When applying to top consulting firms, one of the most crucial stages of the interview process is the case interview. This format is designed to assess your analytical competencies, problem-solving skills, and ability to think strategically under pressure. Let's take a look at what to expect.
A case interview is a 30-minute simulation of a typical business project that consultants may have worked on. Cases provide a real example of an on-the-job experience and the assumption is that if a candidate is successfully able to tackle a case interview, he or she is also more likely to be a successful management consultant.
Case studies are the most important and usually the longest part of consulting interviews. In addition to the case study, the interview typically includes introductory small talk, a personal fit interview, and closing questions (see the illustration below).
Many companies review and standardize their consulting cases prior to a real interview to ensure that the case is neither too difficult nor too easy. Companies also ensure that a variety of skills are tested during the interviews.
The Typical Flow of a Case Interview
The case interview typically follows a structured flow to ensure that both the interviewer and the candidate cover all necessary aspects of the business problem. It involves the following phases:
1. Case Presentation and Problem Understanding
To start off, the interviewer will present a specific business problem or scenario. This could range from market entry considerations, to profitability issues, or organizational changes. The problem is usually based on real-world business issues that the consulting firm dealt with in the past.
You are expected to listen carefully, take notes, and clarify any points that are not clear to fully understand the scope and context of the problem.
👉 To get a better feeling for possible case prompts, check out the following beginner cases.
You have been hired to support the owner of a bike-shop as a business consultant. The bike-shop has suffered a significant revenue decline during the last year, and now the owner would like you to assess the situation and options for the way forward.
They want to know last year’s profit, i.e. how it was affected by the revenue decline, and what the priority actions are to survive the next year. (short term)
In addition they would like to understand the strategic competitive position of the shop better and how to increase revenues again mid- to long-term.
Our client (FastFood Co) is a fast-food company that has > 20 restaurants in the city. Recently, the business has encountered significant challenges, with net profit drops to negative.
The client wants us to help them turn around the business. How would you help them?
Afterwards, you outline a structured approach or framework to tackle the problem. Common frameworks include the SWOT analysis, Porter’s Five Forces, or the 4P's, with which you can structure your information. This step demonstrates your ability to break down complex issues into manageable parts.
However, keep in mind that it is not enough to simply memorize the standard framework concepts. While standard frameworks are useful for a rudimentary outline of a case problem, they need to be optimized and adapted to the individual case. Don't worry, as this is a skill you can develop, but it definitely requires thorough preparation and practice.
Once you have crafted your structure, clearly explain your framework to the interviewer, ensuring he or she understands your thought process and logical flow.
3. Analysis and Problem Solving
Next, you dive into the analysis. During the interview, your interviewer may provide additional data, charts or exhibits. Analyze this information to support your framework and build your argument. Formulate hypotheses based on your analysis and test them against the data provided. If needed, adjust your approach based on your new findings.
During the quantitative analysis, perform the necessary calculations to support your findings. This could include market sizing estimations, profitability calculations or a cost analysis. Good mental math skills will definitely help in this phase.
Mental Math Tool
Train your mental math skills and compete with the community!
Once you have worked through your structure, provide clear, and actionable recommendations based on your analysis. Use the Pyramid Principle of communication, highlight your key findings and explain how they address the problem.
You should also be ready to justify your suggestions with evidence from your analysis (i. e. data) and discuss possible next steps or further areas of investigation that the client may wish to consider.
After all, the interviewer may question your conclusions or ask for further clarification. Be prepared to defend your recommendations and discuss alternative perspectives.
After, all the best way to prepare for your interview is practice. Explore our Case Library with real examples now!
TrainCo is a manufacturer of rolling stock, or trains, with production sites in three European countries. The company has seen declining profitability over the past years; however, they are currently in a very good position to bid for and win a big contract for regional trains for a Swiss national rail company. They have asked you advise to them on whether they should place a bid for the contract.
Du befindest Dich derzeit in einem strategischen Projekteinsatz bei der Northern Retail Bank (NRB), die vor drei Jahren von einem Finanzinvestor übernommen wurde. Während des Mittagessens lädt Dich der CEO zu einem Espresso in sein Büro ein.
