, getting stuck with frameworks, losing sight of the original objective, etc. And in the true management consulting spirit, I set out to find the root causes.

And looking back at hundreds of coaching sessions I did, I found one thing in common – none of those candidates could take good notes.

I’ll tell you precisely how I took notes to get a McKinsey offer; however, I hope that after this chapter, you can install the spirit of the method, not just the method itself.

So here we are, with the 3 groups of sheets laid out for the ideal note-taking:

1. Data sheets

2. Presentation sheets

3. Scratch sheets

Data sheets

Data sheets are used to store and process every piece of incoming data .

Try to draw tables for these sheets, because this not only makes the calculation process easier but also gives the impression that you’re a careful and organized person.

Also, remember to write only the results of calculations on this sheet, to keep it neat and tidy. Most of your calculations should be done mentally (see the article on Consulting Math for more details); if you really need to jot down the calculations, do it on the scratch sheets.

Presentation sheets

Presentation sheets are used to develop and present any “outgoing” content.

Your issue trees should be drawn on these sheets, along with the big-and-bold case question/objective right on top. When delivering your pitches, always turn around the presentation sheets so the interviewer can clearly read what’s on them.

As with the data sheets, avoid any messy “mid-process” drawings. Put them on the scratch sheets instead.

Scratch sheets

Scratch sheets exist to keep other sheets clean.

Ever felt irritated receiving a notebook full of correction marks? That’s exactly how the interviewer feels if you present with untidy notes. You should try your best to hide all the unorganized, messy parts of your thought process.

The scratch sheets provide a sanctuary for that unstructured part of yours – it’s okay to go all over the place for brainstorming, as long as you can organize the incoming resources and present in a systematic manner.

“I took the notes just as you instructed, but I still get stuck in cases. How can I avoid it?” – Well, that’s the subject for our next chapter – “Stuck” situations and how to get out of them.

Stuck in cases – What to do

We’ve all been there – that scarily awkward feeling when you don’t know what to do next in a case interview, that fear of being rejected.

In every “stuck” situation, the most important thing is to remain calm and collected (you’ll lose points if you panic) – then methodically work your way out. I’ll teach you how to get out of those situations, with style.

There are actually 3 different kinds of “stuck”, and for each, I have a different solution:

1. The “Framework” stuck

2. The “Data” stuck

3. The “I-Cannot-Find-The-Problem” stuck

Let’s go through each in detail.

The framework stuck

This situation happens when the candidate does not know which framework to use, and the secret tool for it, is “segmentation”.

Segmentation works just like any framework, and like a Swiss Army knife, it’s usually safe and easy to use. So if you’re unsure how to break things down, say these magic words:

“At this point, I’d like to break down this X item, and one good way is to use the natural segmentation within this line of business. So may I ask how they break this X item in this industry?”

If you get it right, the interviewer will reply with the most industry-relevant way to segment the item.

You may be wondering why I’m not talking about issue trees and frameworks here, after all the theory at the beginning of the guidebook.

The answer is that the textbook and “ideal” solution – learning the problem-solving fundamentals and deep-diving the frameworks to increase your flexibility – takes a lot of time, while the “cliched” solution – learning as many frameworks as possible, usually at the cost of depth – is inherently dangerous.

The data stuck

The “data stuck” happens when the candidate can’t extract relevant insights from the given data. And when this happens, ask for benchmarks.

Comparing with benchmarks is the quickest way to put data into perspective, yielding useful insights. There are 2 kinds of benchmarks – if you remember from the chapter on Candidate-led Cases: 

• Historical benchmarks: data on the same entity in the past
• Competitor benchmarks: data on similar/competing entities in the same timeframe

To ask for benchmarks, Just say the following lines:

“For now, I hypothesize that the root cause of the problem comes from the X branch of this issue tree. However, to further break down the problem in a spot-on way, I do need some information on the context of our client’s problem.

One of the quickest ways to grasp that context is to use competitor’s data; so can I have the X figure for our client’s competitors?”

The “I-Cannot-Find-The-Problem” stuck

This is the scariest “stuck” because there’s no obvious reason or solution – you’ve done your math right, your framework is suitable, and you’ve got a lot of interesting insights from data. Why are you still stuck?

From my experience in coaching sessions, there are 2 scenarios where this happens: (1) your issue tree is not MECE, and (2) if your issue tree is MECE, it does not isolate the problem.

You can try to avoid this in the first place by mastering the MECE principle, improving intuition, as well as aligning with the interviewer early and often.

But what if you still get stuck? The answer is to calmly admit you’ve hit a dead-end, and ask for time to fix the problem; be it the first or second scenario, you have to redraw your issue tree.

Literally use the following script:

“My whole analysis seems going towards a dead-end, which means either part of my issue tree is not MECE or my method of breaking down does not isolate the problem. Either way, I would like to take a timeout to have a look at it.”

You likely get stuck when practicing on yourself. That’s the reason why you need personal coaching. Veteran coaches at MConsultingPrep will give insightful feedback, propose actionable steps, and help you significantly enhance your performance. Find my coach !

How to ask for data

Data is the fuel for the case interview engine. Without it , your analysis can’t progress.

The problem is that interviewers don’t simply give out precious data for free. It has to be earned. There are 4 tips you can use to show that “worthiness”, and prompt the interviewer to supply you with the best information:

1. Create a good impression

2. Explain the purpose of the data

3. Explain the method of acquiring the data

4. Ask open-ended questions

Tip 1: Creating a good impression

The interviewer will love you if you think and act like a real consultant – if you can achieve that, he/she will always give you the best pieces of data available.

In this guidebook, there are countless tips to show your consulting characteristics – I even write a whole chapter on how to install consulting culture into your own personality. Generally, you must always be (1) structured , (2) fact-based, and (3) action-oriented.

Additionally, common people skills and interview tips also apply – show your appreciation by thanking for their help, keep a smile on your face to maintain a positive atmosphere, etc.

Tip 2: Explaining the purpose of the data

Say why you need that data, so the interviewer knows you can actually use it.

There are only two purposes for data in case interviews: (1) to test a hypothesis, and (2) to understand the context.

You can use the following scripts to when to reason your data requests:

“For now, I’m hypothesizing that the root cause of this problem comes from the X branch. Since this hypothesis can only be tested with the data on X, may I have those figures?”< testing hypothesis>

“For now, I hypothesize that the root cause of the problem comes from the X branch of this issue tree. However, to further break down the problem in a spot-on way, to better understand the context of our client’s problem, I will ask a few more questions. Does that sound reasonable to you?” < understanding the context>

Tip 3: Explaining the method to acquire the data

By stating how to get the data, you prove its feasibility and reinforce your data request.

In real consulting projects, data is not always available; the interviewer may rely on this logic and refuse to give you any information. So, when you ask for data, make sure your request is realistic, then state the method to acquire it using these words:

“If this was a real project, this information can be acquired from/by X source/method”.

In our  Prospective Candidate Starter Pack ,   there is a sheet listing all the possible sources of information in consulting projects, which you can download for your own use, along with many other free case interview materials.

Accurately explaining the data acquisition method also shows that you’ve done your homework and you know the consulting industry inside-out. Any interviewer will be greatly impressed.

Ask open-ended questions

This prompts the interviewer to give you data you haven’t thought of.

The precise questions mostly depend on specific cases (meaning you need to sharpen your intuition), but there is a Swiss Army knife here: “Is there anything else?” – which is a question real consultants ask several times a day, at the end of their conversations.

Use open-ended questions when you feel you might be missing something – for example, during clarification – and only after a series of well-defined, close-ended questions. Otherwise, you risk appearing lazy and over-reliant.

What to do when receiving data

Suppose the interviewer agrees to give you data. Now what?

Time to shine! If you do these following 3 steps, even just once, in the interviewer’s mind, you already pass:

1. Acknowledge the data and show appreciation

2. Describe the data, especially its notable features

3. State the implications of the data

Let’s dive into each separately.

Step 1: Acknowledging the data

Simply  thank the interviewer for the interesting piece of data.

Firstly, it confirms that you have received, and can understand the data.

Secondly, it’s always good to give out modest, subtle compliments to the interviewer. Trust me, conducting case interviews is hard work, and the interviewer does appreciate those little compliments.

Last but not least, it buys you a few seconds to fully absorb the new information and minimize any possible silence.

Step 2: Describing the data

Summarize  the most important insights you can extract.

Don’t recite a short essay about the data, there is no time for that. Quickly and mentally calculate all the important points, then state it out loud in 1-2 sentences.

This step has several uses:

It showcases your consulting math skills (chart insights and mental calculation)

It eliminates the silence during your analysis

It helps you quickly memorize the key trends in the data

Step 3: Stating the implications

Concisely explain how the insights from the data  related to the issue tree – do they confirm or reject the current hypothesis? Do they open new areas for investigations?

This part is extremely important because it connects to the action-oriented mindset of actual management consultants while laying solid foundations for your next steps (fact-based).

Example – Handling revenue data

Suppose you’re working on a profitability case (how to fix low profits), and you’re trying to dictate whether the root cause comes from the revenue side.

The interviewer gives you this data:

How would you respond? Try to answer it yourself before revealing the sample answer.

Sample Script - Receiving Data 

Thank you for the very interesting data. (acknowledging)

It seems that our client’s revenue has been increasing steadily throughout four years – around the mark of 20% annual growth, in fact. (describe the data)

This suggests that the problem may not come from this side of the issue tree. However, in order to fully reject the possibility, I need the figures on the revenue of other companies in this industry around this time. Do we have those numbers? (implications)

Delivering the perfect closing pitch

“You have one minute to summarize all of your findings to the client CEO. What would you say?”

Your answer must be short, to-the-point, action-oriented, and client-friendly.

The closing pitch of the case interview is sometimes called the “elevator pitch” , where you supposedly meet the client CEO inside the elevator and must somehow deliver the results of the project before the elevator arrives at its destination floor (it’s even worded like that sometimes).

Regardless of the wording, the principles remain the same, and your closing pitch must consist of these 4 parts:

1. Introduction / Lead-in

2. Summary of the root causes

3. Summary of the solutions

4. Next step

Part 1: Introduction / Lead-in

Open your pitch in a client-friendly way. Remember, consulting is a service – a premium one, in fact.

There is a simple formula for this part of the pitch:

“Mr. CEO, it has been a great pleasure to be working with you on your company’s X problem.”

Everybody loves a little compliment, don’t they?

Part 2: Summary of the root causes

Don’t go into detail about your analysis – show them the results first.

CEOs are busy people, they have no time for a 15-minute break-down of your issue tree. They only care about the “big picture” – “Why is the problem happening?”.

You need to sum up root causes in a structured manner, with a numbered list – in the case interview context, that’s one characteristic the interviewer looks for, and in real projects, it helps the listener follow your pitch.

“After careful analysis, we have found X root causes for the company’s problem: 1… 2… 3… X”.

Part 3: Summary of the solutions

The solutions are what the clients pay for in the first place, so make sure to deliver them clearly and systematically.

This step must also be structured. Additionally, list the solution in the same order as their corresponding root causes, to imply the connection between them (if the root causes are listed as A, B, C, then the solutions should never be C, B, A).

“To solve the aforementioned issues, we propose the X following solutions: 1… 2… 3… X”.

Part 4: Next step

The ending must lead the customer towards a follow-up project, in a client-friendly way.

This step shows that you have an action-oriented mindset and necessary people skills to represent the firm before the clients.

Moreover, follow-up implementation projects are a major source of revenue for the top consulting firms (such as McKinsey, BCG or Bain), so mentioning them in your case interview ending pitch proves that you did the appropriate research before applying.

So here’s what you’ll say when the elevator reaches the destination:

“We would be more than happy to work with you to implement these solutions”.

Develop personal interview scripts

Every tip I’ve mentioned in the previous 7 chapters is for recurring situations in case interviews, and they can be dealt with using formulaic responses.

What that means for you – the candidate – is that you can make personal scripts and learn them by heart until they all become your second nature. That will save you a lot of brainpower to use on the issue tree. This approach has proven successful with all of my coachees, and it’s also a major part of our Case Interview End-to-End Secrets Program. You will find my own personal script I used back in the day, and I will also personally give feedback to scripts of members of the program.

So open your document tool and start writing now. Once you’ve finished the scripts, learn them by heart one at a time. When you feel comfortable with every one of them, you can move up to a higher level and practice with whole cases.

Inside the case interviewer’s mind – Consulting culture

The best way to impress your consulting interviewer is to act like a consultant. And to do that, you need to know what goes on inside their mind – both the conscious and unconscious – then install it into your own personality.

In this chapter, I’ll guide you through 15 ingredients that make up a consulting mind. However, I won’t tell you how to apply this in case interviews because it will sound fake – what you need is to immerse yourself in a consulting environment, and incorporate these “ingredients” into your own mindset.

Responsibility & proactivity

Everyone talks about responsibility and proactivity these days, but in management consulting, we have a much more powerful word – “ownership” . When you “own” the work, you deeply and sincerely care about it, and you always try to go beyond what is required.

If you ever spend your efforts trying to improve a piece of work that your boss already approved, just because you know it is the right thing to do, because you feel so good seeing a job well-done, you have that “ownership” mindset.

In management consulting, you are expected to possess that mindset. In my early days at McKinsey, I was almost thrown out the window for working on a cement project but not knowing where the aggregate mines were (which was outside my responsibilities, but my boss expected me to know it, since I “owned” that cement project).

If you fail to do your work, don’t ever blame anyone or anything. Your responsibility is to draw up contingency plans for the “worst-case scenarios”:

• Missing the deadline because the client did not send you the data? You should have accounted for it in your schedule. 
• Late for work because of a traffic jam? Why didn’t you get up earlier?
• Your pet bite your suit? Any sensible person should have a spare one; even if that one is bitten, aren’t we paying you enough to get a new suit at the store this morning?

In short, if you want to be a consultant,  don’t make excuses.

Result-oriented / Can-do attitude

“There’s nothing I can’t do” – that’s the mindset you need to work in management consulting.

The result orientation inside a consulting firm is intense – saying that it’s “Mission Impossible” everyday would not be an exaggeration, but at the end of the day it’s always “Mission Accomplished”.

The boss doesn’t pay much attention to how you do a task, or what resources it takes, as long as you get it done. The firm has enough resources of every kind to help you with that, so there’s no reason you can’t pull it off.

Top-down communication

Communications made by consultants are always short, concise, to-the-point, action-oriented, and structured.

We were all given full-on lectures by our parents back when we were kids, for wasting food or not exercising (or not studying, for Asians like me). If they were management consultants, most of those lectures would be replaced with powerful, action-oriented messages: “Go study. If you don’t get an A+ for the next test, I’ll have to discipline you”.

A consultant seeing something non-MECE is like your mom seeing your messy bedroom. It’s that discomforting.

If you wish to be a consultant, train yourself to be MECE in everything you do. Once you can be MECE effortlessly, and you start spotting the annoying non-MECE-ness in everything around you, you know you’ve got it. 

If you’re unstructured, you won’t get into the business.

Being “structured” is a pretty vague concept, but everyone in the consulting industry knows when they see it. It’s about being organized, logical, top-down, MECE, etc.. Basically, if you can approach things the same way as real consultants, you will be deemed “structured”

If you can’t meet the deadline, you’re dead (of course, not literally).

A consulting firm works like the perfect machine, where every part operates as intended. When consultants promise to help you with something, you can be nearly 100% sure that they’ll keep their word. This makes work management that much easier.

Consequently, if you start missing the deadlines, you’ll be out of the game soon enough.

Manager from Day 1

You’ll get the idea right away if you watched this video on the job of management consultants:

In short, even as an entry-level associate, you’ll be managing a multitude of resources (experts, specialists, etc.), contents (reports, client data, expert knowledge,…), and stakeholders (the two most important being your client and your boss).

Pulling all of these together to create impactful results would be an impressive feat, even for the best and brightest new hires.

Client first

Don’t. Ever. Piss off. The client.

Management consulting is a special service industry – besides the usual “don’t disrespect the client” and “don’t leave a bad image of the firm”, there’s also “don’t make them hate you while telling them to do what they probably hate.” (which is a good way to sum up a consultant’s job).

In case interviews and PEIs, the interviewer will be asking himself a big question: “Can I trust this guy to represent me and my firm before the client?” – if the answer is anything below a stellar impression, you won’t be receiving an offer.

Consultants will have valid reasons for everything they do.

In both consulting work and case interviews, you need to be very explicit about the basis of your actions – every conclusion must have backing data, every idea must be explained, and every request must serve a purpose. Don’t ever assume that you’re justified.

Being fact-based is part of the foundation for the trust people place in consulting firms, so people who draw ideas out of thin air and act impulsively will never get into the industry.

Effective time & resources management

Every consultant works hard, so the only way to stand out is to work smart.

Yes, I know it’s a buzzword, and I know it’s cliched, but the 80-20 rule really does apply in this line of work. The best performers are always the ones to identify the most important lever and focus on it.

With the intense workload and up-or-out policy at major consulting firms, this skill is vital. Don’t be surprised if you pull all-nighters and work hard all the time but still get fired, while that one guy who goes home at 5 gets promoted. If you want to survive, learn from him.

Key takeaways & key messages

To a management consultant, everything has a key takeaway.

Consultants are efficient people, they don’t simply waste time, effort, and resources on irrelevant things. Things are only worthy of their attention if they have an interesting, helpful “so what”:

• You tell a story? So what?
• You perform a data analysis? So what are your key insights, and what’s the implication?
• You draw a slide? What’s the key message you’re trying to deliver?

If you already think like this, trust me, the interviewer will love you.

Think on your feet first

You should only ask for leadership assistance only  after you’ve thought well about the problem.

Just pause for a second and think: would you be more ready to help someone who really tries their best at the job or someone who does nothing and relies solely on you?

The same thing is true in consulting work, and even in case interviews: the interviewer will assist you if you can deliver well-informed opinions.

With that said, “asking without thinking first” is a very common mistake in case interviews, which you can see in the numerous examples from our End-to-End Secrets Program. 

Align early, align often

Always try to reach and maintain a consensus with co-workers and your boss, from the most mundane tasks to the largest projects.

Nobody wants to spend a whole week building a model that the team doesn’t need; it’s a huge waste of time and resources. As such, consultants have this aligning habit very early and often – a little time spent on reaching an agreement now will save a lot of trouble later.

Remember to align in case interviews as well – at the start of the case, and every important step.

Consultants are very action-oriented people who always think about the next step.

Every meeting, phone call, even random catch-up must end with everybody being explicitly and absolutely clear about what to do next.

So what’s YOUR next step, after reading this guidebook?

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

Related product

Case Interview End-to-End Secrets Program

Elevate your case interview skills with a well-rounded preparation package

Six types of charts in case interview are: Bar/Column chart, Line chart, Percentage chart, Mekko chart, Scatter plot chart, Waterfall chart.

Business knowledge is not a mandatory condition to become a consultant. Nevertheless, it still has specific obligations and advantages for consultants.

There are 9 type of questions that mostly used in actual case interviews. Each type has a different solution, but you can rely on the a 4-step guide to answer

Case Interview Preparation

Perform at your best during your case interview., bcgers share their case study interview tips., follow these dos and don ’ ts to ace your case prep:, test your case interview skills with these interactive quizzes., set out a climate strategy for a client., restore client satisfaction at a digital bank..

• The 1%: Conquer Your Consulting Case Interview
• Consulting Career Secrets
• Cover Letter & Resume
• McKinsey Solve Game (Imbellus)
• BCG Online Case (+ Pymetrics, Spark Hire)
• Bain Aptitude Tests (SOVA, Pymetrics, HireVue)
• Kearney Recruitment Test
• BCG Cognitive Test Practice

All-in-One Case Interview Preparation

• Industry Cheat Sheets
• Structuring & Brainstorming
• Data & Chart Interpretation
• Case Math Mastery
• McKinsey Interview Academy

Brainteasers

Master consulting case interviews: the insider guide.

Last Updated on March 26, 2024

Embarking on a career with prestigious consulting firms like McKinsey , BCG , Bain or any other top consulting firm is a highly sought-after achievement for many aspiring consultants. However, one of the biggest challenges in this journey is excelling in the consulting case interview – a critical component of the hiring process for these elite firms. Known for their rigorous selection process , top-tier consulting firms evaluate candidates not only through Personal Fit Interviews but also through case interviews, making them among the hardest companies to secure a position with.

I am dedicated to guiding candidates through the nuances of preparing for consulting case interviews since I have observed a plethora of misinformation online regarding case interviews – much of it incorrect, outdated, or misleadingly generalized across all consulting firms. This misinformation, often propagated by self-proclaimed ‘experts’ who lack real-world experience with MBB , can hinder your chances of success in securing a role with these prestigious companies.

In response, I made it my mission to demystify the case interview process, offering insights and strategies rooted in authentic, first-hand experience. My goal is to equip you with the knowledge and skills necessary to navigate the consulting recruitment journey confidently and successfully with top-tier firms.

In this article, I want to help you understand the intricacies of the case interview as a first step of your consulting case interview prep by answering the following questions:

• What is a consulting case interview?
• What skills are assessed, and how are you scored?
• What is the role of the interviewer, and what is on their mind?
• What is the format of the case interview?
• What are the elements in a typical case interview you need to ace?
• What are the differences in case interviews across firms?
• How should you prepare for a case interview?

This article is part of our consulting case interview series. It is your first step in mastering case interviews for top consulting firms, providing you with a foundational understanding. Our guide offers an insider’s perspective on the MBB case strategies, ensuring you’re well-prepared for interviews at McKinsey, BCG, and Bain. For the other articles, please click below:

• Overview of case interviews: what is a consulting case interview? (this article)
• How to create case interview frameworks
• How to ace case interview exhibit and chart interpretation
• How to ace case interview math questions
• How to approach brainstorming in a case interview

For a fully fleshed-out discussion of case interviews and consulting interview preparation, please check out my book The 1%: Conquer Your Consulting Case Interview on Amazon.

Introduction to Consulting Case Interviews

This section of our consulting firms interview guide delves into what a consulting case interview entails, setting the stage for a deeper understanding of the selection process.

The case interview is employed by all top-tier consulting firms to test the analytical capabilities and communication skills of applicants. It simulates a client situation, where you are tasked to solve a specific (business) problem (e.g., “ Why are our revenues decreasing?” ) or implement a client request or answer a client question (e.g., “We want to become more customer friendly” ).

You need to figure out how your client can achieve a certain goal or solve a problem by influencing the right levers.

Sample case interview prompts

Typical cases might start in the following way:

“Over the last year, our client, a Caribbean tour operator has seen a significant decrease in bookings. The CEO wants us to find out what happened and increase the bookings again back to baseline levels from three years ago.”

Here, the goal is to increase bookings back to baseline levels.

“Our client, a leading guitar brand, has asked us whether or not they should open up a new factory in Indonesia for a new line of entry-level guitars.”

Here, the goal is to provide a recommendation about opening a new guitar factory.

