case study how to interview

• 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?
• What to remember in case interviews
• Case examples or building blocks?
• How do I prepare for case interviews
• Interview day tips
• How we can help

1. The key to landing your consulting job.

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

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

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

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

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

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

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

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

Let's dive right in and find out!

Professional help

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

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

Case Academy Course

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

Coaching options

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

Explore mentoring

Now, back to the article!

2. What is a case interview?

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

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

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

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

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

Some examples of case study questions might be:

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

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

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

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

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

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

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

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

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

2.1.1. Application screen

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

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

2.1.2. Aptitude tests and online cases

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

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

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

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

2.1.3. Rounds of Interviews

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

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

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

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

2.2. Differences between first and second round interviews

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

There are three key differences between the two rounds:

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

2.3. What skills do case interviews assess?

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

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

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

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

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

2.1.1.One: Probing mind

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

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

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

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

2.1.2. Structure

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

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

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

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

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

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

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

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

2.1.3. Problem Solving

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

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

2.1.4. Numerical Agility

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

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

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

2.1.5. Communication

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

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

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

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

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

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

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

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

Prep the right way

3. types of case interview.

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

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

3.1. Different case objectives

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

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

3.2. How do interviewers craft cases

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

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

3.3. Candidate-led cases

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

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

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

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

3.4. Interviewer-led cases

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

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

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

3.5. Case and fit

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

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

To illustrate, here is the typical case interview timeline:

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

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

NB: No case without fit

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

3.5.1 Differences between firms

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

3.5.2. The McKinsey PEI

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

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

3.6. What is different in 2023?

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

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

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

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

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

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

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

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

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

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

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

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

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

3.6.1. Automated fit interviews

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

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

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

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

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

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

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

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

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

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

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

4.1. Identify the problem

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

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

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

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

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

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

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

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

This is summarised here:

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

4.2. Build your problem driven structure

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

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

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

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

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

4.2.1 Issue trees

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

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

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

4.2.2 Hypothesis trees

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

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

4.2.3 Other structures:structured lists

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

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

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

4.2.4 Structures in practice

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

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

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

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

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

4.2. Lead the analysis

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

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

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

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

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

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

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

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

4.4. Provide recommendations

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

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

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

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

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

So, how do we do it right?

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

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

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

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

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

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

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

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

4.5. What if I get stuck?

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

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

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

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

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

5. What to remember in case interviews

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

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

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

5.1. An overall clear structure

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

5.1.1 Structured notes

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

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

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

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

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

5.1.2 Structured communication

There will be three main types of communication in cases:

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

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

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

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

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

5.1.3 Structured framework

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

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

5.1.4 Structured calculations

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

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

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

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

5.2. Common business knowledge and formulas

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

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

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

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

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

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

5.2.1 Business sector concepts

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

5.2.1.1. Revenue

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

Revenue = Volume x Price

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

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

5.2.1.2. Costs

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

Costs = Fixed Costs + Variable Costs

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

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

5.2.1.3. Profit and profit margin

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

Profit = Revenue - Costs

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

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

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

Profit margin = Profit/Revenue x 100

5.2.1.4. Break-even point

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

Revenues = Costs (Fixed costs + Variable costs)

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

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

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

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

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

5.2.1.5. Market share and market size

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

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

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

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

5.3 Public sector and NGO concepts

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

5.3.1 Quantifiability

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

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

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

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

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

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

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

5.3.1 Impact

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

5.4 Common consulting concepts

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

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

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

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

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

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

5.4.2 The Pareto Principle

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

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

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

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

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

5.4.3 The Pyramid Principle

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

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

6. Case examples or building blocks?

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

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

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

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

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

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

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

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

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

6.1 Estimates and segmentation

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

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

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

6.2 Profitability

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

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

6.3 Pricing

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

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

6.4. Valuation

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

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

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

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

6.5. Competitive interaction

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

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

6.6. Special cases

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

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

The first question addressed to the candidate is the following:

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

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

7. How Do I prepare for case interviews

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

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

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

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

7.1. Solo practice

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

• Mental math

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

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

7.2. Preparation with a partner

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

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

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

7.2.1. Peer preparation

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

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

7.2.2. Preparation with a consultant

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

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

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

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

7.3. Practice for online interviews

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

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

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

7.4. Fit interviews

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

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

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

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

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

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

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

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

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

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

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

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

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

8. Interview day - what to expect, with tips

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

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

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

8.1. Getting started

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

8.1.1. First impressions

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

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

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

8.1.2. Down to business

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

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

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

8.1.3. Analysis

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

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

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

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

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

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

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

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

8.1.4. Recommendation

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

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

8.1.5. Wrapping up

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

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

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

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

8.2. Remote and one-way interview tips

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

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

8.2.1. Connection

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

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

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

8.2.2. Dress

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

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

8.2.3. Lighting

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

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

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

8.2.4. Clarity

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

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

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

9. How we can help

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

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

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

You can find out more on our coaching page:

Explore Coaching

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

You can read more here:

Comprehensive Mentoring

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

• McKinsey examples
• BCG examples
• Bain examples
• Deloitte examples
• Other firms' examples
• Case books from consulting clubs
• Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• Profitability case with ex-McKinsey manager (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

• Foods Inc and GenCo case samples  (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide (by IGotAnOffer)
• Written cases guide (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (by IGotAnOffer) - See below

3. Bain case interview examples

• CoffeeCo practice case (Bain website)
• FashionCo practice case (Bain website)
• Associate Consultant mock interview video (Bain website)
• Consultant mock interview video (Bain website)
• Written case interview tips (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Digital transformation case with ex-Bain consultant
• Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)
• Retail Strategy practice case  (Deloitte website)
• Finance Strategy practice case  (Deloitte website)
• Talent Management practice case (Deloitte website)
• Enterprise Resource Management practice case (Deloitte website)
• Footloose written case  (by Deloitte)
• Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

• Case interview workbook (by Accenture)
• Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

• Leisure Club case example (by OC&C)
• Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

• Wumbleworld case sample (Oliver Wyman website)
• Aqualine case sample (Oliver Wyman website)
• Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

• Promotion planning case question (A.T. Kearney website)
• Consulting case book and examples (by A.T. Kearney)
• AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

• Presentation overview with sample questions (by Strategy& / PWC)
• Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

• Case interview example video walkthrough   (L.E.K. website)
• Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

• Transit oriented development case webinar part 1  (Roland Berger website)
• Transit oriented development case webinar part 2   (Roland Berger website)
• 3D printed hip implants case webinar part 1   (Roland Berger website)
• 3D printed hip implants case webinar part 2   (Roland Berger website)
• Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

• Case interview example video walkthrough  (Capital One website)
• Capital One case interview guide (by IGotAnOffer)

12. EY Parthenon case interview examples

• Candidate-led case example with feedback (by IGotAnOffer)

14. Consulting clubs case interview examples

• Berkeley case book (2006)
• Columbia case book (2006)
• Darden case book (2012)
• Darden case book (2018)
• Duke case book (2010)
• Duke case book (2014)
• ESADE case book (2011)
• Goizueta case book (2006)
• Illinois case book (2015)
• LBS case book (2006)
• MIT case book (2001)
• Notre Dame case book (2017)
• Ross case book (2010)
• Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

Related articles:

• Hacking the Case Interview

This is a complete guide to case interviews for beginners. Whether you have no idea what a case interview is or have just started preparing for consulting interviews, we’ll walk you through the case interview fundamentals.

Case interviews can seem complicated, confusing, and difficult to learn. However, with the right knowledge and strategies, case interviews can be fairly straight forward and mastered by anyone.

In this complete guide to case interviews for beginners, we’ll cover:

Introduction to Case Interviews

Purpose of case interviews, key components of a case interview, types of case interviews, case interview preparation strategies for beginners, case interview practice cases for beginners, common case interview beginner mistakes to avoid, case interview beginner tips for success.

• Beginner Case Interview Resources for Further Learning

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.

What is a case interview?

Case interviews are a special type of interview that every single consulting firm uses. They are almost exclusively used by consulting firms, although some companies with ex- consultants may also use them.

A case interview, also known as a “case” for short, is a 30 to 60-minute exercise in which you and the interviewer work together to develop a recommendation or answer to a business problem.

These business problems can be anything that real companies face:

• How can Amazon increase its profitability?
• What can Apple do to increase customer retention?
• How should Tesla price its new electric vehicle?
• Where should Disney open another Disneyland theme park?

Case interviews simulate what the consulting job will be like by placing you in a hypothetical business situation. Cases simulate real business problems that consulting firms solve for their clients. Many case interviews are based on actual projects that interviewers have worked on.

While consulting projects typically last between 3 to 9 months, case interviews condense solving the business problem into just 30 to 45 minutes.

Case interviews can cover any industry, including retail, consumer packaged goods, financial services, energy, education, healthcare, government, and technology.

They can also cover a wide range of business situations, including entering a new market, launching a new product, acquiring a company, improving profitability, and growing revenues.

Although case interviews cover a wide range of industries and business situations, no technical or specialized knowledge is needed.

Unless you are interviewing for a consulting firm that specializes in a particular industry or function, cases are designed to be solved by someone that has general business knowledge.

Nailing your case interviews is critical to getting  into consulting . There is no way to get a consulting job offer without passing your case interviews.

What are examples of a case interview?

Here is an example of what a perfectly solved case interview looks like:

Here is another example of what a case interview looks like. This case interview is one where the interviewer leads most of the interview.

Here is a third example of a case interview. In this case interview, the candidate leads most of the interview. We’ll cover the difference between interviewer-led and candidate-led case interviews later in the article.

Finally, here is a fourth example of what a case interview looks like. This case is primarily focused on market sizing. We’ll cover what market sizing is and how to solve it later in the article.

Why are case interviews used?

Case interviews are the best way for consulting firms to predict which candidates will make the best consultants. Case interviews do not predict this perfectly, but they come quite close.

Since case interviews simulate the consulting job by placing you in a hypothetical business situation, interviewers use case interviews to see how you would perform as a hypothetical consultant.

Many of the skills and qualities needed to successfully complete a case interview are the same skills and qualities needed to successfully finish a consulting case project.

Case interviews also give you a sense of whether you would like the consulting job. If you find case interviews interesting and exciting, you’ll likely enjoy consulting. If you find case interviews dull and boring, consulting may not be the best profession for you.

What do case interviews assess?

Case interviews assess five different qualities or characteristics: logical and structured thinking, analytical problem solving, business acumen, communication skills, and personality and cultural fit.

1. Logical and structured thinking : Consultants need to be organized and methodical in order to work efficiently.

• Can you structure complex problems in a clear, simple way?
• Can you take tremendous amounts of information and data and identify the most important points?
• Can you use logic and reason to make appropriate conclusions?

2. Analytical problem solving : Consultants work with a tremendous amount of data and information in order to develop recommendations to complex problems.

• Can you read and interpret data well?
• Can you perform math computations smoothly and accurately?
• Can you conduct the right analyses to draw the right conclusions?