Dort erläutert er, dass der Finanzinvestor bestrebt ist, den Unternehmenswert der Bank zu steigern – möglicherweise für einen künftigen Verkauf oder Börsengang, weitere Details stehen zum jetzigen Zeitpunkt noch nicht fest. Gemeinsam mit Deinem Projektteam sollst Du nun Maßnahmen entwickeln, um die Profitabilität der Bank zu verbessern. Angesichts der Ergebnisse des letzten Geschäftsjahres und des intensiven Wettbewerbsdrucks sieht der CEO hier dringenden Handlungsbedarf.
Der CEO bittet Dich darum, in 30–45 Minuten in sein Büro zurückzukommen, um Deine fachkundige Einschätzung für erste konkrete Stellhebel zu diskutieren.
You have inherited the “Old Winery” from your grandfather, a winery that has been family-owned for five generations and can be dated back to the 16th century.
Half of the eleven hectares are used to grow white grapes, the other half to grow red grapes. They are grown in a conventional way, i.e. they are not organically farmed and certified. The vine stocks are in a good condition regarding age and care. Overall, the only ¼ of the harvest is made into wine by the winery itself; the rest is sold.
Your grandfather never wanted to change the image of the winery and left the managerial and administrative task to a young and energetic wine-maker. Due to the not so well-known brand, the demand for the “Old Winery” wine is currently rather low.
You do not intent to run the winery operatively, given your limited knowledge of winemaking, but find the idea of owning a winery exciting.
Your client, Eyes Inc., is a contact lens manufacturer situated in the US. They seek to increase their market share over the next two years and asked our company to for advice.
In what way would you approach the problem?
TexGroup is a family-owned German heritage company, now in its third generation of leadership. Specializing in high-quality, Made-in-Germany textiles, the company operates across four distinct product segments: TexCasual, TexPremium, TexSport, and TexProfessional. TexGroup supplies its products to a diverse portfolio of fashion brands, with a strong focus on the European market.
In recent years, TexGroup has faced increasing financial pressure, with steadily declining profit margins. The recently concluded 2024 fiscal year closed with a historically low EBIT margin of just 0.6%, raising serious concerns among management about a continued downward spiral that could push the company into financial losses.
To stop this negative trend and secure long-term success, TexGroup is seeking an external consulting team to setup and implement a structured turnaround program. The primary target is to achieve 10% sustainable EBIT margin within two years.
Note: During our assessment day, candidates could receive a laptop and an Excel file to analyze data and perform calculations. While this case can be solved without the Excel file, downloading it allows for a more pragmatic experience. Download the file here.
We are a profitable American provider of fire and water remediation services. We are generally hired by insurance companies to provide cleaning services in the wake of burning and flooding damages. We we would like your counsel on whether to enter the growing USA traditional residential cleaning market or not. Traditional housecleaning usually takes place 2-3 times per month.
StyleNow ist eine Online-Modemarke der Otto Group, die Damen- und Herrenbekleidung ausschließlich über den eigenen Onlineshop vertreibt. In den letzten drei Jahren ist der Umsatz kontinuierlich gewachsen – unter anderem durch den gezielten Ausbau des Sortiments um neue Kategorien und Marken. Die Profitabilität hat sich jedoch trotz des Wachstums deutlich verschlechtert und das Unternehmen hat im gerade abgeschlossenen Geschäftsjahr erstmals ein negatives Ergebnis erzielt. Der Vorstand von StyleNow bittet das Inhouse Consulting um eine Analyse der Ursachen sowie eine konkrete Handlungsempfehlung.
Hinweis zur Sprache: Zur besseren Lesbarkeit verwenden wir in diesem Case teilweise das generische Maskulin. Selbstverständlich sind damit alle Personen gleichermaßen gemeint.
Ihr Kunde ist in einem globalen Automobilkonzern dafür verantwortlich ein neues Produkt mit einem Volumen von 140.000 Fahrzeugen über den gesamten Produktionszeitraum auf den Markt zu bringen. Bedingt durch finanzielle Anspannung liegt ein besonderer Fokus auf den Kosten.
Ein Automobilhersteller hat zu einer Strategiekonferenz mit dem Vorstand eingeladen. Es soll die zukünftige Positionierung des Unternehmens diskutiert werden. Sie sind als Speaker in der Konferenz eingeplant und sollen einige Fragestellungen beantworten, die Sie vom Vorstand erhalten haben.
