project analyst case study interview

Secrets to a successful case-study interview

January 9, 2023

Prepping for (and maybe fretting) the case-study interview?

While this kind of interview may appear intimidating, consider this: The interviewer really wants you to do well.

So, shake off the nerves, relax and have fun.

Tips for standing out in the case-study interview: 

• Take your time; don't rush it.  Talk through the problem. If you can't make sense of it, take a moment and allow yourself some time to process what you've been missing. If you get stuck, get creative. Don't let yourself get bogged down; rely on your ingenuity. 
• Ask questions.  You can always ask your interviewer to define an acronym or to repeat or confirm details. If the interviewer asks, “How do we achieve success?”, don’t be afraid to ask, “What does ‘success’ mean to you? Is it turning a profit? Raising the company’s profile?” When you work on a client project, you need to ask questions to figure out what the problems might be, and the same applies here. The interviewer is your biggest asset in the room. They have the information you need to “solve the case” successfully. Use them wisely!
• Be flexible.  The focus of a case-study interview may vary. So, be prepared to participate in whatever discussion the interviewer has in mind. They may spend the first half of the interview asking about your previous experience, or they may dive right into the case study at the start. The bottom line: Be flexible, and be ready to discuss the work you do and how you do it.
• Use visual aids.  Don’t be afraid to use pen and paper, sketch out your thoughts, and talk through the problem at hand if it helps you get your ideas across. What matters most is demonstrating that you can solve problems.
• Focus on impact.  Inventory the information you have, and then dive in where you can have the most impact. Don’t forget to discuss your thought process and explain your assumptions.
• Tell a story.  Your experience has helped you progress in your career and education; use that experience. For example, in a business case study, you could bring your experience as a traveler to a case about a hypothetical airline. Your individuality is important. Your unique insights will serve you well when you’re interviewing.
• Pay attention to cues.  If the interviewer says something, it probably means something. Don’t dismiss seemingly extraneous details. For example, the interviewer might say, “The case is about a retailer who wants to increase the value of a company it purchased, and the owner loved the brand when growing up.” The purpose of that detail is to indicate that turning around and selling the asset is not an option for making it profitable, because the owner is attached to it.

Preparing for the job you want can take time, but it’s a worthwhile investment—especially when you receive an offer.

Your ideas, ingenuity and determination make a difference. 

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28 Case Interview Examples for Consulting Interview Prep (2024)

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

How to Use Case Interview Examples

Video Case Interview Example: Questions & Answers

Tips for Acing Your Case

Free Case Interview Examples (Consulting Firms)

Free Case Interview Examples (Consulting Clubs)

Practice is the key to passing your consulting interviews. To practice, you’ll need some examples of case interview questions and answers to work with.

We’ve got links to loads of them below.

In addition, we have:

• Tips on how to use case interview examples to prepare for your consulting interviews,
• A video case interview example with My Consulting Offer founder Davis Nguyen, and
• Insight into the difference between average and exceptional answers to case interview questions.

Get ready to dive deep into structuring your analysis of business problems, identifying the key issues, and recommending solutions!

Keep reading to find out how to use case interview examples to ace your case.

How to Use Case Interview Examples to Ace Your Case

1. start your case interview preparation early..

You’ll need to practice dozens of case interview examples to get good enough to receive an offer from one of the top consulting firms. This is not something you can cram the night before an interview.

Start as soon as possible.

2. Don’t Read Straight through Sample Case Interview Examples or Passively Watch Videos.

Some people think that the best way to improve their chances of passing a case interview is by reading as many cases interview examples as they can.

This is like reading about how to play tennis but never picking up a racket. To get better at tennis, for example, you need to actually pick up a ball and be active. The same applies to your interview preparation.

Stop and think at each step in the case interview question. Come up with your own answer and say it out loud. Practice driving each part of the case interview example yourself.

• How would you structure your analysis of the problem?
• What questions would you ask the interviewer?
• How would you set up the case math problem?
• What recommendation would you make to the client?

After you’ve developed your answer, compare it to the suggested answer for the case.

What did you get right?

How did your answer and the case interview example answer differ?

Are there things you miss consistently across multiple case interview examples?

The answers to these  case interview examples can look simple when you just read through them, but it’s not easy to come up with all the key aspects of the solution on your own.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

3. Find Partners to Practice Case Interviews with.

Teamwork is an important part of consulting work, so get ready for it now. Find a case interview practice partner, preferably someone else who’s applying to jobs in the management consulting industry because they’ll know more about what recruiters are looking for.

Practicing cases with a partner provides the opportunity to get feedback from someone else on what you’re doing well and what you need to improve. Additionally, you’ll learn a lot by watching how your partner solves sample case studies.

Look for aspects of their approach that are effective as well as what they could do better. Working with a partner will make your consulting interview practice feel more real.

Similar to how you need a tennis partner to feel what is like to play tennis, you need a case partner to experience what a case interview is like.

4. Master the 4 Parts of the Case Interview.

In our article on Case Interview Prep , we discussed the 4 parts of the case interview: the opening, structure, analysis, and conclusion. As you practice with consulting case interview examples, practice each of these 4 parts to ensure you’re strong at them all.

5. Avoid Case Burnout.

A case zombie is someone who’s grown tired of casing from doing too much of it. Their answers feel rehearsed, not conversational. 

They may seem bored, not engaged in solving the problem. They’ll be less creative in their solutions. They certainly won’t pass the airport test!

Avoid becoming a case zombie by practicing smarter, not harder.

Video: Case Interview Examples – Questions & Answers

In the following case interview example, Davis Nguyen, founder of My Consulting Offer solves McKinsey’s SuperSoda case.  The video is broken into 4 parts of the case interview.

Remember, don’t just watch the video. Stop the video and provide your own answer before listening to Davis’s  answer to the case question.

Step 1: Case Interview Example Opening – Ensure you understand the client and the problem you’ll be solving in the case.

Step 2: case interview example structure – break the problem down into smaller parts. make sure you cover all key case issues., step 3: case interview example analysis – ask questions, gathering information from graphs and charts provided by the interviewer, do case math, and provide insight into the client’s business problem based on what you learn., step 4: case interview example recommendation – develop a rational recommendation for the client based on all you’ve learned throughout the case interview., tips for acing your consulting case interviews – the difference between average & exceptional, case interview opening.

The opening is a great point to ask “dumb” questions because, at this point, you’re not expected to know much about the client and their business. 

Here your goal is to understand the client, their business, and what a successful project will look like.

Don’t shy away from asking for clarification on things that will help you better understand the business problem and solve it. For example, if you don’t know how life insurance works and the case is about life insurance, then ask.

After ensuring you understand the client and their problem, the next thing to ask about is key metrics of success. 

For example, the client may want to find new avenues for growth. Are they looking for a 5% increase in revenue or to double their business?

Finding out what success looks like in the client’s eyes will ensure you work to deliver a solution that meets their expectations, not one that’s underwhelming.

After you find out what success looks like, ask further probing questions to better understand the client, their business, and any constraints on solving the case.

Examples of Relevant Questions to ask Your Interviewer 

Examples of relevant questions about the client might include the geography they operate in or the sector of their industry they are strongest in. 

Examples of relevant questions about their business might include what products or services are most profitable or most important to their customers. 

Examples of relevant questions about the problem might include whether there are any costs that can’t be cut or what the maximum amount the client is able to invest in developing a new product. 

Asking these types of questions up front will give you a better context for solving the client’s problem and make it more likely that you will solve the case interview.

Case Interview Structure

You’ll need a framework to make sure your analysis covers all key aspects of the consulting case. 

You can use one of the many standard Case Interview Frameworks we’ve outlined , but top interviewees develop their own framework for analyzing the case interview question. 

Their frameworks may include pieces of one or more of the standard frameworks but are tailored to the particular business problem they’re discussing. 

Good frameworks are hypothesis-driven, that is to say they can be tested similar to the science experiment, so that the answer is either a “yes” or “no.” For example, examining your bank account to see, “if I have $400 for a ticket” is an example.

Second, good frameworks cover all topics relevant to the answer. For example, if the client is opening up a new hotel in a foreign country, checking out the existing competition should be part of the framework.

As you study more about interactive case interviews and practice them you’ll develop a sense for what factors are relevant or not relevant to the case at hand.

Finally, a good structure will be  MECE  or mutually exclusive and collectively exhaustive.

This means the framework will break down the market or population being analyzed into segments that include every part of the whole (collectively exhaustive), and each segment of the market or member of the population will show up in one and only one category without overlap (mutually exclusive). 

For example, if you divide the target market for a retail product into segments by age, these segments would be MECE:

•  10-19,
• 40-49, etc.

The categories 15-25, 20-30, 27-35 would not be MECE because people could be counted twice. 

Case Interview Analysis

In the analysis phase of your case interview example, you’ll ask questions to get the information you need to solve the client’s business problem. Your questions will likely lead you to one of the 4 types of analysis that are common in consulting interviews: market sizing, brainstorming, quantitative reasoning (case math), or reading exhibits. 

No matter which of these types of analysis comes up, there’s a 4-step method that ensures you can crack the case. 

This 4-step method is:

• Ask for data,
•  Interpret the data,
•  Provide insight, and 
• Outline next steps. 

The data you ask for will depend on the case interview question you’re solving. For example, if the question is about profitability, you’ll need to know about the client’s finances: dig into revenues and costs. 

For example, if you find that the client’s revenues are flat while their costs have been rising, you’ll know that the problem is in the cost structure and that you’ll need to examine costs more closely.

Next, provide insight. As you examine costs further, you’ll find out why they’ve grown faster than revenues. 

This insight will naturally lead to the next steps. What does the client need to do to get costs under control and fix their profitability problem? 

You may need to go through this 4-step method a couple of times, focusing on different aspects of the client’s business problem. 

Once you’ve examined and developed insight into all key aspects of the problem, your next step will be to conclude the interview with a recommendation for the client.

Case Interview Conclusion

At this point, you’ve hopefully cracked the case and are ready to present your recommendations to the client (your interviewer). 

The best way to do this is to use the 5R approach:

• Recap – restate the business problem you’ve analyzed. In consulting this is done because a CEO might have hired 5 McKinsey teams and can’t remember which one you are on. 
• Recommendations – Provide the solution your analysis led to. We lead with the recommendation because it is the most important piece of information. Stating it first and clearly puts everyone on the same page.
• Reasons – Summarize the key facts and insights that lead you to your recommendations. 
• Risks – Outline any risks the client should be aware of as they implement your recommendations. No recommendation has a 100% probability of success. Clients need to be aware of business risks in the same way patients need to understand the side effects of drugs.
• Retaining the client – Provide next steps for how you can help the client ensure success. As consultants, we are paid for helping our clients. If there is a natural extension of the work as the client implements the team’s recommendations, we should tell them how we can provide further assistance (and ultimately make money for your firm). 

While most candidates will address their recommendations and possibly the reasons for their recommendations, few will hit all these points. 

In particular, outlining risks and further ways you can help the client will differentiate you from other candidates and help you to advance  to the second round of interviews or get the offer.

Free Online Case Interview Examples from 7 Top Consulting Firms

Now that you’re familiar with how you should use case interview examples and what differentiates an average answer from an exceptional one, you need sample questions to practice with.

Below, we provide links to dozens to help you hone your business problem-solving skills.

1. McKinsey Case Interview Examples

Disconsa – Help a not-for-profit develop better financial-service offerings for remote Mexican communities.

Electro-Light – Help a beverage manufacturer prepare for a new product launch.

GlobalPharm – Help a pharmaceutical industry client manage with its merger and acquisitions strategy.

Transforming a National Education System – Help a country’s education ministry develop a new strategy for educating the country’s children. 

2. BCG Case Interview Examples

Climate Challenge – Help a global consumer goods company reduce its environmental impact.

Driving Revenue Growth at a Healthcare Company – Help a medical devices and services company to increase revenues following an acquisition. (The same one that is highlighted above in our example)

3. Bain Case Interview Examples

Coffee Shop Co. – Help a friend decide whether they should open a coffee shop.

F ashionCo. – Help a fashion company understand why its revenues have been going down.

Private Equitas – Help a private equity company maximize its investment in a portfolio company.

4. Deloitte Case Interview Examples

Footloose  – Help a footwear company improve their market share in the boots category.

Recreation Unlimited – Help a global apparel and sportswear company improve its digital customer experience and its revenue.

Agency V – Help a large federal agency recover from a front-page scandal that sparked investigations and congressional hearings.

Federal Benefits Provider – Help a federal agency that provides benefits to millions of U.S. citizens prepare for a major expansion of its mandate.