3. Business acumen : A strong business instinct helps consultants make the right decisions and develop the right recommendations.

• Do you have a basic understanding of fundamental business concepts?
• Do your conclusions and recommendations make sense from a business perspective?

4. Communication skills : Consultants need strong communication skills to collaborate with teammates and clients effectively.

• Can you communicate in a clear, concise way?
• Are you articulate in what you are saying?

5. Personality and cultural fit : Consultants spend a lot of time working closely in small teams. Having a personality and attitude that fits with the team makes the whole team work better together.

• Are you coachable and easy to work with?
• Are you pleasant to be around?

All of these five qualities can be assessed in just a 30 to 60-minute case interview. This is what makes case interviews so effective in assessing consulting candidates.

What companies give case interviews?

Case interviews are primarily used by management consulting firms (e.g., McKinsey, BCG, and Bain), but they are also used by some technology companies (e.g., Meta, Google) and private equity firms (e.g., KKR, Blackstone) that have a lot of ex-consultants.

Management consulting firms that give case interviews

• EY-Parthenon
• PwC and Strategy&
• Roland Berger
• Oliver Wyman

Technology companies that give case interviews

• Microsoft (including LinkedIn)
• Capital One

Private equity firms that give case interviews

• The Blackstone Group
• Bain Capital

When are case interviews given?

Case interviews are given in nearly every single round of interviews. During first round consulting interviews expect 1-2 case interviews. During final round consulting interviews , expect another 2-4 case interviews.

The only round of interviews that will not have a case interview is the initial phone screen with a recruiter. They will ask primarily resume and behavioral interview questions.

First round interviews are heavily focused on case interviews. There will typically be few behavioral or fit interview questions asked. Each case interview is typically 30 to 40 minutes each. Behavioral or fit interview questions may take up less than 10 minutes.

Final round interviews have a bit more focus on behavioral and fit interview questions, but the vast majority of time is still spent on case interviews. Each case interview is typically 40 to 60 minutes each. Behavioral or fit interview questions may take up to 40 minutes.

As you can see, case interviews are the primary way that management consulting firms assess and select candidates.

There are seven key components or steps of a case interview: understanding the case background, asking clarifying questions, structuring a framework, kicking off the case, solving quantitative problems, answering qualitative questions, and delivering a recommendation.

1. Understanding the case background

The case interview will begin with the interviewer giving you the case background information. Let’s say that the interviewer reads you the following:

Interviewer: Our client, Coca-Cola, is a large manufacturer and retailer of non-alcoholic beverages, such as sodas, juices, sports drinks, and teas. They have annual revenues of roughly $30 billion and an operating margin of roughly 30%. Coca-Cola is looking to grow and is considering entering the beer market in the United States. Should they enter?

As the interviewer reads this, take notes. It is important to understand what the objective of the case is and keep track of information.

One strategy for taking notes effectively is to turn your paper landscape and draw a vertical line to divide your paper into two sections. The first section should be roughly two-thirds of the page while the second section will be one-third of the page.

Take notes in the second section of your page:

After the interviewer finishes giving the case background information, confirm that you understand the situation and objective. Provide a concise synthesis like the following:

You: To make sure I understand correctly, our client, Coca-Cola, is a large manufacturer and retailer of non-alcoholic beverages. They are looking to grow and our objective is to determine whether or not they should enter the U.S. beer market.

Interviewer: That sounds right.

Make sure your synthesis is concise. You do not want to regurgitate verbatim everything that the interviewer has said. Only mention the most important pieces of information.

You should also make sure you verify the objective of the case. Answering or solving the wrong case objective is the quickest way to fail a case interview.

2. Asking clarifying questions

Next in the case interview, you’ll have the opportunity to ask questions before you begin thinking about how to solve the case.

At this point, only ask questions that are critical for you to fully understand the case background and objective. You’ll be able to ask more questions later.

Types of questions you should ask:

• Asking for a definition of a term you’re unfamiliar with
• Asking for information that strengthens your understanding of the company or situation
• Asking questions that clarify the objective of the case
• Asking to repeat information you may have missed

You might ask a few questions like the following:

You: Is Coca-Cola looking to specifically grow revenues or profits?

Interviewer: Coca-Cola wants to grow profits.

You: Is there a particular financial goal or metric Coca-Cola is trying to reach within a certain time frame?

Interviewer: They are looking to grow annual profits by $2 billion within 5 years.

You: Great. Those are all the immediate questions I have for now.

3. Structuring a framework

After you understand the case background and objective of the case interview, lay out a framework of what areas you want to look into in order to answer or solve the case.

A case interview framework is simply a tool that helps you structure and break down complex problems into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

When creating a framework, it is completely acceptable to ask the interviewer for a few minutes of silence to write out a framework.

You: Would you mind if I take a few minutes to structure my thoughts and develop a framework to tackle this case?

Interviewer: Of course, go ahead.

For this case example, what do you need to know in order to help Coca-Cola decide whether or not they should enter the beer market?

You might brainstorm the following questions:

• Does Coca-Cola know how to produce beer?
• Would people buy beer made by Coca-Cola?
• Where would Coca Cola sell its beer?
• How much would it cost to enter the beer market?
• Will Coca-Cola be profitable from doing this?
• How can Coca-Cola outcompete competitors?
• What is the market size of the beer market?

This is not a very structured way of tackling the case, so organize these ideas into a framework that has 3 – 4 broad areas, also called “buckets”, that you want to investigate.

An easy way to develop these buckets is to ask yourself, what 3 – 4 things must be true for you to 100% recommend that Coca-Cola should enter the beer market.

In an ideal world. These four things would need to be true:

• The beer market is an attractive market with high profit margins
• Competitors are weak and Coca-Cola will be able to capture significant market share
• Coca-Cola has the capabilities to produce an outstanding beer product
• Coca-Cola will be extremely profitable

You can rephrase these points to be the broad categories in your framework. You can write your framework in the first section of your paper:

Next, let’s add a few bullets under each category to give more detail on exactly what information we need to know to decide whether Coca-Cola should enter the beer market.

This entire process of brainstorming ideas and developing a structured framework should only take a few minutes.

How do you come up with a framework so quickly?

Most candidates make the mistake of either using a single memorized framework for every case or memorizing multiple different frameworks for different cases.

The issue with memorized frameworks is that they aren’t tailored to the specific case you are solving for. When given an atypical business problem, your framework elements will not be entirely relevant.

Interviewers can easily tell that you are regurgitating memorized information and not thinking critically.

Instead of memorizing frameworks, I recommend memorizing a list of 8 - 10 broad business elements, such as the following:

When given a case, mentally run through this list and pick the 3-4 elements that are most relevant to the case. This will be your framework. If the list does not give you enough elements, brainstorm and add your own elements to your framework.

This strategy guarantees that your framework elements are relevant to the case. It also demonstrates that you can create unique, tailored frameworks for every business problem.

Using this strategy for this case, you would run through your list of memorized business elements and select the following:

This strategy is a shortcut for creating unique tailored frameworks for every business problem. You do not need to develop a framework entirely from scratch every time.

Now that you have your framework, turn your paper to face the interviewer and walk them through it.

You: To decide whether or not Coca-Cola should enter the market, I want to look into four main areas.

One, I want to look into the beer market attractiveness. Is this an attractive market to enter? I’d want to look into areas such as the market size, growth rate, and profit margins.

Two, I want to look into the beer competitive landscape. Is this market competitive, and will Coca-Cola be able to capture meaningful market share? I want to look into questions such as the number of competitors, how much market share each competitor has, and whether competitors have any competitive advantages.

Three, I want to look into Coca-Cola’s capabilities. Do they have the capabilities to succeed in the beer market? I want to look into things such as whether they have the expertise to produce beer, whether they have the distribution channels to sell beer, and whether there are any existing synergies they can leverage.

Four, I want to look into expected profitability. Will Coca-Cola be profitable from entering the beer market? I want to look into areas such as expected revenues, expected costs, and how long it would take to break even.

The interviewer might ask a few questions on your framework, but will otherwise indicate whether they agree or disagree with your approach.

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

4. Kicking off the case

If this is an interviewer-led case, the interviewer will propose which area of your framework they would like to dive deeper into. They might say something like the following:

Interviewer: Your framework makes sense to me. Why don’t we start by estimating the size of the U.S. beer market.

If this is a candidate-led case, you will be expected to propose an area to look into. There is no right or wrong area to start first. Propose any area of your framework as long as you have a reason for it.

You could say something like:

You: To start, I’d like to look into the beer market attractiveness. I’d like to first understand the market size to determine if the beer market is an attractive market.

If you end up picking an area that the interviewer does not want you to explore, they will redirect you to an area that they do want you to explore.

The two styles of case interviews are nearly identical. The only difference is whether or not you have to proactively propose what area to explore first and what area you want to explore next.

5. Solving quantitative problems

Expect to perform calculations and analyze charts and graphs during your case interview.

Market sizing questions are one type of quantitative question you may get asked.

Let’s say the interviewer asks you:

Interviewer: What is the market size of beer in the U.S.?

Most candidates jump right into the math, stating the U.S. population and then performing various calculations. Doing math without laying out a structure often leads to making unnecessary calculations or reaching a dead-end.

Laying out an upfront approach helps avoid these mistakes and demonstrates that you are a logical, structured thinker.

For this market sizing problem, you could structure your approach in the following way:

• Start with the U.S. population
• Estimate the percentage that are legally allowed to drink alcohol
• Estimate the percentage that drink beer
• Estimate the frequency in which people drink beer
• Estimate the average price per can or bottle of beer

Multiplying these steps together gives you the answer. By laying out an approach up front, the interviewer can easily understand how you are thinking about the problem. With the right structure, the rest of the problem is simple arithmetic.

Sometimes the interviewer will give you numbers to use for these calculations. Other times, you’ll be expected to make assumptions or estimates.

When performing your calculations, make sure to do them on a separate sheet of paper. Calculations often get messy and you want to keep your original paper clean and organized.

A sample answer to this question could look like this:

You: To estimate the market size of beer in the U.S., I’m going to start with the U.S. population. Then, I’ll estimate the percentage that are eligible to drink alcohol. I’ll then estimate the percentage of the remaining population that drinks beer.

If we take this and multiply it by the frequency in which people drink beer and the average price per can or bottle of beer, we will find an estimate for the market size. 

Does this approach make sense to you?

Interviewer: Makes sense to me.

You: Great. I’ll assume the U.S. population is 320M people. Assuming the average life expectancy is 80 years old and an even distribution of ages, roughly 75% of the population can legally drink alcohol.

This gives us 240M people. Of these, let’s assume 75% of people drink beer. That gives us 180M beer drinkers.

Let’s say on average, a person drinks five beers a week, or roughly 250 beers per year, assuming roughly 50 weeks per year.

This gives us 180M * 250 = 45B cans or bottles of beer.

Assuming the average can or bottle of beer costs $2, this gives a market size of $90B.

You should not only answer the question, but tie the answer to the case objective.