“We are working with the government of a small developing country to create a strategy that would spread education to children between the ages of six to 14 in remote villages. We need to devise a ramp-up plan for the next 24 months to make this a reality.”

Here, the goal is to come up with a plan for educating children in remote villages.

Case interview tasks

As you can see, these situations and problems and the associated goals are varied and diverse, and usually taken from a real-life client engagement of your interviewer. Yet, while every case brief is unique, you would follow the same logic and approach when solving the case. You always need to figure out what levers you should move and how to reach a desired outcome. To solve a case successfully, there are a couple of tasks that are interdependent and partially iterative in nature. You need to:

• understand a client request and operationalize the goal(s)
• create an analytical framework to investigate the situation
• use hypotheses to elicit more qualitative and quantitative information from your interviewer by going through your framework, asking targeted questions
• analyze, interpret, and contextualize the information collected through the discussions, charts, graphs, and data tables, as well as quantitative problems
• synthesize your findings and relate them to the initial case brief
• identify the root cause(s) of the problem, and find the most suitable approach and the right levers to pull
• provide recommendation(s) to satisfy your client’s request.

The interview is a (usually) 20-30 minute dialogue between you and the interviewer, where you need to structure your approach, propose concrete ideas and analyses, gather information, spot insights on data tables and charts, solve quantitative tasks, and provide recommendations, all while communicating in a professional, structured, and calm way. The other part of the interview slot is usually spent on the fit interview.

The case interview is difficult since it involves several different skills that you need to demonstrate, not just in one part of a case but consistently across all parts within one case and across multiple interviews in succession. Candidates usually go through three to six case interviews before receiving an offer. Consistency is key as you need to convince all interviewers by solving their respective cases.

Not an easy feat!

Let’s have a look at the different skills at play and how they are evaluated. The skills assessed during management consulting interviews are critical for determining a candidate’s ability to thrive in the fast-paced world of consulting.

Skills Assessed in a Case Interview

While during the screening stage, consulting firms check your resume to establish that you might have the potential to be a good candidate, during the interviews, they want to put that potential to the test to see if you can develop into a world-class consultant.

Once hired, you are put in front of the client, where you represent the prestigious legacy of your firm from day one. Hence, the skillset you need to display in a case interview is the same as that required in the daily life of a management consultant. The case interviews are essentially a trial run to gauge how well you would be able to solve problems and communicate later on.

Before you start your preparation, it is important to understand what aspects the interviewer scores your performance on. Knowing what interviewers look for, you can tailor your approach, interpret feedback, and work toward mastery of each area.

Below are the seven key dimensions you need to focus on that the interviewer evaluates, including examples of how you can display mastery in each. In later parts and links to other articles, I show you how these skills translate to real case examples, and how you can employ and hone them most effectively.

Problem-solving

• Do you understand what the overarching problem and client request is about?
• Can you identify and operationalize the goal(s) of the client?
• Can you deconstruct the problem or situation into its parts, structuring a MECE (mutually exclusive, collectively exhaustive) issue tree (framework), covering all aspects without overlaps?
• Do you understand the most important components/drivers/levers in this situation?

Application in a case interview: To provide a recommendation at the end of the case interview, you need to work on one or multiple problems or tasks for the fictitious client. Great candidates clarify the situation, operationalize the goal(s) of the client, and then set up their analysis by splitting the problem into multiple components, the most common tool to achieve that being the issue tree .

A good problem deconstruction is the anchor that keeps you focused and on track while moving through the case and investigating the situation. Once you have received the question you are trying to solve during the case, you need to create your issue tree with each branch of the tree representing a part of the problem or situation you would like to investigate. These parts are drivers or levers you can influence to change the outcome for your client. Your approach should be MECE, meaning that it should cover all aspects of the problem or situation without overlaps.

• Do you think about a situation holistically, offering broad, deep, and insightful perspectives, adding new ways of thinking on top of more common-sense ideas?
• Are you able to look at the situation from different perspectives?
• Can you draft a range of concrete ideas and rich descriptions that qualify why your mentioned areas are important to investigate?
• Are you able to come up with creative ideas, solutions, and recommendations?

Application in a case interview: One way to rise to the top of a bunch of case interview candidates is to demonstrate a spike in creativity. When thinking about the situation and your issue tree, go as broad and as deep as possible. Try to come up with creative angles/top-level ideas to the problem that cover it exhaustively (the breadth), and draft rich descriptions with concrete ideas that support each top level (the depth). Refrain from using memorized frameworks like 90% of other applicants.

Remember: Creativity is nothing without structure. Keep your creative thoughts contained in a MECE structure as described above. Additionally, once you have identified the root cause of the problem or the gist of the situation or are simply asked to brainstorm ideas and solutions, come up with creative insights on top of more common ideas you might have.

For instance, remembering our guitar manufacturer and their new factory example from above, a standard insight would be to consider the cost of the venture. Creative insights would be to consider the impact of a new low-cost line of guitars on brand reputation and the effect of cannibalization on the existing product lineup.

• Can you link the structure with creative thinking to create meaningful and logical analyses on a deep enough level based on sound arguments?
• Are you using a hypothesis-driven approach to your problem-solving, i.e., have a clear picture of where you think the case solution can be found most likely, hence, tackling high-impact issues first by asking the right questions and always being aware of where to go next, potentially changing course if needed?
• Can you swiftly interpret and synthesize data, charts, exhibits, and statements made by the interviewer in the context of your hypotheses?
• Do you see interdependencies in different parts of the problem, your analyses, and proposed solutions, and understand how the key drivers/levers of the problem or situation interact with each other?

Application in a case interview: Analytical rigor links structure and creative thinking, guiding you as you move through your issue tree to investigate the situation. Employ a hypothesis-driven approach to your problem-solving, i.e., have a clear picture of where you think the solution of the case is buried. This way, you can qualify and justify why certain areas are important to investigate, tackle likely high-impact issues first, lead the interviewer, and ask the right questions to elicit relevant information quickly.

After going through a branch of your issue tree, synthesize your findings and discuss how they relate to your status quo in the case, then move to the next branch if needed until you find the key pieces of information that help you solve the case. Move vertically, then horizontally. When receiving new information such as data from exhibits, interpret it with your hypotheses in mind. You should never boil the ocean, i.e., try to analyze everything there is, but follow a concrete and logical course of action and analysis, focusing on areas where you believe the most impact lies ( 80/20 ).

Demonstrate that you can move the case forward on your own by synthesizing and discussing the next potential analyses or implementation measures for your ideas. Show that you are adaptable when new information pops up that might make you change course. Keep in mind how the different parts of the situation interact with and relate to each other. Employing these habits significantly increases your chances of figuring out the root cause(s) of the problem or understanding the key drivers of the situation quickly, which helps you to devise a sound recommendation, even if you do not have the perfect information.

Quantitative reasoning

• Do you understand how a certain number/outcome of a calculation could help you move forward, and can you interpret quantitative outcomes in the context of the case?
• Are you able to structure quantitative problems, drafting the correct approach to calculate the desired outcome variable(s)?
• Are you able to comfortably perform calculations and manipulate large numbers, relying on simple pen-and-paper math and mental math?
• Can you move swiftly and accurately through math questions, spotting traps, and using shortcuts or are you prone to making repeated smaller or larger mistakes?

Application in a case interview: There are four steps that expert case solvers ace when cracking math problems. First, they understand what specific quantitative analysis could help their understanding of the problem or enable them to provide a recommendation and how. Second, they set up the correct analysis and approach to calculate a desired outcome variable. It’s necessary to think about the information required to answer the question, set up the right equations, and ask for more data if needed, all while paying attention to potential traps or shortcuts. Even simple computations often include a twist. Third, they swiftly and accurately perform calculations, relying on pen-and-paper math. Calculations usually revolve around simple arithmetic. Fourth, strong candidates present their answers to the interviewer, interpret them in the context of the case, and then move on from there.

Communication

• Do you communicate in a concise, effective, structured, and top-down manner?
• Are you using logical and coherent sentences, professional language, and business vocabulary?
• Do your statements add value to your analysis, or do you ramble?
• Are you leading the conversation or merely getting dragged along by the interviewer?

Application in a case interview: Strong candidates communicate like consultants, which is essential for three reasons. First, you need to guide the interviewer through your issue tree and thinking, second, elicit the right information, and third, convince the interviewer about your ideas and recommendations. For all three, you need to communicate top-down, starting with the key point, and then providing supporting arguments for it. You want to ensure that your statements are to the point, and coherent and demonstrate a good command of business language. Time is limited so avoid endless rambling about topics or going in circles, repeating what you have already said.

Ensure you share your thoughts and considerations with the interviewer. They need to understand how you reach a certain conclusion or insight. For instance, when discussing your drafted analysis, tell the interviewer what you would like to investigate as well as why you think that’s a good idea.

Lastly, lead the conversation. Remember to be in the driver’s seat all the time.

Maturity and presence

• Are you confident and present in the room/on the video call and demonstrate case leadership?
• Are you comfortable with silence while taking time to think and asking clarification questions or asking for guidance?
• Do you come across as friendly and professional with a pleasant countenance and gesticulation?
• Are you professionally dressed and does your appearance match the setting?

Application in a case interview: Consulting firms are looking for mature leaders. Interviewers want to see that they can put you in front of senior clients, where you represent the legacy of the firm and the credibility of your team. They want to make sure that you are self-standing, cool under pressure, engaged, and confident in difficult discussions and situations as well as act and dress professionally . In addition, interviewers want to hire candidates who are genuinely engaging, nice, and pleasant to be around since they might soon spend 16 hours a day with you in the same (small) team room for several weeks in a row.

Business sense and intuition

• Can you get up to speed with a new industry, client, and situation quickly?
• Are you asking the right questions that help you understand and move forward?
• Can you make sense of new information quickly and interpret it properly in the current context?
• Can you provide suitable, actionable, sensible, and relevant recommendations for the situation at hand?

Application in a case interview: Business sense is sort of an enabler for Analytics (discussed above). While you are certainly not expected to know details about a certain industry or a specific context of the case, you need to be able to demonstrate business sense and intuition, which is mostly just common sense. You should be able to quickly understand a new situation – even just by asking targeted questions about how a specific business works, what the main cost drivers are, how the business makes money, etc. When receiving new information or insights during the case, you need to be able to make sense of it in the context of the business and relate it to the information you already have as well as the situation at hand.

Interviewers would like to see you quickly gravitate toward and identify the root cause of a problem or the key drivers/levers of a situation (see Analytics , above), which is easier if you are quick to navigate uncharted territories. Use your common sense, experience, and knowledge of other industries or contexts to explain certain phenomena in the case, for instance, when working with assumptions or interpretations. Business sense and intuition also drive the quality of your proposed recommendations.

Learn the essential tips for successful case interviews, a crucial component for candidates looking to make their mark with our dedicated resource below. We explore real-life examples of management consulting interviews to illustrate the diversity and depth of case studies you might encounter.

Unlock your path to consulting success with the ultimate case interview preparation package. Tailored for aspiring consultants, this package offers 79 targeted theory lessons and hundreds of practice drills across key areas: Structuring, Chart Interpretation, Math, and Brainstorming. Developed to meet the rigorous MBB standards, it distills over 5 years of McKinsey insights and strategies from more than 1600+ case interviews into actionable, battle-tested advice. Perfect for students, recent graduates, or professionals aiming to ace their case interviews.

Case Interview Scoring and Evaluation

Understanding the consulting interview process, including how firms score your performance, can significantly improve your preparation strategy.

Grading of skills

All consulting firms score case interviews in a similar manner, even though their scale and terminology might differ slightly. After every interview, interviewers fill out a feedback sheet, covering the aspects discussed in the previous section in one way or another. For each section, they rank your performance across a five-point scale:

1 – Insufficient: Candidate does not display a basic command of the desired skill

2 – Adequate: Candidate displays an average command of the desired skill

3 – Good: Candidate displays a solid command of the desired skill

4 – Very Good: Candidate displays a strong command of the desired skill

5 – Distinctive: Candidate displays mastery of the desired skill.

Creating the perfect profile

Interviewers add a written commentary on their overall impression, highlighting positive, negative, as well as neutral observations. Two things are crucial for you to get the offer. First, you need to steer clear of the first two categories. Insufficient and adequate ratings usually lead to direct rejection. At a minimum, you need to display a good performance for every skill within an interview as well as across interviews.

Second, you need to demonstrate clear performance spikes, i.e., several very good and distinctive ratings across all interviews; the more the better to make the cut and get the offer. The latter provides the interviewer with arguments and reasons to make a hiring recommendation about your performance to fellow interviewers and the firm. You can find a link to the feedback sheet in by clicking on it below to use during peer case practice.

Now, for the interviewer, the overall picture counts. Mistakes in one area need to be balanced by a strong performance in other areas.  All consulting firms want to see spikes in performance in certain areas and good enough performance in other areas. That is why in our discussion on McKinsey, Bain, and BCG case interview preparation, we emphasize the importance of a holistic approach, from problem-solving to communication skills.

The  most common example  I see often: You can be strong in structure and exhibit, yet make a small mistake in the math section – overall as you might consider 80% – and still pass on to the next round.

The Role of Professional Interviewers

Case interviews are by their very nature a highly structured process. The interviewer takes the role of a fictitious client or your project manager with the goal to jointly moving through and solving a (business) case. A crucial aspect of how to ace case interviews lies in anticipating the interviewer’s perspective and aligning your responses accordingly

Striving for objectivity

Firms try to ensure that the format of the case and the evaluation metrics are standardized across cases and interviewers. Even though each case is different, the types of questions, the case flow, the evaluation metrics, and the difficulty level should be the same to allow for a fair evaluation and comparison of all candidates. Yet, that is not always the case and when interviewing with different firms, you will encounter varying interview types and styles depending either on the company, the individual interviewer, or the particular office, as well as different levels of professionalism and structure. The more professional a consulting firm is, the less variance there is in the individual interviewers’ or offices’ style, and the more structured and objective the whole experience is.

You should get detailed information about the process and format of the interviews and logistics well ahead of time. Additionally, you might receive access to training resources beforehand, and sometimes even take part in a case interview coaching call or a virtual coaching session together with other candidates.

On the interview day, you receive your interviewers’ profiles. Each has prepared a standardized and tested case in line with the firm’s interviewing guidelines. With this calibrated case, they can grade your performance objectively as described above. Of course, personality and personal liking still play a role, but due to the objectivity and structured interview approach that top firms employ, each candidate has the same chance.

Variance in interviews

In smaller firms, you do not get as much advance information or access to training resources. Additionally, interviewers usually have more leeway in how they conduct the interview and rate your performance. Such firms spend much less on recruiting, and the whole process is simply not as standardized. For instance, I did an interview at a boutique firm, where I had to design and solve my own case at the same time. While interesting and challenging, the process was more chaotic, and every candidate had to solve a different non-calibrated case, making it much harder to evaluate and compare objectively. It might be more difficult to prepare for unstructured case experiences, but firms that employ such formats generally have lower performance expectations.

Find out early how interviews are conducted at your target firm to practice the right way and to tailor your approach accordingly. When you know exactly what to expect and what is expected of you, absent of surprises, the experience feels more natural and you can use your full mental resources to crack the case.

Dealing with bad interviewers

A word of caution: Be aware of the odd unprepared or irritated interviewers that appear from time to time, for instance, because they had to fill in for a colleague at the last minute. They might be in a bad mood, they don’t have a lot of time, they are distracted since a client call blew up in their face five minutes ago, etc. Such interviewers are not only unprofessional but a danger to your success, especially if they come up with a case on the spot, which could lead to mutual confusion and an unpleasant experience. I regularly receive horror stories about poor interviewer performances across all firms from my clients. For instance, I have a client whose interview was conducted while the consultant was in a taxi, with the connection constantly cutting out. Another had an interview with a senior partner who muted himself to take work calls during the interview and was highly irritated when talking to the candidate.

If you encounter an unprofessional interviewer or go through an unfortunate experience, contact HR and tell them about it. State politely why the experience made it impossible to perform at your best. In those two recent cases, after they got in touch with HR, both got another chance, and the performance of their unpleasant interview was not considered; both ended up with the desired offer. It pays off to push back on bad recruiting experiences and share your frustrations with HR.

Different Case Interview Formats

Before dealing with consulting applications, most candidates have never heard about case interviews. In this part, I’ll dive deeper into the format and answer the following questions:

• What are the different types and variations of case interviews?
• What are the differences between a candidate-led and interviewer-led case interview?
• What are the differences between the first and final round of case interviews (separate article)?

We can classify case interviews based on these three criteria: the type of case, the driver of the case, and the interview round.

First, the type of case. Most top-tier firms employ typical business case interviews, some employ market sizing cases; and very few still employ brainteasers. Second, we can differentiate between candidate-led cases and interviewer-led cases. For most firms, case interviews are conducted in a candidate-led format, meaning that you must move through the case autonomously, shaping the direction of your analysis moving from insight to insight to eventually arrive at a conclusion. Most notably, McKinsey employs an interviewer-led format, in which the interviewer takes the lead and guides you through the case, asking a series of questions. Third, case interviews differ based on the status and progress of your application. Most candidates expect more difficult cases in their final round. More often than not, this is not true as all interviews focus on the same skills and use the same evaluation metrics.

Types of Case Interviews

Consultancies employ three different types of case questions to screen applicants.

A brainteaser is the umbrella term for odd, usually quite short, questions that test your analytical capabilities. Your goal is to grasp, structure, and creatively solve them. Do not act surprised if the interviewer asks you questions such as “Why are manhole covers round?” – you should come up with a structured answer, listing several potential explanations or, “How many tennis balls can you fit in a Boeing 747?” – you should come up with a strong analytical answer, demonstrating that you are able to break down the problem into multiple parts and coherently analyze it.

For every brainteaser, come up with a logical approach, and reasonable assumptions, and perform quick calculations if needed. Top-tier firms rarely employ these types of questions since they are quite detached from actual business problems and do not allow for objective evaluation metrics and comparison of candidates.

You can learn more about brainteasers here (they are very rare but belong into the preparation plan of a well-prepared applicant)..

Market sizing and estimation questions

One of the most frequent tasks of consultants on a project is to calculate the size of a market or estimate potentials (e.g., the revenue of a new product, and the cost of a new production facility). That’s why these types of questions are often used in case interviews. Such questions can be part of a longer business case or asked standalone. Typical questions sound like: “What is the size of the dairy market in China, in USD revenue per year?” or “How many diapers can we sell in Germany each year?” Sometimes interviewers ask more abstract estimation questions such as, “How many doors are in the city of Los Angeles?”, which is essentially a brainteaser.

The key is to create an equation with the main drivers of the number you are trying to estimate. Ask for data or – if not available – come up with estimates on the spot, basing them on reasonable assumptions. Finally, plug in the numbers and perform your calculation; then, interpret the outcome. The process and speed are more important than the correctness of your answer, which should be in the right ballpark. It is appreciated when you take shortcuts and use simple numbers. Avoid the semblance of being precise over being pragmatic. Adding more variables does not make the outcome more accurate but takes more time and increases the risk of mistakes in your approach and calculation.

I cover market sizing in more detail in this article .

Business cases (McKinsey: Problem Solving Interview)

Business cases are the most common and the most difficult questions you can encounter in a case interview. Most top-tier firms solely employ business cases in their selection process. You are asked to solve a typical business problem of a fictitious client. To do this properly, you split the problem into its components and identify levers you can work on, ask the right questions to work your way through the case, analyze the facts given to you, and eventually draw proper conclusions. Typical business cases – the same as actual consulting engagements – are usually placed in an industry and functional matrix. Industry refers to the type of business, i.e., what product or service the client is selling, and function refers to the area of the business, i.e., what part of the business you are dealing with.

The typical industries you might encounter in a case interview are: Aerospace, Agriculture, Automotive, Chemicals, Consumer Goods, Defense, Education, Electronics, Energy (Oil, Gas, Power), Financial Services, Healthcare, Industrial, Infrastructure, Logistics, Materials, Media, Metals and Mining, Paper and Packaging, Pharmaceuticals, Private Equity and Principal Investors, Public and Social Sector, Real Estate, Retail, Semiconductors, Technology, Telecommunication, Transportation, Travel and Tourism. For an overview and deep dive into 27 industries, including business models, financials, challenges, and trends, check out our industry cheat sheets .

The typical functions you might have to deal with in a case interview are: Corporate Finance, Digital, Implementation, Manufacturing, Marketing and Sales, Mergers and Acquisitions, Operations, People and Organizational Performance, Recovery and Transformation, Risk and Resilience, Strategy, Sustainability.

Every period has its focal topics. For instance, while digitization has been a hot topic for consulting firms over the last 10 years, sustainability and the pandemic response are the key focal points at the moment. Expect to receive more cases related to these topics.

Based on the industry and the function, case questions might revolve around the following topics (not exhaustive): Business model evaluation, Changes in the market, Competitive or situational response, Growth strategies (organic or inorganic via mergers and acquisitions), Market entry, Operational optimization, Pricing strategies, Product introduction, Profitability (i.e., growing revenue and reducing cost), Strategic positioning, Restructuring, and more creative cases (see the initial framework example about the machine breakdowns later in the article about frameworks and issue trees ). Firms are moving away from framework-based, standard business cases to more creative problems that demand candidates think on their feet.

The remainder of this article focuses on actual business cases since they make up the majority (more than ninety-five percent with the rest being mostly market sizing) of case interviews in top-tier firms.

Candidate-led vs. interviewer-led case interviews

When preparing for case interviews with MBB firms you need insights into adapting your strategy to meet the unique challenges of each firm’s interview style.

When it comes down to who is driving the case, there are two types of interviews, interviewer-led and candidate-led ones. Most firms employ candidate-led case interviews, with the notable exception of McKinsey, which follows an interviewer-led approach. Some firms such as Oliver Wyman or Strategy& sometimes employ elements of both interview formats, while (very!) rarely McKinsey final round interviews might also contain elements of a candidate-led interview.

Both types have certain things in common:

• The elements of the case are the same. You must structure problems, generate hypotheses, interpret exhibits, work through some calculations, come up with a recommendation, etc.
• The skills that are assessed are the same. You need to exhibit strong problem-solving skills, creativity, analytics, good communication, etc.

However, there is one key difference.

In the candidate-led case, you drive the case yourself. It is your responsibility to move down the right path of analyses and elicit the correct information by asking effective questions related to the right items of your issue tree to end up with enough insights to provide a recommendation.

In interviewer-led cases, you take ownership of every question and go into greater detail, while the interviewer guides you from question to question. If you answer each individual question well, McKinsey interviewers often do not ask for a recommendation at all.

Candidate-led cases

Due to the nature of your role as an autonomous investigator, it is much easier to get lost, walk down the wrong branch of the issue tree, or waste a ton of time. The initial framework is your analytical lens and tool to identify the key levers that are essential to answer the client’s question or solve the client’s problem. Maybe you won’t even figure out the situation at all since the relevant problem areas were never part of your initial issue tree in the first place. That is why you should formulate a clear hypothesis about the key drivers of the problem before developing the actual framework and then diving deeper.