5. AT Kearney Case Interview Examples

Promotion Planning – Help a national grocery and drug store chain improve its product promotion strategy.

6. PWC Case Interview Examples

Modernizing a Hotel’s Loyalty Platform – Help simplify and modernize the platform, providing customers with immediate access to their data.

Green Energy – Help an energy company transition to net zero greenhouse gas emissions.

Nonprofit Impact – Help a community organization respond to client needs during the pandemic.

Love at First Byte – Help a data management client comply with new regulations.

Prioritizing Ethics and Integrity – Help a software company leverage data analytics to comply with regulations.

7. Accenture Case Interview Examples

Sustainability – Help drive sustainability for an auto manufacturer.

IT integration strategy – Driving merger integration by linking technology systems.

We have more on how to Accenture Case Interviews in our article.

8. Capital One Case Interview Examples

Ice Cream Corporation – Help the president of Ice Cream Corporation grow profits.

9. Oliver Wyman Case Interview Examples

Wumbleworld – Help a China-based theme park operator identify the reasons for declining profits and develop options for reversing the trend.

Aqualine – Help a manufacturer of small power boats determine why its sales growth has slowed and identify opportunities to boost sales.

10. LEK Case Interview Examples

Theater chain – Help a large theater chain identify revenue growth opportunities.

Free Online Case Interview Examples from Consulting Clubs

Need more case interview examples? Here are links to MBA case books compiled by INSEAD, Harvard, Wharton, Darden, and several other business schools.

Recent Consulting Case Interview Examples

• Darden School Of Business 2021-2022 Casebook
• NYU Stern MCA 2020-2021 Casebook
• The Duke MBA Consulting Club Casebook 2021-2022
• Notre Dame Casebook 2022
• Kellogg Consulting Club 2020 Casebook
• FMS Consulting Casebook 2021-22
• INSEAD Consulting Club Casebook 2021
• IIMC Consulting Casebook 2021-22
• UCLA Case Book 2019 – 2020
• Columbia Business School 2021 Casebook
• IIM Lucknow Casebook 2022
• Cornell MBA Johnson Consulting Club Casebook 2020-2021
• Darden School Of Business 2020-2021 Casebook

Older Consulting Case Interview Examples

• 2019 Berkeley Haas School of Business Consulting Club Interview Preparation Guide and Case Interview Examples
• The Duke MBA Consulting Club Casebook 2018-2019
• 2017-2018 McCombs University of Texas at Austin Consulting Case Interview Examples
• Columbia Business School Management Consulting Association Case Interview Examples 2017
• Duke Fuqua School of Business MBA Consulting Case Interview Examples 2016-2017
• NYU Stern MBA MCA Case Interview Examples: 2017
• UCLA Anderson School of Management Consulting Association Case Interview Examples 2015-2015
• Darden Consulting Club Case Interview Examples: 2014-2015
• Yale Life Sciences Consulting Case Interview Examples 2014
• ESADE MBA Consulting Club Case Interview Examples 2014
• Darden Consulting Case Interview Examples: 2012-2013 Edition
• Kellogg Consulting Club Case Interview Examples and Interview Guide: 2012 Edition

Even More Consulting Case Interview Examples

• The Cornell Consulting Club Interview Interview Examples
• Harvard Business School Management Consulting Club Case Interview Examples
• The MIT Sloan School of Management Consulting Club Case Interview Examples and Interview Guide – October 2001
• The Berkeley MBA Haas Consulting Club 2006 Case Interview Examples
• London Business School – The 2006 Consulting Club Case Interview Examples 
• Columbia Business School Management Consulting Association Case Interview Examples – 2006
• Torch the Case – The NYU Stern Consulting Case Interview Examples – 2007 edition 
• Michigan – the Ross School of Business Consulting Club 2010 Case Interview Examples
• Wharton Case Interview Examples by the Wharton Consulting Club – December 2010
• The Duke MBA Consulting Club Case Interview Examples – 2010-2011
• Case Interview Examples by the ESADE MBA Consulting Club 2011  
• INSEAD Consulting Club Handbook and Case Interview Examples – 2011

Still have questions?

If you still have questions on case interview examples, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

We have tons of other articles to help you get an offer from one of the top consulting firms. Check out our pages on:

• Case Interview Math
• Case Interview Types
• Case Interview Formulas
• Market Sizing Questions

Help with Case Study Interview Preparation

Thanks for turning to My Consulting Offer for advice on case study interview prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job with top management consulting like Bain, BCG and McKinsey .  For example, here is how Conor was able to get his BCG offer after previously failing.

If you want a step-by-step solution to land more offers from consulting firms, then  grab the free video training series below.  It’s been created by former Bain, BCG, and McKinsey Consultants, Managers and Recruiters.

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3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

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280 Free Case Interview Examples

Do you want to get access to over 280 free case interview examples (with answers)?

If you have interviews planned at McKinsey ,  The Boston Consulting Group , or any other consulting firm, you are probably looking for case interview examples.

So, to help you prepare, I have compiled a list of 280 free case interview examples:

• Over 30 free case interview examples (+ interview prep tips) from the websites of top consulting firms
• More than 250 free case interview examples from top business school case books

Moreover, you’ll get  my take on which case studies you will likely have in interviews.

In short, the resources listed hereafter will be very helpful if you are starting out or have already made good progress in preparing for your case interviews.

One last word : check out this free case-cracking course to learn how to crack the most recent types of case questions consulting firms use in actual interviews.

Let’s get started!

Table of Contents

Get the latest data about salaries in consulting, mckinsey: tips and case interview examples.

McKinsey & Company’s website is definitely one of my favorites.

Because this gives so much insightful information about the role of a consultant and what the hiring process looks like.

Therefore, I highly recommend spending time on their website, even if you are not targeting McKinsey.

In the meantime, here are 8 McKinsey case interview examples

• Electro-light
• GlobaPharma
• National Education
• Talbot trucks
• Shops corporation
• Conservation forever

Check out the McKinsey Hub : A library of 20+ free resources that cover everything you need to secure a job offer at McKinsey.

Besides, here is another McKinsey case interview example.

This case interview question has been recently asked in a real interview:

𝘦𝘊𝘢𝘳𝘊𝘰, 𝘢 𝘑𝘢𝘱𝘢𝘯𝘦𝘴𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘰𝘧 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤 𝘱𝘢𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘷𝘦𝘩𝘪𝘤𝘭𝘦𝘴, 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘢 𝘭𝘰𝘸 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘉 𝘴𝘦𝘨𝘮𝘦𝘯𝘵. 𝘛𝘩𝘦𝘺 𝘦𝘯𝘫𝘰𝘺 𝘴𝘵𝘳𝘰𝘯𝘨 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘊 𝘴𝘱𝘢𝘤𝘦, 𝘣𝘰𝘵𝘩 𝘥𝘰𝘮𝘦𝘴𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘏𝘰𝘸𝘦𝘷𝘦𝘳, 𝘦𝘊𝘢𝘳𝘊𝘰’𝘴 𝘴𝘢𝘭𝘦𝘴 𝘵𝘰 𝘴𝘮𝘢𝘭𝘭 𝘢𝘯𝘥 𝘮𝘦𝘥𝘪𝘶𝘮 𝘴𝘪𝘻𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴𝘦𝘴 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦 𝘴𝘵𝘢𝘺𝘪𝘯𝘨 𝘧𝘢𝘳 𝘣𝘦𝘭𝘰𝘸 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘊𝘌𝘖 𝘩𝘢𝘴 𝘪𝘯𝘷𝘪𝘵𝘦𝘥 𝘺𝘰𝘶 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘵𝘩𝘦𝘮 𝘰𝘶𝘵.

How would you approach this business problem?

When ready, check this video below where I present how to approach this problem.

BCG: Tips And Case Interview Examples

The Boston Consulting Group website  states something very important: the goal of the hiring process is to get to know you better, which means, in the context of Consulting interviews, understanding how you solve problems .

Remember this: in case interviews,  to show how you think is MUCH MORE IMPORTANT than to find an answer to the case .

As a result, you will have case study questions to showcase your problem-solving skills. Likewise, fit interviews have the same purpose: to show what problems you faced and how you resolved them.

• BCG interview prep tips
• BCG’s interactive case tool
• BCG case interview example: climate change challenge
• BCG case interview example: GenCo
• BCG case interview example: FoodCo

Check out the BCG Hub : A library of 20+ free resources that cover everything you need to secure a job offer at BCG.

Bain: Tips And Case Interview Examples

Bain & Company’s website highlights something very important: successful applicants manage to turn a case interview into a conversation between two consultants .

In other words, you don’t want to appear as a candidate but as a consultant !

To do this, you need to master the main problem-solving techniques that consulting firms want to see.

• Bain interview prep tips here and here
• Bain case interview examples: coffee , fashioco
• Bain case interview sample videos: a first video , a second video

Check out the Bain Hub : A library of 20+ free resources that cover everything you need to secure a job offer at Bain & Company.

Deloitte: Tips And Case Interview Examples

As for the BCG’s section above, the Deloitte website clearly states that in case interviews , it is much more important to show how you think and interact with your interviewer than to find the right answer to the case.

• Deloitte interview prep tips
• Deloitte case interview examples: here (more than 15 case interview examples)
• Deloitte case interview example: Federal Agency
• Deloitte case interview example: Recreation Unlimited
• Deloitte case interview example: Federal benefits Provider
• Deloitte case interview example: Federal Civil Cargo protection Bureau

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.

Oliver Wyman: Tips And Case Interview Examples

Like the Deloitte website, Oliver Wyman’s website points out that, above all,  you must demonstrate your ability to think in a structured, analytical, and creative way.

In other words, there are no right or wrong answers, but only showing how you solve problems matters.

• Oliver Wyman interview prep tips
• Oliver Wyman case interview examples: here (Aqualine) and here (Wumbleworld)

Kearney: Tips And Case Interview Examples

Now it’s time to tell you something you could have heard a hundred times.

Yet too many candidates do it.

Do NOT force your solution to adapt to a standard framework . As a result, this will only take you to a place you don’t want to go: the pool of rejected candidates .

To learn more about this, check the “What Not To Do” section on the AT Kearney website .

• Kearney interview prep tips
• Kearney case interview examples: here and here
• Kearney case book: here

Strategy&: Interview Prep Tips

Strategy& doesn’t provide case study examples on its website, but it shares insights on career progression, which I recommend reading when you prepare for your fit interviews.

• Strategy& interview prep tips

Roland Berger: Tips And Case Interview Examples

I like the examples of case studies presented on the Roland Berger website .

Because the two examples of case studies are very detailed and illustrate the kind of solutions your interviewers expect during case discussions.

• Roland Berger interview prep tips
• A first Roland Berger case interview example: part 1 and part 2
• A second Roland Berger case interview example: part 1 and part 2

Alix Partners: Interview Prep Tips

Like Strategy&, Alix Partners doesn’t provide case study examples on its website.

However, they give an overview of what they are looking for: they want entrepreneurial, self-starter, and analytical candidates, which are skills that all consulting firms highly appreciate .

• Alix Partners interview prep tips

OC&C: Interview Prep Tips

Here are two case study examples from OC&C:

• Imported spirit
• Leisure clubs

253 Case Studies From Business School Case Books

Most of these 253 case study examples are based on case interviews used by consulting firms in real job interviews .

As a result, you can have a good idea of the case study questions you can have when interviewing at these firms .

The Full List Of 253 Free Case Study Examples

• Chicago business school
• Australian Graduate School of Management
• Columbia business school
• Harvard business school
• Wharton business school (2009)
• Wharton busines school (2017)
• Darden business school

Do you want to practice a specific type of case study? Now you can…

I have sorted this list of 253 case studies by type:  profitability, market expansion, industry analysis, pricing, investment or acquisition,  and guesstimates (also known as market sizing questions).

Bonus #1: Know The Types Of Cases You Are Likely To have During Your Interviews

• Profitability cases (29% of cases from that list)
• Investment cases (19% of cases from that list)
• Market sizing questions (15% of cases from that list)

As a result, assuming you’ll have 6 interviews (and therefore 6 case interviews) during the recruitment process:

• “Profitability cases are 29%”  means that chances to have 2 profitability case studies during your recruitment process are very high
• “Investment cases are 19%”  means that chances to have 1 investment case study during your recruitment process are very high.
• “ Guesstimates are 15%”  means that chances of having  1 market sizing question during your recruitment process are high.

Bonus #2: The 10 Cases I Recommend You Doing Now

Over 250 examples of case interviews are a great list, and you may not know where to start.