In other words, how does knowing the U.S. market size of beer help you decide whether or not Coca-Cola should enter the market?

You could say something like the following:

You: Given that Coca-Cola has annual revenues of $30B, a $90B beer market represents a massive opportunity. The market size makes the beer market look attractive, but I’d like to understand if beer margins are typically high and determine how much market share Coca-Cola could realistically capture.

A second type of quantitative question you could be asked is to calculate profit or profitability. The interviewer may ask you:

Interviewer: Assume that a 12-ounce can of beer sells for $2 on average. To produce a keg of beer, it costs $100 for raw materials, $95 for labor, and $75 for storage. If a keg of beer holds 1,800 oz. of beer, what is the profit margin for beer?

Make sure you structure your approach and connect your answer to the case objective.

A sample answer could look like:

You: To calculate the profit margin for beer, I will first calculate the total costs to produce a keg of beer. Next, I will divide the volume of a keg by the volume of a can to determine how many cans a keg of beer produces.

Afterwards, I will divide the total cost of producing a keg of beer by the number of cans in a keg of beer to determine the cost per can.

Finally, I can use the price and cost per can of beer to calculate the margin of beer. Does this approach make sense to you?

You: Great. The total cost of a keg of beer is $100 plus $95 plus $75, or $270. The number of cans of beer in a keg is 1,800 oz. divided by 12 oz., or 150 cans.

Therefore, the cost per can of beer is $270 divided by 150 cans, or $1.80. Since the average price of beer is $2 per can, the profit is $0.20 per can. This makes the margin $0.20 divided by $2 or 10%.

Compared to Coca-Cola’s overall operating margin of 30%, the beer market profit margin of 10% is significantly lower. Although the market size for beer is large, the low margin makes the beer market less attractive.

A third type of quantitative question you could get asked is interpreting charts and graphs. The interviewer may show you the following:

A helpful strategy is to start your analysis by explaining what the axes of the chart show. This will help you understand the chart better.

Next, don’t just read what numbers the chart shows, but interpret what those numbers mean for the case objective.

A sample answer might look like the following:

You: For this chart, we have market share on the y-axis and different categories of beer on the x-axis. For each category, we see that market share is concentrated among a few large players. This implies a highly competitive market with high barriers to entry. Because of this, the beer market does not look attractive because it is so competitive.

6. Answering qualitative questions

In addition to asking quantitative questions during the case interview, the interviewer will also ask qualitative questions.

One type of qualitative question you could get asked are brainstorming questions. For example, the interviewer might ask:

Interviewer: What are the barriers to entry in the beer market?

Most candidates answer by listing ideas that immediately come to mind:

• Brewing equipment
• Beer production expertise
• Distribution channels

This is a highly unstructured way of answering the question. Make sure to use a simple structure to organize your thoughts.

A simple structure, such as thinking about barriers to entry as either economic barriers or non-economic barriers, helps facilitate brainstorming and demonstrates logic and structure.

With this structure, you might come up with the following answer:

Have a simple structure when answering qualitative questions. Examples of other simple structures to use include the following:

Additionally, take your answer and connect it to the case objective. In this example, are these barriers to entry high or low? Do you think Coca-Cola can overcome these obstacles to enter the beer market?

You might answer this question in the following way:

You: I’m thinking of barriers to entry as economic barriers and non-economic barriers. Economic barriers include things such as equipment, raw material, and other capital. Non-economic barriers include: beer brewing expertise, brand name, and distribution channels.

Looking at these barriers, I think it will take Coca-Cola a lot of work to overcome these barriers. While Coca-Cola does have a brand name and distribution channels, they lack beer brewing expertise and would have to buy a lot of expensive equipment and machinery. These barriers make entering the beer market difficult.

Another type of question you could get asked are business opinion questions, such as the following:

Interviewer: Do you think there are significant production synergies in producing non-alcoholic beverages and producing beer?

As always, structure your answer and connect your answer to the case objective.

Here is a sample answer:

You: Production involves equipment, raw materials, and labor. There is likely some overlap in equipment, such as using the same bottling machines, but Coca-Cola will likely need new equipment for brewing beer.

Raw materials, on the other hand, are completely different. Coca-Cola will need to source barley, hops, and yeast, which it currently does not use in its existing beverages.

Finally, the same labor can be used, but employees will need new training since producing beer is fairly different from producing a non-alcoholic drink.

Overall, I think there are only a few production synergies that Coca-Cola can leverage, which makes entering the market a bit more difficult.

7. Delivering a recommendation

You’ve done a ton of work so far in the case interview and now it is time to put everything together into a recommendation.

Throughout the interview, you should have been making notes of key takeaways after each question you answer.

Take a look at the key takeaways you’ve accumulated so far and decide whether you want to recommend entering the beer market or not entering the beer market:

• The U.S. beer market size is $90B compared to Coca-Cola’s annual revenue of $30B
• The beer market profit margins are 10% compared to Coca-Cola’s average margin of 30%
• The beer market is highly concentrated across all categories
• Barriers to entry are moderate
• There are some synergies with existing production

There is no right or wrong recommendation, as long as you support your recommendation with reasons and evidence.

Regardless of what stance you take, make sure you have a firm recommendation. You do not want to be flimsy and switch back and forth between recommending entering the market and not entering the market.

Secondly, make sure your recommendation is clear and concise. Use the following structure:

• Clearly state what your recommendation is
• Follow that with the 2 - 3 reasons that support your recommendation
• State what potential next steps would be to further validate your recommendation

The conclusion of the case might look like the following:

Interviewer: Let’s say that you bump into the CEO of Coca-Cola in the elevator. He asks you what your preliminary recommendation is. What do you say?

You: I recommend that Coca-Cola should not enter the U.S. beer market for the following three reasons.

One, although the market size is fairly large at $90B, the margins for beer are just 10%, significantly less than Coca-Cola’s overall operating margin of 30%.

Two, the beer market is very competitive. In all beer segments, market share is concentrated among a few players, which implies high barriers to entry. Coca-Cola lacks beer brewing expertise to produce a great product that existing incumbents have.

Three, there are not that many production synergies that Coca-Cola can leverage with its existing products. Coca-Cola would need to buy new equipment, source new raw materials, and provide new training to employees, which will be time-consuming and costly.

For next steps, I want to look into Coca-Cola’s annual expected profits if they were to enter the U.S. beer market. I hypothesize that they will be unable to achieve an increase in annual profits of $2B within five years, but I’d like to confirm this through further analysis.

What are the different types of case interviews?

Case interviews cover a wide variety of functions and business situations. However, there are six common case interview business situations that account for the majority of all case interviews: profitability, market entry, growth, pricing, merger and acquisition, and new product.

There is a very high chance that you’ll see these types of case interviews in your first-round and final-round consulting interviews.

1. Profitability case interviews

Profitability cases ask you to identify why a company is experiencing a decline in profitability and what they should do to address it. This is the most common business situation for case interviews.

To solve these types of cases, you’ll need to understand quantitatively, what is the driver causing the decline in profits? You will need to determine whether revenues have gone down, costs have gone up, or both have occurred.

Afterwards, you’ll need to understand why this is happening. Once you understand this, you can brainstorm potential ideas and prioritize the solutions that are the most impactful and feasible to implement.

2. Market entry case interviews

Market entry cases ask you to determine whether a company should enter a new market. This is the second most common business situation for case interviews.

To make this decision, you’ll need to assess whether the market is attractive, how strong competitors are, whether your company has the capabilities to enter, and what the expected profitability is.

3. Growth case interviews

Growth cases ask you to determine how a company can best increase its revenues.

To solve this case, you’ll need to identify all of the major ways the company can grow.

Should the company grow organically by targeting new geographies or customer segments?

Should they grow by launching new products and services?

Instead, should the company grow inorganically by acquiring or forming a partnership with another company?

Once you have identified all of the major opportunities for growth, you can prioritize the opportunities that are the most impactful and feasible.

4. Pricing case interviews

Pricing cases ask you to determine how to set the optimal price on a product or service. To do this, you’ll need to consider different factors.

How much does the product cost to produce? You don’t want to price the product too low such that you have a loss on each sale.

How much are customers willing to pay for the product? You don’t want to price the product too high such that no customer is willing to purchase your product.

How much are competitors setting prices for similar products? You don’t want to price the product too high such that customers choose to purchase competitor products.

Considering each of these points will help you determine the right price to set.

5. Merger and acquisition case interviews

Merger and acquisition cases ask you to determine whether a particular company should be acquired.

To solve this case, you’ll first need to understand what the reason is for the acquisition. In most cases, the company will be looking to grow its revenues and profits.

Then, you’ll need to assess whether the market that the acquisition target plays in is attractive, whether the acquisition target itself is attractive, whether there will be any meaningful synergies, and whether the financials of the acquisition make sense.

These considerations will help you determine whether the acquisition should be made.

6. New product case interviews

New product cases ask you to determine whether a company should create and launch a particular new product.

To solve this case, you’ll need to assess whether the product’s market is attractive, whether the product meets customer needs, whether the product is superior to competitor products, whether the company has the capabilities to create and launch the product, and what the expected profitability is.

These considerations will help you make a smart and informed decision.

W hat are the different formats of case interviews?

There are three major formats of case interviews: traditional case interviews, written case interviews which assess presentation and communication skills more heavily and group case interviews which assess teamwork and collaboration more heavily.

1. Traditional Case Interview

The traditional case interview is the format that accounts for 80 to 90 percent of all case interviews. It is the format we have covered so far in which you and the interviewer work together to develop a recommendation or answer to a business problem.

The traditional case interview starts with the interviewer explaining the case background information to you. The case interview ends after you have delivered your recommendation to the interviewer.

There are two styles of traditional case interviews, candidate-led case interviews and interviewer-led case interviews.

• Candidate-led case interviews : You will be driving the direction of the case. You will propose what area of your framework to start in, what questions you would want to answer, what analyses you would want to do, and what the next step is to solve the case. If you go down the wrong direction, the interviewer will steer you back on course, but you ultimately decide what to do next.
• Interviewer-led case interviews : The interviewer will be steering and controlling the direction of the case. The interviewer will point you to which questions to answer, what analyses to do, and what the next step is to solve the case.

2. Written Case Interview

Written case interviews are much less common than traditional case interviews.

For written case interviews, you will be given a packet of information at the beginning of the interview. This packet usually has between 20 to 40 pages of graphs, charts, tables, and notes. You’ll be given information on the case background and the objective of the case.

In some written case interviews, you may also be given a list of important questions to answer. In other written case interviews, you’ll only be given the primary business problem you are asked to answer.

You’ll then have 1 to 2 hours to analyze the information packet and then make 3 to 5 slides to present your analysis and recommendation to the interviewer.

In some written case interviews, you’ll have to create these slides completely from scratch. In other written case interviews, you’ll have pre-filled slide templates that you will fill out with your analysis and work.

For written case interviews, you’ll be working by yourself. The interviewer will leave the room to let you work and then return when time is up to hear your presentation. During the presentation, the interviewer may ask follow-up questions on your work and findings.