While interviewers try to influence you to move in the right direction (pay attention to their hints!), it is still up to you what elements of the problem you would like to analyze and how. Each answer should lead to a new question, driven by your hypotheses, on your quest to find the root cause of the problem or to understand the situation and the levers you can pull to come up with a recommendation. The upsides are that you have more control over the case and its direction and do not need to create the exhaustive frameworks necessary for a McKinsey case. Your top-level buckets for a candidate-led and interviewer-led case would be the same, yet for a candidate-led case, you discuss areas on a deeper level only if they promise to validate your thinking and hypotheses.

Interviewer-led cases (McKinsey-style)

The interviewer guides you through a series of three to seven connected questions (structure, exhibit, brainstorming, and math, sometimes a recommendation – there can be 2 math questions for instance) that you need to answer, synthesize, and develop recommendations from. The initial framework is your map that should consider all elements of the situation, touching on everything that is relevant, yet not necessarily critical for the solution. You should still answer each question with a hypothesis-driven mindset to demonstrate your spike in this area. However, for McKinsey, it is more of a demonstration exercise as there is rarely a single correct answer or single correct hypothesis. Irrespective of your hypothesis, interviewers move the case forward through a series of separate and often unrelated questions.

These types of cases are arguably easier to prepare for and to go through since the risk of getting lost along the way is low. If you struggle with one question, you can start from scratch with the next question. Your initial issue tree cannot derail the outcome of your case entirely. The downsides are that you need to draft a more exhaustive framework with equally deep and balanced ideas, and you have less control over the direction of the case.

While in a candidate-led case, the main goal is to reach a sound recommendation after going through your issue tree, asking the right questions, analyzing the right data, etc., your task in an interviewer-led case is to provide sound and self-standing answers to each individual question. Think of the latter as a series of mini cases, where you tackle each question specifically. I believe interviewer-led cases are easier to solve as you only need to worry about one problem at a time (while still remembering the context of the case). As a result, it is also much less about the correct result or solution (except for the numerical part), but much more about your approach, exhaustiveness, and creativity of ideas. It is almost impossible to go off on a tangent and not reach an outcome, whereas in a candidate-led case, you always run the risk of investigating completely irrelevant parts of the issue tree, losing time, and coming up with a faulty conclusion or none at all.

While you should practice a common set of skills (structuring and idea generation, math, exhibit interpretation, hypothesis generation, and communication), you need to follow a different game plan for each interview format. Knowing what steps to take and when to take them makes it easier for you to focus on problem-solving, creativity, and analytics throughout. I prepare clients for both formats and how they study and how they approach cases makes a significant difference in their performance. A one-size-fits-all approach does not work, especially when we are talking about the level of competitiveness and the low offer rates in top-tier firms. You want to be well-prepared for each type of case and use the different formats to your advantage.

In fact, case interviews are very formulaic in nature and there is a certain checklist of habits – what to do and when – you should employ to go through in order to maximize your outcomes. This checklist is different between the types of cases. In the later chapters, we go through each building block of a case and then discuss the different game plans for both types of cases for you to internalize and follow going forward.

With your game plans internalized, practice each case format individually and make it clear at the beginning of a practice session with a case buddy what format the case should be. When working with peers, I would recommend that you switch to an interviewer role from time to time as this gives you new insights into similarities and differences between both approaches.

Ace the case interview with our dedicated preparation packages.

Format and Length of a Typical Consulting Case Interview

A typical consulting interview consists of a personal fit part, usually around 20 to 30 minutes long, and the case interview, which lasts between 20 to 30 minutes (depending on the firm, office, and interview stage). For BCG and Bain , the interviews are conducted in a candidate-led format , meaning that you have to move through the case autonomously, shaping the direction of your analysis and moving from insight to insight. McKinsey employs an interviewer-led format , meaning that the interviewer takes the lead and guides you through the case, asking a succession of three to seven questions.

Check out our article on the specifics of the McKinsey case interview format .

Another specific format is the consulting written case interview, which is employed by BCG and Bain during second-round interviews. Read more about the BCG written case interview and the Bain written case interview .

Now that you know how the interview is conducted and what skills you need to display, let’s look at the typical elements in a case interview.

Elements of a Typical Case Interview

In a typical consulting case study interview you will have to answer  five different elements  – broadly speaking:

Structuring

• Exhibit Interpretation

Brainstorming

Recommendation.

Through real case interview examples, we will explore the essential components you need to master, from structuring your analysis to crafting compelling recommendations.

A consulting case interview structure is used to break the problem you are trying to solve for the client down into smaller problems or components. It is the roadmap you establish at the beginning of the interview that will guide your problem-solving approach throughout the case.

It involves organizing your approach to the client’s problem in a way that is both systematic and logical. The structure helps ensure that you cover all relevant aspects of the problem without overlooking critical areas. It also enables you to communicate your thought process clearly and effectively to the interviewer. Typically, a good structure will be MECE (Mutually Exclusive, Collectively Exhaustive), ensuring that your analysis covers all bases without overlap.

A well-structured approach generally includes the following steps:

• Clarification of the problem: Understand and define the core issue. Confirm your understanding with the interviewer to ensure you’re on the right track.
• Establishing objectives: Identify what the client aims to achieve, including any specific goals or constraints.
• Developing the framework: Break down the main problem into smaller, manageable components.
• Analyzing components: Dive deeper into each component of your framework. Use data, logic, and business concepts to analyze each part.
• Formulating hypotheses and prioritizing: Based on your analysis, develop hypotheses about potential areas of concern that you would like to analyze first.

Example: Profitability

Problem statement: A client has experienced a significant drop in profitability over the last year. They have hired you to identify the underlying causes and recommend solutions.

1. Clarification of the problem

• Confirm the problem: The primary issue is the decline in profitability, not revenue or costs in isolation.

2. Establishing objectives

• The objective is to restore profitability to previous levels or better, within a reasonable timeframe, considering any constraints like budget or market conditions.

3. Developing the framework

• Use the profitability approach, breaking down profitability into revenues and costs. Further break down revenues by volume and price, and costs into fixed and variable.

4. Analyzing components

• Revenues: Analyze trends in sales volume and prices.
• Costs: Examine both fixed and variable costs.

5. Formulating hypotheses

• Prioritize one area you want to investigate first and understand quantitatively what has changed (either revenue or cost or both). This will allow you to understand where to focus, and then continue your analysis to get to the why (reasons for it) and work on a recommendation.

By using such a structured approach, you systematically tackle the problem, ensuring thorough analysis and clear communication of your findings and recommendations.

Read more about how to build case interview structures and frameworks here .

Chart and data interpretation

For chart or data interpretation , you are tasked to find the key insights of 1-2 PowerPoint slides and relate them to the case question and the client situation at hand.

Incorporating chart or data interpretation into a consulting case interview involves analyzing visual data representations to extract insights, trends, and patterns that are relevant to the client’s problem. This process not only demonstrates your ability to work with data but also your capability to connect these insights to the broader strategic questions facing the client.

When presented with charts or graphs, your task is to quickly identify what they signify, how they relate to the case at hand, and what implications they might have for your recommendations.

Here’s how to approach chart or data interpretation within the context of a structured case interview:

• Briefly examine the chart: Start by quickly reviewing the chart to understand what types of data are presented. Note the axes labels, units of measurement, and any legends or keys.
• Summarize key findings: Identify the most critical pieces of information or trends shown in the chart. Look for changes over time, differences among groups, or outliers that may indicate areas of interest or concern.
• Analyze in context: Relate your observations from the chart back to the overall case problem and the client’s situation. Consider how the data impacts the problem areas you’ve identified or alters the hypotheses you are exploring. Use the data to refine your hypotheses or to generate new insights. Data might reveal unexpected trends or challenge assumptions, leading you to reconsider parts of your analysis.
• Discuss next steps: Consider what actions might be recommended or what additional data might be needed to make informed decisions.

Example: Market expansion

Problem statement: A retail clothing company is considering expanding into a new market and has hired you to determine the potential for profitability in this venture.

Data presentation: You are shown a chart that displays the annual revenue growth rates for the retail clothing industry in several regions over the past five years.

1. Briefly examine the chart

• Notice that the chart compares growth rates across North America, Europe, Asia, and South America, with each year marked clearly.

2. Summarize key findings

• Asia shows a consistent upward trend in growth rate, Europe is relatively stable, while North America and South America show slight volatility with a general downward trend.

3. Analyze in context

• Considering the client’s objective to expand for profitability, the chart suggests that Asia might offer the most promising opportunity due to its growth trend. However, the stability in Europe could signify a safe, albeit less dynamic, market. The growth in Asia could indicate increasing consumer spending in the retail sector, potentially due to rising middle-class income. However, entering a high-growth market may also involve higher competition and operating costs.

4. Discuss next steps

• Based on the data, you might recommend conducting a deeper market analysis in select Asian countries to assess competition, consumer preferences, and potential barriers to entry. Simultaneously, a risk assessment for Europe could determine if it serves as a stable alternative with lower entry barriers.

This approach shows how chart interpretation, when integrated into a structured case analysis, helps in deriving actionable insights that are directly tied to the client’s strategic objectives.

Read more about how to interpret case exhibits, charts, and data tables here .

Case math questions have you analyze a problem mathematically before qualitatively investigating the particular reason for the numerical result or deriving specific recommendations from the outcome.

Case math questions involve applying quantitative analysis to solve or understand aspects of the client’s problem. This step is critical because it grounds your hypotheses and recommendations in empirical evidence, making your conclusions more convincing. When tackling case math questions, it’s essential to clearly articulate your calculations, explain your reasoning, and interpret the results in the context of the case.

Here’s a structured approach to a case math question:

• Understand the question: Clarify any assumptions and confirm the variables involved in the calculation. Ensure you fully understand what you’re being asked to calculate.
• Plan your approach: Before diving into calculations, outline how you intend to approach the problem. This could involve breaking down the calculation into smaller, more manageable parts or identifying formulas that will be necessary. Discuss this with the interviewer.
• Execute calculations: Perform the calculations methodically, keeping track of your steps. This not only helps in ensuring accuracy but also allows you to easily backtrack if you need to correct or adjust your approach.
• Interpret results: Once you have your numerical result, take a step back to interpret what it means in the context of the case. Consider how it affects your understanding of the problem and what implications it might have for your recommendations.

Example: Break-even analysis

Problem statement: A company is planning to launch a new product and wants to know how many units it needs to sell to break even.

Data provided (simplified):

• Fixed costs for the launch: $500,000
• Variable costs per unit: $50
• Selling price per unit: $150

1. Understand the question

• You need to calculate the break-even quantity, where total costs equal total revenue.

2. Plan your approach

• Use the break-even formula: Break-Even Quantity = Fixed Costs / (Selling Price per Unit – Variable Cost per Unit).

3. Execute calculations

Break-Even Quantity = $500,000 / ($150−$50) = $500,000 / $100 = 5,000 units

4. Interpret results

• The company must sell 5,000 units of the new product to break even. This figure serves as a critical benchmark for assessing the feasibility of the new product launch. It reflects not just the cost recovery point but also the scale of operations needed to achieve profitability.
• Given the break-even analysis, recommend whether the company should proceed with the product launch. Consider factors such as market demand, the company’s capacity to produce and sell 5,000 units, and the timeline for reaching this sales volume. If proceeding, suggest marketing strategies and operational adjustments to ensure the sales target is met.

Incorporating case math into your analysis not only demonstrates your quantitative skills but also enhances the credibility of your strategic recommendations by backing them up with concrete figures.

Read more on how to approach and ace case math here .

Brainstorming questions test your creativity and have you come up with a structured list of different ideas and initiatives.

Brainstorming questions further test your ability to think creatively and strategically under pressure. These questions are designed to explore your capacity to generate a wide range of ideas, assess their potential impact, and structure them coherently and logically. The key to successfully navigating brainstorming questions is not just to produce a list of ideas but to organize them meaningfully, showing your thought process and how each idea could be relevant to the client’s objectives.

Here’s how you might approach a brainstorming question within a structured case interview:

• Understand the objective: Clarify the goal of the brainstorming. Are you generating ideas for growth, solving a problem, or perhaps identifying risks? Understanding the objective shapes the direction of your brainstorming.
• Set parameters: Before generating ideas, define any constraints or criteria that the solutions should meet. This might include budget limitations, brand alignment, or feasibility considerations.
• Generate ideas: Start producing ideas, aiming for quantity over quality initially. Use creative thinking techniques like thinking from different perspectives, leveraging analogies from other industries, or applying trends.
• Organize ideas: Once you have a list of ideas, organize them into categories. This could be based on the nature of the ideas (e.g., technology-driven, customer experience improvements, operational efficiencies), potential impact (short-term vs. long-term), or resource requirements (low investment vs. high investment).
• Evaluate and select: Briefly evaluate the ideas based on their feasibility, potential impact, and alignment with the client’s objectives. Highlight a few top ideas that seem most promising for further exploration.
• Recommend further steps: Suggest how the top ideas could be further evaluated or implemented, including potential pilot tests, market research, or financial modeling to assess viability.

Example: Brainstorming

Problem statement: A beverage company is looking to expand its market presence and seeks innovative ideas to achieve this goal.

1. Understand the objective

• The objective is to identify strategies for market expansion.

2. Set parameters

• Solutions should be feasible within a 1-2 year timeframe and align with the company’s sustainable and health-conscious brand image.

3. Generate ideas

• Product innovation: Develop new health-oriented beverages.
• Market penetration: Increase presence in existing markets through targeted marketing campaigns.
• Market development: Enter new geographical markets, focusing on untapped urban areas.
• Diversification: Explore adjacent product categories, such as healthy snacks.
• Partnerships: Collaborate with gyms and wellness centers to promote products.

4. Organize ideas

• Product-based strategies: Product innovation and diversification.
• Market-based strategies: Market penetration and development.
• Partnership and collaboration: Working with gyms and wellness centers.

5. Evaluate and select

• Given the brand’s focus, product innovation, and partnerships with gyms could provide both immediate and long-term growth opportunities, aligning with the brand image and tapping into current consumer health trends.

6. Recommend further steps

• Suggest conducting market research to identify consumer preferences for new health-oriented beverages. Recommend a pilot program for partnership with gyms in select markets to gauge consumer response and potential for brand synergy.

In this way, brainstorming questions not only assess your ability to think creatively but also your ability to prioritize ideas and propose practical next steps for exploration and implementation.

For more on brainstorming in case interviews, read this detailed article.

The recommendation is usually a brief synthesis of your analysis, starting with one or several clear recommendations, followed by supporting arguments from your analysis and the next steps.

This recommendation should encapsulate the essence of your creative thought process, underpinned by analytical rigor. Begin with a clear, decisive statement of what you believe the client should do, directly addressing the case question. Follow this with a succinct summary of the key reasons supporting your recommendation, drawing from the insights and analysis throughout the case. Emphasize how your suggested actions align with the client’s goals and constraints identified at the outset.

Lastly, outline a few critical next steps that the client could take to initiate the recommended actions. These might include conducting a feasibility study, developing a pilot project, or initiating market research to validate assumptions. By providing a roadmap for implementation, you demonstrate not only strategic foresight but also practicality in bringing your creative solutions to fruition. This approach ensures that your recommendation is not only insightful but also actionable, providing a clear path forward for the client.

Moving through the case

The trick in candidate-led interviews is to move through the initial case framework or structure, investigating each area by asking the interviewer targeted questions based on your hypotheses. You will receive additional information as well as data in the form of charts that you need to interpret or math questions that you need to solve. As the case progresses, your hypotheses should become clearer and each piece of additional information should add to a converging line of evidence. Once you have gathered enough data in each part of your structure and the case, you should be able to provide one or more definite recommendations

Now for  structure and exhibit interpretation . Focus on answers that are

• hypothesis-driven
• follow a strong communication (MECE, top-down, signposted)

That being said, there is no 100% that you can reach or a one-and-only solution/ answer. Your answers must display the characteristics specified above and are supported well with arguments. This approach should allow you to move through the case, reaching relevant insights quickly.

As for  math questions , usually, some answers are correct (not always 100% the same since some candidates simplify or round differently – which is ok), and others are wrong, either due to the

• calculation approach
• calculation itself

How to Prepare for Consulting Case Interviews

Effective case interview practice is crucial for success; this part outlines a structured approach to prepare for management consulting interviews.

The right mindset

Many candidates approach consulting case preparation with the assumption that memorizing generic frameworks or seeking out management consulting case studies with ready-made solutions will give them an edge. They hope to find a one-size-fits-all approach in the form of a PDF filled with case study questions and answers, believing that cases are uniform across different firms, interviewers, and interview scenarios. Unfortunately, this belief in a magical shortcut or a consulting case interview “cheat sheet” is misplaced.

Relying solely on memorized, case-specific frameworks with the expectation that they will apply universally across all scenarios you encounter is a flawed strategy. Unlike the more formulaic approaches that might be suggested in some MBB case study guides or books, mastering a flexible approach to problem-solving is far more critical. This adaptability is even more crucial for MBB interviews than for those with tier-2 consultancies or boutique firms.

The focus should be on understanding the underlying principles behind each type of question you may face in a case interview, and the skills needed to address them effectively, irrespective of the case’s specifics such as the client, industry, or function involved.

The reliance on prep books filled with case interview frameworks, reminiscent of the early 2000s and the era of figures like Victor Cheng or the “Case in Point” methodology, is outdated. All firms have evolved, designing their case interviews to assess a candidate’s creativity and on-the-spot insight generation rather than their ability to recall specific frameworks.

Attempting to apply a rigid framework to a case that demands a different approach can be detrimental. It not only fails but also instills a false confidence that quickly turns into stress when the realization hits that the approach is ineffective in a live interview setting. This is a common pitfall I’ve observed many times.

Instead, your aim should be to master the art of constructing issue trees, analyzing charts, and performing calculations across any context, industry, or function presented in the case. My advice is to step away from memorizing frameworks and focus on these skills, guided by MBB case interview tips. Consider working with a tutor specialized in consulting case interviews to fast-track your learning and enhance your interview performance.

If you want to read more about this, continue here .

For a list of up-to-date case interview examples from many top consulting firms, click here .

A proper preparation plan

A thorough preparation plan for consulting case interviews is crucial for developing your analytical prowess, problem-solving skills, and the ability to think on your feet – qualities revered by top consulting firms like McKinsey, BCG, and Bain. The key to a successful preparation strategy lies in identifying and leveraging your strengths while concurrently addressing your weaknesses. This dual-focused approach ensures you present yourself as a well-rounded candidate (remember the scoring sheet from above?).

Start by understanding how to approach the different elements of the case, by working on targeted drills, and by practicing case studies that span various industries and problems, allowing you to apply your strengths in real-world scenarios while identifying areas for improvement. Engage in mock interviews with peers or mentors who can provide constructive feedback, focusing on enhancing your analytical thinking, communication skills, and overall case presentation.

Simultaneously, developing a personalized practice plan that targets your specific weaknesses is essential. Whether it’s improving your mental math, becoming more structured in your problem-solving approach, or enhancing your ability to derive insights from complex data, dedicating time to these areas can significantly elevate your performance. Utilize resources like case books, online courses, and interactive case interview simulations to diversify your preparation methods. Additionally, incorporating feedback from mock interviews into your practice routine can help refine your approach and strategy.

For further guidance on crafting a comprehensive practice plan that balances strengths and weaknesses, refer to our detailed article Creating the Perfect Practice Plan for Consulting Case Interviews. This resource offers step-by-step advice and advanced strategies to build the ideal profile for securing your spot at a top consulting firm.

Effective case interview practice techniques are vital, forming the backbone of a candidate’s journey to consulting success.

Differences in candidate-led vs. interviewer-led practice

We are coming from the interviewer-led McKinsey-style cases and can tell you that it makes a difference for the candidates how they study and how they approach cases.

A one-size-fits-all approach does not work, especially when we are talking about the level of competitiveness and the low offer rate in MBB. You want to be well-prepared for each type of case and  use the different logistics at play to your advantage.

That being said, the same principles of problem-solving prowess apply to both types of interviews. However, interviewer-led cases are very formulaic in nature and there is a certain checklist of habits (what do and when) you should employ to go through to maximize your performance (more on that below). And this checklist is quite different from an interviewee-led case.

While in an interviewee-led case, the main goal is to reach a sound recommendation after going through your issue, analyzing data, etc., the main goal in a McKinsey case is to provide sound and self-standing answers to each question (structure, math, exhibit). Think of the latter as a series of mini-cases. More often than not, there will not even be a synthesis/summary in the end (unless your structuring part is weak).

Hence, you should tackle each individual question in a specific way. When you know what actions you should take for each type of question, it is easier for you to focus, be creative, and be structured throughout each question. We think they are much easier to solve as you have to worry only about one problem at a time.

As a result, in a McKinsey case, it is also much less about the correct result or solution (except for the numerical part), but much more about how you approach, how you solve, and how you communicate. It is very difficult to actually go off a tangent and not reach an outcome in the end, whereas in an interviewee-led you always run the risk of investigating some completely irrelevant parts of the issue tree, losing time, then coming up with a faulty conclusion.

For these reasons, I believe that you should prepare a set of common skills (structuring, math, exhibit interpretation, communication), that are relevant for both types of cases, however, study and internalize a different game plan and approach for each type of interview.

Then, practice, practice, practice each type of case individually and make it clear at the beginning of each session what the case should be like.

Also, I can recommend you switch to the interviewer role in some cases. This will give you new and interesting insights into the differences between both approaches.

How We Help You Ace All Case Interviews

We have specialized in placing people from all walks of life with different backgrounds into top consulting firms both as generalist hires as well as specialized hires and experts. As former McKinsey consultants and interview experts, we help you by

• tailoring your resume and cover letter to meet consulting firms’ highest standards
• showing you how to pass the different online assessments and tests for McKinsey , BCG , and Bain
• showing you how to ace McKinsey interviews and the PEI with our video academy
• coaching you in our 1-on-1 sessions to become an excellent case solver and impress with your fit answers (90% success rate after 5 sessions)
• preparing your math to be bulletproof for every case interview
• helping you structure creative and complex case interviews
• teaching you how to interpret charts and exhibits like a consultant
• providing you with cheat sheets and overviews for 27 industries .

Reach out to us if you have any questions! Discover the best strategies for consulting case interviews, tailored to help you navigate the complexities of case studies across various consulting domains.

Frequently Asked Questions: Case Interviews

Preparing for a consulting case interview can be a challenging journey, filled with questions about the best ways to prepare, common pitfalls to avoid, and strategies to stand out to top firms like McKinsey, BCG, and Bain. To help you navigate this process, I’ve compiled a list of frequently asked questions that candidates often have but may not find directly addressed in typical preparation materials. Here’s a concise guide to some of your most pressing queries.