So, I’ve compiled a list of my 10 favorite case studies.

The 5 case studies I recommend doing if you are a BEGINNER

1. stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a common type of case (declining sales here). I liked the solution presented for this case, particularly how it started by isolating declining sales (what range of products? Volumes or prices, or both?).

2. Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE , it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

3. Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case concerns wine, so a good candidate should mention the quality of lands and grapes as important factors.

4. AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of question is a must-know before going to your interviews.

5. Darden case book: National Logistics (starting at page 49)

Again, this is a very common case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skills (or creativity), quantitative skills, and business sense.

The 5 case studies I recommend if you are more ADVANCED in your preparation

1. stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

2. Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, and you’ll have to demonstrate your problem-solving skills by developing a specific solution.

3. Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

4. Insead: Gas retail case (starting at page 73)

The question in the problem statement is very broad, making this case difficult. So, only good candidates can have a structured case discussion here.

5. Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

CareerInConsulting.com's Free Resources

Access my exclusive free training to help you prepare for your case interviews .

Besides, you can learn my step-by-step guide to answering market sizing questions .

You’ll get my formula to solve all market sizing questions.

Moreover, if you are a beginner, you can read my article on how to solve business cases (+ a 4-week prep plan to get case interview ready).

Also, check these 11 must-know frameworks to ace your case interviews.

Finally, you can read the articles in the blog section of my website.

That’s quite a list.

To complete this list, check this free case interview course , where you’ll find case questions recently asked in actual interviews.

Now, I’d like to hear from you.

Which key insights were new to you?

Or maybe I have missed something.

Either way, let me know by leaving a comment below.

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You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Enroll in our 4 free courses and discover the proven systems +300 candidates used to learn these 4 skills and land offers in consulting.

• Case Interview: A comprehensive guide
• Pyramid Principle
• Hypothesis driven structure
• Fit Interview
• Consulting math
• The key to landing your consulting job
• What is a case interview?
• Types of case interview
• How to solve cases with the Problem-Driven Structure?
• Inside the consultant's mind
• Building blocks
• How do I prepare for case interviews
• Interview day tips
• How we can help

1. The key to landing your consulting job.

A case interview is a core element of the consulting recruitment process at top firms like McKinsey, Bain, and BCG (the “MBB” firms). During a case interview, you will be asked to solve a business case study , which challenges you to think critically and strategically, just like a real consultant. Beyond MBB, firms like LEK, Kearney, Oliver Wyman, and the Big Four (PwC, Deloitte, EY, KPMG) also use case study interviews as a major component of their hiring process.

Why Case Interviews Are Essential

If your goal is to land a role at one of these prestigious consulting firms, you’ll need to master multiple case interviews . These interviews test your ability to think on your feet, structure complex problems, and provide actionable business solutions. Successfully cracking a consulting case interview is a critical step in consulting interview preparation .

The Rise of Online Case Interviews

In addition to traditional face-to-face case interviews , firms are increasingly adopting online case interview formats . Many candidates now face AI-driven case studies or cases delivered by chatbots. These assessments might occur before the actual interview or in tandem with first-round consulting interviews . Knowing how to approach these online assessments is key to staying competitive in today’s consulting interview process .

Why You Need to Prepare Thoroughly for Case Interviews

It’s important to note that case interviews are not something you can approach casually or "wing." Consulting firms explicitly expect candidates to be well-prepared , and many of your competitors will have been practicing for months. Lack of preparation is a major reason why candidates fail. That’s where MCC is here to guide you every step of the way !

What This Guide Will Cover

This guide provides a comprehensive overview of consulting case interviews . You’ll learn everything from how to approach case studies like a consultant to mastering the emerging online case formats . Along the way, we’ll direct you to more detailed articles and resources that let you dive deeper into key aspects of the consulting interview process .

If you prefer a video guide, you can watch the video below:

Key Topics Covered:

• What is the standard format of a case interview?
• What skills are firms like McKinsey, Bain, and BCG looking for?
• How are candidates assessed in case interviews?
• What strategies can you use to ace a consulting case study?

With these insights, you’ll have a clear understanding of what to expect and how to excel in your consulting case interviews . Let’s get started!

Professional help

Before we go any further, if this feels overwhelming, don’t worry — we’re here to help! Whether you need guidance to refine your preparation or prefer an experienced consultant to guide you through the entire selection process, we’ve got you covered. Explore our tailored coaching packages below.

2. What is a Case Interview?

A case interview simulates real consulting work by having you solve a business case study in conversation with your interviewer. You’ll be tasked with advising a client (an imaginary business or organization) on how to solve a problem or make a decision. Your job is to analyze the provided information and make a final recommendation.

While some business problems may seem straightforward, consulting firms focus on solving complex, unique issues that require creative, non-standard solutions.

Examples of case questions include:

• How much would you pay for a banking license 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 seek bright minds to work on these challenging, real-world problems. You’ll need to think outside the box and be prepared for novel solutions during your interview.

2.1. Where Are Case Interviews in the Consulting Selection Process?

Not everyone who applies to a consulting firm will make it to a case interview. In fact, firms eliminate up to 80% of candidates before the interview stage. This is because case interviews are expensive and time-consuming, requiring firms to pull consultants from active projects.

Most candidates are cut based on their resumes and performance in aptitude tests. For example, McKinsey uses its Solve assessment and resumes to eliminate over 70% of applicants before interviews.

Getting to a case interview with a top firm is already an achievement. You’ll need to get through the resume screen, aptitude tests, and possibly other assessments to reach the interview stage.

Let’s take a closer look at the selection process, including application screens, aptitude tests, and interview rounds.

2.1.1. Application Screen

A large portion of candidates are eliminated at the application stage. Resumes and cover letters are often reviewed by a combination of AI tools, recruitment staff, and consulting staff.

To improve your chances, make sure your resume and cover letter are top-notch. Check out our free resume guide and cover letter guide , or consider getting help with editing .

2.1.2. Aptitude Tests and Online Cases

The selection process has been evolving quickly, with firms increasingly using sophisticated online case studies in addition to traditional aptitude tests.

McKinsey now uses an online case as part of its Solve assessment, while BCG’s Casey chatbot directly replaces a live first-round interview. We expect these online cases to become more prevalent in the future, but they are still just simulations of live case interviews.

Whether you’re dealing with an online case or a live interview, your preparation will remain the same. You’ll still need to learn how to solve cases effectively.

2.1.3. Rounds of Interviews

Despite the rise of AI and online cases, live case interviews are still central to consulting selection. Firms will always require live interviews due to the client-facing nature of consulting.

To secure an offer from McKinsey, Bain, BCG, or a similar firm, you’ll need to complete four to six case interviews , typically split across two rounds. Each interview will last approximately 50-60 minutes.

First-round interviews usually consist of two or three case interviews, sometimes accompanied by an online case. If you perform well in the first round, you’ll be invited to a second, more challenging round. After successfully completing up to six case interviews, you may 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.

3.5.2. 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 2024?

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. Inside the Consultant’s Mind: Tools to Crack Consulting Cases

If you’re new to case cracking, it’s easy to feel overwhelmed when faced with a complex case question, unsure of where to begin.

Fortunately, like chess, the basic rules of solving cases are straightforward. Our problem-driven structure provides a clear, high-level framework to guide you. However, just like becoming a chess master, true proficiency in case interviews comes from understanding the nuances and building your skills through time and practice.

Beyond the approach, there are additional strategies and insights that consultants use, which can give you an edge. In this section, we’ll provide an overview of the core concepts you need to know, while linking to in-depth resources that will help you dive deeper into each topic.

5.1. An overall clear structure

Consultants thrive on structure, and this is one of the most important aspects to keep in mind during case interviews. Not only is it a key evaluation criterion, but it’s also the greatest tool at your disposal for tackling complex cases. Let’s break down the areas where a clear structure will make all the difference.

5.1.1 Structured notes

Every case interview begins with a prompt, and your ability to take clear, concise, and structured notes is crucial. These notes should help you repeat the case back to the interviewer, without including unnecessary information.

A good approach is to divide your notes into sections for:

• The case brief
• Follow-up questions and answers
• Numerical data
• Case structure (crucial for solving the case)
• Scrap work (usually for calculations)

As you work through the case, keep feeding and integrating your structure to maintain a high-level view of the case and avoid losing focus. This is especially important in interviewer-led cases, where you might want separate sheets for each question.

5.1.2 Structured communication

There are three main types of communication in case interviews:

• 1. Asking and answering questions
• 2. Walking the interviewer through your structure
• 3. Delivering your recommendation

When asking questions, always take a moment to organize your thoughts. Numbering your questions and answers helps ensure clarity. The same goes for walking the interviewer through your structure—use a numbering system to outline your approach clearly.

Finally, when delivering your recommendation, use a top-down approach. Circle or mark key facts throughout the case so they’re easily accessible when needed.

5.1.3 Structured framework

Having a systematic approach or framework for every case is essential. There’s a key difference between applying a problem-solving framework and forcing a case into a predetermined one. The former is necessary, while the latter can be harmful.

Whether using buckets or issue trees, ensure your framework is clearly outlined. Keeping it on a separate sheet or alongside the case prompt helps you stay organized and focused on the solution.

5.1.4 Structured calculations

When you encounter numerical data, take your time and plan your calculations before diving in. Interviewers value your logic and approach more than raw speed. Before starting, write down the steps you need to perform the calculation. Here’s an example:

• 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)

Make sure to demonstrate a structured approach before executing the calculations on a scrap sheet, then fill in the final results.

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 logic business on an every day basis, as they help them articulate their frameworks to problems. However, they also use some consulting specific logical principles 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. 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.

Bain Case Study Example

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.

McKinsey Case Study Example

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. From one to one practice to personalised preparation plan, our tailored coaching packages will help you achieve your objectives.

You can find out more on our coaching page:

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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., test your it strategy and architecture skills..

Hacking the Case Interview

Gartner consulting interviews consist of case interviews or case study interviews, a written case interview with a presentation, and behavioral or fit interview questions. There are typically three rounds of interviews that candidates must go through before being extended an offer.

• First round : A 30 to 40-minute phone screen with a recruiter. The interview will be focused on behavioral or fit interview questions.
• Second round : Two 30- to 40-minute interviews with Gartner consultants or partners. The interview will be a mix of case interviews and behavioral or fit interview questions.
• Third round : Three 30- to 40-minute interviews that will be a mix of case interviews and behavioral or fit interview questions. There will also be an additional one-hour written case interview with a presentation.

If you have an upcoming interview at Gartner, don’t worry because we have you covered. In this article, we’ll cover:  

• The 6 steps to solve any Gartner case interview
• How to ace the Gartner written case interview presentation
• The 10 most common Gartner behavioral or fit interview questions
• Recommended Gartner case interview resources

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.

The 6 Steps to Solve Any Gartner Case Interview

Acing your case interviews or case study interviews is the single most important factor that determines whether or not you will receive a consulting job offer from Gartner.

A case interview is a special type of interview that nearly every single consulting firm uses. Gartner case interviews simulate the consulting job by placing you in a hypothetical business situation in which you are asked to solve a business problem.

Gartner case interviews, also known as case study interviews, are all candidate-led. You will be in the driver’s seat of the case interview and will be expected to ask the right questions, probe for data, and propose each next step to solve the case.

Follow these six steps to solve any Gartner case interview or case study interview:

1. Understand the case

The case will begin with the interviewer giving you the case information. While the interviewer is speaking, make sure that you are taking meticulous notes on the most important pieces of information. Focus on understanding the context of the situation, the company, and the objective of the case.

2. Verify the objective

Understanding the business problem and objective of the case is the most important part of the case interview. Not addressing the right business question is the quickest way to fail a case interview.

Make sure that you ask clarifying questions to better understand the business situation and problem. Then, confirm that you understand the case objective with the interviewer. This ensures that you start the case on the right track.

3. Create a framework

Develop a framework to help you tackle the business problem. A framework is a tool that helps you structure and break down complex problems into smaller, more manageable components. With a framework, you’ll be brainstorming different ideas and organizing them into different categories.

Afterwards, walk the interviewer through your framework. They may ask a few questions or provide some feedback to you.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

4. Develop a hypothesis

After creating a framework, you should develop a hypothesis. A hypothesis is an educated guess on the answer based on the data and information that you have so far.

Your hypothesis does not need to be correct. You’ll be continuously testing and refining your hypothesis throughout the case. The purpose of having a hypothesis is to guide your analysis and ensure that you are spending your time answering the right questions.

5. Test your hypothesis

The majority of the case will be spent testing your hypothesis.