3. Group Case Interview

Group case interviews are also much less common than traditional case interviews.

For group case interviews, you’ll be put into a group of 3 to 6 people with other candidates that are also interviewing for the same consulting job you are interviewing for. The group will be given materials which contain the case background, objective, and all of the information needed to solve the case.

You’ll then have 1 to 2 hours to work together as a group to create a slide presentation that summarizes your work and recommendation.

During this time, the interviewer will be listening in on the discussions and conversations that the group will have, but they will not interfere or answer any questions.

Once the time is up, your group will deliver your presentation to the interviewer, who may also ask follow-up questions on the work and findings.

For group case interviews, there is a heavy emphasis on assessing how well you work in a team. Consultants spend almost all of their time working closely in small teams, so teamwork and collaboration are essential.

Interviewers will assess you on criteria such as the following:

• Can you make meaningful contributions while working in a group?
• Are you easy to work with?
• Can you handle conflict and disagreement with teammates?
• Do you bring out the best ideas and qualities in other people?

How long does it take to prepare for case interviews?

Candidates typically spend 60 to 80 hours preparing for case interviews, equivalent to 6 to 8 weeks of preparation. However, exceptional candidates with strong business and communication skills might need as little as 4 weeks. Those lacking a business background could require as long as 12 weeks.

We have seen exceptional candidates pass their consulting interviews and receive offers from McKinsey, BCG, or Bain in just one or two weeks. We have also heard of candidates spending more than 100 hours preparing for case interviews, but receiving no consulting offers.

There are four factors that impact how much time you’ll need to dedicate to preparing for case interviews. Assessing these factors will help you set expectations for the amount of time you should expect to spend.

1. Natural intuition and ability

Case interviews require a strong business intuition and excellent communication skills. Some people will have a higher baseline on these skills than others.

If you have studied business in school or have worked a job that does similar work to consulting, you’ll likely already have a good business intuition. If you give speeches, presentations, or participate in debates frequently, you’ll likely already have good communication skills.

Although these abilities can be learned by anyone, some people will naturally have strong abilities to start with. For these people, they will likely need to spend less time preparing for case interviews than the average person.

2. Learning speed

Some people are faster learners than others. There are many skills you’ll need to learn and develop to be proficient in case interviews, such as structuring a framework, developing a hypothesis, solving math problems , and delivering a recommendation.

These skills require no specialized knowledge or expertise. Anyone can learn and master these skills with enough practice. However, some people will pick up these skills faster than others.

3. Quality of practice

The quality of your practice determines how quickly you can learn and master case interviews.

If you practice with case interview partners that don’t know how to properly deliver a case interview and provide feedback, you’ll learn much more slowly than someone practicing with a consultant who has given interviews before.

Similarly, if the practice cases you use are not representative of an actual case interview or don’t have outstanding model answers, you’ll learn much more slowly than someone using high-quality practice cases.

4. Consulting firm requirements

The amount of time needed to prepare for case interviews also depends on the consulting firms that you are applying for.

The top three consulting firms, McKinsey, BCG, and Bain, have the highest standards and requirements when assessing a candidate’s case interview capabilities. Less prestigious consulting firms may have a lower bar that you need to pass.

If you are recruiting for McKinsey, BCG, and Bain, you’ll likely need to spend more time preparing for case interviews than someone recruiting for Deloitte or Accenture.

When should I begin preparing for case interviews?

Given that it takes candidates on average 60 to 80 hours to prepare for case interviews, you should begin preparing for case interviews at least 6 to 8 weeks in advance. To give yourself adequate time, you should ideally start preparing 16 to 24 weeks in advance.

Preparing 16 to 24 weeks in advance provides sufficient buffer time. You may find yourself too busy to prepare for case interviews during some weeks. You may also realize that you have significant skill or capability gaps as you start preparing, requiring more time to improve.

Preparing for case interviews more than 24 weeks in advance should not be necessary. 

Often times, candidates that start preparing too early will burn themselves out from having done too many practice cases. This often happens right before interviews begin, which leads to poor outcomes.

To avoid burning yourself out, start preparing for interviews ideally 16 to 24 weeks in advance and a minimum of 6 to 8 weeks in advance.

How do I prepare for case interviews?

There are seven steps to preparing for case interviews.

1. Understand what a case interview is

The first step in preparing for consulting case interviews is to understand exactly what case interviews are.

Case interviews are a special type of interview that every single consulting firm uses. They typically take 30 – 60 minutes and involve you working with the interviewer to solve a business problem and provide a recommendation.

When you are familiar with what case interviews are, it is important to know what a great case interview performance looks like.

Knowing what a great case interview performance looks like will facilitate how quickly you learn case interview strategies in the next step.

Before continuing onto the next step, you should be familiar with:

• The overall objective of a case interview
• The structure and flow of a case interview
• The types of questions you could get asked
• What a great case interview performance looks like

2. Learn the right strategies

Now that you have sufficient background knowledge, the next step in preparing for case interviews is to learn the right strategies to build good case interview habits.

It is much more effective to learn the right case strategies the first time than to learn poor strategies and try to correct them later.

The quickest, most efficient way to learn these strategies is to go through our Comprehensive Case Interview Course .

If you prefer reading case interview prep books instead, the three I recommend are:

• The Ultimate Case Interview Workbook
• Case Interview Secrets

Hacking the Case Interview provides strategies on exactly what to do and what to say in every step of the case interview. It is a concise and straight to the point guide. I recommend this book as the first book to read for beginners.

Case Interview Secrets teaches core concepts such as the issue tree , drill-down analysis, and a hypothesis driven approach. It illustrates these concepts through stories and anecdotes. If you have read Hacking the Case Interview, I recommend also reading this book to get perspectives from a second author. Check out our full review of Case Interview Secrets .

Case in Point provides a ton of specific and complex frameworks. However, you likely won’t be using many of these in an actual case interview because many of them are overly complex and specific. If you have time, it may be useful to skim through this book. Check out our full review of Case in Point .

At the bare minimum, read either the first or second book. If you have the time, read the first two books so that you can get strategies from two different authors.

Make sure to spend sufficient time learning the right strategies before starting to practice cases. It is ineffective to practice cases if you have no idea what strategies to practice and refine.

Before moving onto the next step, you should at least have strategies for the following parts of a case interview:

• Developing unique and tailored frameworks
• Solving quantitative problems
• Answering qualitative questions
• Delivering a recommendation

3. Practice 3-5 cases by yourself

Once you have learned the right strategies, the next step in case interview prep is to practice.

When practicing case interviews, it is usually better to practice with a case interview partner than to practice by yourself . Casing with a partner better simulates the real case interview experience.

However, when you are just starting to practice, I recommend doing the first 3 – 5 cases by yourself.

There are three reasons for this:

• You can get the hang of the case interview structure and format much more quickly working by yourself rather than having to wait to schedule a time with a partner
• There are many aspects of case interviews that you can practice without a partner, such as structuring a framework and solving quantitative problems. You can get much more practice working through these parts by yourself
• You may have difficulty finding a case interview partner if you are a complete beginner. Without having done any cases, you likely won’t know how to properly give a case or provide good feedback

4. Practice 5-10 cases with a partner

The next step in preparing for case interviews is to case with a partner.

Casing with a partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to improve on unless you practice live with a partner.

When practicing cases with a partner, ensure you are spending enough time after cases to deliver feedback.

For a case that takes around 30 – 40 minutes, spend at least 15 – 20 minutes for feedback. Much of your learning and improvement will come from these feedback sessions.

Do not move onto the next step until you have done at least 5 – 10 cases and are beginning to feel comfortable with case interviews.

5. Practice with a former or current consultant

At this point, I highly recommend asking former or current consultants to give you a practice case. This will significantly help you prepare for case interviews.

Doing a mock case with a former or current consultant is highly advantageous because they know exactly how to run cases and give feedback. You’ll receive incredibly helpful feedback that your previous case partners likely missed.

If you feel that you are plateauing with your case partner, that is a sign you should do a mock case interview with a former or current consultant.

You can find former or current consultants among:

• People you met during the consulting recruiting process
• Your broader LinkedIn network

I would not ask a consultant that is involved with the consulting recruiting process for a case too prematurely. Although these practice cases are not evaluative, some firms will actually make note of how well you perform during the practice case.

At this point, you will have accumulated a long list of improvement areas from all of the different people you have cased with.

6. Work on your improvement areas

In this step of preparing for case interviews, you will work on strengthening and fine-tuning your improvement areas. Examples of common improvement areas include:

• Creating a more complete and mutually exclusive framework
• Performing math calculations quicker or more smoothly
• Providing more structure to your qualitative answers
• Leading the case more proactively
• Delivering a more succinct recommendation

Try to focus on improving one thing at a time. This is much more effective than trying to improve everything at once.

For some areas, such as math, it will be better to work independently. For other areas, such as learning to proactively lead the case, it will be better to work with a case partner.

If you are looking for more cases, look at the resources listed in step four. If you are looking for specific drills or practice problems for a particular part of a case interview, check out The Ultimate Case Interview Workbook .

Do not move onto the next step until you have finished working on all of your improvement areas.

7. Stay sharp

If you have progressed this far, congratulations! You have almost finished preparing for case interviews.

Once you feel that you have no more improvement areas to work on, the key is to not burn yourself out by doing too many unnecessary cases.

While each case that you do makes you slightly better, there is a point when doing too many cases can create case fatigue right before your interview. Case fatigue can negatively impact your interview performance.

On the other hand, you also don’t want to go weeks without having done a case. You may end up forgetting strategies or become rusty and slow.

Once you have achieved case mastery, I recommend doing no more than 2 cases per week in the weeks leading up to your interview. This ensures that you remain sharp for case interviews, but don’t have case fatigue.

What resources should I use to prepare for case interviews?

Here are our three resources that we recommend for case interview prep.

These resources teach the best case interview strategies that you only need to learn once. These strategies are robust, effective, and will help you stand out from the hundreds or thousands of other candidates competing for a consulting job offer.

• 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.
• 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.

If you’re looking for free resources, you can check out:

1. Learn case interviews in 30 minutes video (embedded below)

2. Other videos on the HackingTheCaseInterview YouTube channel

3. MBA casebooks with 700+ free practice cases

4. Free practice cases from consulting firm websites (see next section of article for links)

The best practice cases for beginners are those that will most closely resemble the actual case interview you’ll get on interview day.