How long does it typically take to prepare adequately for a consulting case interview? Preparation time can vary widely depending on your starting point and schedule, but most successful candidates spend between 1 to 3 months preparing, dedicating several hours each week to practice cases, conduct drills, and refine problem-solving skills.

Can you provide examples of how to apply an analytical framework to a real-world consulting case scenario? Applying an analytical framework involves breaking down the case problem into key components. For example, in a profitability case, you might segment your analysis into revenue and cost components, then drill down into sub-components like pricing, volume, and variable costs.

What are some common mistakes candidates make during case interviews and how can they be avoided? Common mistakes include failing to listen carefully to the case prompt, neglecting to structure their thoughts coherently, and not synthesizing their findings effectively. Avoid these by practicing active listening, using MECE (Mutually Exclusive, Collectively Exhaustive) frameworks, and preparing a concise synthesis as you wrap up your case solution.

How do consulting firms adjust their case interviews for candidates with non-traditional backgrounds? Consulting firms look for problem-solving skills, analytical ability, and leadership potential over specific technical knowledge. Candidates from non-traditional backgrounds should focus on demonstrating these qualities, leveraging their unique experiences to provide fresh insights and perspectives on the cases.

What role does feedback play in the case interview preparation process, and how should candidates seek and utilize it? Feedback is crucial for improvement. Candidates should seek feedback after mock interviews with peers, mentors, or coaches, focusing on areas of weakness and strategies for improvement. Incorporate feedback into your practice sessions to gradually refine your approach and technique.

Are there differences in case interview formats or expectations among McKinsey, BCG, and Bain’s global offices? While the core skills assessed are consistent globally, besides the interviewer vs. candidate-led format slight variations in interview format and focus areas can occur across offices and practices due to market differences. Researching the specific office and practicing cases tailored to its region can be beneficial.

How can candidates demonstrate creativity in their approach to solving case interviews without straying too far from the structured analysis required? Demonstrate creativity by exploring unique solutions and considering non-traditional factors that could impact the case scenario, while still anchoring your analysis in a structured framework to maintain clarity and coherence in your approach.

What specific strategies can candidates use to improve their performance in the quantitative aspects of case interviews? Practice mental math daily, familiarize yourself with common business metrics and financial formulas, and learn shortcuts for frequent calculations. Structuring your quantitative analysis clearly before diving into the numbers can also help improve accuracy and speed.

In what ways do consulting firms evaluate a candidate’s business sense and intuition during a case interview? Firms assess business sense through your ability to quickly grasp the key issues at hand, make reasonable assumptions, and draw insights that are logical and applicable to the business context. Demonstrating an understanding of industry dynamics and the economic implications of your recommendations is key.

How can candidates balance thorough preparation with the need to remain flexible and adaptable in the case interview? While it’s important to prepare rigorously, being too rigid can hinder your performance. Develop a deep understanding of core skills and principles, but remain open to adjusting your approach based on the specific nuances of the case. Practice with a variety of cases to enhance your adaptability.

Struggling with case interviews?

Tackling cases can feel overwhelming, but remember, you’re not the only one facing this hurdle. If you find yourself puzzled by specific problems, don’t hesitate to share your questions below in the comment section. Your curiosity not only aids your understanding but also helps others who might be struggling with similar issues.

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Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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Hacking the Case Interview

Looking for a case interview cheat sheet or study guide to help you prepare for your upcoming consulting interviews?

Download our Case Interview Cheat Sheet and Study Guide , which covers all of the most important things you need to know. If you are looking to read the case interview cheat sheet in plain text, we’ve included all of the text below.

This case interview cheat sheet covers:  

What is a case interview?

What do case interviews assess?

What is the structure of a case interview?

What are the common types of cases?

What formulas do you need to know for case interviews?

What numbers do you need to know for case interviews?

What are some case interview tips?

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

A case interview is a 30- to 45-minute exercise that places you in a hypothetical business situation in which you and the interviewer work together to develop a recommendation or answer to a business problem.

• How can Walmart increase its profitability?
• How can Nike increase customer retention?
• How should Apple price its new smartphone?

A case interview assesses five criteria:

1.   Logical, structured thinking : Can you structure complex problems and ideas in a clear and organized way?

2.  Analytical problem solving: Can you analyze and interpret data to draw the right conclusions?

3.  Business acumen : Do you have a strong understanding of business fundamentals and good business judgment?

4.  Communication skills : Can you communicate clearly, concisely, and articulately?

5.  Personality and cultural fit : Are you a good fit for the work culture of the firm you are interviewing with?

All case interviews follow seven major steps:

1.  Understand the case background : Take notes while the interviewer reads you the case information. Pay particularly close attention to the context, company, and objective.

2.  Ask  clarifying questions : If necessary, ask 1 – 3 questions to clarify the objective of the case, understand the company better, or understand an unfamiliar term.

3.  Structure a framework : Structure a framework to break down the complex business problem into simpler, smaller components. A framework is a tool that organizes different ideas into major categories. Present your framework to the interviewer. Make sure that your framework is MECE .

M utually E xclusive: None of the parts of your framework overlap with each other

C ollectively E xhaustive: All of the parts of the framework account for everything you need to know to solve the case with no major areas missing.

4.  Start the case : How the case will start depends on whether the case is an interviewer-led case or a candidate-led case .

Interviewer-led case : The interviewer will be steering and controlling the direction of the case. They will explicitly point you to which questions to answer.

Candidate-led case : You will be driving the direction of the case. You will propose what area of your framework to start in, what questions you want to answer, what analyses you want to do, and what the next step of the case is.

5.  Solve quantitative problems : There are three major types of quantitative problems you could be asked in case interviews.

Market sizing or estimation questions : You will be asked to calculate the size of a particular market or estimate a particular figure. You may need to make your own assumptions on what number to use or the interviewer may provide you with the data.

Profitability or breakeven questions : You will be asked to calculate the expected profitability of a company or investment decision. You could also be asked to calculate the conditions necessary for a company to break even .

Charts and graphs questions : You will be asked to interpret data from various charts or graphs . These can include bar charts, pie charts, line graphs, scatterplots, bubble charts, and waterfall charts.

6.  Answer qualitative questions : There are two major types of qualitative questions you could be asked in case interviews.

Brainstorming questions : You will be asked to brainstorm a list of ideas for a particular problem or question.

Business judgment questions : You will be asked for your opinion on a business issue or a strategic decision.

7. Deliver a recommendation : Present your recommendation and provide the major reasons that support it. Then, propose potential next steps that you would take if you had more time.

Profitability case : A company is experiencing a decline in profits or profitability and is trying to identify what is causing the decline and what they should do about it.

How to solve:  

• Identify the driver behind the decline in profitability, whether it is from a decline in revenue, increase in costs, or both
• Understand what is causing this by looking at customer needs, competitor moves, and market trends
• Identify ways to improve profitability

Growth strategy case : A company is trying to decide how to best grow its business.

• Determine whether the company is looking to grow organically or inorganically
• For organic growth, consider growth through existing revenue sources and new revenue sources
• For inorganic growth, consider potential acquisitions and partnerships

Market entry case : A company is trying to decide whether they should enter a particular new market.

• Determine whether the market is attractive
• Assess the competitive landscape
• Determine if the company has the capabilities to enter
• Estimate the expected profitability from entering

Merger & acquisition case : A company is trying to decide whether or not they should acquire or merge with a particular company.

• Determine whether the company is attractive
• Assess potential synergies and risks
• Estimate the financial implications

New product case : A company is trying to decide whether or not they should develop and launch a particular new product.

How to solve:

• Determine whether the market that the product targets is attractive
• Assess whether the product meets customer needs and is superior to competitor products
• Determine whether the company has the capabilities to successfully develop and launch the product
• Estimate the expected profitability from launching the product

Pricing case : A company is trying to decide the best way to price a particular product or service.

• Determine the cost to produce the product. This is your minimum price.
• Estimate the customer’s maximum willingness to pay by quantifying the value the product provides. This is your maximum price.
• Investigate the price that competitors are setting for similar products. This will help you determine the optimal price between your minimum and maximum price.

Profit Formulas

• Profit = Revenue – Costs
• Revenue = Quantity * Price
• Costs = Total Variable Costs + Total Fixed Costs
• Total Variable Costs = Quantity * Variable Costs
• Profit = (Price – Variable Costs) * Quantity – Total Fixed Costs

Investment Formulas

• Return on Investment = Profit / Investment Cost
• Payback Period = Investment Cost / Profit per Year

Operations Formulas

• Output = Rate * Time
• Utilization = Output / Maximum Output

Market Share Formulas

• Market Share = Company Revenue in the Market / Total Market Revenue
• Relative Market Share = Company Market Share / Largest Competitor’s Market Share

General Statistics

• Global population: 8 billion
• Average household size: 2.5 people per household
• Average life expectancy: 80 years

Country Population Statistics  

• United States: 320 million
• Canada: 40 million
• Mexico: 125 million
• Brazil: 200 million
• United Kingdom: 60 million
• Germany: 80 million
• France: 60 million
• China: 1.4 billion
• India: 1.4 billion
• Russia: 150 million
• Japan: 125 million
• Australia: 25 million

Tip #1 - Make sure you understand the business problem and objective : Answering or addressing the wrong business problem is the quickest way to fail a case interview.

Tip #2 - Don’t rely on using memorized frameworks : Interviewers can tell when you are regurgitating memorized information and not thinking critically.

Tip #3 - Structure your approach before doing any math calculations : This helps you avoid making unnecessary calculations or reaching a dead-end.

Tip #4 - Talk through your calculations out loud : This decreases the likelihood of making a mistake and helps the interviewer follow what you are doing

Tip #5 - Structure your answer to qualitative questions : Use a simple two-part framework such as internal/external, short-term/long-term, or economic/non-economic.

Tip #6 - Answer “so what?” after every question : Throughout the case, connect each of your answers back to the case objective. What implications does your answer have on the overall business problem?

Tip #7 - Have a firm recommendation : Do not have a flimsy recommendation that switches back and forth between two different recommendations. Pick one and provide support.

Tip #8 - Be 80/20 : You will not have time to answer every single question. Focus on the most important questions that have the greatest impact on your answer. This is the 80/20 principle which states that 80% of the outcome comes from 20% of your effort.

Tip #9 - Be coachable and easy to work with : Interviewers look for people that they would personally want to have on their team. Demonstrate that you would be a great teammate.

Tip #10 - Be enthusiastic : Interviewers want to hire candidates that love their job and will work hard. Displaying enthusiasm shows you are passionate about consulting and working at the firm.

Check out our complete list of case interview tips .

Land Your Dream Consulting Job

Here are the resources we recommend to land your dream consulting job:

For help landing consulting interviews

• Resume Review & Editing : Transform your resume into one that will get you multiple consulting interviews

For help passing case interviews

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Case Interview Coaching : Personalized, one-on-one coaching with a former Bain interviewer.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.

For help passing consulting behavioral & fit interviews

• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer.

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Complete, step-by-step case interview course. 30,000+ happy customers.

Case Interview Prep (7-steps to ace consulting interviews)

Today we're going to explain how to prepare for case interviews, step-by-step.

We've helped thousands of candidates ace their consulting interviews and get jobs at MBB and other top firms. Below we've summarised the seven most important preparation steps you'll need to take to succeed in your case interviews.

And here's one of the first things you'll want to know:

Memorising pre-made frameworks will NOT impress your interviewers. You need to learn to create custom frameworks that are tailored to the details of each individual case. We'll cover this in more detail in  section 2.2 below. 

Here's an overview of your seven preparation steps:

• Learn what to expect in a consulting case interview
• Learn an answer method for each case component
• Solve practice cases (33 free example cases)
• Improve your case interview technique
• Prepare answers to fit and PEI questions
• Practise answering questions out loud
• Do 30+ mock interviews

You can use this guide as a launchpad for all your case interview prep. When you need to go deeper into a topic (such as using frameworks, case examples, specific firms, even what to wear, etc.), click on the relevant link.

Click here to practise with MBB ex-interviewers

How we wrote this article

We talked to six expert consultants from top firms: Bain, Oliver Wyman, EY, and Accenture. Our particular thanks to John, Garvit , Adrian , and Kai for their input.

We've updated the article numerous times over the last few years to make sure it's up-to-date with current case interview practices and to try and make it as easily digestible and useful for you as possible.

Step 1. Learn what to expect in a consulting case interview

1.1 what is a case interview.

Case interviews (sometimes called case study interviews) are used by consulting firms to test candidates on their problem-solving, maths, communication, and business sense skills. They usually last ~1 hour and they are the core of the consulting interview process.

1.2 What is the format of a case interview?

In a case interview, you are presented with a case study about an imaginary company facing a problem or challenge. You'll need to review the information, ask questions to get more information, and then provide recommendations on what actions the company should take.

Most case interviews are made up of the following six components:

• Framework development
• Framework exploration
• Quantitative question
• Brainstorming
• Recommendation

Depending on what firm you're interviewing for, the interviewer may control the case interview by asking you a list of questions, or you may be expected to take the initiative in the discussion.

Some firms, such as Bain and BCG, also use case presentations. In these, you are given a couple of hours to analyse a pack of documents and create a presentation (you can learn how to prepare for that in our guide to written case interviews ).

1.3 Why do consulting firms use case interviews?

Case interviews aim to simulate, as accurately as possible, the day-to-day of a management consultant. If a candidate does well, the interviewer can be fairly confident that they've got what it takes to succeed in the role.

"Case interviews are the best way for a consulting company to simulate what a day in the life of a consultant looks like. Right from giving questions that they have encountered working with their clients to testing the skills that are needed to succeed in this role. Case interviews help consulting firms understand if the candidate is someone they can put in front of their client and is fit to represent the brand that the company carries." Garvit (manager at EY )

Let's take another look at those six components of case interviews. Garvit explained to us that at each stage, you're being tested on a different set of skills as you work your way toward satisfactorily solving the problem.

• Prompt (ability to filter information and focus on a relevant topic)
• Framework development (problem-solving skills)
• Framework exploration (problem-solving skills)
• Quantitative question (quantitative and analytical ability)
• Brainstorming (creative thinking skills)
• Recommendation (business sense)

1.4 Are case interviews the same across all consulting firms?

There are generally two styles of case interviews used across all main consulting firms: candidate-led and interviewer-led.

Candidate-led (used by Bain, BCG, Oliver Wyman, and almost all other firms): In this format, interviewers give you more control over the pace of the interview. You're expected to take the initiative and lead the way to solving the problem.

Interviewer-led (used by McKinsey): In this format, interviewers tend to control the pace of the interview much more. They will have a list of questions about the case they want to go through with you, and will take you from one question to the next. If they feel you spend too much time on one question, they might interrupt you and ask the next question.

Some consultants say that candidate-led interviews are harder because you have to take charge.

    " You're responsible for not only solving the case but also for guiding the discussion, asking the right questions, and managing the flow of information. This format demands a high level of organization, critical thinking, and the ability to prioritize information effectively. It's challenging because you must identify what's important without much guidance, decide on the direction of your analysis, and keep the conversation focused on relevant areas. This autonomy in structuring your response tests your analytical skills and business intuition more deeply, as you have to navigate the case with minimal cues from the interviewer. " Adrian (ex-BCG interviewer )

  Another difference between firms is that Bain tends to use a lot more charts in its case interviews compared to McKinsey, BCG, and others. John (ex-Bain interviewer) tells us that " at Bain, you could easily see three to six charts in one case, or even more. "

For more information on interviews at specific firms, see our bespoke interview guides:

• McKinsey case interview guide
• Bain case interview guide
• BCG case interview guide
• Oliver Wyman case interview guide
• Deloitte case interview guide
• EY case interview guide
• Accenture case interview guide
• PWC Strategy& case interview guide

1.5 What's the difference between first- and second-round case interviews?

Kai (ex-interviewer at EY and Accenture) explained that there are, in  fact, significant differences between first- and second-round case interviews:

• Structure: Second-round interviews can often be more unstructured, without any graphs or exhibits, more focused on the brainstorming and creativity part, and on testing your business judgment.
• Complexity: Second-round case interviews may involve more complex cases or scenarios compared to the first round. This is because candidates have already demonstrated basic problem-solving abilities in the initial round.
• Depth of analysis: Second-round interviews may require candidates to delve deeper into their analysis and recommendations, exploring various aspects of the problem in greater detail.
• Behavioural questions: While first-round interviews often focus solely on case studies, second-round interviews may include a behavioural component, such as discussing past experiences or fit with the company culture.

There is also a difference regarding who will be interviewing you.  You can expect a first-round case interview to be run by an Associate (2+ years of experience) or an Engagement Manager (4+ years of experience). In contrast, in the second round, you'll be interviewed by Partners (+10 years of experience) who are more likely to ask you tougher questions.

In theory, the firm takes into account your performance at both first- and second-round interviews when making final offer decisions. However, in practice, your performance during the second round carries more weight.

This is simply because Partners will have a stronger voice when the recruiting group discusses your application. It is therefore particularly important that you do well at your second-round interviews.

Ste p 2. Learn an answer method for each case interview component

We have analysed hundreds of case interviews over the past few years. And the vast majority of them are structured using the six components that we already mentioned.

The key to success is therefore clear:

If you learn how to consistently crack each component individually, then you will be able to crack case interviews as a whole.

Let's get into the first one.

2.1 Case prompt

The objective of a case interview is for you to solve a business problem. So, during the first few minutes of the interview, your interviewers will lay out the situation of the company you're trying to help. This is called the prompt.

Case prompt example

Your client is a car manufacturer whose profits have been going down. The CEO hired you to help turn the situation around. 

You should always begin this part of the interview by summarising the situation back to your interviewers to ensure you’ve properly understood the most important details.

Then you can begin asking follow-up questions. 

In this example, you might want to ask follow-up questions like these:  

• How much have profits been declining?
• When did the decline begin? 
• What is the nature of the decline? Have they been declining at 1% per year for the past 5 years, or is it a recent and sudden 20% drop? 
• What’s the CEO’s objective? For example, are they aiming to just stop the profit decline or do they want to reverse the trend?

The answer to these questions will significantly influence how you solve the case. This part of the case interview aims to test your listening skills and whether you are taking the time to make sure you understand a problem before trying to solve it.

Now here is a summary of the steps you should take in reaction to the case prompt to set yourself up for a successful answer:

Case prompt - IGotAnOffer method

• Confirm your understanding
• Emphasise key elements
• In scope vs out of scope

2.2     Framework development

Once the situation has been established from the case prompt, the second step is to develop a framework.   

Framework development question example

What are the different areas you would look at to identify the cause of declining profits and turn the situation around?

In the car manufacturer example, your framework could have one branch on revenues and one branch on costs. By definition, profits will have gone down because of declining revenues, increasing costs, or both. And you need to look at both sides of the equation for your analysis to be comprehensive.

During a case interview, it often helps to literally draw your framework out on a piece of paper. This will help you organise your thoughts, and it will also help you explain your thinking to the interviewer because you can simply show them the paper and walk them through the details. 

A common mistake a lot of candidates make is to memorise   specific frameworks   and reuse them as-is in their interviews. Interviewers immediately spot and penalise candidates who do this because the objective of the framework question is to test your creativity and business acumen – not your ability to memorise frameworks!

As a result, you should focus your energy on learning to develop customised frameworks that address the information you gather in each case interview.

This might sound a little bit intimidating at first, but it becomes easy with practice.

Here’s an overview of the process you can use to solve any framework development question you encounter in your interviews:

Framework development - IGotAnOffer method

• Step 1: Ask for time to gather your thoughts
• Extract the main elements from the case question
• Break down the main elements into components
• Spin your paper around
• Begin with an overview
• Highlight 3-5 considerations for each branch
• Summarise your points
• Prioritise next steps

2.3 Framework exploration

Once you’ve set up your framework, your interviewer will sometimes ask you to identify the root cause of the issue faced by your client. This is what we call the framework exploration component.

It’s worth mentioning that McKinsey usually doesn’t ask you to do this, but other firms such as BCG, Bain, etc. might do.

Framework exploration example

Can you explore your framework to find the root cause of the profits issue faced by the company?

The best method for identifying the root cause within a case is to explore your framework using a hypothesis-led approach.

For example, you might start by saying: “My initial hypothesis is that the profits issue faced by the company is driven by revenues.” You would then investigate the revenue side of your framework to identify if that’s where the root cause of the issue is. If revenues have been stable and are not the cause of the issue, you would then update your hypothesis and move on to the cost side.

For an example of this hypothesis-led approach, check out the BCG & Bain case extract we recorded previously:  

Since this method is focused on identifying the root cause, you can't get framework exploration questions in cases without an underlying issue. For example, it won’t come up in market entry or new product launch cases. 

To summarise, here’s the repeatable process you can use for solving framework exploration questions:

Framework exploration - IGotAnOffer method

• Pick a framework branch
• Hypothesise that the branch is the root cause of the problem
• If hypothesis is invalid: cross out the branch and update your hypothesis
• If hypothesis is valid: continue digging down

2.4 Quantitative questions

In each case interview, you will likely have to solve quantitative questions. The aim of these questions is to assess how comfortable you are solving problems with data. Broadly speaking, there are two types of quantitative questions:

2.4.1 Quantitative question with data provided

The first is quant questions where you will be provided with data. This data usually comes in the form of graphs and tables or can also be provided by your interviewer orally.

Quantitative question with data provided example

Data provided: table with volume and price for top cars sold by the company.

What do you think is happening with revenues based on the data available in this table?

This is the stage of case interviews where it becomes essential for you to be quick and accurate with mental maths. 

Almost every candidate will need a mathematics refresher prior to their interviews. Plus, there are some handy shortcuts you can learn to help you make calculations more easily. Check out our free   case interview maths guide   to learn more.  

Here are the 4 steps that we recommend you take for each quantitative question you encounter:

Quantitative questions - IGotAnOffer method

• Step 1: Map out your calculations in advance
• Make data assumptions (only if necessary)
• Step 3: Sense check your results (optional)
• Step 4: Relate back to the initial question and suggest next steps

2.4.2 Quantitative question with no data provided

The second type of quantitative question is where you are not provided with any data.   

Quantitative question with no data provided example

Could you estimate the market size for cars in the US by making assumptions?

This is the other type of question that isn’t typically used by McKinsey (this one and framework exploration), but other firms like BCG and Bain do ask this type of question.

The process for solving a quant question without any data is exactly the same as solving a quant question with data, except now you’ll be using the sub-step under step 2 below: 

If you’re not sure where to start with making data estimations, then we’d encourage you to study the process described in our   market sizing question guide . 

2.5 Creativity questions

At some point during your interview, you will also be tested on your creativity. This type of question is very open-ended. There are no right or wrong answers. 

Creativity question example

Now that we know that the profit decline is driven by a decrease in number of SUVs sold, what are some of the ideas you have to turn the situation around?

Creativity questions aim to test your ability to generate new ideas and solutions in a pressured environment, but you need to do this in a structured way, rather than just throwing some ideas around.