After stating your hypothesis, it is up to you to lead the direction of the case. Depending on the context of the case, you may want to ask for data to do some analysis. You may also want to explore qualitative questions that you have. As you uncover more information, your hypothesis will likely have to change. 

Sometimes, your hypothesis will be completely wrong and you’ll need to develop a completely new hypothesis to test. Other times, your hypothesis may be on the right track, but you’ll need to refine or narrow it down further.

Throughout the rest of the case, you’ll be answering a mix of quantitative and qualitative questions. Make sure that after each question, you explain how your answer impacts your hypothesis or answer to the case.

6. Deliver a recommendation

In the last step of the case interview, you’ll present your recommendation and provide the major reasons that support it. You do not need to recap everything that you have done in the case, so focus on summarizing only the facts that are most important.

It is also good practice to include potential next steps that you would take if you had more time or data. These can be areas of your framework that you did not have time to explore yet or lingering questions that you do not have great answers for.

How to Ace the Gartner Written Case Interview

Here’s how the Gartner written case interview works:

• A Gartner recruiter or consultant will give you a packet of information that contains all of the information you need to solve a case study
• You’ll have one week to prepare a solution to the case study to present to a panel of Gartner consultants
• During your interview, you’ll have 30-minutes to present your solution to a panel of 4-5 Gartner managers or partners
• Afterwards, you’ll answer questions from the panel for 30-minutes

Follow the steps and tips below to ace your Gartner written case interview.

1. Understand the business problem and case objective

The first step in completing a written case interview is to understand what the objective is. What is the primary business question you are trying to answer with the data and information provided?

Answering or solving the wrong business problem is the quickest way to fail a written case interview. Therefore, the first thing you should do is to read the instructions and the case background information so that you clearly understand the primary question you are trying to answer.

2. Read the list of major questions

You may be provided with a list of 3 – 4 key questions that you will be expected to address or answer.

Once you understand the overall business problem and case objective, read through the list of key questions. This will tell you what the most important areas of the case are. These will be the questions that you want to investigate and answer first.

If the written case interview is more open-ended and does not provide you with a list of key questions, skip this step and move onto the next step.  

3. Quickly flip through the material to identify what information exists

The next step is to flip through the information packet that is provided to see what information is available. Identify what data you have and what data you do not have.

The goal in this step is not to read and analyze every slide. That would take too much time.

Instead, you want to get a sense of what data and information is out there. This will help you decide and prioritize which slides are most important to read and analyze in more detail later.

4. Create a framework

Before you begin reading and analyzing the information in the slides in more detail, you should create a basic framework to help guide your analysis.

Select 3 to 4 broad areas that you think are the most important to analyze. In other words, what are the 3 to 4 things you need to know to answer the primary question of the written case interview?

If the written case interview has provided you with a list of 3 – 4 key questions, make sure to include these important areas in your framework.

Sometimes, these 3 – 4 key questions are your entire framework and you will not need to add anything else. Other times, you may identify important areas from flipping through the slides that you want to add to your framework in addition to these 3 – 4 key questions.

5. Match information that exists to areas in your framework

Now that you have a solid framework to guide your analysis, the next step is to identify what information you can use to answer each area of your framework.

Since you have already flipped through the material and catalogued what information exists, you can match different pieces of information that exist to areas in your framework.

6. Read and analyze the material

The framework you created tells you what questions you need to answer. From the previous step, you know where the information to answer each question resides. All that is left to do is to read and analyze the information that is relevant to each area of your framework.

As you answer the major questions in your framework, make sure to write a one or two sentence summary of the key takeaway or answer. This will help you remember the work that you have done and make it easier to decide on a recommendation.

7. Decide on a recommendation

Once you have finished reading and analyzing all of the important and relevant material, you should have a list of key takeaways or answers to the major areas of your framework.

In this step, you’ll read through the key takeaways and decide on what recommendation they collectively support.

You should not expect every key takeaway to support your recommendation. Often, you’ll have key takeaways that support your recommendation, but also key takeaways that go against your recommendation.

If this is the case, you’ll need to mediate conflicting insights and decide on which insights are the most important. Remember that there is typically no right or wrong recommendation. As long as your recommendation is supported by data and evidence, you will be in great shape.

8. Structure your presentation slides

When you have decided on a recommendation and have the supporting data and evidence for it, you’ll want to create a structure for your presentation slides.

A simple, but effective structure you can use is:

• Slide 1: Present your recommendation and the three reasons that support it
• Slide 2: Present your first reason and the data that supports it
• Slide 3: Present your second reason and the data that supports it
• Slide 4: Present your third reason and the data that supports it
• Slide 5: Summarize everything that you’ve covered so far
• Slide 6: Present potential next steps

Depending on the complexity of the case study, you may need more than three reasons to support your solution or recommendation.

9. Fill in your slides

Once you have the structure of your presentation slides, the next step is to fill in the slides with content.

When filling in slides, make sure you use descriptive slide titles that clearly communicate the main message of the slide.

Additionally, try to make your slides easy to digest. Each slide should have one key message.

10. Review your slides and prepare for potential questions

Review your slides one more time to check for any mistakes or errors. You should also spend some time cleaning up the slides to make them look neat and polished.

Afterwards, you can brainstorm potential questions you could be asked during your presentation. The panelists listening to your presentation may want to know how you performed your analysis or reached your conclusions. They may also challenge your assumptions or interpretations of the data.

Preparing for potential questions that could be asked will help your presentation go much more smoothly and you’ll feel much more confident while presenting.

For a full guide on written case interviews, check out our consulting written case interview step-by-step guide .

The 10 Most Common Gartner Behavioral or Fit Interview Questions

In addition to case interviews, you will likely be asked a few behavioral or fit interview questions. There are ten questions that are most commonly asked.

1. Why are you interested in working at Gartner?

How to answer: Have at least three reasons why you’re interested in working at Gartner. You could mention that you loved the people that you have met from Gartner so far. You can talk about Gartner’s global presence and the opportunity to do challenging, groundbreaking work. Finally, you can talk about Gartner’s outstanding company culture.

You can find more information to answer the “why Gartner?” question on  Gartner’s website .

2. Why do you want to work in consulting?

How to answer: Again, have three reasons why you’re interested in consulting. You could mention the fast career growth opportunity, the opportunity to develop soft and hard skills, or the level of impact that you can make by working with large companies on their most challenging issues.

3. Walk me through your resume

How to answer: Provide a concise summary of your work experience, starting with the most recent. Focus on emphasizing your most impressive and unique accomplishments. At the end, tie your experiences to why you are interested in consulting.

4. What is your proudest achievement?

How to answer: Choose your most impressive, unique, or memorable accomplishment. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work.

5. What is something that you are proud of that is not on your resume?

How to answer: This is a great opportunity to highlight an accomplishment that is not related to your professional work experience. Perhaps there is a non-profit that you volunteer at, a side project or business that you work on, or a hobby that you have won awards or recognition for. Choose something that is impressive and interesting.

6. Tell me about a time when you led a team.

How to answer: If possible, choose a time when you directly managed a person or a team. For this question and the following questions, make sure that you structure your answer. Structure your answer by providing information on the situation, the task, the actions you took, and the results of your work. This is known as the STAR method and is commonly used to answer behavioral or fit interview questions.

7. Give an example of a time when you faced conflict or a disagreement.

How to answer: When answering this question, focus on emphasizing the steps you took to resolve the conflict or disagreement. Speak to the interpersonal skills you had to use in order to mediate the situation. Interviewers want to know that you are a great mediator and that you can handle conflict in a constructive way.

8. Tell me about a time when you had to persuade someone.

How to answer: Choose a time when you were able to change someone’s mind. Focus on emphasizing the steps that you took to persuade that person and what impact and results this had. Interviewers want to know that you are a great communicator and a good people person.

9. Describe a time when you failed.

How to answer: Choose a time when you failed to meet a deadline or did not meet expectations. Focus on emphasizing what you learned from the experience and how you used that experience to deliver even better results in the next opportunity that you got. Interviewers want to see that you don’t get discouraged from failure and that you treat those experiences as learning opportunities.

10. What questions do you have for me?

How to answer: This is a great opportunity to get to know the interviewer on a more personal level. Ask them questions about their experience in consulting or their career. Express genuine interest in what they have to show and ask follow-up questions. The more you can get the interviewer talking about themself, the more likely they will have a positive impression of you.

For more help, check out our complete guide on consulting behavioral interview questions .

Recommended Gartner Interview Resources

Here are the resources we recommend to land a Gartner consulting offer:

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.

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

• Diconsa Case
• Electro-Light Case
• GlobaPharm Case
• National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

• BCG – Written Case – Chateau Boomerang

Bain practice cases

• Bain – Coffee Shop Co.
• Bain – Fashion Co.
• Bain – Mock Interview – Associate Consultant
• Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

• Human Capital – Technology Institute
• Human Capital – Agency V
• Strategy – Federal Benefits Provider
• Strategy – Extreme Athletes
• Technology – Green Apron
• Technology – Big Bucks Bank
• Technology – Top Engine
• Technology – Finance Agency

Advanced Cases

• Human Capital – Civil Cargo Bureau
• Human Capital – Capital Airlines
• Strategy – Club Co
• Strategy – Health Agency
• Technology – Waste Management
• Technology – Bank of Zurich
• Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

• Oliver Wyman – Wumbleworld
• Oliver Wyman – Aqualine
• LEK – Cinema
• LEK – Market Sizing
• Kearney – Promotional Planning
• OC&C – Imported Spirits
• OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

• Wharton Consulting Club Case Book
• Tuck Consulting Club Case Book
• MIT Sloan Consulting Club Case Book
• LBS Consulting Club Case Book
• Kellogg Consulting Club Case Book
• INSEAD Consulting Club Case Book
• Harvard Consulting Club Case Book
• ESADE Consulting Club Case Book
• Darden Consulting Club Case Book
• Berkeley Consulting Club Case Book
• Notre-Dame Consulting Club Case Book
• Illinois Consulting Club Case Book
• Columbia Consulting Club Case Book
• Duke Consulting Club Case Book
• Ross Consulting Club Case Book
• Kearney Case Book

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

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Preparing for case interviews is a hard task when you only have 1 week, so the first part you need to learn during this time is fundamentals of case interview

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A case interview is where candidates is asked to solve a business problem. They are used by consulting firms to evaluate problem-solving skill & soft skills

Capital One Case Interview (questions, process, prep)

Case interviews can be very difficult, whether you’ve done them before or not. Capital One case interviews, in particular, are known to be heavy on quantitative questions, so that’s an added challenge to the entire process. So, if you’re applying for any role at Capital One that entails a case interview, you’ll want to extensively prepare for it.

But no need to worry. To help you prepare and boost your chances of success, we've put together the ultimate guide to the Capital One case interview, along with an overview of the company’s interview process. We’ve also included useful interview tips, free review resources, and a prep plan you can easily follow.

Here's an overview of what we'll cover:

• Introduction to Capital One
• Capital One interview process
• Case interviews
• Product questions
• Behavioural questions
• Capital One case interview examples
• Preparation plan

Click here to practise 1-on-1 with case interview experts

1. introduction to capital one ↑.

Capital One is unique. Despite being founded as a single-business bank in 1994, it has grown to become the 9th largest bank ($475.6bn in assets) in the United States as of this writing, behind firms such as JP Morgan Chase and Goldman Sachs . The business was initially focused solely on credit cards but now includes the following 3 verticals:

• Credit Cards
• Consumer Banking
• Commercial Banking

The company's success is driven largely by its clever use of data . It has developed and continues to develop sophisticated strategies and techniques for identifying and directly marketing to profitable customers. This gave the company a competitive advantage over traditional banks, which have historically focused on broad (rather than targeted) marketing.

With its unusual history and focus on technology, Capital One has more of a "tech firm" feel, which is different from what you'd expect from a giant financial institution. It also has its own strategy group , which serves as its internal consulting firm. 

If you’re reading this article, you’re most likely interested in applying for a role at Capital One that includes case interviews as part of its application process. Or perhaps you’re already preparing for a case interview with the firm. Either way, before we get into the application and interview process, let’s take a look at how much you stand to earn if you land a spot at Capital One.

1.1 Capital One roles and salaries

Below we’ve compiled a summary of the average base pay and compensation of Capital One’s analyst and tech positions, based on Glassdoor reports .

Your interview performance will help determine how much you’ll be offered. That’s why hiring one of our case interview coaches can provide such a significant return on investment.

And remember, compensation packages are always negotiable. So, if you do get an offer, don’t be afraid to ask for more. If you need help with salary negotiation, consider booking a salary negotiation coaching session with one of our experts to put yourself in a stronger position.