Below, we’ve consolidated official practice cases from all of the top consulting firms:

• McKinsey Diconsa case interview :  Non-profit case focused on deciding whether to leverage a chain of convenience stores to deliver basic financial services to inhabitants of rural Mexico. Great practice case for the non-profit sector.
• McKinsey Electro-light case interview :  New product launch case focused on deciding whether a beverage company should launch a new sports drink. Outstanding case to practice interpreting various charts and graphs.
• McKinsey GlobaPharm case interview :  Acquisition case focused on deciding whether a large pharmaceutical company should acquire a smaller startup. This case has very difficult math calculations that you can practice.
• McKinsey National Education case interview : Non-profit case focused on helping an Eastern European country’s Department of Education improve their school system. Another great practice case for the non-profit sector.
• BCG airline case interview :  Profitability case focused on helping a low-cost carrier airline improve profitability. This was an interactive case that was previously on BCG's website, but they took it down. We've linked our YouTube video that walks through it though, for you to follow along.
• BCG drug case interview :  Pricing case focused on helping a pharmaceutical company determine the optimal price for a new drug. This was an interactive case that was previously on BCG's website, but they took it down. We've linked our YouTube video that walks through it though, for you to follow along.
• Bain PrintCo case interview : Market entry case focused on helping a restaurant menu printing company decide whether to enter the electronic restaurant menu market. This case is in a video format and is helpful in understanding what an associate consultant-level interview looks like (post-undergraduate role).
• Bain NextGen Tech case interview : Partnership case focused on helping a wearable computer device company determine which cellular network company to partner with in order to make $1B over the next two years. This case is in a video format and is helpful in understanding what a consultant-level interview looks like (post-MBA role).
• Bain CoffeeCo case interview :  Market entry case focused on helping a friend decide whether she should open a coffee shop in Cambridge, England. This case is on the simpler, more basic side.
• Bain FashionCo case interview :  Profitability case focused on identifying how a fashion retailer can increase revenues. This case is on the simpler, more basic side.
• Oliver Wyman Wumbleworld case interview practice :  Profitability case focused on helping a theme park operator in China improve profitability. This case is fairly basic, but provides great practice for interpreting charts and graphs and practicing case math.
• Oliver Wyman Aqualine case interview practice :  Revenue case focused on helping a small powerboat manufacturer identify sales growth opportunities. This case is fairly basic, but provides great practice for interpreting charts and graphs and practicing case math.
• LEK Theater Co. case interview example : Revenue growth case focused on helping a theater location increase revenues. This is a very short case in a video format.
• LEK Market sizing example : This video provides an example of how to estimate the market size for medical consumables by general practitioners in the United Kingdom. The video is short and provides a great example on how to structure an approach to market sizing.
• Roland Berger transit-oriented development case example : Profitability case focused on helping a local public transit operator improve its profits. This case is split into two videos, part one and part two .
• Roland Berger 3D printed hip implant case example : Market entry case focused on helping the client assess whether additive manufacturing and the selling of hip implants is an attractive business. This case is split into two videos, part one and part two .
• Deloitte Engagement Strategy: Federal Agency V : Strategy case focused on addressing the Agency’s employee engagement issues as the organization shifts to a customer service model
• Deloitte Recreation Unlimited : Strategy case focused on driving 40% annual growth in direct-to-consumer digital channels over the next five years
• Deloitte Strategic Vision: Federal Benefits Provider : Strategy case to develop a strategy to help the Agency institutionalize the goals of their 10-year vision within its work culture
• Deloitte MedX: The Smart Pill Bottle : Business technology case focused on rolling out a new patient portal
• Deloitte Architecture Strategy: Federal Finance Agency : Business technology case focused on developing an implementation plan for a new, shared enterprise architecture solution
• Deloitte Finance strategy: Federal Health Agency : Strategy case focused on identifying programs that will receive additional funding and ensuring accountable use of funds
• Deloitte Talent Management: Federal Civil Cargo Protection Bureau : Strategy case to review and revamp the current human capital operational practices of the agency
• Deloitte Footloose case interview practice : Strategy case focused on helping a footwear company decide whether to focus on growing in the work boot sector of the market or the casual boot sector of the market. This case provides great practice for interpreting multiple different pieces of data simultaneously.
• OC&C Hotel and Casino Co. case interview practice :  Business strategy case from OC&C Strategy Consultants focused on helping a hotel and casino operator decide what they should do with their health club business, whether they should divest it, grow it, or acquire another player in the market. This case helps illustrate the difference between good answers and excellent answers.
• OC&C Whisky Co. case interview practice :  Profitability case focused on helping a whiskey manufacturer and distributor determine how to increase profitability. This case helps illustrate the difference between good answers and excellent answers.

For even more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

Case Interview Beginner Mistake #1: Lack of Structure

Failing to establish a clear framework for approaching the problem can lead to a scattered and unorganized response. It's important to outline a structured approach to solving the case.

Case Interview Beginner Mistake #2: Making Assumptions Without Clarification

Assuming information without seeking clarification can lead to incorrect conclusions. It's crucial to ask thoughtful questions to gather all necessary details.

Case Interview Beginner Mistake #3: Ignoring the Importance of Communication

Effective communication is key. Failing to articulate your thought process clearly or not actively engaging with the interviewer can hinder your performance.

Case Interview Beginner Mistake #4: Overlooking the Objective

Some candidates get so engrossed in solving the problem that they lose sight of the ultimate goal - providing actionable recommendations. Make sure your analysis leads to a clear conclusion.

Case Interview Beginner Mistake #5: Rushing Through the Case

Time management is crucial. Rushing through the case without taking the time to think critically about the problem can result in incomplete or inaccurate solutions.

Case Interview Beginner Mistake #6: Neglecting Quantitative Analysis

Many cases involve numerical data. Failing to perform thorough quantitative analysis or making calculation errors can be a significant setback.

Case Interview Beginner Mistake #7: Ignoring Alternative Perspectives

Tunnel vision can be detrimental. Failing to consider alternative viewpoints or approaches to the problem may lead to overlooking valuable insights.

Case Interview Beginner Mistake #8: Focusing Too Much on Memorized Frameworks

While frameworks are useful, relying too heavily on memorized approaches can lead to a superficial understanding of the case. It's important to adapt your framework to the specific context.

Case Interview Beginner Mistake #9: Neglecting to Check Assumptions

Sometimes, candidates make assumptions that are later proven to be incorrect. It's important to periodically revisit and validate your assumptions as you gather more information.

Case Interview Beginner Mistake #10: Lack of Practice and Preparation

Insufficient practice and preparation can lead to nervousness and poor performance during the actual interview. It's important to simulate case interview scenarios to build confidence and proficiency.

Case Interview Beginner Tip #1: Understand the Business Objective

The quickest way to fail a case interview is to answer or address the wrong business problem. Therefore, when the interviewer starts the case by reading the case background information, it is imperative that you identify what is the business problem and what is the primary question you are trying to answer. You should always verify the objective of the case with the interviewer.

Case Interview Beginner Tip #2: Ask Clarifying Questions 

Don’t be afraid to ask clarifying questions. You will not be penalized for this. If there is a term that you are unfamiliar with, ask for the definition. If you don’t understand the objective of the case, ask questions to clarify this. If there is important information that you were not able to write down, ask the interviewer to repeat specific pieces of information.

All of these questions will help strengthen your understanding of the case situation and make it easier for you to solve the case.

Case Interview Beginner Tip #3: Don’t Use Memorized Frameworks

The issue with using memorized frameworks is that they aren’t tailored to the specific case that you are solving for. Many times, some of the elements of your memorized framework will not be relevant or important to the case. Additionally, interviewers can easily tell when you are regurgitating memorized information and not thinking critically.

Instead of memorizing frameworks, memorize a list of 8 – 10 broad business areas, such as the following:

• Competition
• Profitability
• Alternatives

When given a case, mentally run through this list and pick the 3 to 4 areas that are the most relevant to the case. If the list does not give you enough framework areas, brainstorm and add your own areas to your framework.

Case Interview Beginner Tip #4: Structure Your Math Approach 

Before doing any math calculations, lay out an upfront approach or structure to walk the interviewer through what you are about to do. Developing a structure will help you avoid making unnecessary calculations or reaching a dead-end. If the interviewer approves of your approach, then the rest of the math problem is simple arithmetic.

Case Interview Beginner Tip #5: Use Abbreviations for Large Numbers

If you are working with large numbers in the thousands, millions, billions, or trillions, use abbreviations rather than writing out all of the zeroes.

For example, 10,000 can be expressed as 10K, 200,000,000 can be expressed as 200M, and 300,000,000,000 can be expressed as 300B. This reduces the chances that you’ll accidentally add or drop a zero in your numbers.

Case Interview Beginner Tip #6: Talk Through Calculations Out Loud

Talking through your calculations out loud provides two benefits. One, it decreases the likelihood that you’ll make a mistake. Two, it makes it easier for the interviewer to follow what you are doing. If you happen to get stuck or make a mistake, the interviewer can jump in to offer suggestions or guidance. The interviewer cannot do this if you are not communicating exactly what you are doing.

Case Interview Beginner Tip #7: Sense Check Your Numbers

Accidentally missing zeroes or adding extra zeroes during your case interview calculations is the most common math mistake. To avoid this, you can do a quick sense check after each calculation to confirm that your answer is the right order of magnitude.

For example, if you are multiplying 115 million by 22, you should expect your answer to be in the billions because 100 million * 20 = 2 billion.

Case Interview Beginner Tip #8: Talk Through The Axes of Charts and Graphs

When given charts or graphs to interpret, the very first thing you should do is to look at the axes. This is the most effective way to understand what the chart or graph is showing. When you are given multiple charts or graphs, this will also help you understand how each chart or graph relates to each other.

Case Interview Beginner Tip #9: Answer “So What?” After Every Question

When the interviewer asks you a quantitative or qualitative question during a case interview, don’t just answer it and stop there. After answering the question, ask yourself: “so what?” How does your answer help you solve the overall business problem? What implications does your answer have for your potential recommendation? You should be tying each answer that you give back to the case objective.  

Case Interview Beginner Tip #10: Have a Firm Recommendation

You do not want to have a flimsy recommendation in which you switch back and forth between two different recommendations. Instead, have a recommendation that takes a firm stance. Remember that there is no right or wrong recommendation. As long as your recommendation is supported with data and evidence, your recommendation will be accepted.

To see our complete list of 40 case interview tips, check out our comprehensive case interview tips article.

Recommended Consulting Interview Resources

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• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer.

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Case Interview: The Free Preparation Guide (2024)

The case interview is a challenging interview format that simulates the job of a management consultant , testing candidates across a wide range of problem-solving dimensions.

McKinsey, BCG and Bain – along with other top consulting firms – use the case interview because it’s a statistically proven predictor of how well a candidate will perform in the role. The format is not only used by management consulting firms. Other types of organizations – like tech companies, financial services institutions, and non-profits – often use case interviews to assess candidates who are interviewing for roles focused on shaping strategic initiatives.

If you’re preparing to face a case interview, you may be feeling a little apprehensive. The format is notoriously demanding and unlike any other type of recruitment assessment you may have experienced before. However, with the right preparation and investment of time and effort, it is possible to master.

In this guide, we break down everything you need to know about the case interview, outlining exactly what you need to do to prepare effectively and ace the case.