Grundsätzlich kommt es dem Unternehmen darauf an, mit der strategischen Ausrichtung einen mittel- bis langfristigen Wettbewerbsvorteil auf dem Markt zu erlangen.
You’re a consultant based in Germany who is currently en route to a client in France who sells golf balls. You’re thinking about the client trying to figure out how large the market is for golf balls in France in terms of number of balls purchased each year.
CleanWave is a leading branded manufacturer of dishwashing products in Germany, primarily selling dishwashing tabs and liquids.
During the Covid period (2020–2021), the company experienced unusually strong growth in revenues and profits. Since 2022, however, CleanWave’s revenues and profitability have declined significantly.
Management believes this is mainly driven by weaker consumer demand and increased price pressure.
You are asked to:
- Estimate the size of the German dishwashing market
- Analyse the drivers of CleanWave’s declining revenues and profits
- Understand the impact of Covid and post-Covid market dynamics
- Develop strategic recommendations for CleanWave going forward
Our client is the company “DekoKonzept”, which primarily sells home accessories and small furniture. DekoKonzept generates approximately €700M in revenue and operates mainly in Germany, with some presence in other European countries. The company is particularly represented through physical stores in major German cities and downtown areas but is also expanding its online shop significantly.
A variety of outdated and often self-developed IT systems are currently used for core processes such as procurement, warehousing, and point-of-sale operations.
DekoKonzept is also facing the challenge that its ERP system (SAP ECC 6.0) will soon no longer be officially supported by SAP. Therefore, they aim to migrate to the successor system SAP S/4HANA as soon as possible. This migration presents an opportunity to review, standardize, and harmonize many of the existing processes and systems. The next step is to further assess and evaluate the impact on costs, budget, and scope.
Note: This case is interviewer-led. The cases in our interviews are more candidate-led. In this case, you take the lead and manage the entire case from start to finish. So be prepared for this when you apply to us.
Your client is NovaBank, a fast-growing European digital bank offering current accounts, debit cards and credit cards.
Over the past year the value of fraudulent card transactions has increased significantly. NovaBank relies on a rule-based fraud system, for example blocking transactions above certain amounts or coming from unusual locations. The system has two problems: it misses many sophisticated frauds, and it blocks a large number of legitimate customer payments.
NovaBank is considering replacing or complementing its rules with a machine-learning model, and has asked BCG X to assess whether machine learning can materially improve fraud detection, how the solution should be designed, what value it could generate, and how to roll it out without damaging the customer experience.
You are part of a deal team preparing for a pitch to a fast-growing B2B industrial services company.
The company provides specialized technical and operational services to manufacturing clients. It operates in a mature European market, but the client believes it can grow faster than the market through customer wins, cross-selling, and operational efficiency improvements.
The client has shared its own DCF valuation. The valuation implies a significantly higher value than comparable companies in the market. Your task is to review the model, identify the key assumptions driving the valuation, challenge the valuation where appropriate, and prepare a constructive discussion for the pitch.
Onlinestar, an online retailer of furniture and garden products (core business), has grown significantly in recent years as a result of an expansion of its product portfolio. The company mainly imports goods from Chinese manufacturers but also operates its own production of cat lavatories (special business) in Eastern Europe.
The company sells its goods via Amazon and eBay, and recently via an online shop on its website. Despite this development, the financial ratios have deteriorated in recent years. In particular, the gross profit margin decreased significantly. Combined with a significant increase in shipping costs, this led to a negative result for the first time in the recently ended fiscal year and a resulting strained financial situation. Against the background of expected stagnating sales for the current financial year, short-term action is required.
The board of Onlinestar asks you for an analysis of the reasons for the negative result as well as a derived recommendation for action. As a consultant, you should bring in your knowledge in online trading and develop solutions. In addition, the management board would like to receive a sales and gross profit plan from you for the current financial year.
Your client is a leading luxury automotive OEM. The company has recently launched its first fully electric flagship vehicle, internally called Project Aurora. The model is priced in the ultra-luxury segment and represents a major departure from the company’s traditional portfolio.
- It is the brand’s first five-seater vehicle.
- It emphasizes comfort, practicality and daily usability more than track-oriented performance.
- It features a futuristic aerodynamic design that differs strongly from the brand’s traditional styling language.