2. Capital One interview process ↑

Capital One hires for roles ranging from call centre reps to software engineers and business analysts. The nature of the interview process you can expect at Capital One depends on the role you’re applying for. Not every role will have a case interview.

Here are the roles that undergo case interviews at Capital One:

• Strategy analyst
• Operations analyst
• Data analyst
• Strategy consultant
• Strategy associate
• Product manager

The application process for these roles includes 5 main stages:

• Resume and cover letter submission
• Virtual Job Tryouts (online assessment tests)
• Recruiter screening
• Mini case interview
• Power Day (3-5 interviews)

The application process for the different roles is more or less the same: largely focused on case interviews. Some roles, like the strategy consultant and strategy associate roles, may include a written case interview, along with the standard ones during the Power Day. 

Before we dive more deeply into case interviews, let's take a closer look at each step of the Capital One interview process.

2.1 Resume & cover letter submission

First, recruiters will look at your resume and assess if your experience matches the position you’ve applied for. 

To help tailor your application to the position you’re targeting, use our free resume guide and free cover letter guide .

If you’re looking for expert feedback, you can also get input from our team of expert recruiters , who will cover what achievements to focus on (or ignore), how to get more impact from your bullet points, and more.

2.2 Capital One Virtual Job Tryouts

Once you apply, you’ll get email instructions to join the Virtual Job Tryouts or VJT, Capital One’s version of an online assessment. The VJT consists of different tests and tasks, which vary depending on the role. Here are some examples of the modules you may encounter, based on Capital One’s Career FAQs :

• Manage Relationships: Make decisions and respond to scenarios you’ll commonly encounter in the role.
• Work Your Business Case: Review and integrate information from multiple sources about a fictitious business and offer solutions to help it succeed.
• Tell Us Your Story: Talk about your work experiences and background that have helped shape who you are.
• Describe Your Approach: Talk about your preferred style and approach to work.
• Quantitative Assessment (for business analyst candidates) : Take a standard quantitative test where you’ll be given a data set and 7 to 11 questions to answer. You'll need to use a spreadsheet to solve mathematical and analytical problems.

Below we’ve gathered a few quantitative assessment questions from the VJT as reported on Glassdoor .

Example Capital One VJT Quantitative Assessment questions

• Ali and Sophie are budding musicians who have been playing Thursday night shows at a local live music venue. The venue told them that over the course of the last four weeks, they’ve had 900 tickets sold for their shows. They are curious to see how many people are repeat fans, coming to more than one show. The venue’s recent customer survey says that 60% of fans have come once, 30% have come twice, 6% have come three times, and 4% have come four times. How many unique people have seen an Ali and Sophie show during this period?
• You make a change to your business model and add another employee. Calculate how many weeks it would take for the investment you've made (labour hours, infrastructure changes, training hours, reduced production in the first few weeks, etc.) to pay off and make a profit.
• Two bikers leave from 2 different locations and try to reach a destination. Calculate to determine which biker will reach the location first and in how many hours. These are not static variables, as the speed of each biker changes throughout the journey.

On average, the VJT online assessment tests take 20 to 45 minutes to complete.

2.3 Recruiter screening

If you pass the VJT, a recruiter will contact you to ask you further questions and to speak more about the company and the role. You can expect ‘getting to know’ questions such as:

• Why Capital One?
• Walk me through your resume.
• ​​Tell me something about yourself that’s not on your resume.
• What’s your biggest accomplishment?
• How did you hear about this position?
• What are your strengths and weaknesses?

This list of 23 common interview questions by Capital One is a good resource to review with example questions you can use when you practise.

2.4 Mini case interview

During your recruiter call, your recruiter will also tell you about your next steps, the first of which will be a mini case interview. This will be conducted via phone or video call. Be ready to hit the ground running in this interview. Don't expect much "getting to know you" discussion because they usually get straight to the case. This interview will normally last 30 minutes to an hour. 

Not much information about the mini case interview is available online via Capital One’s website, so we only have candidate reports to go by.

According to several PM candidate reports, the PM mini case will likely be about any one of Capital One’s products: the Capital One Shopping browser extension, the Capital One Venture Card, or the Capital One Mobile app. You could also receive other product questions.

As for the mini case for analyst roles, many candidates report getting a quant-heavy case that lasts for about 45 minutes. Your recruiter will give you information about it beforehand, including a sample case which is likely to be very similar to the actual mini case you’ll be given.

2.5 Power Day

Once you pass all the initial steps, you’ll get an invitation to your Power Day or Super Day. This is the final round which consists of 3-5 back-to-back interviews. 

Capital One has fully transitioned to virtual interviews, so you can expect your Power Day interviews to be conducted online. Each interview may last for up to 1 hour. You’ll have a 1-hour break somewhere in between.

Here’s a quick look at what a Power Day looks based on the role:

• Business analyst: 2 case interviews and 1 product interview, behavioural questions at the start of each interview
• Data analyst : 2 case interviews, behavioural interview, coding or data challenge interview
• Strategy associate and strategy analyst: 1 written case interview, 2 standard case interviews, behavioural interview

Now you know the interview process, let's go deeper into the interview questions you can expect to face.

3. Capital One interview questions ↑

In this section, we'll take a look at the type of questions you can expect to face in your Capital One interview. We'll start with the most important, and the most challenging: case interview questions.

3.1 Capital One case interviews

Case interviews are the most important part of the Capital One interview process. The company uses the interviewer-led approach, which is similar to the method used by McKinsey in its case interviews. 

Capital One case interviews are not limited to cases in the financial or banking industry. That’s because what the company wants to test is how you think, versus what you know about Capital One or finance.

3.1.1 Capital One case interview sections

While the industry or business used in Capital One case interviews may vary, its case interviews will always include 3 sections:

• Introduction of the business situation and framework
• Calculations based on key concepts and drivers of the case
• Your recommendation and business decision

We've embedded below a short introductory video by Capital One for your reference. 

Each section of the case interview has particular things you'll need to prepare for. Let's look at each section, breaking down the mock interview in the Capital One video as our example:

A. Introduction of the business situation and framework

The first several minutes of the interview will cover the business scenario and case framework. During this part, your interviewer will introduce the hypothetical business scenario, laying out the different aspects of the situation. 

After introducing the scenario briefly, your interviewer will then ask you a broad question. In the mock interview video, the question is: “Your first task is to increase the profitability of the Giant Bus route from New York City to DC. What factors would you consider to determine profitability?”

For this stage of the interview, you have two objectives:

• Ask clarifying questions to make sure that you understand the situation correctly. Many candidates skip this step, but it's essential because it will help you put together a more relevant framework.
• Put together a simple case framework to answer the interviewer's question. The objective of this framework is to identify and communicate key areas that you will consider to answer the interviewer's main question.

As we’ve mentioned above, Capital One’s case interviews are interviewer-led. You can expect your interviewer to lead the course of the interview with questions along the way. That said, we still recommend that you try and drive the case forward yourself to a certain extent, by communicating the implications of your answer with the interviewer. This will show that you're able to think a few steps ahead and take an active approach to problem-solving.

B. Calculations based on key concepts and drivers of the case

The second stage of the interview is heavily focused on maths skills . The recruiter will provide you with some data, and ask you to perform calculations.

In the mock interview video, the interviewer shows a report of the peak travel time for the bus company, a comparison of three travel methods for the route, and the bus company’s capacity utilisation. While showing the reports, the interviewer asks the candidate to analyse the figures and give their take on the current situation.

At this point, to back up your answer, you’ll need to make a few quick calculations. It's important to ask questions at this stage, as the recruiter may have additional data that they have not yet provided.

Make sure you talk through your logic to show the interviewer your problem-solving skills. This will also help them steer you back on track if you've misread any of the data.

Compared with the case interviews used at consulting firms, the case interviews at Capital One tend to have a greater focus on quantitative questions. So you should expect to spend more time on these types of quant problems during your interview, and less time on other areas, like creative brainstorming.

C. Your recommendation and business decision

In the final stage of the interview, you'll be expected to make a recommendation and defend it. To form your recommendation, draw on the calculations from the previous stage. Consider the numbers, use your intuition, and make a decision. 

For example, the candidate in the mock interview’s final recommendation is to move to a 15-minute frequency for the buses during peak hours, mentioning the risk involved in the recommendation. 

The specific strategy you suggest is less important than your logic and ability to defend it. During this part, expect the recruiter to question your approach. They may ask you how you would go about identifying other opportunities. You could also take the initiative, like the candidate in the mock interview example, to provide additional ideas to explore to achieve profitability.

3.1.2 Capital One case interview example: Ice Cream Corporation

Here’s a breakdown of another mock case interview by Capital One. It’s a little longer than the latest intro video, but it has a lot of helpful information and shows different interview scenarios. For your reference, we’ve summarised the key takeaways per section.

The interviewer opens the case by introducing the scenario: “You’re the CEO of an Ice Cream Corporation. What are the key factors you would consider when developing a strategy to grow profits for the Ice Cream Corporation?”

In the video, the first candidate asks several clarifying questions about the role of the CEO regarding product and sales. These questions help narrow down the scope of the interview.

After asking these questions and making notes along the way, the first candidate answers the main question regarding the key factors. After discussing these further with the interviewer, the candidate comes up with “pricing” as the key factor, and the key concepts to keep in mind: “role of promotional pricing, temporary to avoid a price war, and risk of the stocking-up effect”.

The video shows other examples of key factors that other candidates might bring up. This shows that there is no right or wrong way to get to an answer. It also shows an instance where the interviewer redirects the candidate’s answer, to show that it’s common for a Capital One interviewer to provide cues and hints to lead you to a specific topic so that you can do a deeper dive into it.

What follows is the quantitative section of the interview where the interviewer will present some data and ask you to perform some calculations. As we’ve mentioned above, these calculations form the basis for your final recommendation.

In the sample case, the candidate is asked to calculate the total monthly profit for Ice Cream Corporation, given the following data:

Price per carton = $5

Cost per carton = $1

Demand = 100 cartons/month

As you will see in the video, the first candidate asks how much of the cost is variable versus fixed. Don’t reserve your clarifying questions for the introduction; ask clarifying questions wherever you feel they’re necessary. 

Variable cost per carton = $1

Fixed cost per carton = $0

At this point, the calculation is straightforward.

($5-$1) X 100 cartons = $400 profit

Talk through your calculations as the candidates do in the mock interview. This doesn’t just highlight your maths skills but also your problem-solving skills.

Most calculations at Capital One case interviews tend to be simple. But based on this mock interview sample, you’ll see that you might encounter calculations that vary in terms of complexity, like elasticity of demand and break-even calculations. These require a little extra work, but your approach should be the same:

• Understand the data provided
• Ask for more information when necessary
• Lay out your approach
• Perform the calculations

If you’re not familiar with a concept, don’t be afraid to ask for further clarification.

The mock interview examples show different recommendation approaches. You can go conservative or bullish. There’s no right or wrong answer, as long as you can defend your recommendation, as the candidates in the mock interview video do. 

Another thing that interviewers do in the mock interview is challenge the candidates further by questioning their approach or asking them how they might address their own apprehensions about the strategy.

3.1.3 Additional tips for your Capital One case interview ↑

Here are a few more helpful tips to keep in mind during your case interview at Capital One. 

#Expect to be given a case from outside the finance industry

As we mentioned above, Capital One likes to use cases from different industries. It’s because what they want to test you on is how you think and not how much you know about the finance industry or Capital One as a company. It’s also a preview of the scope of work you might do at Capital One if you do land a job there. 

#Brush up on your maths and bring a calculator

Capital One case interviews are known for being more quantitative-focused compared to other companies. For this reason, you’ll want to brush up on your maths. 

Here are some common calculations that might occur during your Capital One case interview:

• Weighted average
• Expected value
• Contribution margin

Capital One allows you to bring a calculator during your case interview, so be sure to bring one that’s easy to use.

#Take notes 

As the interviewer describes the case, be sure to take notes so you have all the information you need as you answer each question and make your final recommendation.

#Pause before you speak

Don’t be afraid to ask for a moment to gather your thoughts whenever you need to. Give yourself a minute to look back at your notes to make sure you understand everything before speaking out.

#Listen carefully and ask clarifying questions

Your first task during the case interview is to make sure you understand the situation correctly by asking the right clarification questions.

This is what analysts at Capital One and other consulting 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. Therefore, you should follow a similar approach in your cases.

Additionally, if there are any concepts brought up that you don’t understand, don’t be afraid to ask for clarification. It’s also good practice to repeat the explanation in your own words so you interviewer can validate your understanding.

