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Casebooks are only useful to give you a rough sense of what the interviews will look like and what you have to do. Actual cases do not matter by the way, so they are all equal in that respect:. A math exercise will have a single right answer, and often a single right/best way to do it. Not so with the cases. These casebooks are just tools, a means towards an end. If you have a case book, any case book... you are good to go.

Now, the one thing you need to do to prepare well, is find someone who will give you the specific, relevant, actionable feedback YOU need to improve.

Hi,

I recommend the following approach:

1) Start with "Case in point" book - you can download this book for free everywhere. It's not the best guide on how you should approach the cases, however, it will give you the basic understanding.

2) Start practicing cases with partners here or find them locally. !!! Find experienced partners or coaches who can provide a good feedback!!!

3) Purchase and read Viktor Cheng Book (Amazon Kindle store) and listen to LOMS (his website). I recommend to reread the book and listen to LOMS every 15 cases. Every time, having more experience, you’ll be finding something new.

4) Practice fast math

• Learn how to multiply double digit numbers (https://www.youtube.com/watch?v=6ndkkPZYJHo)
• Learn the division table up to 1/11 (i.e. 5/6 = 83.3)
• Learn how to work with zeros (Hint: 4000000 = 4*10ˆ6)
• Use math tools (Mimir math for iOS), Math tool on Viktor Cheng website to practice

5) Below you can find a list of the most common case types and some high-level recommendations on structuring:

• Market sizing - structuring from the supply or demand side. Structuring using a formula or using an issue tree
• Profitability - basic profitability framework. Remember about different revenue streams and product mix
• Market context cases (Market Entry, New product, Acquisition, etc). Always start with the big picture "market". Finish with something specific to the case (e.g. How to enter?"). Structure it as if you are defining the work streams for the real project.
• Operational math problem (e.g. Should we increase the speed of an elevator or just buy a second one? How should we reduce the queues? Etc.) - Structuring as a process / value chain, with inflows, operations, and outflows
• Cost cutting - I provided the recommendations on structuring it here: https://www.preplounge.com/en/consulting-forum/operations-cases-mck-1105#a2134
• Valuation - Purely financial structure with cash flows, growth rate, WACC / hurdle rate, etc.
• Synergies - revenue synergies (price, qty, mix) and cost synergies (value chain).
• Social / economics cases (e.g. How to improve the quality of life in the city? How to increase the revenues of the museum?) - huge variability. Practice 3-5 social cases before the interview

6) Also, I would try to focus on the most common industries in the following priority(sorted by probability of getting a case): 1-retail and CPG; 2-airlines; 3-Telecom; 4-banking; 5-natural resources; 6-tech

7) ! Important: don't forget about the FIT interview part. Crafting you stories and backups stories will require a couple of weeks!

PS

Here is a good list of articles regarding the different parts of the case:

1) Start with clarifying questions:

https://www.preplounge.com/en/consulting-forum/clarifying-questions-1786#a3956

2) Communicating while structuring. Here is a long post by me on how to communicate the structure during the case study:

https://www.preplounge.com/en/consulting-forum/how-to-communicate-its-structure-for-the-case-study-1313#a2806

3) Using hypothesis. I made a post about hypothesis here:

https://www.preplounge.com/en/consulting-forum/how-to-state-a-hypothesis-and-match-to-the-structure-1156#a2268

4) Communicating while making calculations:

• Always tell the interviewer your approach
• Check with the interviewer that your approach is correct
• Come to the interviewer with some preliminary answers
• Check your assumptions with the interviewer

5) Communicating during the analysis of graphs / tables

• Take a minute to look at the graph. Read the graph title. Look at the graph type and define the type (pie chart, line chart, etc). Look at the legend (ask for clarifying questions if necessary). Identify whats going on on the graph. Look for: Trends, % structures. Look for unusual things - correlations, outliers,
• Make 3-4 conclusions from the graph. Think out loud on potential hypothesis on what could be the root cause / what are the consequences
• Prioritize the most important for your current analysis and move forward with the case

6) Communicating while having questions on creativity

• Ask an interview for a minute to think
• Think of several buckets of ideas (e.g. organic growth / non-organic growth / differentiation). Remember to think as big as possible
• Narrow down to each bucket and generate as many ideas as possible
• Present the structure (buckets) and then your ideas

7) Communicating your conclusion. You can find a good example I've posted here:

https://www.preplounge.com/en/consulting-forum/how-much-answer-first-should-the-conclusion-be-1231#a2493

8) Communicating your FIT stories

Use the top-down approach while communicating your stories. "The Pyramid Principle" is the must-read by ex McKinsey on this topic.

I recommend using the STAR framework:

• In Situation, you should briefly provide the context, usually in 1 or 2 sentences
• Task usually includes 2 or 3 sentences describing the problem and your objective.
• Then you provide a list of specific actions you took to achieve the goal. It should take 1 or 2 sentences per action (Usually 3-4 actions). Note that the interviewer can stop you any minute and ask for more details.
• The results part should have 1 or 2 sentences describing the outcomes. This part is finalizing your story - make sure it can impress the interviewer and stay in the memory.

Best!

Hi Sergei,

as for the resources you mentioned, the structures in Case in Point and Victor Cheng are not good enough nowadays.