Key takeaways

• The classic case interview format follows the same steps that a management consultant would encounter on a client project. The interview is a little like a role-play where the interviewer plays the role of a client and the candidate plays the part of the consultant hired to solve the problem.
• Some firms occasionally deviate from the classic case interview format. Popular alternatives include written case studies – which require candidates to review paper documents and then prepare and deliver a presentation – and market sizing case interviews, which require candidates to estimate a number.
• Case interviews test candidates against a set of six problem-solving dimensions: structuring, math, judgment and insights, creativity, synthesis, and case leadership. The interviewer uses a scorecard to assess the candidate’s performance in each of these areas.
• Case interview questions can be about almost any type of challenge or opportunity. However, our research indicates that there are 10 types of questions that are asked most frequently at top consulting firms. These include questions on profit improvement, revenue growth, and market entry.
• To do well in a case interview, it’s vital to create custom interview structures that meet the conditions of the ‘AIM’ test. It helps to have a good working knowledge of key case interview frameworks, but this alone is not sufficient.
• A strong grasp of case math is also crucial when it comes to case interview performance. While only high-school level math skills are required, it’s an aspect of the case interview that many candidates find challenging.
• Successful candidates are able to summarize their findings effectively. They also demonstrate strong case leadership by progressing through the case proactively and remaining focused on its overarching objectives.
• To prepare for a case interview, it’s essential to learn every problem-solving skill that will be assessed. We teach all of these skills in our Interview Prep Course , which contains all the video lectures, sample interviews, case material, and practice tools you’ll need to ace any case interview.
• Most candidates who go on to receive an offer from a top consulting firm like McKinsey, BCG or Bain complete at least 25 live practice sessions with a partner before their interview. You’ll find over 100 high-quality cases in our Case Library and a diverse community of candidates available for practice in our Practice Room .
• Some candidates choose to supplement their preparation by working with a coach who has been an interviewer at a top consulting firm. Here at CaseCoach, our coaches have all been handpicked from the alumni of top firms such as McKinsey, BCG and Bain.
• Although the world’s top consulting firms all test candidates using similar methods, none of them approach the interview process in exactly the same way. If you’re preparing to interview at a top consulting firm, it’s important to do your research and find out what you can expect.

An introduction to the case interview

The case interview format, the classic case interview.

The vast majority of case interviews follow the same steps that management consultants encounter on real client projects.

• Brief: The interviewer gives the candidate a brief for the case. They explain the context in which the client is operating, and outline the challenge they’re facing.
• Clarification: The candidate then has the chance to ask clarifying questions. They might do this to ensure they’ve understood the context of the problem correctly or to confirm the client’s goals.
• Reflection: The candidate takes 60 to 90 seconds or so to reflect and lay out a structured approach to solving the case.
• Analysis: The candidate and interviewer then work through the case together, carrying out analyses and moving toward a recommendation. This is the part of the case where you’ll be handling numerical questions, reviewing exhibits, coming up with creative ideas, and so on. It comprises the vast majority of the time you’ll spend on the case.
• Synthesis: The case concludes with the candidate synthesizing their findings and making an overall recommendation to the client.

So what does this unique interview format look and feel like? In reality, a consulting case interview is a little like a role-play. The interviewer plays the role of a manager or client, and the candidate plays the part of the consultant hired to solve the problem. However, a case interview shouldn’t feel like a performance. The most successful candidates treat it as a natural conversation between two professional people.

In the video below you can see an example of exceptional case interview performance in action. The candidate and interviewer in the video are both former McKinsey interviewers.

Interviewer-led vs candidate-led cases

Although the classic case interview has an established format and assesses a specific set of skills, cases can be delivered in different ways. Some are more candidate-led, while others are more interviewer-led

In a candidate-led case, the candidate is in the driver’s seat and is free to explore different aspects of the problem. Interviewers don’t tell candidates what to focus on next. Instead, they provide additional information – like an exhibit or a new fact – when asked. The candidate then analyzes the information and suggests next steps to get to the answer.

In an interviewer-led case, the interviewer may interrupt the candidate and ask them to either perform a specific investigation or focus on a different aspect of the problem. This doesn’t mean the interview is going badly; the interviewer is simply following a script. As a result, in an interviewer-led case, candidates are less likely to take the wrong path.

It’s difficult to predict which style of case you’ll receive. Some firms are known for using one style of interview more frequently than another. However, in practice, most interviews fall somewhere between the two extremes, depending on the style of the interviewer and the case material they’re using. You should therefore always be ready to suggest next steps and have a view about how to get to the answer.

Other case interview formats

While the classic case interview is most common, there are a couple of other interview formats that top consulting firms use from time to time:

The written case study

Some management consulting firms use written case studies to simulate the experience of carrying out consulting work even more accurately than the classic, verbal case interview. In some locations, BCG and Bain have been known to adopt this approach for a small minority of candidates.

In written cases, candidates review a series of paper documents and then structure the problem, run some numbers, generate ideas and, finally, deliver a short presentation. You can learn more in our article on how to crack written case studies .

Market sizing case interviews

Management consulting firms and other employers sometimes use market sizing questions – also known as estimation questions – as a standalone interview format to assess candidates on a wide range of problem-solving dimensions.

In a market sizing interview, you’ll be asked to estimate a number. This might be something like the revenue of a sandwich store or how many ATMs there are in a certain city. The ability to size a market is also a skill required for solving many case interview questions. You can learn more in our article on how to nail market sizing case interviews .

Some key differences to expect

While case interviews are highly codified, it’s important to remember that every interview is unique.

In the final round of interviews, for example, cases may feel less scripted than they did in the first stage. Partners – who are part of the interviewing group in the final round – often use the same case for years at a time. This means they can deliver it without a script and, as a result, tend to give candidates more room to take the lead. You can learn more in our article on the differences between a first and final-round interview at McKinsey, BCG and Bain .

In addition, each firm or office might bring their own nuance or style to the classic case interview format. It’s important to do your research and find out what you can expect from the interview experience at your target firm or office. You can learn more in our article on how the interviews at McKinsey, BCG and Bain differ .

The skills assessed in case interviews

Case interviews are primarily about testing a set of problem-solving skills. The interviewer uses a scorecard to assess a candidate’s performance in the following dimensions:

• Structuring: This is the ability to break problems down into logical drivers. It’s most obviously required at the beginning of a case, where you can pause and take a moment to come up with an approach. But it’s also tested each time you have to consider a new aspect of the problem.
• Math: Most cases contain a quantitative component, such as estimation questions, break-even questions, or other calculations. To do well in this dimension, you need to lay out a clear and efficient approach, run calculations quickly and accurately, and then state their implications for the case.
• Judgment and insights: This dimension is about extracting insights from data, usually by interpreting information in a chart. Performing well in this area involves processing new information quickly, prioritizing what’s important, and connecting your findings to develop sound recommendations.
• Creativity: Cases often have a creative thinking component. Sharing numerous, varied and sound ideas – ideally in a structured way – can help you succeed here.
• Synthesis: This is all about wrapping up the case with a clear and practical recommendation, and delivering it convincingly.
• Case leadership: This dimension is about progressing through the case efficiently and staying focused on its objectives. Case leadership involves gathering facts effectively and building on new findings to develop a recommendation. It’s a particularly important dimension in candidate-led cases.

Questions to expect

If you’re preparing to interview at a top management consulting firm like McKinsey, BCG or Bain, you’re probably curious about the kind of case interview questions you can expect to receive.

To identify the most common case interview questions , we surveyed CaseCoach users who interviewed at either McKinsey, BCG or Bain for a generalist role in 2023. We found that of the 260+ case interviews reported by respondents:

• 20% focused on profit improvement
• 15% focused on revenue growth
• 12% focused on market entry
• 10% focused on cost cutting
• 9% focused on process optimization

These topics align with the typical challenges and opportunities faced by CEOs. Because the job of a management consultant is to help CEOs find solutions to these problems, it’s vital for candidates to demonstrate that they understand the issues behind these questions.

However, while there are some recurring topics, the context and nuances of each individual case mean that no two case questions are the same. Increasingly, firms are testing candidates on questions that fall outside of these recurring topics. One way they’re doing this is by focusing on non-traditional areas, like the public sector. If you’re interviewing for a generalist management consulting role, it’s therefore important to be ready for almost any type of case question.

If you’re interviewing for a role that’s focused on a specific industry or function, like financial services , you’ll likely be given a case focused on that particular area.

How to ace the case

Case interviews require you to think on your feet to solve a complex problem that you’ve never seen before, while being assessed against a number of problem-solving dimensions. Here’s what you need to do to rise to the challenge and ace the case:

1. Create case interview structures that meet the AIM test

Of all the case interview assessment dimensions, structuring is perhaps the most challenging, particularly for those who are just starting out. It requires candidates to propose a prioritized and insightful approach to the case that’s composed of a comprehensive set of independent drivers. Structuring plays a foundational role in the interview, setting the course for the entire conversation.

So, what does good case structuring look like? An effective structure should meet the conditions of the ‘AIM’ test. ‘AIM’ stands for:

• Answer-focused: The structure should identify the client’s goal and the question to solve. It should also provide an approach to answering that question.
• Insightful: The structure should be tailored to the specifics of the client or to the problem in question. You shouldn’t be able to apply it to another case of the same type.
• MECE: This is a well-known acronym among consultants. It stands for ‘mutually exclusive and collectively exhaustive’. In plain English, if a structure is ‘MECE’ it has been broken down into an exhaustive set of independent drivers.

2. Know key case interview frameworks

In a case interview, you’ll be asked to structure a variety of problems. There are a number of frameworks that can help you do this, whether the problem you’re structuring corresponds to a common case question or a different topic entirely:

Business frameworks

You can use established business frameworks to craft custom structures for the most common types of case questions. These include frameworks for mastering profitability questions , answering revenue growth questions and nailing market sizing questions .

Academic frameworks

For unusual case questions that don’t relate to an obvious business framework, it can be helpful to draw on an academic framework like supply and demand, ‘the three Cs’, or Porter’s Five Forces. You can learn more about all of these in our ultimate guide to case interview frameworks . The article includes other business and academic frameworks that you can use to craft custom structures for case questions.

Logical frameworks

Finally, logical frameworks can help you look at the big picture in order to structure your approach. These options can be particularly useful when you’re faced with an unusual case question that doesn’t lend itself to a business or academic framework. Some examples of logical frameworks include:

• Structuring with equations: This approach is most helpful for quantitative case questions. Listen out for introductions that focus on a number. These cases can often be broken down into an equation and then structured along its variables.
• Structuring based on hypotheses: This approach is most helpful for structuring qualitative cases. It involves laying out what you most need to believe in order to validate a specific recommendation. These beliefs form your set of key hypotheses, which you then test as you progress through the case.
• Structuring with root causes: This approach works well for structuring cases that require identifying the reasons for a problem. It involves laying out its potential causes in a way that is mutually exclusive and collectively exhaustive (i.e. MECE).

How to apply these frameworks

While business, academic, and logical frameworks can be helpful when it comes to structuring a problem, learning how to use them correctly is a skill in itself. Simply applying a framework to a case interview question in a ‘cookie-cutter’ fashion is not enough. To impress your interviewer and pass the AIM test, your structure will need to be heavily tailored to the situation at hand. In fact, many case questions can be best answered by combining different frameworks.