#Talk through your thought process, show your work as you do it

What Capital One wants to see in your case interview is your approach to solving business problems. They want to see how you think, so you’ll need to show them. Talk through your decision-making process and calculations and state any assumptions you’re making. Show them your notes while you’re at it. Capital One conducts virtual interviews, so you may want to use the Whiteboard function or Screenshare function over Zoom. 

#Listen for hints and cues

Capital One’s case interviews are interviewer-led, so your interviewer will often steer the conversation to a specific topic or focus if they deem it necessary. Listen carefully for such hints and cues. This might sound obvious but candidates sometimes get so stressed that they don't pick up on the hints interviewers give them.

#Avoid talking about your resume or qualifications

You only have an hour to showcase your skills during your case interview, so focus on the case itself instead of trying to insert your credentials. You’ll have a chance to do this in the behavioural parts of your Power Day interviews.

3.2 Capital One behavioural and fit i nterview questions ↑

In addition to case interviews, Capital One also uses behavioural questions/interviews, as most companies do. If you’re applying for a business analyst role, you may not get a whole interview devoted specifically to behavioural questions. Instead, you can expect to face them at the start of your case and product interviews.

Behavioural interview questions asked at Capital One fall into two main categories:

• Fit questions. These are generic questions such as “Why financial services?” or “Why Capital One?”
• 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.”

We've written extensively about fit / PEI questions in other guides. But in summary here are the top 5 fit and PEI questions you should prepare for at Capital One or other firms.

Example Capital One behavioural questions: fit

• Why financial services?
• Tell me something about yourself that’s not on your resume.
• Tell me about your greatest accomplishment.

Example Capital One behavioural questions: PEI (Tell me about a time when…)

• You failed at work .
• You worked in a team and had to manage a conflict .
• You had a disagreement with a colleague / boss .
• You had to change someone's / a group's mind
• You led a team through a difficult situation .

Capital One is known to favour the STAR method when it comes to answering behavioural questions. So, for your interview, plan to answer behavioural questions using the following format:

S - Situation

This approach will help you to answer each question in a clear, and methodical way, which are great qualities to demonstrate when interviewing with Capital One.

3.2.1 "Why Capital One?" interview question ↑

You're almost guaranteed to be asked this question, so let's dive a bit deeper into how you should answer it. Here are 3 ways to make your answer stand out:

Name-drop: Before the interview, make an effort to meet with or call one or more current employees of the firm. Ask them what it’s like working there, why they chose Capital One and what’s unique about it. This will give you specific talking points for your answer, and mentioning their names shows the interviewer that you’ve put in effort to get to know the company.

Be specific. Test out your answer by swapping another bank’s name with the one you’ve got in mind. If your answer could also apply to this other bank, then you need to fine-tune it.

Keep up with recent activity: Being aware of the latest deals and developments in the department you’re applying to will give you an idea of what kind of projects you’ll get to work on, and whether they sound interesting to you. Bringing them up in the interview will show the interviewer that you’ve done your research and stay up to date on market news.

Example answer: "Why do you want to work at Capital One?"

“I want to work at Capital One for three main reasons. First, I want to work in a very data-driven environment and to have access to a vast amount of data when working strategically. I've been really impressed with Capital One's pioneering use of data and machine learning in the banking sector, which has helped the company gain market share across its verticals.

Second, I've been impressed with Capital One's strategy regarding a banking-as-a-service model and embedded finance. I saw an interview with CEO Richard Fairbank talking about how all banks needed to collaborate with fintech apps to provide instantaneous results for customers, rather than working in silos, and I thought he articulated a really strong vision.

Finally, I’ve had a few conversations with Seth White and Tamara Grey, associates in the McLean office, and they gave me a great impression of the firm as a whole. Seth in particular encouraged me to apply to the Travel team, as we share a similar educational background, and he was complimentary of the opportunities he’s been given to succeed."

Read our guide on how to answer the "Why this company?" interview question .

3.3 Product questions

If you're interviewing for a business analyst role, one of your Power Day interviews will be a product interview. Compared to the very quantitative case interviews, the product interview is a lot more qualitative, meaning you'll need to demonstrate creative thinking.

In almost all the interview reports we've seen, the candidate was asked to improve a product in some way. We recommend you read our article on how to answer product improvement questions to help you structure your response.

Example Capital One product questions from business analyst candidates:

• Describe 12 uses for an alarm clock
• How would you redesign an alarm clock?
• What is the customer base for this product?
• Describe 10 ways to improve an umbrella
• How would you improve this water bottle?
• What's your favorite product and how would you improve it?

4. Capital One case interview examples ↑

Now that you know how case interviews at Capital One work, it’s time to get some practice. One of the best ways to do so is to study case interview examples. There are many free examples online, and we’ve listed a few here for your reference:

• Magazine publishing case interview (by Capital One)
• Sandwich shop case interview (by Capital One)
• Case interview playbook (by Capital One)
• Independent coffee shop case interview (by Capital One)
• Phone card case interview (by TBS Education)

Check out our list of case interview examples from other top consulting firms . The companies listed here are consulting companies rather than banks, but it’s helpful to study them as Capital One uses examples from all sorts of industries

5 . How do I prepare for a Capital One case interview? ↑

Practising case interview examples is an important part of your preparation, but it’s not the only thing you can do. Here’s how we recommend structuring your Capital One case interview prep plan, with links to resources to help you round out your preparation:

5.1 Use Capital One real case study examples for research

Case interviews require no prior knowledge. However, you can bet that overall your interviews at Capital One will go a lot better if you go in having done some research on the company and the wider financial industry.

Capital One shares case studies on its website, such as this one on real estate treasury management, which are well worth looking over. You might also want to take a look at some of the articles on Capital One's insights center . This piece about Capital One’s pioneering work with data analytics and AI provides a good overview of the company’s tech-forward approach to banking.

If you're coming from a finance background, you may already have a good knowledge of Capital One's place in the sector. If not, check out Investopedia for a brief summary.

5.2 Become really confident with your maths skills

You don't have to have a perfect GPA or GMAT score to succeed at case interview maths. And in any case, during your Capital One interviews, you will be allowed to use a calculator. That said, it will help if you're confident performing mental maths quickly and accurately.

In order to do this, it’s essential to know the formulas for common metrics such as: 

it’s also useful to know a few shortcuts to help you solve problems more quickly. To learn more about these topics, check out our free guide to case interview maths .

In our experience, the most successful applicants start their interview preparation by practising maths skills, so make sure you prioritise this step.

5.3 Develop a consistent method to crack cases

One of the biggest challenges of interviewing with Capital One is solving cases that you’ve never seen before. Each case can be difficult, and you’ll have to perform well across multiple case interviews to get an offer.

That’s why it’s critical for you to have a consistent approach to solving cases. Capital One uses interviewer-led case interviews, which can be broken down into the following types of questions:

• Framework development
• Quant question – Data provided
• Creativity question
• Recommendation

If you can crack each type of question (within a case), then you can crack the overall case. 

Check out our suggested structured method for answering case interviews or come up with your own. Choose a method that you can consistently incorporate when practising solving case interviews.

5.4 Learn from every mistake you make

During case interview preparation, the quality of your preparation is just as important as the quantity of time that you dedicate. It's better to do 20 cases thoughtfully than to rush through 40 cases. 

We recommend keeping a notebook where you record improvement opportunities and specific things you did well for each case. 

The notebook and self-evaluation will help you become more strategic and efficient with your preparation. It's also a good idea to go back and redo old cases. For example, after you have done case #20, you could go back to case #1, to make sure you are not repeating the same mistakes.

The minimum preparation time required to succeed in case interviews is probably around 30 hours. However, if you don't prepare thoughtfully, it may take much longer. So take notes, be strategic, learn from your mistakes, and keep practising!

5.5 Do mock interviews

How you solve each case is important, but your interviewers will also be evaluating how you communicate your answers. Learning to speak in a concise and structured way is important, as you want your interviewers to easily follow and understand your points.

The best way to hone your communication skills is to practise interviewing out loud, and you can do that in three ways:

• Interview yourself (out loud)
• Practise interviewing with friends or family
• Practise interviewing with ex-interviewers

Practising by yourself is a great way to get started. It can help you get more comfortable with the flow of a case interview. However, this type of practice won’t prepare you for realistic interview conditions. 

After getting some practice on your own, you should find someone who can do a mock interview with you, like a friend or family member.

We’d also recommend that you practise 1-1 with ex-interviewers from top consulting firms. This is the best way to replicate the conditions of a real case interview and to get feedback from someone who understands the process extremely well.

Click here to book your mock case interview

Related articles:

Mastering Case Study Interview Questions for Business Analysts: Strategies for Success

Case study interview questions are a type of job interview where candidates are presented with a real or simulated business scenario or problem and are asked to analyze, assess, and propose solutions to the situation. These interviews are commonly used to evaluate a candidate’s problem-solving skills, critical thinking abilities, domain knowledge, communication skills, and how well they can apply their skills to real-world business challenges.

Case study interviews are a common component of the hiring process for business analysts. They aim to assess a candidate’s analytical thinking, problem-solving abilities, and decision-making skills in a real-world context.

Case studies for business analysts are scenarios or real-world problems that candidates are presented with during interviews to assess their analytical thinking, problem-solving skills, and ability to make informed decisions. These case studies are designed to simulate the types of challenges and situations that business analysts may encounter in their roles. Case study interviews are important for business analysts for several reasons:

1. Realistic Simulation: Case study interviews provide a realistic simulation of the kind of complex and multifaceted problems that business analysts encounter in their roles. They offer candidates a chance to demonstrate their ability to analyse, think critically, and make informed decisions based on incomplete or ambiguous information.

2. Problem-Solving Skills: Case studies test a candidate’s problem-solving skills. Business analysts often need to analyse various aspects of a problem, break it down into manageable components, identify root causes, and propose effective solutions. Case study interviews assess a candidate’s approach to tackling such challenges.

3. Analytical Thinking: Business analysts need strong analytical thinking skills to dissect problems, gather relevant information, and draw logical conclusions. Case study interviews assess a candidate’s ability to analyse data, identify trends, and make data-driven decisions.

4. Decision-Making: Business analysts often need to make decisions that impact an organization’s strategies, operations, and outcomes. Case study interviews evaluate a candidate’s decision-making skills under pressure and their ability to make well-reasoned choices.

5. Domain Knowledge: Case studies allow candidates to apply their domain knowledge to practical scenarios. This is particularly important for business analysts who work in specialized industries where understanding industry-specific nuances is critical.

6. Prioritization and Time Management: Business analysts  must manage multiple tasks and prioritize their workload. Case study interviews can assess a candidate’s ability to manage time effectively and prioritize tasks based on their significance and urgency.

Overall, case study interviews provide a comprehensive and practical assessment of a candidate’s capabilities as a business analyst, offering valuable insights into their analytical thinking, problem-solving skills, domain expertise, and ability to thrive in challenging work environments.

Sample Case Study Interview Questions

Candidates must use their creativity, analytical thinking, data interpretation, and industry expertise in order to succeed in these interviews. It is crucial for candidates to explain the rationale behind their decisions in addition to how they arrived at their recommendations. Success in case study interviews for business analysts depends on thorough understanding of business principles, effective communication, and structured problem-solving. Following are few sample case studies to help candidates understand the nature of these interviews as well as how to approach such questions.

Case 1: Market Entry Strategy

Company X, a technology firm, is considering entering a new international market. They want to tap into a growing economy with a strong demand for their products. You have been asked to recommend the most suitable market entry strategy. Consider factors like market size, competition, and regulatory environment.

Question 1: What is the primary factor that Company X should consider when selecting a market entry strategy for the new international market?

A) Company’s financial resources

B) Cultural diversity of the target market

C) Strong demand for products in the market

D) Political stability of the target country

Answer: C) Strong demand for products in the market

Explanation: The key consideration for entering a new market is whether there’s a demand for the company’s products. While other factors are important, such as financial resources and political stability, the fact that the market has a strong demand for the products makes it a primary factor in the decision-making process.

Question 2: Company X wants to minimize its risk exposure in the new market while still capitalizing on the strong demand. Which market entry strategy is most suitable for this scenario?

A) Exporting

B) Joint Venture

C) Direct Investment

D) Franchising

Answer: A) Exporting

Explanation: Exporting allows Company X to enter the market with relatively lower risk and investment. It involves selling products from the home country to the target market, which minimizes the need for significant upfront investments like direct investments or joint ventures.

Question 3: Company X values local expertise and distribution network in the new market. Which market entry strategy aligns with this preference?