Here’s the basic process for answering a creativity question systematically:

Creativity questions - IGotAnOffer method

• Step 2: Brainstorm within a mini-framework
• Step 3: Prioritise your ideas and highlight potential risks

2.6 Recommendation

The last component of every case interview is the recommendation. As the name suggests, this is the part of the interview where you’ll be asked to summarise your findings and explain what the client should do.

Recommendation example

The CEO of the car manufacturer gives you a call and asks you for your final recommendation.

What would you say?

For instance, you might recommend that your client solves their profit issue by launching new products that can increase revenues. 

Regardless of what you recommend, there is a particular structure that you should use to deliver a thoughtful recommendation. Here it is: 

Recommendation - IGotAnOffer method

• Step 2: Give your recommendation first
• Step 3: Then provide 3-5 supporting arguments
• Step 4: Outline next steps and potential risks

Step 3. Solve practice cases (33 free example cases)

The best way to master the case interview process we've outlined above is to practise with realistic example cases. 

Below are several example cases for leading consultancies to get you started.

3.1 McKinsey case interview examples

• Beautify case interview   (McKinsey website)
• Diconsa case interview   (McKinsey website)
• Talbot Trucks case interview   (McKinsey website)
• Shops Corporation case interview   (McKinsey website)
• Conservation Forever case interview   (McKinsey website)
• Loravia Education case (McKinsey website)
• Electro-Light case (McKinsey website)
• McKinsey case interview guide   (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer)
• McKinsey case example  (by CaseCoach) - see below

3.2 BCG case interview examples

• Climate case (BCG website)
• Digital strategy (BCG website)
• IT architecture strategy (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide   (by IGotAnOffer)
• Written cases guide   (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG consultant: Revenue problem case (by IGotAnOffer) - see below

3.3 Bain case interview examples

• CoffeeCo practice case   (Bain website)
• FashionCo practice case   (Bain website)
• Associate Consultant mock interview video   (Bain website)
• Case interview tips   (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Bain live case interview extract (by IGotAnOffer)
• Consultant mock interview video   (Bain website)
• Revenue case with ex-Bain manager (by IGotAnOffer) - see below

3.4 Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)

3.5 Other case interview examples

• Yale SOM consulting club - Playworks case (YouTube)
• Yale SOM consulting club - Airlines case (YouTube)
• Fully interactive mock case (by CaseBinge) - see below

If your target firm isn't included above, or if you want even more practice cases, check out our list of   47 case interview examples . This list includes free cases for other firms like Accenture, Oliver Wyman, PWC, Roland Berger, etc. There are several more McKinsey cases there as well.

Step 4. Improve your case interview technique

Interviewing is a skill in itself, and that applies even more so when you're in a case interview. So once you've practised using the methods we outlined above, take the time to polish your interview technique and make sure you're following these best practices:

Tip #1: Listen carefully and ask clarification questions

At the beginning of the case, your interviewer will lay out the situation of the company you are trying to help (e.g.: Coca-Cola's profits have decreased by 10% over the past 12 months). Your job in that part of the interview is to make sure that you understand the situation correctly by asking the right clarification questions (e.g.: In which countries have profits declined? And for which products?).

This is what partners at McKinsey and other firms do with clients. They sit down with them, listen carefully to the problem they have, and ask clarification questions before trying to solve the problem. They do this because it's impossible to solve a business problem you don't understand in detail. And you should therefore follow a similar approach in your cases.

Tip #2: Structure, structure, structure

Once you understand the situation in detail, your interviewer will expect you to put together a framework that you will use to solve the problem your client is facing. For instance, if your client is facing a profits issue, your interviewer will expect you to look into 1) potential revenue issues and 2) potential cost issues because profits issues can be due to one or both of these factors.

Consultants use frameworks to structure their thinking all the time because it's client-friendly. If you don't solve the problem in a structured way, your client will probably lose track of what you are doing and be unhappy. If you solve it in a structured way, they will know what you are working on at all times and feel that you have things under control. Interviews are the same. If you structure your approach and communicate in a structured way, you'll have a happy interviewer!

Tip #3: Don't reuse frameworks

We mentioned this in section 2 but it's worth repeating because so many candidates fall into this trap: don't reuse generic frameworks. As we explain in our case frameworks guide , interviewers will immediately notice if you do this and you will get penalised. Each case is unique, and you should therefore create a custom framework for every case you do. This might sound difficult, but it actually isn't if you take the right approach.

Tip #4: Think before speaking

Consultants sell advice. Once you have said something, it's hard to take it back. One of the things you learn as a junior consultant is to think first, decide how you are going to say what you want to say, and then finally say it. If you can do that well in your interviews, it will truly set you apart. In practice, it means that you should take some time to organise your thoughts before speaking and that you should avoid jumping to conclusions.

Tip #5: Try to convey confidence

We know this one is hard, but conveying confidence can make a big difference in your interviews. We all have doubts, and we are all stressed when we interview. It's perfectly normal. But you should try to keep these doubts and stress to yourself. You should try to look your interviewer in the eye and speak as confidently as possible. Conveying confidence is a core consulting skill and if you can do it in your interviews, it will take you a long way!

Tip #6: Brush up your maths

Virtually all case interviews involve doing maths computations without a calculator. Having rusty maths at the beginning of your preparation is normal. But in our experience, successful candidates take some time to brush up their maths when they start practicing. You should take the time to refresh your memory and be 100% comfortable doing basic additions, subtractions, divisions, multiplications, and growth rate calculations mentally. We really encourage you to take the time to do this. Trust us, it's worth it!

Tip #7: Don't calculate silently

When you're on the numerical part of the case, it can be tempting to go quiet as you do calculations in your head. This is a mistake. " It's much better if you can keep your interviewer engaged in your thought process and speak your calculations out loud ", says Garvit (ex-interviewer at EY) .

Tip #8: Draw conclusions

As we mentioned above, consultants get paid for their advice. One of the things clients hate is to pay a large sum of money and not get a clear answer about their problem. Even if they are halfway through the project, consultants avoid telling their clients: "We don't know yet." What they say instead is: "Based on what we have seen so far, our current hypothesis is that the profit decline you are experiencing is mainly driven by the Chinese market. We think this is the case for 3 reasons. Reason #1 is etc."

You need to do the same thing in your cases. At the end of the interview, your interviewer will ask for your conclusion. You can't dodge the question. You've got to give a clear answer with supporting arguments based on what you have learned doing the analysis. The trick is to caveat your answer with a sentence such as "Based on this initial analysis, etc." And to also highlight additional areas to explore to confirm that your current understanding is the right one.

Tip #9: Catch the hints

99% of interviewers have good intentions. They're here to help you perform at your best. During your interviews, they will give you hints about whether you are doing well or not. If they try to steer you in a direction, follow them - they're trying to help you. This might sound obvious, but candidates sometimes get so stressed out that they don't pick up on the hints interviewers give them.

Tip #10: Read up on business events

To pass a case interview, you don't necessarily need to be up to date on the latest business deals, but you can sometimes impress the interviewer if you bring in real-world knowledge. " I recommend to candidates that they try and know a bit about everything. Understanding current business and economic trends can help ," says Adrian (ex-BCG interviewer) .

Demonstrating interest and an ability to discuss business topics can also help answer fit or PEI questions, which we'll cover below.

Tip #11: Do targeted drills as well as mocks

You'll want to do plenty of mock interviews as part of your preparation, but don't think that you should only practise full-length interviews. John (ex-Bain manager) recommends doing targeted drills to ensure you are improving on your blind spots. He says, " For example, if you are consistently strong at chart clearing and brainstorming, but you tend to omit key points in your framework and often make one or two math mistakes, you need to focus on specific exercises targeting framework improvement and math accuracy. " 

Step 5. Prepare answers to fit and PEI questions

During case interviews, you'll typically be asked a few behavioural   questions in addition to the case-related questions we covered above. So, in order for your overall case interview to be successful, you'll need to be prepared to answer behavioural questions. 

Behavioural interview questions can be categorised into two buckets:

• Fit questions . These are generic questions such as “Why consulting?” or “Why McKinsey / BCG / Bain?”
• Personal experience interview (PEI) questions . These are questions such as “Tell me about a time when you led a team through a difficult situation,” or “Tell me about a time when you had to manage a team conflict” 

All firms ask a mix of these two types of questions, but some are more focused on one type than others. For instance,   McKinsey almost exclusively asks personal experience interview questions . But Bain tends to put much more focus on typical fit questions such as “ Why Bain? ”

While case questions are used to assess your problem-solving skills, fit and PEI questions are more focused on the three other attributes consulting firms look for: leadership abilities, entrepreneurial drive, and personal impact.

So what specific questions do you need to prepare for? We have analysed hundreds of interview questions on Glassdoor.com for McKinsey, BCG, and Bain and have summarised the most common questions below. 

5.1 Top 5 fit questions (and how to answer them)

Let’s walk through the top 5 fit questions you will come across in your interviews and briefly discuss each of them.

Please note that the percentages listed below are of total fit questions. For instance, for 100 fit questions, 26 will be “Why firm X?” As mentioned above, the balance between fit questions and PEI questions varies from firm to firm.

#1 Why firm X? (26% of fit questions)

If you've applied to BCG (for example), they'll want to know why you prefer their firm, and not McKinsey, Bain, or another company (even though you may have applied to them also!).

It's important to prepare an answer to this question that is totally unique to your target firm. This can be challenging if you don't think through it carefully because many consultancies (especially MBB) have a lot in common. 

For this reason, it's really useful to   talk to consultants you've met   about their firms, or to look at specific projects that your target firm has done. That will help you get more unique information that's not going to be the same across multiple firms. To learn more about preparing an answer for this type of question, visit our guides on the  Why McKinsey  / Why Bain / Why BCG  questions.

#2 Why consulting? (24% of fit questions)

Consulting is an intense job. Consulting firms will therefore want to check that you have actually done your homework and that you have thought about why you want to be a consultant.

There are   many great reasons to go into consulting . But here are our three favourite ones:

• You will work for senior execs early in your career.   This opportunity is unique. In most industry jobs, you have to wait for many years to have the same level of exposure to CEOs / CFOs.
• You will learn a lot - very quickly.   Changing industry and project every 3-6 months is one of the things that make the job challenging. But it also means your rate of learning will be much higher than in other industry jobs.
• You will work with bright people.   Getting into consulting is hard and as a result, your teammates will be extremely intelligent people. Consulting is one of the most stimulating environments you can be in.

#3 Introduce yourself / Walk me through your resume (14% of fit questions)

This question is a great opportunity to summarise what you have done in the past in a way that illustrates how you would make a great consultant. For instance, you could say something like:

“I’m   Chris, I’m currently doing a master’s degree in economics at Cambridge. I think I’ve done three things in my studies/career so far that are relevant to consulting and motivated me to apply for this job. First, etc. ”

You could then summarise   the three most relevant points on your consulting resume .

Read our detailed guide on how best to answer this question: 4 ways to answer "Walk me through your resume"

#4 Tell me something that’s not on your resume (6% of fit questions)

This question is particularly popular at Bain, and it helps your interviewers get to know you on a more personal level. They are trying to find out what kind of fun stuff you do outside of work. It could literally be anything: playing sports, being part of a band, writing a book, etc.

Exactly WHAT you do outside of work doesn't matter as much as   HOW you do it. Your interviewer will be looking for signs that you are pursuing that activity with passion, drive, and intensity.

For instance, imagine you say that you love basketball and you've set up a team with your friends, with matches and training every week. This shows passion, commitment, and organization skills, and suggests good social skills.

By contrast, imagine that you say you play basketball once or twice a month. Okay, it shows you're not a complete couch potato. But it doesn't really give the interviewer much else to go on and doesn't show passion or drive.

#5 Tell me about your greatest accomplishment (4% of fit questions)

Unless your interviewer specifies that it’s ok to talk about an accomplishment outside of work/university, you should stick to these two areas.

A great answer will focus on a recent achievement that’s relevant to the skills you need to be a good management consultant.

The best thing to do for this question is to reuse one of the stories you will be preparing for Personal Experience Interview questions, which we will cover   later in this guide.

#6 Other (26% of fit questions)

Finally, there is a long list of other fit questions that consulting firms ask, but they're not as common as the ones we've covered above.

If you have time towards the end of your preparation, after you've prepared thoroughly for case questions and the most common fit/PEI questions, we suggest coming back to the following additional fit questions:

• What are your strengths/weaknesses? (3% of fit questions)
• Where do you see yourself in 5 years? (3% of fit questions)
• What do consultants do, in your opinion? (2% of fit questions)
• Why do you want to work for this specific office? (2% of fit questions)

5.2 Top 5 PEI questions

Personal experience interview questions are different from fit questions because they are less generic. They aim at testing the SPECIFIC skills you need to be a good management consultant.

Here are the main five themes that you're likely to encounter in these personal experience interview questions:

#1 Leading others (23% of PEI questions)

E.g.: Tell me about a time you led a team through a difficult challenge

To answer questions about leadership, you'll want to be ready with examples of specific steps you took to solve a problem. It's good to emphasise teamwork and collaboration, but you need to be sure to outline your role as a leader and demonstrate that you're capable of making difficult decisions.

Don't feel you have to use an example where you were a designated leader. It can be just as effective to use an example where you took the lead even though it wasn't explicitly your responsibility to do so.

At the end of your answer, reflect on what this experience taught you about leadership and how it made you a better leader.

#2 Managing a team conflict/situation (22% of PEI questions)

E.g.: Tell me about a time you worked in a team and had to manage a conflict

Here you'll want to emphasise your approach of active listening, open communication, and impartiality. If you have experience working as a manager, demonstrate that you had processes in place for conflict resolution.

Showcase how you fostered teamwork and collaboration to find a mutually beneficial resolution.

#3 Managing a personal conflict (21% of PEI questions)

E.g.: Tell me about a time you had a disagreement with a colleague / your boss

Consulting firms are high-pressure environments, and professional disagreements are inevitable. The interviewer wants to see that you're honest enough to say so when you disagree with something, but that you also know when to give way when necessary.

It's probably easier to use a work-based disagreement in your example rather than talking about a clash of personalities, as the latter may end up giving the impression that you are difficult to deal with.

Demonstrate that you are a good listener and empathetic even when you disagree. Talk about specific steps you took to resolve the conflict and the lessons you learned.

#4 Influencing others (17% of PEI questions)

E.g.: Tell me about a time you changed the mind of a group of people/an individual

Persuasion is a key skill for a consultant. You'll need to persuade clients to adopt your recommendations, and you'll need to persuade team members that your strategies are the right ones.

Your interviewer will know that persuasion starts not with talking, but with listening. So a good answer might talk about how you took steps to properly understand why person X was convinced of Y, and then by addressing each of their concerns, you were able to convince them of Z.

#5 Overcoming challenges (11% of PEI questions)

E.g.: Tell me about a challenge you had to push yourself hard to overcome

Consulting firms want to hire people who will go the extra mile to get the job done well, and who rise to the challenge rather than feel out of their depth.

Choose an example of when you stepped out of your comfort zone. Describe how you sought additional resources, thought outside the box, invested extra time and effort, or even asked for help, in order to overcome the challenge.

If you're short on relevant work experience, feel free to use an example from university, sports, or any other personal project. The important thing here is to show that you're a resourceful problem-solver and are mentally strong in the face of setbacks.

#6 Other (7%)

See examples of what the "other" questions might be in our consulting interview questions guide .

5.3 How to prepare PEI stories

People remember stories. On the day of your interview, your interviewer will see six to eight other candidates, so you need to build memorable stories that will make you stand out.

There are multiple ways to tell a story, but we like to keep things relatively simple with the framework below:

• Situation : start by giving the necessary context
• Problem : outline the problem you / your team faced
• Solution: explain the solution you came up with to solve the problem
• Impact : if possible, quantify the impact you had in solving the problem
• Lessons : conclude with any lessons you learned in the process

Using this framework as a guide, we recommend preparing five specific stories that you can use to answer PEI questions during your interviews. 

By using this story-driven approach, you can typically use your stories for different types of questions, which will help you be ready regardless of the specific PEI questions you encounter. 

If you are preparing for McKinsey, we would also encourage you to read our article on   McKinsey PEI questions . The same five themes we covered above are used by McKinsey, but in slightly different proportions. And we also share common mistakes to avoid in that article.

Step 6. Practise answering questions out loud

Your answers to behavioural and case questions are important, but your interviewers will also be evaluating how you COMMUNICATE your answers. It's important to speak in a structured way and to avoid drifting off-topic or spending too much time on each question. 

We recommend that you practise by interviewing yourself out loud . Play the role of both the candidate and the interviewer, asking the questions and answering them, just like you would in an interview. 

This may sound strange, but it will help  you master the rhythm of case interviews. It will also help you to memorise the key details of your answers to behavioural questions, without any crutches (like notes, glancing at your resume, etc.). 

Do your best to replicate the conditions of a real case interview as much as you can. It might help to look in a mirror while you're giving your answers. You may even find it helpful to practise in the same clothes you intend to wear to your interview . 

As you go through this process, if you'd like a broader list of questions to practise with, you can check out our   consulting interview questions article .

Step 7. Do 30+ mock interviews

Practising by yourself is critical, but we all have gaps that we won't be able to identify without a partner that can see our performance more objectively. 

As a result, we recommend that you do as many mock interviews as possible before your interviews. We've found that most successful consulting candidates do 30+ mock interviews to prepare.

This probably sounds like a lot, and it is, but case interviews are a skill that is developed with experience.

7.1 Do mock interviews with friends and family

First, you can practise case interviews with friends, colleagues, or family. 

These are great ways to catch communication mistakes, but at some point, you'll probably notice that the feedback you are getting isn't helping that much anymore. 

Once you reach that stage, we recommend practising with ex-interviewers from top consultancies.

7.2 Do mock interviews with ex-interviewers

If you know a consultant who has experience running interviews at a top consulting firm, that's fantastic. Practise with them as much as you can!

But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practise multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can practise 1-on-1 with ex-interviewers from leading consulting firms like McKinsey, BCG, Bain, etc. Book your consulting mock interview in a few clicks.

Related articles:

Career in Consulting

Case interview prep: The definitive guide

This is the complete guide to boosting your case interview prep in 2023.

In this in-depth guide, you’ll learn:

• How to effectively prepare for case interviews
• How to turn your case interviews into job offers
• How to avoid the mistakes that lead to rejection
• And lots more

So, if you want to secure offers at McKinsey, BCG, or Bain & Company, this guide is for you.

Let’s dive right in.

Table of Contents

Case interview fundamentals.

In this section, you’ll get a handle on the fundamentals.

Whether you are new to case interviews or want to ensure you are on the right track, you’ll love this section.

Then, in later sections, we’ll cover advanced tips, techniques, and strategies to ace your management consulting interviews.

But first, let’s cover the basics of case interview prep.

What is a case interview?

A case interview is a job interview technique.

A case interview – or case study – is a job interview technique to assess a candidate’s potential to become a successful consultant.

To do so, management consulting firms ask candidates to solve real-life problems their clients face .

Hence, this perfectly simulates the job you must do as a Consultant.

For instance, here are two sample case questions from Bain & Company’s website .

And here are more examples from the McKinsey & Company website .

A case interview is a problem-solving test

To solve these real-life problems, you must go through a certain number of steps, such as identifying the key drivers of the problem, asking the right questions to walk your way through the case, analyzing data, and presenting a solution to the problem.

But don’t worry: I’ll detail these steps later in this guide.

The problems you have to solve in a case interview are diverse both in terms of industry (Hospitality, Transportation, Chemical, Banking, Oil & Gas, Private Equity, etc.) and business situation (improving sales or profits, decreasing costs, rethinking an organization, acquiring a company, etc.)

And they are usually taken from real-life projects done by the interviewers .

Another important rule in a case interview:

There is no right answer (but plenty of wrong answers).

Hence, what’s important for your interviews is your reasoning.

And this means they are more interested in your thinking process than a solution for the problem.

Here is an example from Bain’s website:

What is NOT a case interview?

I’ve been coaching candidates for over a decade.

And I’ve seen this misunderstanding too many times:

A case interview is NOT an exam .

Case interviewers are NOT testing your KNOWLEDGE or your memory.

They are testing your COGNITIVE SKILLS .

Which means:

Your ability to effectively use and adapt your knowledge to solve complex problems.

That’s why memorizing frameworks or formulas is useless… and often counterproductive.

There is no shortcut to ace a case interview.

Instead, you must develop your problem-solving and communication skills.

Remember this:

A case interview should be a conversation between 2 consultants solving a business problem.

This is far from being a student answering exam questions on a piece of paper alone.

Who uses case interviews and why?

All top management consulting firms use case interviews to assess a candidate’s problem-solving skills.

So, why do consulting firms use case interviews in their interview process?

You must understand this:

Management Consultants consider themselves professional problem solvers.

And during the case interview process, they want to see if you are one of them .

They want to see if you think and speak like them.

Here is a non-exhaustive list of consulting firms using case interviews in their interview process:

McKinsey & Company

Boston Consulting Group

Bain & Company

Oliver Wyman

Roland Berger

Strategy&

Monitor Deloitte

Note: This list is by no means exhaustive. Lots – if not all – boutique consulting firms use case interviews as well as part of their interview process.

The formats of case interviews differ from one firm to another.

And that’s what we are going to discuss in the next paragraph.

What are the different types of case interview formats?

Now, it’s time to discuss the two formats of case interviews:

Candidate-led case interviews

Interviewer-led case interviews

More specifically, you’ll learn what are the differences between a candidate-led and an interviewer-led case interview.

Also, you’ll learn what are the implications of these formats for your case interview preparation.

The first case interview format: Candidate-led case interviews

Most firms use a candidate-led format.

What does candidate-led mean?

In candidate-led interviews, the candidate is expected to drive the case from start to finish.

This means they are responsible for structuring the problem, asking the right questions, and leading the discussion towards a solution.

In other words, the candidate is in the driver’s seat.

They must proactively identify issues, prioritize them, and decide on the next steps.

Therefore, there’s often more room for creativity and exploration.

If the candidate decides to explore a particular area of the case in-depth, they have the freedom to do so.

The second case interview format: Interviewer-led case interviews

McKinsey uses interviewer-led interviews (so do – sometimes – Oliver Wyman and Strategy&).

In interviewer-led cases, the interviewers are more active in guiding the discussion.

After the candidates present the key topics to be analyzed to solve the business problem, the interviewers lead the direction on where to start diving into the analysis. 

While the candidate must still showcase their problem-solving skills, the interviewer largely determines the case’s direction.

The interviewer might direct the candidate to specific areas they want to test, making the case feel more structured and segmented.

The implications of the case interview format for your case interview prep

For Candidate-led Interviews, you need to be comfortable with taking the lead.

This means you should practice deciding which areas to probe further and which to deprioritize.

And I’ve created a free consulting case interview preparation course to show you how to do it:

Get 4 Complete Case Interview Courses For Free

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

For Interviewer-led Interviews, you must be quick, adapt to new information, and change your approach as needed.

Therefore, active listening is crucial to ensure that you’re addressing the issues raised.

