Deloitte Consulting Case Presentation
Transcript of Deloitte Consulting Case Presentation
Mastering theMastering theCase InterviewCase Interview
Jones Graduate School of Management
© Deloitte Consulting 1999. All rights reserved.
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Agenda
Why Do Firms Conduct Case Interviews?
Dissecting the Case Interview
Key Thoughts to Remember
Mock Interviews
© Deloitte Consulting 1999. All rights reserved.
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Why Do Firms Conduct Case Interviews?
InterviewerInterviewer CandidateCandidate
Opportunity to learn about:– Experience– “Do I want to sit with this
person on an airplane?”
Opportunity to assess:– Critical thinking skills– Communication skills– Aptitude for consulting
Opportunity to demonstrate:– Communication skills– Focus– Problem-solving skills– Analytical abilities– Poise under pressure
Opportunity to learn about:– Type of work that the firm does– Personality of the firm
Case interviews provide both parties with information:
© Deloitte Consulting 1999. All rights reserved.
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Keys to the Case Interview
PreparationPreparation
EnthusiasmEnthusiasm
ComfortComfort
Practice, Practice, Practice.
Demonstrate why you want the opportunity.
Show you can think under pressure.Practice, Practice, Practice.
© Deloitte Consulting 1999. All rights reserved.
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What is it? An opportunity to evaluate five key skills:What is it? An opportunity to evaluate five key skills:
The Case Interview
ProblemIdentification
EffectiveCommunication
LogicalProcess
DataAnalysis
Use of aFramework
© Deloitte Consulting 1999. All rights reserved.
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The Case Interview:Problem Identification Skills
Make sure you understand the problem clearly before starting your response
Determine and focus on the salient issues
Ask clarifying and penetrating questions
Don’t hesitate to take a few minutes (or ask) to compose your thoughts
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The Case Interview:Logical Process
Determine your structure/framework after listening to the case – one method does not fit all cases
Build a sequence to get the facts you need (consider asking for them)
or
Develop a process to get to a point from which you can work
Make sure that your case response leads to a conclusion
Demonstrating the consultative process is more important than getting the “right” answer
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The Case Interview:Data Analysis
Determine what facts you have and which ones you need
Address the issues you have identified
Perform the appropriate calculations to support your hypotheses
Consider external perspectives: customers, competitors, suppliers
Consider the implications/applications of technology
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The Case Interview:Effective Communication
Listen carefully
Speak clearly and concisely
Demonstrate the logic to your analysis
Support and defend your points
Don’t lose your cool
Ask for feedback at the end
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The Case Interview:Use of a Framework
Cost/Benefit Analysis
Supply Chain/Value Chain
Porter’s Five Forces
Financial Statements
3Cs – Customer, Company, and Competition
4Ps – Product, Price, Promotion, Place
© Deloitte Consulting 1999. All rights reserved.
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The Case Interview:Plan Your Response
Take notes – bring paper and pencil/pen
Communicate your approach to the interviewer
Switch approach/framework during the response if you realize its not working
Be cognizant of time
Wrap it up!– Based on the facts you have gathered, draw a conclusion that
answers the interviewer’s question– Be prepared to “wrap it up” even if you run out of time
© Deloitte Consulting 1999. All rights reserved.
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There are different kinds of Case Study Questions...
Calculation / Market Sizing– Ex: What is the annual market size for golf balls in the
United States?
Business Strategy / Operations Problems– Ex: A large health-care company has brought in a team
of consultants to determine an appropriate strategy for improving profitability through growth in the size of its operations. They hope to reach their profitability goals over the next three years. As one of the consultants, what would you recommend that they do?
These types of questions will be the focus of today’s mock case interviews
© Deloitte Consulting 1999. All rights reserved.
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Key Ideas to Remember
Ask clarifying questions/think out loud
Use a framework to organize your thoughts
Don’t forget to look at the forest while walking among the trees
Structure is more important than the answer (most of the time)
RELAX and BE YOURSELF
© Deloitte Consulting 1999. All rights reserved.
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Practice, Practice, Practice
Mock Case Interviews
September 22, 2000
Jones Graduate Jones Graduate School of School of
ManagementManagement