B) Licensing

C) Joint Venture

D) Direct Investment

Answer: C) Joint Venture

Explanation: Joint Venture involves partnering with a local company, which brings local expertise and an established distribution network. This strategy allows Company X to leverage the partner’s knowledge of the market while sharing the risks and rewards.

Question 4: In terms of regulatory environment, which market entry strategy provides Company X with the most control over its operations in the new market?

A) Franchising

C) Exporting

Answer: D) Direct Investment

Explanation: Direct Investment, such as setting up subsidiaries or wholly-owned subsidiaries, provides Company X with the highest level of control over its operations in the new market. This strategy allows them to make decisions independently and tailor their operations to local conditions.

Question 5: Company X has limited financial resources. Which market entry strategy is the most cost-effective way to tap into the strong demand in the new market?

A) Direct Investment

D) Joint Venture

Answer: C) Exporting

Explanation: Exporting typically requires lower upfront investment compared to strategies like direct investment or joint venture. It allows Company X to leverage its existing resources to reach the new market and capitalize on the demand without significant financial risk.

Case 2: Process Optimization

Company Y, a manufacturing company, is experiencing delays in its production process. These delays are impacting customer satisfaction and profitability. Your task is to identify the bottlenecks in the process, suggest improvements, and estimate potential cost savings.

Question 1: Which of the following best defines a bottleneck in a manufacturing process?

A) A point in the process with excess capacity

B) A step that operates at maximum efficiency

C) A point in the process that slows down overall production

D) A step that requires minimal resources

Answer: C) A point in the process that slows down overall production

Explanation: A bottleneck is a point in the process that restricts the flow of production and slows down the overall process. It is the part of the process that has the lowest capacity or efficiency, causing delays.

Question 2: Company Y identifies a bottleneck in the assembly line where workers are frequently waiting for parts. What improvement strategy should they focus on?

A) Increasing the number of workers in the assembly line

B) Streamlining the production process to eliminate non-value-added steps

C) Reducing the number of parts used in assembly

D) Increasing the amount of inventory for parts

Answer: B) Streamlining the production process to eliminate non-value-added steps

Explanation: Eliminating non-value-added steps and improving the flow of materials can help reduce wait times and alleviate the bottleneck. Increasing the number of workers or increasing inventory might not address the root cause of the issue.

Question 3: What is the purpose of conducting a root cause analysis in process optimization?

A) To identify all steps in the process

B) To assign blame for process delays

C) To identify underlying causes of process inefficiencies

D) To increase the number of process steps

Answer: C) To identify underlying causes of process inefficiencies

Explanation: Root cause analysis is conducted to identify the underlying factors that contribute to process inefficiencies or delays. It helps to pinpoint the true causes of problems rather than just addressing symptoms.

Question 4: In the context of process optimization, what is the “Theory of Constraints” (TOC)?

A) A method for increasing the number of process steps

B) A strategy to eliminate all bottlenecks in a process

C) An approach to identifying and managing constraints that limit process performance

D) A technique to maximize inventory levels

Answer: C) An approach to identifying and managing constraints that limit process performance

Explanation: The Theory of Constraints (TOC) is a management philosophy that focuses on identifying and managing constraints or bottlenecks in a process to improve overall performance. It aims to optimize the flow of work through the entire system.

Question 5: Company Y implements process improvements that reduce production time per unit by 20%. If they produce 1,000 units per month and each unit generates $50 in profit, what is the estimated monthly cost savings?

Answer: C) $10,000

Explanation: If each unit generates $50 in profit, a 20% reduction in production time per unit would result in a savings of 20% * $50 = $10 per unit. With 1,000 units produced per month, the total estimated monthly cost savings would be 1,000 units * $10 = $10,000.

Case 3: Customer Segmentation and Marketing

Company Z, an e-commerce retailer, wants to improve its marketing strategies. They have a diverse customer base and want to tailor their campaigns to different segments. Your job is to analyze customer data, identify distinct segments, and recommend marketing approaches for each segment.

Question 1: What is the primary goal of customer segmentation in marketing?

A) To increase the total number of customers

B) To target all customers with the same marketing messages

C) To identify and group customers with similar characteristics and preferences

D) To eliminate certain customer segments to focus on others

Answer: C) To identify and group customers with similar characteristics and preferences

Explanation: Customer segmentation involves grouping customers based on shared characteristics and preferences. This allows the company to create targeted marketing strategies that resonate with each group.

Question 2: What data sources are most valuable for conducting customer segmentation?

A) Random demographic data

B) Purchase history, behavioural data, and survey responses

C) Social media followers’ profiles

D) General industry trends

Answer: B) Purchase history, behavioural data, and survey responses

Explanation: Purchase history, behavioural data, and survey responses provide insights into customer preferences, habits, and interests. These data sources are crucial for creating meaningful customer segments.

Question 3: Company Z identifies two customer segments: price-sensitive shoppers and brand-conscious shoppers. What marketing approach is suitable for the price-sensitive segment?

A) Premium pricing and exclusive offers

B) Targeted ads focusing on brand value

C) Discounts and promotions

D) Social media influencer collaborations

Answer: C) Discounts and promotions

Explanation: Price-sensitive shoppers are likely to respond well to discounts and promotions. This approach aligns with their preference for cost-saving opportunities.

Question 4: How does personalized marketing content benefit customer segmentation efforts?

A) It reduces the need for customer segmentation

B) It ensures that all customers receive the same messages

C) It increases customer loyalty and engagement

D) It decreases the need for analysing customer data

Answer: C) It increases customer loyalty and engagement

Explanation: Personalized marketing content resonates with individual customers, enhancing their engagement and loyalty. It reinforces the effectiveness of customer segmentation by addressing specific needs and preferences.

Question 5: Company Z wants to target high-value customers who make frequent purchases. Which marketing approach is most suitable for this segment?

A) Broad, general advertisements

B) Limited-time offers for new customers

C) Loyalty programs and exclusive rewards

D) Social media engagement campaigns

Answer: C) Loyalty programs and exclusive rewards

Explanation: High-value customers who make frequent purchases are likely to respond positively to loyalty programs and exclusive rewards. These strategies incentivize their continued engagement and purchases.

Case 4: Product Pricing Strategy

Company A, a consumer goods manufacturer, is launching a new product. They need help determining the optimal pricing strategy. Analyze market research, competitor pricing, and cost data to recommend a pricing strategy that maximizes revenue and market share.

Question 1: What is the primary goal of a product pricing strategy?

A) To set the highest possible price to maximize profit

B) To match competitors’ prices exactly

C) To attract customers with the lowest price possible

D) To balance maximizing revenue with market share objectives

Answer: D) To balance maximizing revenue with market share objectives

Explanation: The primary goal of a pricing strategy is to strike a balance between generating maximum revenue and gaining a competitive market share. It involves considering both the price customers are willing to pay and the company’s profitability goals.

Question 2: What role does competitor pricing play in determining a pricing strategy?

A) Competitor pricing should always be matched or undercut

B) Competitor pricing has no impact on the company’s pricing decisions

C) Competitor pricing provides insights into market benchmarks and customer perceptions

D) Competitor pricing is the sole factor in setting the product’s prices

Answer: C) Competitor pricing provides insights into market benchmarks and customer perceptions

Explanation: Competitor pricing helps a company understand how its prices compare to market norms and competitors. It also provides insights into how customers perceive the product’s value in relation to alternatives.

Question 3: What pricing strategy involves initially setting a lower price to quickly gain market share and attract customers?

A) Skimming pricing

B) Cost-plus pricing

C) Penetration pricing

D) Premium pricing

Answer: C) Penetration pricing

Explanation:  Penetration pricing involves setting a lower initial price to attract customers quickly and gain market share. This strategy aims to stimulate demand and establish the product in the market.

Question 4: Company A is introducing a luxury product with premium features. What pricing strategy is suitable for this scenario?

D) Competitive pricing

Answer: A) Skimming pricing

Explanation: Skimming pricing involves setting a high initial price for a product with unique or premium features. This strategy targets early adopters willing to pay a premium, and the price may be gradually lowered as demand grows.

Question 5: How does value-based pricing differ from cost-plus pricing?

A) Value-based pricing focuses solely on costs

B) Cost-plus pricing considers customer perceptions of value

C) Value-based pricing is unrelated to customer preferences

D) Cost-plus pricing relies on competitor pricing data

Answer: B) Cost-plus pricing considers customer perceptions of value

Explanation: Value-based pricing considers what customers are willing to pay based on the perceived value of the product. Cost-plus pricing, while considering costs, also factors in customer perceptions of value to determine a fair price.

Case 5: Financial Performance Analysis in Case Study Interview Questions

Company B, a financial services provider, is experiencing declining profitability. You’re tasked with analysing the company’s financial statements, identifying key drivers of the decline, and suggesting strategies to improve profitability.

Question 1: Which financial statement provides an overview of a company’s financial performance over a specific period, including revenues, expenses, and net income?

A) Balance Sheet

B) Statement of Cash Flows

C) Income Statement

D) Statement of Retained Earnings

Answer: C) Income Statement

Explanation: The Income Statement, also known as the Profit and Loss Statement, summarizes a company’s revenues, expenses, and net income for a given period, indicating its profitability.

Question 2: Company B’s declining profitability is indicated by a decreasing net income. What could be a potential reason for this decline?

A) Increasing revenues

B) Decreasing expenses

C) Rising costs

D) Growing customer base

Answer: C) Rising costs

Explanation: Declining profitability could result from rising costs that outpace any increase in revenues. If expenses, such as production or operating costs, are increasing without a proportional increase in revenue, it can lead to lower net income.

Question 3: Which financial ratio measures a company’s ability to meet its short-term obligations using its most liquid assets?

A) Debt-to-Equity Ratio

B) Current Ratio

C) Return on Equity (ROE)

D) Gross Margin Ratio

Answer: B) Current Ratio

Explanation: The Current Ratio measures a company’s ability to cover its short-term liabilities with its short-term assets, providing insight into its liquidity and short-term solvency.

Question 4: Company B’s Gross Margin Ratio has been decreasing. What does this decrease signify?

A) Increasing profitability

B) Decreasing efficiency in cost control

C) Improving sales revenue

D) Lowering operating expenses

Answer: B) Decreasing efficiency in cost control

Explanation: A decreasing Gross Margin Ratio suggests that the company’s cost of goods sold is increasing faster than its sales revenue. This indicates potential inefficiencies in cost management.

Question 5: What is one strategy Company B could implement to improve profitability based on financial analysis?

A) Increase advertising expenditure

B) Lower product prices

C) Reduce operating expenses

D) Expand production without analysing demand

Answer: C) Reduce operating expenses

Explanation: Reducing operating expenses is a common strategy to improve profitability. It can involve cost-cutting measures that do not compromise the quality of products or services.

Case 6: Supply Chain Optimization in Case Study Interview Questions

Company C, a retail chain, is facing challenges with its supply chain. There are issues related to inventory management, transportation, and supplier relationships. Your role is to identify inefficiencies and propose solutions to optimize the supply chain.

Question 1: What is the primary goal of supply chain optimization?

A) Maximizing inventory levels

B) Minimizing supplier relationships

C) Reducing transportation costs

D) Enhancing overall efficiency and effectiveness

Answer: D) Enhancing overall efficiency and effectiveness

Explanation: The primary goal of supply chain optimization is to improve the efficiency and effectiveness of the entire supply chain, from procurement to distribution, to achieve cost savings and better service.

Question 2: Company C is experiencing stockouts due to inefficient inventory management. What strategy can help address this issue?

A) Increasing order quantities to maintain higher inventory levels

B) Implementing a Just-In-Time (JIT) inventory system

C) Expanding the number of suppliers

D) Centralizing the distribution network

Answer: B) Implementing a Just-In-Time (JIT) inventory system

Explanation: A JIT inventory system involves maintaining minimal inventory levels and receiving goods only as needed. This strategy can help prevent stockouts while reducing excess inventory costs.

Question 3: What does the term “bullwhip effect” refer to in supply chain management?

A) A sudden increase in transportation costs

B) An unexpected drop in demand

C) The amplification of demand fluctuations as they move up the supply chain

D) A decrease in supplier responsiveness

Answer: C) The amplification of demand fluctuations as they move up the supply chain

Explanation: The bullwhip effect describes the phenomenon where small fluctuations in demand are amplified as they move up the supply chain. It can result in inventory imbalances and inefficient resource allocation.

Question 4: Company C has multiple suppliers for the same product. What benefit does this strategy offer?