As for Victor Cheng, if you start with a structure that is product, company, competitors and customers, you simply won't impress your interviewer. As for Case in Point, you have too many structures, not always MECE. They could have been good 5-10 years ago, but nowadays the level in a consulting interview has raised (partially because such books have become mainstream thus all candidates have access to them). As a consequence, you would have to refine them further to have a good performance in a case.

If you want to improve on the structuring part, I would recommend you either:

1) Invest time in doing good cases (ideally a minimum of 30, knowing that quality is more important than quantity) to develop/refine your own structures or

2) Book a coach/ ask help to current interviewers that can support you specifically to work on structuring and avoid generic ones

Hope this helps,
Francesco

Sorry about the rejection. You should always ask for feedback, with the understanding that it often will not be very useful. Sometimes, like in my case the first time I applied, the feedback even seemed geared towards another applicant (I was told I needed to do more extra-curricular / non-profit work, when this was exactly what set me apart from most of my classmates). Only sometimes will the feedback be useful, actionable and relevant.

Why is that? Well, ask yourself: the interviewer already took a pass on you, and has many other things to work on. What is his incentive to really spend time to help you? That's right, slim to nil.

Beyond this, also remember there are very few openings each year, and many more qualified candidates. This means MBB (and most consultancies really) will often have to reject outstanding people, some who may even have done everything right in the interviews. We all know that Harvard and Stanford reject outstanding candidates (acceptance becomes nearly random at some point), yet selectivity at MBB is much higher still.

Keep your chin up, McK rejecting your application doesn't say anything about you. Even better, he suggested you reapply next year - not everyone gets this feedback. Keep practicing (remain sharp), hopefully next year you'll have a better outcome.

Hi,

One of my friends had the following experience in McKinsey India a few months ago (copy pasting from the email she sent me):

Round 1 - Case Interview:

The client is a thermal power plant located in India, and is concerned with about coal procurement expenses. The client has no other plants or business interests. Explore this issue and suggest some methods to resolve any issues that you encounter.

Round 2 - Case Interview & Fit questions:

A well-known local retail bank in the Middle East is losing market share in a growing market. Its technology and service levels are as good as any of its foreign competitors. The CEO wants to know why this is happening and what else they can do.

Fit questions:

1. Tell us something about yourself.

2. Why consulting? You have work experience in logistics and supply chain - why not continue more in that direction?

3. Why McKinsey?

Round 3 - Case Interview (????)

How should India ensure that it wins the field hockey world cup in 2018?

(This was the toughest one for me and I was really confused, but managed to say something. Not sure how it went, but the first two rounds were good and so I got the offer!)

What do you think? How would you approach these cases? I am particularly curious about the third case. @Experts - your opinions are welcome!

Sorry for going anonymous, but I just want to ensure that my friend's identity is not compromised. :)

Hi,

MBB generally use written tests for entry-level candidates. I have personally gone through the McK recruiting process for a Senior Engagement Manager position (at a European office) very recently and I was not asked to take any test but I started straight with the case interviews. From my understanding, that is the general rule for experienced hires but exceptions might exist depending on geographies or your background (in my case I had previous consulting experience).

You could also confirm that by contacting the recruiting team of your target location.

I hope this helps,

Jacopo

Hi mate,

I've recently accepted an offer for McKinsey Sydney so I can give you a more recent assessment of the differences.

I'll breakdown my assessment into the Case interview and the PEI section.

The case interview differred in pace and content. Pace wise they moved quicker, didn't waste time on you rambling and will interrupt you more often. Be prepared of this, the key quote was "if it felt like I was moving quickly, it's because I felt you were doing well, so don't feel flustered as I interrupt and keep moving through the questions." The conversations are fast paced and you should feel ready to quickly outline your hypothesis and start spitballing with your Partner.

Content wise as you would know there is a large packet of case information available to the interviewers. My two Partner interviews barely touched the case information, in fact the Senior Partner just started talking in a very conversational manner, his exact words to begin the case. "Oh that's interesting, hey since you're interested in the services sector I've got this interesting problem that I hope you can help me with..." It was very fluid, the whole case lasted 15 minutes because it wasn't a structured Q1 Q2 structure.

I think the 2 key take aways from my interview experiences are that while real case practices are the gold standard, having the mental ‘muscle memory’ from talking out loud and being able to critically assess problems was also critical in my success. Furthermore being able to treat the interview as a friendly conversation helps in being more comfortable with the pacing.

Finally, the Personal Experience Interview were different in two ways, weighting and content. Firstly the PEI had more weighting than I expected during my interview rounds, especially the partner interviews. My preparation during first round for PEI was fairly light, writing down a few ‘head line stories’ on a notebook and hoping to be able to discuss the details as the interviewer asked. In reality the PEI section was literally 50% of your 60 minutes, going up to 60-70% in your partner interviews.

The feedback from my round 1 interviewers was that I should brush up on my stories to be more structured and detailed.

Secondly in the partner interviews they structured the questions differently, my final Senior Partner interview went like this:

"Talk about your leadership capabilities, but I want you to imagine you are on the front page of the newspaper, I want to see your 5 word Headline, and three dot points that are 10 words or less that described what you did."

They would ask questions such as “why did you choose to talk to X in this location?”, “what reactions were you looking for when you said that?” Unless you had really thought about your stories, these details would be hard to remember on the spot.

The key take away for the PEI section is that it is definitely a 1:1+ ratio for Case interviews to PEI, and your preparation should reflect this.

Good luck with your prep.

Cheers,

Lucas