- It uses software and acoustic engineering to recreate some of the emotional cues that customers associate with combustion-engine vehicles.
Initial reactions have been polarized. Some analysts believe the company is modernizing its brand and preparing for the future of luxury mobility. Others argue that Project Aurora risks damaging the company’s iconic identity and alienating core customers. After the unveiling, investor reaction was negative.
The client has hired your consulting team to answer one key question: What should the company’s EV strategy be over the next five years?
Our client is a mid-sized health insurance provider called SureHealth with annual revenues of $2.4 billion. The company has experienced a steady rise in administrative claims processing costs and has seen a recent uptick in fraudulent claims. Senior leadership believes that leveraging AI in the claims assessment process could have significant benefits.
They have allocated a budget of $10 million over the next three years to implement AI solutions, but they are uncertain how to prioritize to reduce fraudulent claims and administrative processing costs.
Poker Inc. is currently operating four casinos in Royal City. Competitors are right now planning to open up a rival casino in Kingsville.
Poker Inc. has hired our company in order to assess the consequences of the possible competitor opening and what strategies Poker Inc. should follow.
Your client is the Government of Indonesia, specifically a joint committee formed between a few key ministries including the Ministry of Marine Affairs & Fisheries, Ministry of Tourism and Ministry of Environment & Forestry.
Indonesia is one of the largest developing countries in the world, with a population of about 285M people and an average monthly income of only USD 500. Located in Southeast Asia, Indonesia is actually a vast archipelago comprised of 17,000 islands, giving it one of the longest and most complex coastlines in the world. It is also part of the Coral Triangle, an area demarcated by scientists as the global epicenter of marine diversity.
Your client tells you that Indonesia's once pristine coral reefs have seen a rapid decline over the past decade. They have come to you for help and want to figure out what is causing the problem.
Problem definition: Our client is Korean Car Parts (KCP), a multi-national original equipment manufacturer (OEM) of car parts based in Korea. They've recently seen a decline in profits and have brought us in to understand how to address this falling profitability.
========================================================
To get a deep-dive explanation of the case leadership behind this case, please read this article: Candidate-Led Cases: What to Expect With Example Cases
This case is part one of a series. The goal of this series is to demonstrate how an identical case prompt (and corresponding framework) could lead to multiple different outcomes. The goal is to train you to adjust to case information in an agile and adaptable way.
The 2nd part of the series can be found here:
Case - BCG Hot Wheels Part 2 With Video Solution
Mastering the case interview is a crucial step in securing a consulting job. To perform well, you need to demonstrate structured thinking, analytical skills, and clear communication while solving a real-world business problem.
The interview typically follows a structured flow, starting with an introduction and resume discussion, followed by the case presentation, where you clarify the problem and outline a logical framework. From there, you analyze data, test hypotheses, and apply quantitative skills to arrive at well-supported recommendations. Finally, you summarize your findings and engage in a discussion to defend your approach.
Success in case interviews comes down to practice. Familiarizing yourself with common frameworks is useful, but true preparation involves adapting them to different cases, improving your problem-solving speed, and refining your communication. By structuring your thoughts clearly, staying flexible in your approach, and confidently presenting your findings, you’ll increase your chances of impressing your interviewer and landing an offer at a top consulting firm. 🚀
Let's Move On With the Next Articles:
The Personal Fit Interview
Basics of Case Interviews
The personal fit interview is a crucial part of the selection process in consulting. It’s often underestimated by candidates who tend to focus on the challenging case interviews only. But the personal fit interview is just as important! It’s all about determining if you’ll fit well within the team and align with the company culture. Read this article to find out why the personal fit interview matters so much and how to prepare effectively.
Consulting interviews are not just about your skills and knowledge — companies also want to see how well you align with their culture and values, often called "personal fit". This part of the interview is your chance to show you’re a natural addition to the team.
Here’s a look at three common personal fit questions and some tips on how to answer them confidently and thoughtfully.
[Common personal fit interview questions: Why consulting? Why this company? Tell me about yourself.]
Every case interview has a certain structure. An important factor on how your case interview is going to proceed is if the interview is interviewer-led or candidate-led.
We’d like to explain the two interview formats – candidate-led cases and interviewer-led cases – highlight their differences, and provide you with tips on how to excel in each of them.