Ultimately, interviewers want to understand how your mind works and see you think on your feet. You’ll therefore need to demonstrate that you can propose a custom case interview structure to any question.

3. Be comfortable with simple math

Management consulting firms expect you to navigate mathematical problems confidently and reliably in case interviews. Regardless of your academic background or past experience, you’ll need to be able to set an approach to solve the problem, perform calculations quickly and accurately, and state the implications of your solution.

The good news is that you’ll only be required to demonstrate a high-school level of math skills in case interviews. However, with no calculators allowed and an interviewer looking over your shoulder, it’s natural to find this aspect of the experience a little intimidating.

So, what can you expect from case math? The problems you’ll be asked to solve may take the form of straight calculations, exhibits that require calculations, word problems, and estimation questions.

To do well in this part of the case interview, you’ll need to have a strong understanding of:

• The four operations: addition, subtraction, multiplication, and division
• Key math concepts such as fractions, percentages, and weighted averages
• Business math concepts such as income statements, investments, and valuations

To stand out to your interviewer, you’ll also need to work through math problems confidently and efficiently. Here are our top tips for doing this:

• Keep track of zeros: Case questions often involve large numbers, sometimes in the millions or even billions. Keeping close track of your zeros is therefore crucial. We recommend either counting the zeros in your calculation, using scientific notation, or assigning letter units to zeros.
• Simplify your calculations: This will help you work through problems quickly and efficiently while reducing the potential for mistakes. One way of simplifying calculations is by rounding numbers up or down to make them more ‘friendly’.
• Memorize frequently-used fractions: Some fraction values are used so frequently in case math that knowing them – along with their percentage value and decimal conversions – can save you significant time. We recommend memorizing the fraction and corresponding percentage and decimal values of 1/2, 1/3, all the way through to 1/10.

You can learn more in our guide to mastering case interview math .

4. Summarize your findings

Synthesis is a key skill assessed by interviewers, predominantly at the end of a case interview. You need to provide a clear and sound recommendation that answers the overall question convincingly. You must also describe the key supporting points that informed your recommendation and then outline any further steps you would advise the client to take.

When it comes to concluding cases effectively, this four-step framework can be extremely helpful:

• Quickly play the case question back to your interviewer.
• Answer the question directly and briefly by distilling your response into a single sentence, if possible.
• List the points that support your conclusion.
• Outline the next steps that you recommend to the client.

You can learn more in our article on how to conclude a case study interview .

5. Bring it all together with strong case leadership

Case leadership, more than any other dimension, will give your interviewer an indication of how independently you could handle your workstream as a consultant. It’s a particularly important skill in candidate-led cases, where you’ll set the course of the discussion without the interviewer steering you in a particular direction.

Demonstrating strong case leadership means progressing the case efficiently and staying focused on its overarching objectives. Using a ‘tracker page’ to capture your structure and organize your notes throughout the case will help you in this regard.

Another aspect of case leadership is gathering facts effectively. This includes making reasonable assumptions, requesting missing information, and asking probing questions.

Finally, you’ll be expected to build on new findings to develop your recommendation, adapt your approach, and suggest next steps.

Effective case leadership is all about showing your interviewer that you have a strong command of the problem-solving process. After investigating each key driver in your structure, you need to be able to articulate where you are in your overall approach to solving the problem, and what the next steps should be.

To do this, we recommend using a five-step process to handle every kind of analysis you conduct during the case, whether you’re responding to a numerical question, the data in an exhibit, or something else.

Here’s what that five-step process looks like:

• Set your approach. Define what you’re going to do upfront. It’s particularly important to be explicit here, especially if the analysis is in any way complex or ambiguous.
• Conduct your analysis. Your approach here will vary according to the kind of question you’re working through.
• State your findings. You may also want to make a note of your findings on your tracker page.
• State the implications of your findings. Explain how they impact both your answer to the question and the client’s broader goal.
• Suggest next steps. Your findings will sometimes change how you want to approach the rest of the case. This may mean altering your initial structure and editing it on your tracker page.

6. Be your best on the day

When the day of your interview comes around, you’ll want to be at your very best. But what exactly does this mean?

First, you should present yourself in a professional manner. It goes without saying that you should arrive on time but, ideally, you should plan to arrive early. You should also come equipped with the right material: a pen, squared A4 or letter-size paper pad, and copies of your resume. It’s also vital to dress appropriately for the occasion. Usually, this means wearing formal business dress, but this means different attires in different locations. We recommend doing some research to find out what consultants wear at your target firm and office.

To be at your best on the day of your interview, you must be well rested. Sadly, tiredness is one of the most common reasons for underperformance in consulting interviews. The day before is not the time to cram in further preparation. Instead, aim to have a quiet day and to get plenty of sleep at night.

Ultimately, consulting firms want to hire people who can represent the firm and interact with clients at every level, from the shop floor to the C-suite. Successful candidates treat the case interview as an opportunity to play the role of a management consultant advising a client (i.e. the interviewer). This means exhibiting a great deal of confidence and credibility, together with effective communication and an engaging attitude. It’s vital to stay focused on the overall problem and to drive the resolution of the case while being receptive to the interviewer’s input.

There are a lot of balls to juggle in a case interview, with the added pressure of a potentially life-changing outcome, but successful candidates don’t let their nerves get the better of them. We’ve provided some helpful hints and tips in our article on handling the stress of consulting interviews .

Being your best on the day of your interview requires extensive preparation. It means mastering each dimension of the case interview scorecard to the extent that the skills become second nature to you. It also means completing sufficient case practice to be able to focus on the big picture of the case you’re solving, rather than on simply demonstrating a set of skills.

How to prepare for case interview success

Delivering a standard of performance worthy of an offer from a top firm requires extensive case interview prep. In our experience, most successful candidates invest around 60 hours – or 10 hours each week over a six-week period – in their preparation. Failing to put this effort in is among the most common reasons why many candidates are unsuccessful.

Here’s what effective case interview preparation involves:

Learning the skills

In a case interview, your performance is assessed against a set of common problem-solving dimensions. To recap, these are structuring, math, judgment and insights, creativity, synthesis, and case leadership. It’s important to:

• gain a precise understanding of the expectations on each of these skills
• learn the techniques that will allow you to meet these expectations
• practice until your performance meets the required standard

We teach all these skills in our Interview Prep Course . In our bite-sized video lectures, we map out each of the key skills assessed in a case, and explain what you need to know to demonstrate each skill. We also share our tips on how to improve in each dimension, going above and beyond the advice we’ve included in this article.

In addition, our Interview Prep Course includes many more sample interviews that show real candidates – who went on to join top consulting firms – solving cases. Former consulting interviewers explain what the candidates did well on each dimension and where they could have improved.

Math is a critical prerequisite to handling cases and is something you should be comfortable with before you begin practicing. Our Case Math Course – provided as part of the Interview Prep Course – will help you brush up your skills. It contains 21 video lectures that cover everything you need to know, including the four operations, key math concepts, our pro tips, and business math.

After watching all our Interview Prep and Case Math video lectures, we recommend heading to the ‘Drills’ area of CaseCoach, where you can start practicing specific skills. Drills are interactive exercises that pose rapid-fire questions and provide instant feedback. They help you build your skills and confidence in specific case dimensions quickly, allowing you to make the most of your live case practice with partners. Our Interview Prep Course includes a comprehensive set of drills in four key areas: structuring, calculation, case math and chart interpretation.

When it comes to succeeding in a case interview, nothing beats live practice with a partner. Most candidates who go on to receive an offer from a top consulting firm like McKinsey, BCG or Bain complete at least 25 live practice sessions before their interview.

To practice live cases with a partner, you’ll need access to both case material and practice partners. In our Case Library , you’ll find over 100 cases – complete with solutions – developed by former management consultants. You can download eight of these cases right away by creating a free CaseCoach account. You’ll find a diverse community of fellow candidates who are all available for case interview practice in our Practice Room , where we facilitate over 3,000 practice sessions a week.

You can learn more in our article on how to practice case interviews .

Working with a coach

Some candidates choose to supplement their preparations by working with a consulting interview coach who has been an interviewer at a top firm.

These coaches have the skills and experience to gauge your level of performance and help you identify your areas of strength and weakness. They can also provide you with accurate and helpful feedback on your case-solving skills. This insight can help you accelerate your preparation and improve your performance. Getting used to interviewing with a professional should also help to reduce the stress of the consulting interview experience.

Here at CaseCoach, our coaches are all former consultants and interviewers who have been handpicked from the alumni of top firms such as McKinsey, BCG and Bain.

Do your research

Although employers who use case interviews all test candidates using similar methods, none of them approach the interview process in exactly the same way.

For instance, if you expect to interview with McKinsey, Bain or BCG, it’s helpful to know that these firms all give cases of similar complexity. However, there are some key differences. For example:

• Bain has been known to use estimation questions, such as market sizing, in interviews for its most junior (i.e. Associate Consultant level) roles.
• BCG and Bain occasionally use written cases.
• When it comes to the ‘fit’ interview, McKinsey uses its Personal Experience Interview format, while most Bain offices now use a ‘behavioral interview’ . Only BCG consistently uses the classic fit interview format .

Other differences include the number of rounds of interviews each firm conducts, and their preference for using interviewer-led or candidate-led cases. Wherever you interview, it’s vital to do your research and find out what you might be able to expect.

When it comes to getting ready for the case interview, knowing what you will be assessed on, learning how to succeed, and having access to the best practice resources can all go a long way. Now, you need to put in the hard work and prepare! Good luck.

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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. 

Find your fit  with Accenture. 

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Anaam Zamorano

RECRUITING ASSOCIATE MANAGER, HOUSTON, TEXAS

A Comprehensive Guide to Case Interview Prep [tips updated 2024]

• Last Updated June, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

What Are the Best Ways to Prepare for Management Consulting Interviews?

Congratulations!

If you’re on this page, you’re probably considering a career in management consulting or are already in the middle of the interview process.

We’re here to help.

We’re a team of more than 20 former McKinsey, Bain, and BCG consultants and recruiters (our average time in consulting is 13 years each) and we put together this guide to help you prepare for getting your consulting offer.

After reading this, we hope “congratulations” is also what you’ll hear when you leave your second round interviews.

Management Consulting Jobs Are in High Demand

Management consulting jobs are among the most sought-after positions in on-campus recruiting, whether you’re applying as an undergraduate or from a business school. 

Consulting firm recruits also include law school students, Ph.D. program candidates and people who’ve already started their professional careers in other industries.

Management consulting firms are filled with smart, driven people working to solve hard business problems. 

This work is a great launching pad for your career. 

Top consultancies offer competitive salaries and also invest significantly in employee development. A job at a management consulting firm will expose you to multiple different industries and types of business problems. 

There’s a lot to like about a career in consulting!