However, while there are distinct differences between candidate-led and interviewer-led case interviews, the core skills being tested are consistent across both formats .

What to expect in case interviews?

Most candidates hear “case interviews” for the first time when they decide to apply for consulting jobs.

And for most candidates, this is the biggest obstacle between them and their dream job.

So, in this section, we will go through the 5 steps of a case interview.

All interviewers from McKinsey, BCG, Bain, or other top consulting firms expect you to follow these 5 steps.

Note : The techniques and strategies to ace these steps will be discussed in the section “How to ace your case interviews.” later in this guide.

Open the case

A case interview starts with the interviewer sharing the case prompt with you.

In the case prompt?

The interviewer shares a client’s situation and the problem they are trying to solve.

While the interviewer speaks, you must take notes.

You must write down all the critical information and keywords of the case prompt on a piece of paper.

Don’t worry:

This guide will address how to recognize the “critical information and keywords” of a case prompt.

And after the interviewer finishes sharing the case question, it’s your turn to speak…

Clarify the problem

You can assume that all the case prompts will be ambiguous.

Some critical information will be missing.

Or some keywords will be ambiguous.

And it’s your first job to remove any ambiguity.

An example?

Imagine this case prompt:

Your client manufactures cars. They have been experiencing declining sales and are asking for your help .

In the above case prompt, you should clarify what types of cars they manufacture.

A mass-market model like a Toyota Corolla?

or a luxury model like a Ferrari Spider 488?

The case’s direction will be very different whether we discuss one model or another.

Consequently:

You must ask clarifying questions to understand precisely the situation and goal.

Also, if you don’t understand a word, ask your interviewer to define it.

Develop a tailored framework

For most candidates, this is the scariest part.

During this step?

You must develop a mutually exclusive and collectively exhaustive (known by its acronym: MECE ) issue tree.

An issue tree can also be called a case interview framework (or case interview structure ).

Now, let’s address the following questions:

What is a case interview framework?

Why is this important?

What are the characteristics of a good case interview framework?

First, let’s define what a case interview framework is.

A case interview framework is your plan to solve the problem.

In other words:

This is your roadmap to move from the problem to the solution.

And during the case, you’ll walk your interviewer through this roadmap.

This roadmap must include all the factors that influence the behavior of the problem.

For instance: volume and price influence the behavior of sales.

And these factors must be organized by following certain principles (the infamous MECE principle ).

All these factors must be organized in a mutually exclusive and collectively exhaustive way to ensure that there is no gap (no important factor is missing) and no overlap (no factor is counted twice).

Now, what makes a great case interview framework?

Watch this video detailing the three characteristics of a superior case interview framework:

MECE (mutually exclusive and collectively exhaustive)

Logic-driven

Solve the problem

After you’ve presented your roadmap, you must ask relevant and insightful questions to the interviewer.

Get data and information to solve the case.

Your interviewer can provide you with data in three forms:

Then your job is to interpret these data.

You must turn these data into business insights.

Note: an insight is the meaning of the data in the context of the problem (more detail on that later).

This is called the “so-what” in top consulting firms.

At this stage, your interviewers mainly test your analytical skills and business judgment.

For instance, they ask themselves:

Can you connect the dots between different sets of data?

And can you derive conclusions from these sets of data?

Besides, interviewers also test your quantitative skills.

They might ask you to perform quick mental calculations (also known as case interview math).

And when you have formed many conclusions from the data analysis, you can derive a recommendation.

Now, it’s time to move to the next step.

Close the case with a solid recommendation

The final step consists of delivering your recommendation to your client.

This is when you tell your client what to do, why they should do it, and why it’s important.

This is when you shift from an “analysis mode” to a “presentation mode.”

You are now talking to your client’s CEO.

To deliver your recommendation, you must follow the top-down communication principles popularized by Barbara Minto in her book “ The Pyramid Principle ” (a must-read if you want to have a successful business career).

Hence, you must:

Start with your recommendation (or your answer to the client’s question).

Provide supporting arguments, usually taken from the analyses you performed during the case.

Discuss the next steps your client must take.

At this stage, your interviewers mainly test your communication skills.

But they also test your business judgment.

For instance, by asking themselves if your recommendation is actionable or not.

And… that’s it!

You are now done with your case interview.

Or at least you have an overview of the different steps of a case interview.

Now, you can watch this video where I present the 5 steps in detail:

What do case interviewers look for?

In this section, you will understand how you’ll be evaluated .

There is no secret: You must understand the rules of the game to have a chance to win.

And most consultancies – if not all – use the same criteria to assess a candidate’s case interview performance.

But let’s be clear:

In a competitive sector like Consulting, you must be in the top 1% of candidates across all these criteria to land an offer .

So, if you’ve ever wondered what it takes to be in the top 1%, you’ll learn a lot from this section.

Hard skills: the 4Cs and business acumen

During the screening phase, HR professionals check your resume and cover letter to establish if you have the potential to be a good candidate.

And during the case interview process, Consultants test this potential to establish if you’ll become a best-in-class consultant.

Consultants want to see if you have the skill set to become this best-in-class consultant.

Case structuring

Interviewers assess your ability to identify all the relevant components of a problem, to organize these components in a MECE way , and to explain clearly how each of these components helps solve the overall problem.

Case leadership

Interviewers assess your ability to prioritize the issues to analyze. You must demonstrate your 80/20 thinking (your ability to identify the 20% of issues that will solve 80% of the problem).

Case analytics

Interviewers assess your ability to transform data into insights. If data is the “what,” then the insight should be the “so what.” In other words, your ability to say what the implications of data are.

Communication skills

Interviewers assess your ability to communicate your ideas clearly and keep the interviewer engaged and aligned with your thinking process during the entire case discussion.

Also, clear and concise communication shows your interviewers that you are client-ready.

Business acumen

Business acumen – or business sense skills- is the top 1% factor.

This is how:

An issue tree is more tailored to the problem to solve

Only the most impactful issues are addressed

The interpretations of data are more insightful

In short, this is your ability to understand what moves the needle in problem solving.

Soft skills: personal characteristics

Besides the above hard skills, consulting firms check if you have the personal characteristics demonstrated by the best-in-class consultants.

Coachability

Feedback is a significant part of the culture in consulting.

Consultants receive formal feedback every 3 months (after each project) and informal feedback throughout the project.

So, interviewers check how you react to feedback.

Do you listen well, understand, and implement feedback?

Or do you defend your opinion at all costs?

And be careful: lack of coachability is a red flag for many interviewers.

Are you excited about working on a new project (in a new industry) every 3 months?

If the answer is yes, consulting can be a good career option for you.

A curious mind (or “growth mindset”) is an important characteristic of being a successful consultant.

Therefore, your answers in fit interviews or your attitude during case interviews should showcase your burning desire to learn new things.

Comfort with ambiguity

In management consulting, you’ll have to solve tough business problems while having incomplete information.

So, your case interviewers test how you deal with ambiguity.

And a consulting case interview is full of ambiguities!

Check this article to learn how to clarify a case prompt .

Confidence & maturity

Consulting is a client-facing job.

And top consulting firm clients – corporations or public organizations – pay tons of money for their services.

So, interviewers ask themselves, “Do I feel comfortable putting this person in front of my client?”.

Important note : Since I sometimes get the question, you’ll have your chance regardless of your personality (introvert or extrovert).

Case interview examples from different consulting firms

I will share two in-depth case interview examples with you in this chapter.

That way, you can see the strategies and techniques from this guide in action.

Specifically, we will discuss the two types of case interviews used by top consulting firms:

Business cases

Market sizing questions

And for each type of case interview, I’ll share examples with you.

Note: per my experience, top consulting firms do not use brainteaser questions .

Therefore, this guide will not discuss this type of question.

However, I encourage you to check if your target company uses such questions (other consulting firms might still use brainteasers in their hiring process).

Business problem examples

Business cases are the most common questions you can have in a case interview.

You are asked to solve a business problem for a fictional client.

Similar to real consulting engagements, business cases are typically organized by industry and functional category.

The industries you might encounter in a case interview are:

Agriculture,

Automotive & Mobility,

Consumer Goods,

Electronics,

Energy (Oil, Gas, Power),

Financial Services,

Healthcare & Life Science,

Industrial,

Infrastructure,

Metals and Mining,

Paper and Packaging,

Pharmaceuticals,

Private Equity,

Public and Social Sector,

Real Estate,

Semiconductors,

Technology & Telecommunication,

Transportation,

Travel and Tourism

Utilities & renewables.

The functions you might encounter in a case interview are:

Corporate Finance,

Digital & Technology,

Manufacturing,

Mergers and Acquisitions,

Operations,

People and Organizational Performance,

Recovery and Transformation,

Risk and Resilience,

Sales & Marketing,

ESG & Sustainability.

The following topics, which are not MECE , could be covered in case interviews depending on the function and the industry:

Growth strategies

Market entry

Cost optimization

Organization optimization

Product launch

Profitability case interview

Here is a first McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/diconsa

Another example?

Here is another McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/talbot-trucks

And here is a BCG case interview example:

Source: https://careers.bcg.com/case-interview-preparation .

Finally, over 250 case interview examples (with answers) are found on this page .

Sample market sizing questions

A market sizing question is a case interview where you have to estimate the size of something with no (or little) data available .

Market sizing questions can be embedded in business cases or can be asked as standalone questions.

For instance, here are some sample market sizing questions:

How many coffee cups does Starbucks sell in a year?

What volumes of beer are sold during an LA Lakers basketball game?

How many iPhones are currently being used in China?

What is the monthly profit of an average hair salon in the UK?

Market sizing questions are a very popular type of case interview at top consulting firms.

So let me be clear:

You can NOT land an offer at McKinsey, BCG, or Bain if you don’t know how to solve market sizing questions.

That’s why I’ve written a comprehensive step-by-step guide on market sizing questions here .

In this guide, you’ll learn my best strategies to solve the 3 types of market sizing questions .

Also, you’ll find plenty of examples to see how these strategies work.

Old vs. New cases (2021 - present)

For the past few years, case interviews have changed.

Until a few years ago, case questions looked like this:

Declining sales

Declining profits

In short, the types of questions you can find in books like “ case in point” or “ case interview secrets.”

Less than 40% of case interviews are questions from the above list.

The other 60%?

Non-traditional case questions.

For instance, McKinsey recently asked this question:

Your client is a fictional country. They want to develop a plan to fight climate change. How would you help them with this question?

So, why have consulting firms decided to use this new type of question?

Because the goal of case interviews is to understand how you think.

And more precisely:

How you think outside your comfort zone.

Have you learned all the well-known business frameworks?

👉 They test your ability to solve business problems where these frameworks are irrelevant.

Do you have an Engineering degree?

👉 They will give you a case involving lots of business concepts.

Don’t have quantitative experience?

👉 They will give you a case with lots of math, charts, and numbers.

And it makes a lot of sense.

Because it mimics the day-to-day job of a consultant:

Consultants are constantly outside their comfort zone.

And they are constantly exposed to new topics.

Now, the implications for you are very important.

You can’t only rely on well-known frameworks.

Instead: you must learn how to build your own tailored frameworks.

You must learn how to think with First Principles and top-down logic.

You must learn how to organize your ideas in a MECE way .

Even for non-traditional case questions.

And I’ve created 4 free consulting case courses to learn just that:

How to ace your case interviews

In this section, I’ll show you how to turn your case interviews into offers.

In fact, the strategies in this section have helped over 350 candidates land job offers at McKinsey, BCG, Bain, or any boutique consulting firms.

And the strategies I share here can be used in all types of cases: market entry, profitability case interview, M&A, etc.

Let’s start with how to open a case like a pro!

Acing the opening: remove ambiguities

There is a lot of misleading information online about how to open a case:

Paraphrase the case prompt (aka repeat information your interviewers already know).

Ask a maximum of 3 clarifying questions.

End by asking if there is any other objective you should know.

But there is a better way to open a case:

Add business colors.

Take the lead.

Ask clarifying questions (as much as necessary).

Do a smart recap.

Here’s the truth:

How you open a case sets the tone for the entire case.

Start poorly, and your interviewer won’t guide you much during the case.

On the other hand:

Give a strong first impression, and your interviewer will see you as one of them from the first seconds of the case.

And that can be a game changer in your performance and chances to land an offer.

Therefore, this must-read guide will show you how to start your case interview correctly.

Acing the case structuring: create the perfect issue trees

We discussed this before:

An issue tree is the strategic framework that guides your analyses and helps you answer the client’s question effectively.

Before we dive into the nitty-gritty, let’s revisit the three essential characteristics of a robust case structure:

1. MECE (Mutually Exclusive, Collectively Exhaustive): Your structure should cover all possible areas without any overlaps.

2. Logic-Driven: The structure should follow a logical flow, making the logical connection between the different areas and the problem clear.

3. Tailored: Your framework should be customized to the specific problem at hand, not a one-size-fits-all template.

It shows that you can think strategically, organize your thoughts, and approach problems methodically—all essential skills in consulting.

Take Your Case Structuring Skills to the Next Level

Ready to master the art of case structuring?

Sign up for our free 4-hour video case interview training course .

This comprehensive course will walk you through the intricacies of developing a winning case structure, complete with real-world examples and actionable tips.

Acing quantitative questions: conquering numbers!

The mere mention of case interview math questions can send shivers down the spines of candidates with weaker quantitative backgrounds.

But hold on!

These questions aren’t just about doing quick mental calculations.

In fact, interviewers are looking for three crucial elements:

Structured Approach : Can you systematically break down the problem?

Numerical Comfort : Are you at ease with numbers and capable of swift mental calculations?

Business Sense : Can you interpret the results in a way that makes business sense for the client?

In the realm of case interviews, math questions often serve to calculate data that fills in the gaps in a given problem.

For example, you might be tasked with:

Market Sizing : For instance, estimating the potential size of a market.

Financial Metrics : For instance, calculating performance indicators like Payback Period or ROI.

Solution Impact : For instance, assessing the potential cost savings or productivity gains from a particular initiative.

The Truth About Mental Math

The world of mental calculations in case interviews is fraught with myths.

Let’s debunk some:

Reality : Calculators are a no-go. You’re on your own.

Reality : A significant math mistake is often a one-way ticket to rejection.

Reality : While some may tell you it’s okay to round numbers, most interviewers would disagree.

The rules can vary depending on who’s sitting across the table from you, so always be prepared for the strictest guidelines.

Follow This 4-Step Approach to Ace Quantitative Questions

Step 1: Define an Arithmetic Equation

The first step is to translate the business problem into an arithmetic equation.

This is where your structured approach comes into play.

Step 2: Do the Math

The data needed to solve the equation are usually provided by the interviewer.

If not, don’t hesitate to ask.

Occasionally, you’ll need to make educated estimates.

When calculating, remember: accuracy trumps speed.

Step 2bis: Do a Sanity Check

Before you share your answer, do a quick sanity check.

Does the result make sense in the context of the problem?

If something feels off, revisit your calculations.

Step 3: Share Your Insights

This is where your business sense shines.

Interpret the numbers and discuss their implications for the client’s situation.

Step 4: Lead the Case

Based on your calculations and insights, guide the conversation toward actionable recommendations.

Here is an example:

Interviewer : “How many units does a car manufacturer need to sell to break even?”

Candidate : “To find the breakeven volume, we can use the equation: Fixed Costs / (Selling Price – Variable Costs). Given that the fixed costs are $10 million, the selling price per unit is $20,000, and the variable costs are $15,000, the breakeven volume would be 1,000 units.”

How to Practice Math Questions

To sharpen Your Skills:

Mock GMAT Tests : These tests are excellent for practicing a wide range of quantitative problems.

Case Interviews : Simulate the real experience by going through case interviews that include math questions.

But don’t limit yourself to traditional methods.

Various online platforms and apps are designed to help you practice mental calculations and case-specific math problems.

By mastering case interview math, you’re not just showcasing your ability to crunch numbers.

You’re proving that you can think critically, make data-driven decisions, and lead a case to its logical conclusion.

Acing chart interpretation questions

Knowing how to interpret charts should be part of your consulting toolbox.

And to crack the case, you’ll have to analyze data presented in the form of charts or data tables.

While it looks straightforward, the challenges are numerous:

The quantity of data presented can be huge, and your time to analyze these data is limited. And some firms – like BCG – like to present charts with lots of irrelevant data…

Charts can come in many forms: bar charts, line charts, pie charts, scatter plots, etc. You must know how to decode each type of chart.

The game you’re playing here is not to read the data correctly but to turn these data into insights (the “so-what”). Your business judgment will make the difference here.

You sometimes need to use data presented 5 minutes ago in another chart to complete the actual analysis.

Understand the different types of charts

A chart is an immensely powerful way of presenting numerical data. All the information is summarised in one go in a way that the eye can readily absorb.

Trends, proportions, and other relationships are revealed at a glance.

If you are unfamiliar with the different types of charts, I recommend reading the book: “Say It with Charts” by Gene Zelazny.

This book is a masterpiece when it comes to explaining why a type of chart is used to convey a certain type of message.

But if you don’t have time to read these books, remember just this:

Each chart has one (and one only) objective.

The main objective a chart can have is:

Identifying a trend (line charts or column charts)

Showing the relative contribution of different categories to a whole (pie charts)

Comparing different items against a metric (bar charts)

Identifying the correlation between 2 data sets (scatter plots)

So, the next time you see a chart, ask yourself:

What’s the chart type (pie chart, line chart, etc.)

What’s the objective of this chart (showing a trend, comparing items, etc.)

What do data say?

Let’s discuss how to master the exhibit reading.

Follow this 5-step approach to ace chart interpretation questions

Here is a 5-step approach to ensure you’ll never miss any insightful information from a chart:

Step 1: Understand the data represented.

Take the time to read the information about the chart (titles, labels, X-axis, Y-axis, units, footnotes, etc.)

And clarify any word or information that is not clear. Asking questions is part of the consultant’s job!

Per my experience, 80% of the chart interpretation mistakes come from misunderstanding the data represented.

Step 2: Ask for time to structure your thoughts.

It’s okay to ask for 30 seconds to 1 minute to structure your thoughts.

Don’t be afraid of the silence… your interviewer prefers to have a structured and insightful conversation rather than rambling.

Step 3: Define your goal (top-down vs. bottom-up approach)

This is the biggest mistake I see:

Candidates use a bottom-up approach instead of a top-down approach.

The difference?

With a bottom-up approach, candidates jump into the data and hope to find something insightful.

In other words, they start their analysis without a plan.

Candidates with a top-down approach start with a plan before jumping into the data presented in the chart.

Their plan?

They start with the issue they were analyzing.

And list the data they need to solve this issue.

Finally, search for these data in the chart presented.

With this top-down approach, you will be able to sort the relevant data from the irrelevant information easily.

Step 4: Communicate your key insights and implications.

During this step, you tell your interviewer what the data means regarding the client’s problem.

Do NOT say obvious observations!

“This data is going down…”

“The value of <any metric> has been stable for the past 2 years…”

These are not insights… but obvious observations.

Your job is to interpret the data.

Here are some questions to ask yourself:

What do these data mean for the client? 👉 Insights

What does the client should do? 👉 Implications

  Step 5: Lead the case.

Regardless of the format of the case interview (interviewer-led or interviewee-led), I recommend proactively saying what the next steps are.

Discuss, based on your findings, what you want to discuss next.

How to practice chart interpretation questions?

First, you can practice with GMAT tests.

Here are some examples .

Besides, visit websites full of charts like The Economist, The Wall Street Journal, etc.

Find charts, draw conclusions from these charts, and read the article to check if your conclusions make sense.

Also, practice with the case examples you can find in these case books .

Acing market sizing questions

Do you struggle with market sizing questions?

This can include: How to start the case? Which clarifying questions to ask? How to organize my thoughts and build an issue tree? Which assumptions to make? Do I have to check if my estimate makes sense? If yes, how?

Answering a market sizing question can be very SIMPLE.

Actually, it is very simple: there is a PROVEN FORMULA for solving market sizing questions.

This PROVEN FORMULA is like a comprehensive guide: if you follow each step, you’ll QUICKLY answer ANY market sizing questions SUCCESSFULLY.

In this guide, I’ll reveal my PROVEN FORMULA to answer market sizing questions and show how to use it with two full examples (with answers).

You can find this comprehensive guide here .

Acing the closing: The Art of giving a Winning Recommendation to the CEO

You’ve analyzed the data, solved complex problems, and navigated through the case interview.

Now, it’s time to wrap it up with a compelling recommendation for the client’s CEO.

Your closing remarks can make or break your chances of landing that coveted consulting role.

Here’s how to avoid common mistakes and structure an impactful recommendation.

Mistake #1 When Closing the Case: Repeating the Analyses You've Done

You’re now speaking to the CEO, not a fellow analyst.

The CEO doesn’t care about the number of Excel models you’ve built or interviews you’ve conducted.

They want a clear, actionable solution to their problem.

So, skip the methodology and get straight to the point.

Mistake #2 When Closing the Case: Not Being Assertive

This is not the time for ambiguity or hedging.

CEOs seek decisive, confident recommendations.

If you’re not assertive in your closing, you risk losing the CEO’s trust and, consequently, the case.

Mistake #3 When Closing the Case: Not Having a Clear Recommendation

If the CEO is left wondering, “Okay, but what should I do?” after your presentation, that’s a red flag.

Your recommendation must be crystal clear, leaving no room for interpretation or doubt.

How to Close the Case: The Structure of an Amazing Recommendation

To craft a recommendation that hits the mark, follow this structure:

Step 1: Initial Question Asked

Begin with a one-sentence summary of the question you’re answering.

For example, “You asked us to determine whether you should launch this new shampoo?”

Step 2: Your Recommendation

Provide a straightforward answer to the initial question.

For instance, “You should launch this new shampoo.”

Step 3: The Supporting Arguments

List all the logical reasons that back your recommendation.

For example, “This new shampoo will add $10 million in profits and doesn’t require significant investment in R&D or new production equipment.”

Step 4 (Optional): The Next Steps

If applicable, outline the immediate actions the CEO should take to implement your recommendation.

The Role of Risk in Your Recommendation

While some coaches advise discussing risks separately, I believe risks should be integrated into your supporting arguments.

If you can’t mitigate the risks, your recommendation loses its value.

The Timeframe for Impact

Lastly, ensure your recommendation can deliver impact within the CEO’s tenure—typically less than five years.

A great recommendation is not just insightful but also timely.

Where to start: A comprehensive case interview preparation plan

Are you feeling overwhelmed by the thought of case interviews?

You’re not alone.

With all the resources available online, knowing what’s relevant and how to separate the wheat from the chaff is difficult.

But with the right preparation plan, you can make it!

This 3-step plan takes you from discovery to mastery, ensuring you’re well-prepared for your case interviews:

Step #1: Discovery

Step #2: Practice

Step #3: Mastery

Bonus step: Mastery+

Step 1: Discovery

The first step is all about understanding the landscape. You need to know what you’re up against before conquering it.