A) It simplifies supplier relationships

B) It ensures redundancy in case of supply chain disruptions

C) It minimizes transportation costs

D) It leads to lower product quality

Answer: B) It ensures redundancy in case of supply chain disruptions

Explanation: Having multiple suppliers for the same product provides redundancy, reducing the risk of disruptions caused by issues with a single supplier. This strategy enhances supply chain resilience.

Question 5: What role does data analytics play in supply chain optimization?

A) It increases transportation costs

B) It eliminates the need for supplier relationships

C) It improves demand forecasting and inventory management

D) It leads to overstocking of inventory

Answer: C) It improves demand forecasting and inventory management

Explanation: Data analytics can help analyse historical data to forecast demand accurately, leading to improved inventory management. It helps avoid both stockouts and overstocking.

Case  7: Mergers and Acquisitions in Case Study Interview Questions

Company D is considering acquiring a competitor to strengthen its market position. You are responsible for evaluating the potential acquisition, analysing the financial health of the target company, and assessing the strategic fit between the two entities.

Question 1: What is the primary goal of a merger or acquisition?

A) To eliminate competition

B) To reduce the size of the acquiring company

C) To increase market share and strengthen competitive position

D) To replace the leadership of the acquiring company

Answer: C) To increase market share and strengthen competitive position

Explanation: The primary goal of a merger or acquisition is often to increase market share, enhance competitiveness, and achieve synergies that benefit both the acquiring and target companies.

Question 2: What is the due diligence process in the context of mergers and acquisitions?

A) A legal requirement for completing the acquisition

B) The final stage of negotiations between the two companies

C) The process of evaluating the target company’s financial health, operations, and risks

D) A process to dissolve the target company’s existing contracts

Answer: C) The process of evaluating the target company’s financial health, operations, and risks

Explanation: Due diligence involves a thorough assessment of the target company’s financials, operations, legal matters, and other aspects to ensure that the acquiring company has a clear understanding of what it is acquiring.

Question 3: What financial ratio helps evaluate the ability of the acquiring company to cover its debt obligations after the acquisition?

A) Return on Investment (ROI)

B) Price-to-Earnings (P/E) Ratio

C) Debt-to-Equity Ratio

D) Current Ratio

Answer: D) Current Ratio

Explanation: The Current Ratio measures a company’s ability to meet short-term obligations using short-term assets. It helps assess the company’s liquidity and ability to cover debt payments post-acquisition.

Question 4: What is a key consideration when assessing the strategic fit between the acquiring company and the target company?

A) Redundant products and services

B) Identical corporate cultures

C) Shared customer base

D) Complementary strengths and weaknesses

Answer: D) Complementary strengths and weaknesses

Explanation: Assessing the strategic fit involves evaluating how the strengths of the acquiring and target companies complement each other. This synergy can lead to enhanced competitiveness and value creation.

Question 5: What is a potential downside of a poorly executed merger or acquisition?

A) Enhanced market position

B) Decreased competition

C) Loss of key talent

D) Elimination of operational challenges

Answer: C) Loss of key talent

Explanation: A poorly executed merger or acquisition can result in cultural clashes, uncertainty, and loss of key talent from both the acquiring and target companies.

Case 8: Customer Satisfaction Enhancement in Case Study Interview Questions

Company E, a telecom provider, is receiving a high number of customer complaints. Your task is to analyse customer feedback, identify the root causes of dissatisfaction, and propose strategies to enhance customer satisfaction and retention.

Question 1: What is the primary goal of analysing customer feedback in this scenario?

A) To identify the most profitable customer segments

B) To determine the best marketing strategy

C) To improve customer satisfaction and retention

D) To reduce the number of customer complaints

Answer: C) To improve customer satisfaction and retention

Explanation: Analysing customer feedback helps identify areas of dissatisfaction and allows the company to implement strategies to enhance customer satisfaction and ultimately retain more customers.

Question 2: Company E finds that most customer complaints are related to call wait times and technical support. What action can be taken to address this issue?

A) Reduce the number of customer service representatives

B) Outsource customer support to a third-party provider

C) Invest in improving call centre efficiency and technical support quality

D) Discontinue customer support services

Answer: C) Invest in improving call centre efficiency and technical support quality

Explanation: To address complaints related to call wait times and technical support, Company E should invest in improving call centre efficiency and enhancing technical support quality to provide better customer experiences.

Question 3: What is the significance of identifying root causes of customer dissatisfaction rather than just addressing surface-level complaints?

A) Root causes are often too complex to address effectively

B) Surface-level complaints are typically more important to customers

C) Identifying root causes requires excessive resources

D) Addressing root causes leads to sustainable improvements

Answer: D) Addressing root causes leads to sustainable improvements

Explanation: Addressing root causes of dissatisfaction leads to more sustainable improvements, as it prevents the recurrence of similar issues and ensures a better overall customer experience.

Question 4: In terms of customer satisfaction, why is proactive communication important for Company E?

A) Proactive communication can replace the need for customer support

B) Proactive communication reduces customer expectations

C) Proactive communication demonstrates responsiveness and care

D) Proactive communication is more cost-effective than traditional advertising

Answer: C) Proactive communication demonstrates responsiveness and care

Explanation: Proactively communicating with customers demonstrates that the company is attentive to their needs and is actively working to address concerns. This builds customer trust and enhances satisfaction.

Question 5: What strategy can Company E use to incentivize loyal customers and encourage retention?

A) Increasing prices for existing customers

B) Offering discounts and special promotions to new customers only

C) Implementing a customer loyalty program with exclusive rewards

D) Reducing the quality of service to reduce costs

Answer: C) Implementing a customer loyalty program with exclusive rewards

Explanation: Implementing a customer loyalty program with exclusive rewards, discounts, and special benefits incentivizes loyal customers to stay with the company and builds stronger relationships.

Case 9: New Product Development in Case Study Interview Questions

Company F, a pharmaceutical company, is researching a new drug. You are tasked with conducting a feasibility analysis, including market demand, regulatory considerations, and potential risks, to guide the decision on whether to proceed with development.

Question 1: What is the purpose of conducting a feasibility analysis for a new pharmaceutical product?

A) To determine the cost of manufacturing the product

B) To forecast the revenue potential of the product

C) To assess the market demand, regulatory requirements, and potential risks

D) To develop the marketing strategy for the product

Answer: C) To assess the market demand, regulatory requirements, and potential risks

Explanation: Conducting a feasibility analysis for a new pharmaceutical product involves evaluating factors such as market demand, regulatory compliance, potential risks, and the overall viability of the product in the market.

Question 2: Why is understanding market demand crucial in the feasibility analysis of a new pharmaceutical product?

A) Market demand directly affects manufacturing costs

B) Market demand determines the revenue potential of the product

C) Market demand indicates the level of competition in the industry

D) Market demand influences regulatory approval

Answer: B) Market demand determines the revenue potential of the product

Explanation: Understanding market demand helps assess the potential sales and revenue of the new pharmaceutical product. It provides insights into the product’s attractiveness in the market and its potential success.

Question 3: What role do regulatory considerations play in the feasibility analysis of a new pharmaceutical product?

A) Regulatory considerations are irrelevant in the early stages of product development

B) Regulatory considerations determine the manufacturing process of the product

C) Regulatory considerations impact the product’s approval and market entry

D) Regulatory considerations solely affect the marketing strategy

Answer: C) Regulatory considerations impact the product’s approval and market entry

Explanation: Regulatory considerations are crucial in the pharmaceutical industry as they determine whether the product can gain approval for sale in the market. Compliance with regulations is essential for product success.

Question 4: What is a potential risk that should be evaluated in the feasibility analysis of a new pharmaceutical product?

A) Competitor market share

B) Manufacturing cost projections

C) Potential adverse effects on patients

D) Regulatory approval timelines

Answer: C) Potential adverse effects on patients

Explanation: Evaluating potential adverse effects on patients is an important risk consideration in pharmaceutical product development. Ensuring product safety is essential to regulatory approval and market success.

Question 5: What factor might influence the decision to proceed with the development of a new pharmaceutical product even if the feasibility analysis reveals potential risks?

A) Manufacturing costs

B) Market demand

C) Competitor strategies

D) Marketing budget

Answer: B) Market demand

Explanation: If the feasibility analysis indicates strong market demand and the potential for significant revenue, the company might still decide to proceed with development, taking necessary measures to mitigate the identified risks.

Case 10: Risk Management in Case Study Interview Questions

Company G operates in a highly regulated industry. They are concerned about compliance risks and data security. Your role is to assess the company’s risk exposure, identify potential risks, and recommend risk mitigation strategies.

Question 1: What is the primary goal of risk management in a highly regulated industry like Company G’s?

A) To eliminate all risks completely

B) To transfer all risks to external parties

C) To identify and mitigate risks to an acceptable level

D) To ignore risks that are unlikely to occur

Answer: C) To identify and mitigate risks to an acceptable level

Explanation: In a highly regulated industry, the goal of risk management is to identify potential risks, assess their impact, and implement strategies to mitigate or manage those risks to a level that is acceptable to the company.

Question 2: What is a compliance risk that Company G might face in its highly regulated industry?

A) Violation of industry regulations

B) High employee turnover

C) Lack of innovation

D) Strong competition

Answer: A) Violation of industry regulations

Explanation: Compliance risk refers to the potential of violating industry regulations or legal requirements. This risk can lead to legal consequences, fines, and reputational damage.

Question 3: Why is data security a significant concern for Company G in its risk management efforts?

A) Data security is not relevant in risk management

B) Data security is a competitive advantage

C) Data breaches can lead to financial losses and reputation damage

D) Data security only affects employees, not customers

Answer: C) Data breaches can lead to financial losses and reputation damage

Explanation: Data breaches can result in significant financial losses due to legal liabilities, regulatory fines, and reputation damage. Protecting sensitive data is crucial in risk management.

Question 4: What is the purpose of conducting a risk assessment in risk management?

A) To ignore potential risks

B) To transfer all risks to insurance providers

C) To prioritize risks based on their potential impact and likelihood

D) To eliminate all risks completely

Answer: C) To prioritize risks based on their potential impact and likelihood

Explanation: Risk assessment involves identifying, evaluating, and prioritizing risks based on their potential impact and likelihood. This helps allocate resources effectively to manage the most significant risks.

Question 5: What is a risk mitigation strategy that Company G can implement to address compliance risks?

A) Ignoring compliance regulations

B) Increasing employee turnover

C) Conducting regular compliance training and audits

D) Decreasing competition

Answer: C) Conducting regular compliance training and audits

Explanation: Conducting regular compliance training and audits helps ensure that employees understand and adhere to regulations, reducing the likelihood of compliance violations and associated risks.

Acing the Case Study Interview Questions

Case study interviews are a common component of the hiring process for business analysts. They aim to assess a candidate’s analytical thinking, problem-solving abilities, and decision-making skills in a real-world context. Here is a breakdown of how candidates can approach and excel in case study-based interviews:

-Define the Scope: Clearly define the scope of the problem. What are the key variables, stakeholders, and constraints involved? This step helps you narrow down the problem and focus your analysis.

-Gather Information: Gather relevant information from the case study materials provided. This might include financial data, market trends, customer feedback, etc. Take notes to keep track of important details.

-Analyse the Data: Apply your analytical skills to dissect the information you’ve gathered. Use frameworks or models relevant to the problem, such as SWOT analysis, Porter’s Five Forces, or a decision tree.

-Generate Hypotheses: Develop hypotheses about the potential causes of the problem. Consider multiple perspectives and explore various scenarios.

-Prioritize Solutions: Propose a range of solutions based on your analysis. Prioritize these solutions by weighing their pros and cons. Consider short-term vs. long-term impacts and the feasibility of implementation.

-Communication Skills: Effective communication is crucial. Present your findings and recommendations in a clear, structured manner. Use visual aids like charts or graphs to convey complex information.

-Justify Recommendations: Back up your recommendations with logical reasoning and evidence from the case study data. Explain why you believe your proposed solutions are the best course of action.

In conclusion, case study interviews serve as a pivotal component in evaluating the readiness and aptitude of business analysts for the dynamic challenges they will encounter in their roles. These interviews offer candidates the opportunity to showcase their problem-solving prowess, analytical thinking, domain expertise, and effective communication skills. By immersing candidates in realistic scenarios that mirror the complexities of real-world business challenges, case study interviews provide insights into how well candidates can navigate ambiguity, prioritize solutions, and make informed decisions. Ultimately, case study interviews play a crucial role in identifying candidates who possess the acumen and adaptability required to excel as business analysts, contributing to the success and growth of organizations across various industries.

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