Key Activities

Research different types of case interviews and consulting firms.

Identify the skills commonly tested.

Conduct informational interviews with current consultants (this can also be an opportunity to validate whether consulting is a good fit for you).

Major Pitfalls to Avoid

Don’t assume all case interviews are the same.

Avoid neglecting the importance of networking early on.

Don’t underestimate the emotional job; build your confidence from the start.

Step 2: Practice

You’ve done your homework; now it’s time to get your hands dirty. Practicing case interviews is where you turn knowledge into skill.

Work on mock case interviews with peers or mentors.

Use case interview prep books and online resources to practice cases.

Track your performance to identify areas for improvement.

Don’t practice going through the motions; make each session count.

Avoid practicing only with friends who might not give honest feedback.

Don’t ignore your weaknesses; confront them head-on.

Step 3: Mastery

This is the final stretch. Mastery is where you develop and fine-tune your skills to become a top 1% candidate.

Think using first principles .

Seek feedback from industry professionals.

Develop your business acumen:: while you are not expected to have an in-depth knowledge of an industry, a high-level understanding will help to generate better ideas and insights.

Practice with a diverse set of cases (different situations and industries).

Practice with recent cases (read the section Old vs. New cases).

Conduct mock interviews under timed conditions.

Do you know the Dunning-Kruger effect?

If not, read this article because it can be what you need to land offers in consulting.- Don’t get complacent; always look for ways to improve.

Therefore, avoid the trap of overconfidence; humility can be your greatest asset.

Step 3bis: Mastery+

Think you’re ready?

Mastery+ is your chance to test your skills in a lower-stakes environment by practicing with Plan-B firms.

Yes, you read me well: practice case interviews with Plan-B firms.

Apply to consulting firms that are not your first choice.

Go through their interview process as if they were your top choice.

Use the experience to identify any remaining gaps in your preparation.

Don’t treat these interviews as mere practice; give them your all.

Avoid burning bridges; you never know when a Plan B could become a Plan A.

Don’t ignore feedback; even a rejection can be a valuable learning experience.

From Discovery to Mastery+, each step is a building block towards your ultimate goal: acing that case interview and landing your dream consulting job.

Many candidates without business or consulting experience did it, and so can you.

So, are you ready to embark on this transformative journey?

Start by learning how to solve case interviews and get tips to help you navigate this exciting path.

Finally, watch this video about how to prepare for case study interviews on the BCG website :

Frequently Asked Questions

How much time is needed to prepare for case interviews.

This is a tricky question.

Because it depends on factors such as:

Your strengths and weaknesses

The time you can dedicate to your preparation

Your learning pace

However, there is an important rule:

Start as soon as you can.

It takes time to be ready.

A case interview is NOT an exam: you can’t cram your consulting interview preparation in a week or two.

What are the most common case interview mistakes?

Check this article to find out what are the 16 case interview mistakes to avoid at all costs.

What are the differences between Round 1 (R1) and Round 2 (R2) cases?

Here are the main differences between first round interview and second round interview:

The seniority of your interviewers : R2 case interviewers are often Directors or Partners, while R1 case interviewers are Senior Consultants or Managers

Stress : Second-round interviews are usually more stressful. The reasons are numerous: the offer is getting closer and closer, interviewing with a Partner from a prestigious firm, etc.

Competitiveness : R2 candidates are competing with other R2 candidates. This tautology means that all the candidates who have made it so far are good, and the selection will be made on details.

The weight on assessment criteria : R2 assessment criteria are the same as R1 criteria (see the section “What do case interviewers look for?”). However, the importance of these criteria differs. Partners tend to value more criteria such as communication, confidence, leadership, and maturity.

Focus on your weaknesses : after an R1 case interview, the consulting firm lists your strengths and weaknesses. Therefore, an R2 case interview includes questions to validate (or invalidate) any doubt about your capacity to be a world-class consultant. For instance, if your quantitative performance was not positive, you can expect an R2 case interview with many quantitative questions.

However, I believe these differences should NOT influence your interview prep.

And, as discussed in this article, your goal is to be in the top 1% across the 4 main performance assessment criteria.

Finally, since we are talking about R2 interviews:

I can not stress enough the importance of fit interviews.

Your answers to questions such as “ Why consulting? ” or “ Why McKinsey? ” greatly influence the final decision.

Will my case interview be in person or via Zoom?

Check with your HR contact to validate this point.

Besides, you can read this McKinsey guide about virtual interviews.

Do you recommend practicing with a coach?

Being a coach myself, I’m obviously biased.

But I tried to give you a fair answer to help you decide what’s best for you.

First, let’s define what a good coach is.

A coach is someone with an extensive experience in consulting and in helping others land offers.

For instance, your friend who just got an offer at McKinsey is NOT a coach.

Receiving an offer and explaining to others how to receive offers are two different things.

Therefore, the first criterion to decide if a coach can help you is to look at how much time they spend in:

Consulting,

Supporting candidates.

That being said, I recommend using coaching services if you can afford it.

Because this is the best way to get qualitative feedback.

You’ll know PRECISELY:

What is the distance between your performance and the performance of the top 1% of candidates.

How to quickly reduce this distance and become a top 1% candidate yourself.

At careerinconsulting.com, we have a unique coaching model:

We coach and support our clients until they receive an offer.

Interested?

If yes, check this page .

What are the basic business concepts to know?

I’ve written an article discussing some basic business concepts that might be helpful in acing your case interviews.

Any final tips?

Check these 16 case interview tips to move your skills to the next level.

For instance, you’ll learn the mistakes to avoid when developing an issue tree.

Also, check these case interview examples by clicking here .

How to get a case interview?

You get it:

Acing case interviews require a ton of hard work.

And you don’t want to put all this hard work into the trash by not being invited for interviews .

Unfortunately, the odds are against you: less than 30% of applicants are invited for interviews.

And don’t fool yourself:

Your prestigious college name and high GPA are insufficient.

Consulting firms look at a combination of factors to select the applicants invited for interviews.

So, how to pass the screening phase and be invited for interviews ?

But don’t worry, I’ve written comprehensive guides that tell you how to do it.

Write a consulting resume

How to make your resume stand out?

By writing EPIC bullet points!

So, check this step-by-step guide to turn your resume into an outstanding resume.

In this comprehensive guide, you’ll learn:

What matters the most to recruiters in consulting

How to stand out from the hordes of other applicants

What are the most common mistakes that lead to rejection (and how to avoid them)

Also, you can download templates for McKinsey, BCG, and Bain & Company.

And here is the best part:

You’ll get an exhaustive checklist to assess the readiness of your CV.

Write a consulting cover letter

At the beginning of the interview process, recruiters from top consulting firms want to know you better.

They want to know who the person is beyond the amazing achievements on your CV.

So, if you wonder how to express your motivation to join a firm, this step-by-step guide is for you.

Also, you can download winning cover letter examples that passed the screening phase at top consulting firms.

See you there !

Beyond case interview prep: Fit interview questions

Your case interview performance counts for 50% of the interviewer’s decision.

The other 50%?

Your fit interview (aka personal experience interview) performance.

So, you can’t overlook your personal experience interview preparation.

Are you in one of the following situations?

I’ve just been accepted at [fancy MBA program]. So, I know how to present myself.

I’ve just been accepted at [fancy non-consulting company]. So, I know how to present myself.

I’ve had lots of job interviews in the past. This is not new to me. Instead, I prefer to spend my time on case interview preparation because case interview is new to me.

Your preparation must be aligned with the specific requirements of consulting firms.

In other words, even if some questions are typical job interview questions (e.g., “Tell me about yourself”), their expectations are different.

For instance, consulting firms assess your strategic thinking skills even in fit interviews.

Besides, they want to understand why you are genuinely interested in pursuing a career in consulting.

Thus, here is a series of articles to help stand out during your fit interviews:

How to answer the “ Tell me about yourself ” question

How to answer the “ Why consulting ” question

How to answer the “ Why Mckinsey or BCG or Bain ” question

How to answer behavioral interview questions using the STAR framework

Read these articles, and you’ll be covered for the main personal experience interview questions.

Case interviews mimic what consultants do: solving business problems.

And often, there is no right answer.

What’s important is to show how you think.

So, I hope this guide will help ace your consulting interviews and start your career in management consulting at Boston Consulting Group or any top consulting firm.

I’d love to hear from you: What’s your biggest challenge in case interview prep?

Let me know by leaving a quick comment below right now.

-Want to know all the secrets of the consulting interview process?

👉 Check this article about the McKinsey recruitment process .

👉 Also, check this article about the Boston Consulting Group recruitment process .

Want more case interview examples? Or start to practice cases?

👉 Check this page: https://careerinconsulting.com/case-interview-examples/

You’ll find plenty of Bain case interview examples, for instance.

Finally, want to ace personal experience interview questions?

👉 Check this page: https://careerinconsulting.com/mckinsey-pei/

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4 thoughts on “Case interview prep: The definitive guide”

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Hi Sebastien, thank you for your informative article. I do struggle to assign 7 McKinsey cases into the above-provided groups, they seem to get a bit more creative every year! Do you mind commenting or advising on those?

Case/Type: 1) Case: Beautify, Potential Type: Take a strategic decision 2) Case: Diconsa, Potential Type: Take a strategic decision 3) Case: Eletro-Light, Potential Type: Take a strategic decision) 4) Case: National Education System, Potential Type: ? 5) Case: Talbot Trucks, Potential Type: Take a strategic decision 6) Case: Shops Corporation, Potential Type: ? 7) Case: Conservation Forever, Potential Type: ?

Hi. thank you for your message. Where can I find the above cases?

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Case Interview Types: Master Common Ones Before Your Interview

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

On Case Study Preparation , we described what a case interview question is and how you should approach answering one. You can think about that page as your Consulting Case Interview 101 course.

But if we could tell you how to ace your consulting case interview in just one page, Bain, BCG, McKinsey, and other top consulting firms would give out a lot more offers than they do every year.

On this page, we discuss the most common types of case study interview questions . We’ll take your understanding of how to answer these to the next level by outlining the key issues to consider when structuring your answer.

Let’s get started!

Here are the types of cases you might come across during your case interview :

• Profitability Cases 1.1 Profit Optimization 1.2 Revenue Growth 1.3 Pricing Optimization 1.4 Market Entry 1.5 M&A 1.6 Cost Optimization 1.7 Startup / Early-Stage Venture
• Non-Profitability Cases 2.1   Lives Affected 2.2 Retention 2.3 Industry Landscape and Competitive Dynamics
• Market Sizing Questions (also called dinner conversation cases)
• Case Interview Math (also known as consulting math) 4.1 Consulting Math Example 4.2 Summary of Key Things to Remember on Consulting Math Questions

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Profitability Cases

On this page , we discussed case interview  frameworks   that can help you structure your answers to case study interview questions, we introduced the profitability equation. It’s 1 of 2 basic business frameworks you can use to answer any type of case question. 

This formula can help ensure you address all the key aspects of straightforward profitability cases like the following:

A sports apparel retailer has experienced declining sales in its stores over the past year and declining profits. How would you recommend they address their profitability problem?

A cell phone manufacturer is experiencing declining profitability despite strong sales. What should they do to improve their bottom line?

For more detail on the components in this formula and an example of how to use it to solve a case interview question, see our  Case Interview Frameworks  page . Below, we’ll discuss types of profitability problems that go beyond the basics.

Profit Optimization

Perhaps a company is profitable… just not profitable enough . 

Maybe its margins are lower than those of an industry rival. 

Maybe they’ve dipped below its own prior-year performance. 

Perhaps management sees an opportunity to launch a new product, leapfrogging the competition, but needs to generate more cash to invest in development. 

Any of these can be reasons to improve the performance of an already profitable company. 

Sample questions:

A nationwide fast-food chain failed to meet Wall Street expectations on its latest investor call and as a result, its stock price fell significantly. Management wants help identifying opportunities to improve the bottom line.

The CEO of a regional hospital chain is concerned that his company’s profitability is half that of the market leader. How can the company grow its net income?

Use the Profitability Equation

In structuring your analysis of a profit optimization case, you should touch on all 4 components of the profitability equation to understand what the company is doing well and where things have taken a turn for the worse. 

But the underlying problem in this type of case may be more subtle than in a basic profitability question. 

Instead of a big jump in costs or the loss of a large customer wiping out a significant chunk of revenue, the company may be experiencing a couple of small problems that add up to bad news for the bottom line. 

Benchmark Relative to Competition of Past Performance

For example, if our client is a TV manufacturer and we find out that our cost of producing a TV has increased overtime while our prices have remained the same, we can see that rising costs is the reason for our profits declining. 

To turn around the situation, we could look into what the competition is doing to reduce costs. For example, if a competitor is sourcing the same materials as us but from a cheaper supplier, we want to see if we can lower our cost by sourcing from the same supplier.

Benchmark One Business Segment to Another

Another way consultants benchmark performance on revenue and cost levers is by comparing the performance in one business segment or type of end-customer to another . 

Continuing with our TV manufacturing example, we might find that the client has seen costs rise on components in its high-end models but remain constant for its low-end models. 

We can look into what is being done differently in the low-end product group: low-cost sourcing, process improvement, etc. to find opportunities to improve the cost position in the high-end segment.

Use Key Performance Indicators (KPIs)

The company may also need more disciplined business processes and a system for measuring key performance indicators . 

Our TV manufacturer might institute a system for measuring cost per unit on a weekly or monthly basis in order to ensure they have an early warning system to monitor if costs are getting out of line.

To go with these KPIs, a regular process for reviewing the costs and taking necessary action could be instituted. Disciplined processes and performance indicators will help to fine-tune operations over time, taking them from good to best-in-class.

Key concepts to consider when addressing a profit optimization case:

The profitability equation including all its components,

• Benchmarks of cost and/or revenue relative to best-in-class competition and prior year performance.  
• Benchmark the company’s performance segmented by product or type of customer .
• Opportunities for business process improvement and key performance indicators that will allow management to monitor profitability more closely. 

Revenue Growth

Revenue growth case questions focus on companies that, while already profitable, still want to grow. 

They can do this by increasing market share, by selling their existing products to new markets, by selling new products to their existing customers, or by pursuing a combination of these opportunities. 

They can also capture more revenue by increasing prices.

A national chain of fitness centers wants to leverage its brand equity by selling additional products and services to its client base. What incremental products and services can profitably grow revenue?

The president of a printer and ink manufacturer thinks there is an opportunity to provide after-sale service to its customer base. What might be the impact on revenue from entering this market?

Capture Additional Market Share

As its name suggests, this type of case study focuses on the first half of the profitability equation — revenue = price x quantity of units sold. in examining units sold, you should consider the company’s ability to capture additional market share for existing products in the markets it already serves. , what is the company’s current share of the market that of its largest competitor what would it take to capture additional share product improvements a shift in marketing and promotion.

If a chain of fitness centers was our client, for example, we’d look at whether the primary competition was 1 or 2 large chains or a number of small, single-location gyms and tailor our strategy to increase market share accordingly. 

If the competition was single-location gyms, we could promote flexibility for members to use our facilities in multiple locations to bring in new customers. We could also leverage the client’s greater size to outspend the small gyms on advertising.

Branch into New Products or Markets

Also, consider the new products and/or markets the company could branch into . What products do competitors sell that the company doesn’t? Does the company have capabilities that would help them  succeed in other markets?

Our fitness center client could consider selling new products like fitness apparel or vitamins. They could expand into new markets, such as towns and cities adjacent to ones currently served.

Offer Services to Existing Customers

In addition, consider  services that can be sold to existing customers . Post-sales support for equipment, for example. Or consumables used with their products, like ink for a printer manufacturer. Our fitness center client could look into providing personal fitness coaching services to members.

Review Pricing

Lastly, consider the company’s  flexibility to raise prices . Where do their prices stand relative to competitive products or services? Do their products or services have higher quality or value-added capabilities that would command a higher price?

For more examples of revenue growth case interviews, see our  Revenue Growth Case article. 

Pricing Optimization

A company must have a solid product or service offering to be able to take a price increase without seeing a significant loss of sales to competitors. 

If their products or services are strong, then optimizing price can be an important lever to grow revenue.

A manufacturer of kitchen knives sells a range of products, from low-end to professional, to customers at different price points. They’ve developed a new line of knives in collaboration with a celebrity chef and would like help setting the prices for these products.

The airline industry has experienced significant changes in its pricing model over the past few years, with some airlines charging separately for checked baggage, meals, and beverages. A global carrier has asked us to help optimize the pricing of the additional services it provides to customers who fly with them.

Elasticity of Demand

When prices rise, demand for a product goes down and when prices fall, demand rises. You’ll remember this from Economics 101, or perhaps just from common sense. Pricing optimization is all about how much . 

If you can raise prices with demand going down just a little, you can improve a company’s revenues by raising price. If a change in price has a big impact on demand, then raising price could be a big mistake.

The term for this is Price Elasticity of Demand . If demand for a product or service changes a lot in response to a change in price, it’s said to have price elasticity. Products with many substitutes or ones that consumers can easily do without are the most sensitive to price changes. 

For example, if McDonald’s raised the price of the Big Mac, more customers might go to Burger King, Taco Bell, or just eat lunch at home. McDonald’s hamburger sales would fall dramatically.

Substitutes

For some products, demand is relatively insensitive to changes in price. This can be the case for luxury goods, for products that have few substitutes , or for when there are large switching costs. When the cost of home heating oil rises, some customers consider switching to natural gas to heat their homes. But if doing so will require buying a new furnace to run on gas or paying for pipes from their house to the gas distribution network, they won’t make the change unless the change in price is dramatic and/or expected to persist for a number of years. 

3 Methods for Setting Prices

Competitive-based pricing — Setting prices based on the prices of other similar products in the market. This is the simplest method for setting prices. Companies who use competitive-based pricing are price takers.

Cost-based pricing —Setting prices as a function of the cost to provide a good or service plus a profit margin. Cost alone can’t be used to set pricing because if a company’s costs are out of line with its competitors, it may price itself out of the market.

Value-based pricing — Setting prices based on the value provided to customers. Luxury goods are priced well above the cost of their production because customers of these products value association with the prestigious image the product conveys. Products that provide significant value to customers in terms of saving time or providing features not found in other products can be priced higher because they are worth more to customers.

Value-based pricing the best pricing method but it can only be used for products and services that are sufficiently differentiated in the eyes of the customer that they will not change their buying behavior in response to higher prices.

Market Entry

Significant start-up costs will be incurred to develop and manufacture a new product, to launch the marketing campaign, or to build the sales force needed to find customers. 

To ensure that spending money on start-up costs are worthwhile, due diligence needs to be done to estimate the size of the market being considered and the cost of successfully entering it.

A teen fashion retailer has seen its sales boom in the North American market for the past 5 years. They’re considering expansion into international markets. They’d like help identifying which markets provide the best opportunities for their line of clothing.

A not-for-profit organization has been successful at hiring the long-term unemployed to manufacturer furniture made from pallets and other recycled items. They’ve not only designed and created beautiful pieces of indoor and outdoor furniture, but also helped to improve the lives of individuals in one city. They’d like to expand to other products and potentially to other cities and have asked for our help in assessing their options.

There are  4 parts to any market entry case : market size, market attractiveness, costs of entry and capabilities required. Let’s look at each.

Market size

Market sizing is sometimes used as a case interview question on its own. See below for more details . It’s also usually the first part of a market entry case. It addresses how large a market is in terms of annual revenue, number of units sold, or both. The underlying issue is whether there is enough opportunity in a market to make it worth the up-front cost.

To determine whether the amount of sales revenue or unit volume is “enough,” estimate the size of the market based on the information provided by your interviewer or by using factors you can reasonably estimate about the market. You can then consider profit margins and what portion of the market the company must capture to break even.

Market attractiveness

The market a company is thinking about entering may be huge, but it can still be unattractive. Key questions include: What is the profit margin for companies already in the market?  What does the competition in the market look like? Large firms with huge marketing budgets or small companies? 

Costs of entry

Will new technology, equipment, sales staff, or something else be required to succeed in the new market? If so, what will it cost? The greater the investment required to enter a market, the more difficult it will be to recoup the initial investment.

Capabilities

Does the firm being discussed have what it takes to succeed in the new market? In some markets, the key to success is marketing expertise and distribution. In others, it’s low costs and disciplined business processes. Identify the key attributes of success in the market and whether the company possesses those attributes.

To learn how you can structure and break down a case such as these, visit the  Case Interview Frameworks  page can help you think through important factors in this type of consulting case interview question.

Above, we looked at how to analyze a market entry case. 

If a market is attractive but the client does not have all the capabilities required to succeed in it, it may decide to buy the right capabilities through a merger or acquisition (M&A). 

They could also consider M&A opportunities if they need to enter the market fast rather than build capabilities over time.

The number 3 competitor in the cellular phone services market is at a disadvantage relative to its larger competitors. Providing cellular phone service has high fixed costs—for the equipment that transmits calls, the retail stores that sell phones and provide in-person customer support, and the marketing spend that is key to customer attraction and retention. The CEO is considering acquiring a smaller competitor in order to gain market share. He would like our help thinking through this decision.

The president of a national drug-store chain is considering acquiring a large, national health insurance provider. The merger would combine one company’s network of pharmacies and pharmacy management business with the health insurance operations of the other, vertically integrating the companies. He would like our help analyzing the potential benefits to customers and shareholders.

When you get this type of case, ask your interviewer why the company is considering the merger or acquisition. They may provide key information on the size and attractiveness of the market the target company is in. Assuming the target company is in a large, attractive market and has the critical capabilities required to succeed in that market, then you should consider whether it is better to build the new business internally or undertake a merger or acquisition. 

If two companies are considering a merger, they still have to persuade their shareholders that the 2 companies would be more valuable working together than on their own. The value the companies can create by working together is called  synergy .

Synergies from a merger or acquisition can be on the cost side, the revenue side, or both. Cost synergies include leveraging fixed costs across more business or cutting costs duplicated in both firms’ operations. Revenue side synergies include selling a broader range of products through the existing sales force or distribution channel. 

The synergies created by the merger or acquisition must be greater than the premium that must be paid to secure the deal in order for the transaction to make sense.

Integration

Mergers and acquisitions are large and complicated transactions. They require  integrating  the talent, systems, policies, and processes of the 2 organizations. Synergies that look good on PowerPoint slides do not always accrue in real life. In addition, key employees may quit during the disruption and uncertainty the M&A activity causes. Even if substantial synergies are identified, a company should consider whether it can successfully undertake the integration.

Regulatory Approval

Lastly, mergers of large companies in regulated markets (financial services, telecommunications) and concentrated markets (ones with only a few large competitors) can require government approval . The possibility of the government blocking the merger or acquisition should be considered in this type of case.

Cost Optimization

A top-3 home improvement retailer has seen price increases from several of its vendors, squeezing its bottom line. The company wants to know how it can cut costs to restore its margins to their previous levels.

The head of an automobile manufacturer has seen its production costs rise over the last several years. She wants your help in turning around this trend.

The most important thing to understand when addressing this type of case is what is going on with fixed costs and variable costs . The costs can be broken down and compared to competitors’ costs or costs in prior years to identify opportunities for improvement.

As a reminder, here are the definitions of fixed and variable costs:

Fixed Costs

Costs that you incur just because you are in business regardless of how many units you sell. Examples: factory rent, equipment depreciation, compensation for salaried employees, and property taxes. A way to think about fixed costs is that a cost that does not change over the short-term, even if a business experiences increases or decreases in its sales volume.

Variable Costs

Costs that only incur when you begin to produce units (if you sell nothing you have no variable costs). Examples: sales commissions, credit card transaction costs, and sales taxes. A way to think about variable costs is that a cost that does change over the short-term. More sales volume will mean more variable costs.

Startup / Early-Stage Venture

Startup and early-stage venture cases have some similarities to market entry cases. 

Ensuring that the market the company is going after is big enough and has high enough margins to be attractive is important, as is understanding their competition. 

Startups are small, nimble companies with only a handful of key employees and limited access to cash. These factors need to be taken into account.

A student from Iceland studying in the U.S. has determined there’s a big opportunity to bring Icelandic-style yogurt to this market. How would you recommend he proceed?

A software company has developed video technology that can be used to quickly and easily create short videos that can be sent to a colleague in place of typing a long email. This disruptive technology will take advantage of the cameras built into cell phones and laptops as well as consumers’ preference for watching a video rather than reading text. The company has a small number of beta customers and is looking for advice on how to ramp up their product to attract a wider audience.

When answering this type of case, focus on the key things that help these small, fast-growth ventures move with agility as they search for the product and business model that will attract customers and investors. 

The Right People

They need the right people —ones with product savvy, marketing savvy and investor savvy to make it. 

A Minimum Viable Product

They need a minimum viable product . This is an initial version of their product offering that will attract paying customers, allowing them earn money and to collect feedback that can be used to improve the product. It will also serve as a proof-of-concept to investors. 

A Business Plan

Start-up and early stage venture also need an initial business plan addressing how they will bring their product to market.

Non-Profitability Cases

Some might focus on charitable organization. Others might focus on businesses issues that don’t relate directly to profits, such as employee retention or understanding the competitive dynamics in an industry. 

An overview of how to approach non-profitability cases is found on this page .

This section focuses on key concepts to address in a few common types of non-profitability cases.

Lives Affected

Government agencies and charitable organizations don’t aim to maximize profits. Nonetheless, they do important work that affects many lives. 

They might hire a consulting company to help them improve their effectiveness, or a consulting firm might take on an important project for a charitable organization on a pro-bono basis. 

The state agency that administers the free summer lunch program for children of families under a certain income threshold wants to increase the reach of its program. How would you advise they approach this? 

Malaria is a devastating disease, affecting hundreds of millions of individuals each year. It’s transferred to humans by mosquitoes, with most of the cases occurring in South Asia and Sub-Saharan Africa. Though drugs to treat the disease exist, many in the affected regions don’t have access to or can’t afford these drugs. The disease is a strain on the economies of several nations, perpetuating the cycle of poverty. What can be done to alleviate this disease and its adverse economic effects?

Key Performance Indicators (KPIs)

A detailed example of how to approach a lives affected case is provided  here .  As discussed in that case, the key to answering this type of question is to find the key performance indicator (KPI) the organization is trying to improve. In the case of the first sample question above, this is the number of free lunches served to needy children. 

Benchmarking

Once you’ve established the KPI, the case can be answered in the same way you’d answer any case question on business improvement. You can benchmark the organization’s performance by looking at trends in the KPI over time or comparing the growth of the organization’s KPI to that of other organizations serving the same target population to assess whether the agency is doing a good job meeting their mandate or falling behind. If they are falling behind, drill down into the factors that might be causing them to do so.

Cases focused on employee retention are not directly about profits, though the loss of key skills when employees depart and the cost of training new hires require hurts the profitability of organizations with high turnover. 

A fast-food chain is experiencing an increase in the already-high rate of employee turnover typical in its industry. It’s also experiencing trouble attracting qualified new employees. What would you suggest?

The school system in a middle-class suburban town is experiencing higher-than-normal rates of teacher attrition. With a tight budget, they are unable to simply raise salaries to hold onto experienced teachers. What options does the school system have for increasing teacher retention?

Conducting retention interviews —interviews with departing employees to find out why they’re leaving the organization—is a standard practice in most organizations. Because of this, there should be data available on what employees like about their jobs, don’t like about their jobs, why they looked for new opportunities and what new job they’re taking. Ask your interviewer for this information, as well as survey data on the job satisfaction of all employees. It can be used to develop a multi-pronged approach to improving employee retention.

• Look for opportunities to enhance aspects of the job that appeal to employees and change the negative aspects of working for the organization. For instance: What about the job is appealing? 
• Do employees see the work of the organization positively impacting the broader community? 
• Do employees like their colleagues, recognition they receive from management, the financial package provided? 

Industry Landscape and Competitive Dynamics

Cases focused on the landscape of an industry and its competitive dynamics are about the big-picture strategic issues that must be taken into account to compete effectively in that industry.

The traditional newspaper industry is facing heavy pressure from free online news organizations that don’t face the cost of printing a traditional newspaper and are able to leverage Internet ads as a source of revenue. The publisher of an award-winning regional paper would like your help in assessing and responding to this new threat.

The food and beverage industry faces disruption to their traditional brands as organic and small-batch products gain favor with consumers. How should companies in this industry respond to this new of competitive threat?

When analyzing this kind of case, first look for what is changing in the industry —consumer preferences, brand loyalty, barriers to entering the market, regulation, the industry’s cost structure, etc. Ensure you know what the source of change is before you begin to look for a strategy to help the client succeed in the new marketplace. 

For tips on structuring a case like these, visit the  Business Frameworks page . SWOT analysis and other frameworks include some factors to consider in this type of consulting case interview question.

Market Sizing Questions (Also Called Dinner Conversation Cases)

Market sizing cases are focused on establishing the size of a market in terms of annual revenue or the number of units sold rather than determining how to compete successfully in the market. 

Consulting firms often ask market sizing questions early in the consulting interview process or in interviews of undergraduate students who may not have a deep business background. 

They can also be one component of complicated, multi-step cases in later-round interviews. Market sizing questions focus on making logical estimates, showing creativity, and doing basic math.  

What is the size of the market for organic toothpaste in the United States?

How many golf balls would fit inside the Empire State building?

What Are Consulting Interviewers Looking for on Market Sizing Cases?

With case interview questions of this type, you’re not expected to know the answer, but instead to show a logical way of deducing it. Committing a few key facts to memory would serve you well. For example, knowing the population of the United States (or the country you live in) would give you a good place to start as you think through the size of the market for various retail goods. Gross domestic product can help with sizing industrial markets.

Key Statistics to Know for Market Sizing Case Questions:

The Population of the United States 2019 – 329 million according to the US Census Bureau .

World population in 2015 – 7.4 billion according to the United Nations DESA / Populations Division .

2018 Gross Domestic Product of the United States – $20.5 trillion according to the Bureau of Economic Analysis of the U.S. Department of Commerce .

Statistics like these give you a good foundation to start your market size analysis. For instance, you could begin estimating the size of the U.S. market for organic toothpaste with the US population. From there, make logical assumptions:

• How many times a day does the average American brushes their teeth?
• How many toothpaste applications are in the average tube of toothpaste?
• How much does the average tube of toothpaste cost?

These assumptions will allow you to calculate the size of the overall toothpaste market in terms of annual revenue. To get to the annual revenue of organic toothpaste you’ll also need to estimate:

• What portion of toothpaste consumers prefers organic toothpaste?

You can (and should) bring paper and a pen into consulting interviews. Use these to keep track of your assumptions as you work through them and to do the basic math required to come to a conclusion.

 Our Market Sizing Questions article has a list of the 7 steps to answering this type of question.

Key Things to Remember When Answering a Market Sizing Question:

• Ask clarifying questions. Does the interviewer want the market size in terms of dollars or units? For the United States, North America, the world?
• Use round numbers for simplicity. For instance, using $20 trillion for U.S. GDP rather than $20.5 would be fine.
• Creativity in your approach to approximating the market is important, but so is good sense. Don’t be so creative that your answer lacks credibility.
• Practice case math so you can do it quickly and correctly even under the stress of an interview.
• Give your answer a sniff-test at the end. Does it make sense? This will both show that you are careful in your analysis and give you the chance to fix an arithmetic mistake if you find you’re way off. 

Case Interview Math (also known as consulting math)

Management consulting interviewers screen candidates to ensure that they can do basic math. 

Don’t worry if you didn’t ace multivariate calculus, the math is usually basic arithmetic—addition, subtraction, multiplication, division and fractions/percentages. You may also be asked to extract data from charts and convert from one unit of measure to another.

As mentioned in the discussion of market-sizing case questions above, you can and should bring a paper and pen into the interview. It’s fine to write out your calculations.

Consulting Math Example

In each step, we’ll provide a sense of how we are making the estimate so that the interviewer knows we’re not just grabbing a number out of the air. We want our answer to be as grounded in fact as possible. 

The population of the United States: 329 million. We’ll round to 330 million for simplicity.

The number of times the average American brushes their teeth – 2 times per day. Some people brush at lunchtime too, but that’s probably offset by people who only brush once a day.

330 million people brushing 2x’s per day gives us 660 million toothpaste applications/day.

To get to an annual number of toothpaste applications, we need to multiply by 365. That’s 241 billion toothpaste applications. We’ll round to 240 billion for simplicity.

A tube of toothpaste usually lasts me about 2 months. That means we need to divide by 120 toothpaste applications per tube to come up with the number of tubes sold annually (2 months x 30 days/month x 2 applications/day). 240 billion toothpaste applications / 120 applications per tube = 2 billion tubes of toothpaste sold in the U.S. every year.

The cost of toothpaste ranges from $1 for inexpensive brands to $4 for expensive brands, but the average cost is probably about $2. This means the total revenue for toothpaste sold in the U.S. is 2 billion tubes x $2 or $4 billion.

The percent of the toothpaste market that’s organic is a little tricky to estimate. In the grocery store I shop in, there’s 1 aisle of organic goods in a store that has 20 aisles – that means organic products make up 5% of shelf space (and presumably also of sales). 

I think that people would be less likely to buy organic toothpaste than organic food, because you eat organic food, but you spit organic toothpaste out into the sink. Organic products always cost more and organic toothpaste doesn’t seem quite as important to your health. 

Conclusion: Based on that, I’ll say that 1% of the market for toothpaste is organic, so if $4 billion in toothpaste is sold in the U.S. every year, $40 million of it is organic toothpaste.

Is our answer right? 

Probably not exactly. There are different sizes of toothpaste tubes, a complication that we did not consider in this analysis. There might be some people who don’t brush their teeth every day. That would mean that we overestimated consumption. 

But our estimate of the market size for organic toothpaste is reasonable and grounded in logical assumptions. We could sniff-test our answer by comparing it to a market size we know, or to GDP, one of the facts we suggested having in your back pocket for market sizing case questions. 

U.S. GDP was about $20 trillion in 2018. Our estimations suggest that the overall toothpaste market is $4 billion. That means toothpaste is 1/5,000 of the U.S. economy, and the market for organic toothpaste is 1% of that. 

That sounds plausible. If your answer showed that the market for organic toothpaste was larger than U.S. GDP, it would be a clear indication that you made a mistake somewhere along the way.

For the 4 types of math problems you’ll be asked to compute as part of case studies, read Case Interview Math.

Above, we’ve provided you with 11 different types of case interview questions you might be asked during your consulting interviews. We’ve also told you that you need to get great at doing case math. 

Overwhelming? It can be.

But it doesn’t have to be.

The best way to prepare for your consulting case interviews is NOT to spend hundreds of hours reading every case study question and answer you can get your hands on. Instead, see our page on Case Interview Practice  to find out how to make the most of your interview prep time. In addition, check out this video where Davis Nguyen, Founder of My Consulting Offer, talks about how mastering the case interview is made easier when you focus on the most common types of cases. 

Here in an online workshop he conducted for  Columbia University, NYU, and Cornell students, you can see why this approach is so effective:

After studying the information on this page, you have an in-depth understanding of the types of cases you could be asked to analyze in consulting interviews. From Davis’s video, you know why this is so important to focus on the main types of cases. You’re well prepared to find a case study practice partner and begin practicing.

As you prepare for case interviews, you should use this page in conjunction with  Case Interview Examples , where you’ll find links to sample case study questions and their answers. Remember that while it is important to discuss all the appropriate aspects of a business case, it’s important to structure your analysis and your answer. Refer back to our page on  Case Interview Frameworks   to ensure that you’re not just practicing more cases, but doing them better.

If you still have questions, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

• Market Sizing Questions
• Cost Reduction Case Interview
• Case Interview Workshop Video
• Written Case Interviews
• Market Sizing Cases
• M&A Case Study
• Revenue Growth Case Interview
• Pricing Case Interview
• Financial Services Cases
• The Healthcare Consulting Case Interview
• Supply Chain Cases
• The Social Impact Case Interview
• Case Interview Formulas

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How to tackle consulting case study interviews

Brianne turk, business cases.

At most consulting firms, the case study interview will involve a real-life or fictional business scenario that you must problem-solve on the spot in front of your potential employer. The business scenario will likely be one that the firm typically consults on. The aim of this type of interview is not to see how much you know about the market or firm itself, but to uncover what skills and thought processes you use to arrive at your conclusion.

During the case study it’s likely you won’t be given all the information you need at once. Treat the interviewer like a client and ask relevant questions, but don’t be surprised if the interviewer continues to withhold information. They might be testing you to see how you cope and improvise under pressure. In this instance, stay focused and continue to work through the scenario aloud, explaining your processes and reasoning. If you need to make assumptions to move the case forward, articulate exactly what these are.

The fantastic thing about business case questions is that there are often multiple valid solutions. How you arrive at your answer provides more insight for the interviewer than the answer itself.

Let’s break it down

The analysis of any business case is complex, let alone when you’ve been put on the spot. Here are the most important things for you to think about on the day:

Take pen and paper

To help you clarify your thoughts (and complete maths sums if need be) make sure you have pen and paper. You don’t want to look unprepared by asking to borrow a pen before the interview has even begun!

Listen, take notes, and ask questions

Focus! Listen to what is being said and jot down any first impressions or questions you have. When you do formulate questions, make sure they are thoughtful and necessary. Most importantly, remember to listen to the answers you are given. If you become overwhelmed and miss a piece of information, ask for it again.

Decipher what the problem is

Be clear about what the problem is that you are being asked to solve. Summarise it back to the interviewer if you need confirmation.

Decide how you are going to approach the problem

If you have a number of problem-solving techniques up your sleeve, choose which one to use. If you don’t, articulate how you are going to go about solving the problem. You might say, “To begin with I will analyse ‘x’, then ‘y’, and then compare the two”. This provides both the interviewer and yourself with a structure to follow.

Talk aloud as you analyse the scenario

Start talking! This part takes some practice, so it’s best to have completed a few mock cases with friends, colleagues or family. Explain the steps you are taking and focus on the reasons why you are taking them. Back-up your choices with logic. Note any assumptions you are making.

Confidence, composure, eye contact

You’re being tested on how quickly you can analyse a case and present it on the fly in a high pressure situation. Speak clearly and concisely with confidence and good eye contact. Show the recruiter that you have the skills to communicate with clients of all ages and deliver presentations in a calm manner, despite how you are feeling inside.  

You won’t be doing yourself any favours if you rush. If you need a moment to collect your thoughts or even back-track, just ask for it. Having this self awareness, and returning with composure and a clear direction will be looked upon favourably. Work out which pieces of information are important, and what has been put there to bamboozle you. Pay attention to detail and ask more questions if you need further information.

Summarise findings and make recommendations

Before putting forward your conclusion, recap how and why you arrived at your solution. Then deliver your conclusion with authority, again showing your capacity to confidently deliver a presentation. You could also mention any areas where you got stuck, and what you might do differently if given the chance.

Example questions

There are many different types of business scenarios that you might be asked to perform a mock consult on. Here are some of the most common scenarios for you to practice with:

• Introduction of a new product: recommend a strategy for introducing a new product into a market. E.g. Cadbury have released a new range of chocolate bars. How should it be introduced to the market?
• Entering a new market: an existing company wants to enter a new market. Analyse if this is viable. E.g. A female clothing brand is considering opening a menswear line. Provide an analysis of the market, and the company’s capacity to successfully deliver to this market.
• Entering a new geographical market: should a company expand to a new area? E.g. Myer are considering an expansion into New Zealand. Is this viable?
• Falling profits case: why have the profits of a company fallen? E.g. investigate why there has been a sharp decline in iPhone sales in the last 12 months.
• Mergers and acquisitions: investigate the likely success of a proposed merger or acquisition. E.g. Two high profile gyms are considering merging. Report on the likely success of this merger.
• Site location case: provide the company with recommendations for new site locations. E.g. Provide recommendations for five alternate site locations within a 20km radius of a company’s head office.
• Change in legislation: inform your client of what a change in policy or regulatory environment means for their business. Propose strategies to manage this. E.g. The maximum class size for Victorian school’s has been decreased. How does the client (school) best navigate these changes?
• Competitive response: propose what a company should do next, in response to their competitor’s actions. E.g. An adult clothing retailer (competition) has expanded their range to childrenswear. What action should the client take?

Get together with friends and have a go at practice case studies for different types of questions. The more you practice, the easier they will become.

Consulting employers hiring now

Accenture Australia and New Zealand Protiviti FTI Consulting

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Guesstimates

While nearly all firms like to see how you problem-solve your way through a mock business case, some firms also like to see how you respond to other types of problem-solving situations.

Guesstimates are questions that require you to reach an estimated answer through analytical and logical thinking. They are, as their name suggests, an estimated guess.

Like business cases you’re required to talk through your problem-solving process aloud, however you’re only given a small amount of information so you’re not expected to reach an exact answer. That said, if your answer is not plausible then obviously your common sense will be questioned!

Guesstimates have the potential to throw people off their game due to their seemingly irrelevant nature. You might be interviewing for a technology consulting firm but asked “How many burgers does Red Rooster sell each year?”. It’s no wonder candidates can be caught off guard! In this instance it's vital to forget about the obscurity of the question, and simply focus on solving it.  

When working on a guesstimate, it’s handy to follow a similar process to that of the business scenario.

Let’s use the question: How many ping pong balls can fit into a Boeing 747?

Firstly decide and communicate to the interviewer how you will structure your problem-solving process. Begin talking aloud as well as jotting down any maths equations used to analyse the problem. For example, you could estimate L x W x H to roughly gauge the volume of a Boeing 747 cabin. Next, estimate how many ping pong balls fit side by side in a metre line. Now you can cube this number and you have an estimate of ping pong balls per cubic metre. Finally, you can multiply this number by your estimate of the Boeing 747 cabin volume (in cubic metres) to give a guestimate answer to how many ping pongs balls should fit into the plane.

Note that even though your answer will not be exact, you have demonstrated to the interviewer your ability to break down a question into its components, and problem solve with a logical and structured approach.

When completing guesstimate questions, here are a few tips to remember:

Round up and down

Rounding numbers up and down will allow you to work with simple numbers that are easy to calculate. This will help you work faster and with fewer mistakes.

Write out your equations

You might be speedy with sums in your head, but if you need to backtrack because the interviewer gives you further information, or because you have found yourself stuck, it’s helpful to have the sums written down.

Remember all the basics from your business scenario

Be calm, clear and logical, articulate any assumptions, take your time and most importantly explain your reasoning.

Most guesstimate questions are fairly similar. A few examples to practice on are:

• How many dogs are there in Australia?
• How many people fly in and out of Heathrow airport each day?
• How many kgs of bananas are sold in Australia each day?

Brainteasers

Brainteasers are not as common in case study interviews as they once were, but just like guesstimates they have the potential to catch you off-guard. Don’t let this show!

Brainteasers are problems and puzzles that often appear unsolvable at first, but always have a solution - or multiple valid solutions! While some require mathematical skills and logical thinking, others test creativity, lateral thinking and the ability to ‘think outside the box’. Firms are very interested in seeing the latter.

Brainteasers come in the form of questions, riddles or puzzles, and allow the interviewer to see what processes are used to reach an answer when only minimal information is supplied.

There are an infinite number of brainteasers out there! Here are just a few:

• Jane is going to offer a job to the wisest candidate. She has asked them all to bring something to their interview that could fill the entire room, but is also small enough to fit in their pocket. What would the wisest candidate bring?
• In a room there were 66 handshakes. If everyone shook hands with each other only once, how many people were in the room?
• Is there anything interesting about the following numbers: 88, 11, 5, 4, 9, 1, 7, 6, 3, 12, 2, 0?
• Five people are found dead in a cabin in the woods. The cabin is not burned, but the woods around it is. How did the men die?

A lot of people don’t know where to start when approaching these types of questions. To help get you going, we think it is worthwhile to:

Note your assumptions

As these questions are designed to fool you, it’s always worth noting your assumptions. This might be an assumption of what the question is asking you to find out, or your assumption of what a word means. For example, did you assume that the third example above was asking for a numerical pattern? Or did you assume that the cabin in the fourth question was a wooden cabin built in the woods?

Look for alternate meanings

Once you’ve identified your assumptions, it’s time to think outside the box and find other ways to consider the question. For example, if you assumed there to be a numerical pattern in the third example, what else could be ‘interesting’ about it? If you read the numbers out loud you might discover that they are written in alphabetical order. Likewise in the fourth example, are there any other meanings for the word ‘cabin’? The question could be referring to an aeroplane cabin that fell from the sky, killing the passengers and burning the woods around them.

The answers may not come straight away, but we guarantee that the more stressed you become, the less likely you are to arrive at a possible solution! Take a breath and come at it from a different angle. Think of the bigger picture.

Oh and if you wanted answers to the above examples, here they are:

• A box of matches (fills the room with light) / ipod (fills the room with music)  
• They are listed in alphabetical order
• In a plane crash, they are in the cabin of a plane.

One final thought

Regardless of how many case study interviews you are required to do, or whether you are given a business scenario, guesstimate or brainteaser (or all three!), everyone gets stuck at some point or another. It’s almost a rite of passage!

When this happens, either explain to the interviewer that you are going to backtrack, ask a question to gather more information, or simply admit to the interviewer that you are stuck and need assistance. Each of these options is better than losing your composure and confidence! Show initiative by changing the direction of your problem-solving process, and demonstrate flexibility by taking on suggestions that are offered to you. Use this opportunity to impress the interviewer with your capacity to keep it together and deliver a conclusion even when you’re feeling overwhelmed.

And always remember, in a case study interview the firm is more interested in the skills you use to solve problems, navigate challenges and keep yourself together, than your arrival at the ‘perfect’ solution.

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Quiz: Case Study Components: BUSI830: Case Study Research Methods and Consulting Techniques (B02)