Competition for Jobs with Top Consulting Firms Is Fierce

But attractive jobs are usually highly competitive, and that’s definitely the case in management consulting. 

Top firms typically make offers to only about 1% of the people who apply. It’s not impossible to get a job with firms like McKinsey, Bain, and BCG (also known as the MBB firms), but it requires preparation.

In particular, successful candidates know that consulting firms use a particular type of interview question — the case study interview — and they know what recruiters are looking for in answers. 

In this article, we’ll help you prepare for management consulting interviews by answering the following questions:

• What is a case interview?
• How do I answer a case question?
• What is the best approach for case prep?

We’ll also provide tips and tricks that will help you to ace your case.  

Whether you’re aiming for a job at one of the MBB firms (McKinsey, Bain, or BCG), with other consultancies such as AT Kearney, L.E.K. or Oliver Wyman, or with the consulting arms of the large accounting firms such as Deloitte, Accenture, PwC, Ernst & Young, or KPMG, we can help you get there.  

What Is a Consulting Case Study Interview (also known as the “Case Interview”)?

A Case Study Interview is a real-time problem-solving test used to screen candidates for their ability to succeed in consulting. 

The case is presented as an open-ended question, often a problem that a specific type of business is facing, that an interviewer asks a candidate to solve.

Sample Case Interview Questions

Sales of drinks in Coffee Bean cafes are decreasing. What is causing the sales decrease?

Turnover of store employees at Burgers R’ Us restaurants has increased over prior years. What would you advise the company to do?

Donations to Caring Hands are decreasing, straining the non-profit’s ability to help the families it targets. What should the organization do to turn this around?

Case Interview 101 – The Basics for Beginners

You don’t need an MBA or an undergraduate degree in economics to land a job in consulting. But you will need to learn some business basics to be able to crack case interviews.

This section covers the concepts non-business students need to become familiar with, such as:

• The income statement – an overview
• Common formulas used in case interviews
• Business concepts you need to know
• Common types of case interviews

Case Interview 101, Part 1: The Income Statement

To solve cases, you first need to understand broadly how companies make money. For any specific case, you’ll want to make sure you understand how that company makes money. 

The most common way companies make money is by selling a product or service for more than it costs to produce, thereby earning a profit . 

Companies use three major financial statements to monitor and report their financial performance: 

(1) The income statement (2) The balance sheet (3) The cash flow statement 

An income statement (or profit and loss statement or statement of revenue and expenses) is a record of a company’s profit or loss over a specific period of time . The profit or loss is calculated by taking the revenues generated and subtracting the expenses incurred over the same period of time. The income statement has 3 major categories: Revenue, Expenses, and Profit or Loss .

Revenue is the total amount of money generated by a company from selling its products or services. It is also referred to as gross sales or “top line” as it sits at the top of the income statement. 

Costs are expenses incurred by a company to make its products or services. In the income statement there are three types of costs: 

• Costs of goods sold (COGS) or cost of sales are the direct costs of making products or providing a service. For a burger restaurant, for example, the COGS would include things like the meat, bun, and hourly labor of cooks, cashiers, and shift supervisors.
• Operating expenses are costs that are indirectly tied to the making of products or services. These include selling, general, and administrative (SGA) expenses, management salaries, depreciation, and amortization. Depreciation and amortization are non-cash expenses that reflect the value of big assets like machinery or buildings going down over time. For example, if our burger restaurant buys a grill to cook burgers on for $1,000 and expects it to last for 10 years, it would spread out the cost over that period, $100 per year. Other operating expenses for our burger restaurant would include things like advertising, the rent on the company’s headquarters, and the salary of the CEO.
• Costs incurred from non-operating activities such as interest paid on loans. These costs are rarely part of case interviews.

Profit or Loss :

Income statements generally show 3 levels of profit (loss) or earnings: Gross Profit; Earnings Before Interest, Tax, Depreciation and Amortization (EBITDA); and Net Profit.

Gross profit or loss

This is calculated by subtracting COGS or the cost of sales from the total revenue generated. If the costs are higher than the revenue generated, then the company has made a loss.

EBITDA and EBIT

EBITDA is calculated by subtracting operating expenses from the gross profit. EBIT is calculated by subtracting depreciation and amortization from EBITDA. 

As mentioned above, depreciation and amortization are non-cash expenses. So if the amount of cash generated by selling a product or service is important to your analysis, you should look at EBITDA. If looking at a more fully loaded cost is the focus of your analysis, use EBIT.

Net Profit or Loss

This is calculated by subtracting interest and tax from EBIT. It is also known as Net Income and refers to the profit (or loss) for the period. This is also known as the “bottom line” as it sits at the bottom of the income statement. This is the ultimate measure of whether a company’s activities are profitable during a certain time period when all costs are considered.  

Case Interview 101, Part 2: Common Formulas Used in Case Interviews

Here is a look at common formulas used in case interviews.

Profitability formula:

The profitability formula is used in profit (or loss) related cases. The profit or loss can be calculated using the following formula:

             Profit (or Loss) = Revenue – Costs

As mentioned above:

• Revenue is the money generated from selling a product or service. It can be broken down into price per unit and number of units sold . 
• Costs are the expenses incurred to make the product or service and can be broken down into cost per unit and number of units sold . 

The formula can further be broken down into:

            Profit (or Loss) = (price per unit x number of units sold) – (cost per unit x number of units sold)

There are other ways to break down revenue and cost depending on the case question.

• Revenue can be broken down by product or service line, customer type, or geographic region (e.g., North American, Europe, Asia)
• Costs can be broken into fixed costs and variable costs, or components such as overhead, salary, etc.

It is often helpful to break costs down into fixed and variable to solve consulting cases, and understanding the difference is important. Fixed costs, like rent for a store or the cost of equipment, are incurred regardless of how many units a company sells; whereas variable costs are only incurred with the production of each additional unit. Because of this, it can be helpful to sell incremental units even at a loss for a short period of time if it helps cover fixed costs.

So the profitability formula can also be written as:

            Profit (or Loss) = (price per unit x number of units sold) – (fixed + variable costs)

P rofitability example:

Your client, a manufacturer, is facing a decline in profits. Your client wants your help solving this problem. We’ll use this example to demonstrate all the formulas in this section.

The first step you could take is to calculate the past year’s profit given the following information:

• Number of units sold = 1 million
• Price per unit = $10
• Cost per unit = $8

          Profit (or Loss) = ($10 x 1 million) – ($8 x 1 million)

          Profit = $2 million

Profit margin formula:

Profit margin indicates how many cents of profit the company generated for each dollar of sale. It’s typically used to measure the financial health of a company . 

You can compare the profit margin of a company against its historical margins to evaluate whether its current performance is better or worse than past performance. You can also compare it against companies in the same industry to evaluate whether its financial performance is stronger or weaker.

Profit margin can be calculated using the formula:

          Profit margin = (Profit / Revenue ) *100%

Profit margin example:

To calculate the profit margin, first, you need to calculate company revenues as follows:

            Revenue = 1 million x $10

           Revenue = $ 10 million

You can now calculate the profit margin as follows:

            Profit margin = ($2 million / $10 million) x 100%

           Profit margin = 20%

Note you can combine both the formulas for faster calculation.

Market share formula:

Market share is the size of the company in relation to the size of the industry in which it operates, where size is typically measured in annual revenues. It is used to compare the size of a company to its competitors and the industry as a whole. It can be used in market entry cases because industries with a lot of small competitors are generally easier to enter than ones with only a few big competitors. It’s also used in profitability cases because, in general, companies with a large market share also have more market power to do things like set prices.

Market share can be calculated using the following formula:

            Market share (%) =total company revenue / total industry revenue  

Market share example:

Using the example from above, say you decide to determine the company’s market share as part of your analysis. In this example, the industry has annual revenues of $ 200 million.

            Market share (%) = $ 10 million / $ 200 million

           Market share = 5%

Growth Rate Formula:

This refers to the specific change of a variable within a specific period of time. Growth rates can be used in assessing the financial performance of a company over time. For example, high revenue growth rates would likely be a sign of strong financial performance. High cost growth rates may be a sign that a company is having financial trouble.

The growth rate is calculated using the formula:

            Growth rate (%) = (New – Old) / Old

Growth rate example:

To calculate the manufacturer’s revenue growth rate. Last year’s revenue was $ 9.5 million therefore the revenue growth rate is:

            Revenue growth rate = ($10 million – $9.5 million) / $9.5 million

            Revenue growth rate =5%

You can assess whether a company’s growth rate is strong by comparing it to other growth rates such as:

• The company’s growth in the prior year.
• The growth of the market or of competitors.
• The rate of inflation.

Mature companies are likely to see single-digit growth rates unless they launch a very successful new product or they acquire a company. On the other hand, startup investors typically expect double- or triple-digit annual growth during a company’s early years.

Return on investment formula:

Return on investment (ROI) is a profitability metric that indicates how well an investment performed (or will perform). It can be used to compare the profitability or efficiency of an investment or decide which of alternative investments to make. 

ROI is calculated using the following formula:

            ROI (%) = Profit / Cost of investment

ROI example:

Suppose our manufacturer mentions that they purchased state-of-the-art machinery to make their product. It cost $8 million. You decide to calculate the ROI on this investment. 

            ROI  = $2 million / $8 million

           ROI=25%

Break-even formula:

Break-even is the point at which the total revenue and total costs are equal, meaning there is no loss or profit at that point. Break-even is typically used to help companies determine the minimum number of units that need to be sold to cover all the costs used to produce those units. 

An executive might want to know that they could break even at 100,000 units sold because if she thought they could sell more than that, it would be profitable to enter the market. If she thought they’d sell less, they wouldn’t enter the market.

Break-even can be calculated using the following formula:

              Breakeven (units) = Fixed costs  / (sales price – variable cost per unit)

Break-even example:

If a product required a $50,000 investment in equipment (a fixed cost), sold for $5, and cost $4 per unit in variable costs, its breakeven would be: 

              Breakeven (units) = $50,000  / ($5 – $4)

              Breakeven= 50,000 units

Payback period formula:

Managers may also look at the payback period on an investment or, in other words, how long it would take to earn back the cash required to enter a new business. This investment could be a new piece of equipment or a marketing campaign needed to create customer awareness of a new product. This is a different way of looking at the same question that the breakeven formula asks: is it worth my while to make this investment?

The payback period can be calculated using the following formula:

              Payback (years) = Investment cost / annual profit

Payback years example:

Using the same example, you decided to calculate the payback years of the new state-of-art machinery

            Payback (years)= $8 million / $2 million

           Payback = 4 years

Capacity of equipment:

The capacity of equipment is the maximum output or units a piece of equipment can produce with the available resources over a set period of time.

Capacity can be calculated using the following formula:

            Capacity (units) =Total capacity / Capacity required to make one unit

Capacity example:

To calculate the capacity of our manufacturer’s machinery, we’d need to know that it can produce a unit every 10 minutes and that the client operates 12-hour shifts.

              Capacity (units) = 12 hours x (60 minutes per hour) / 10 minutes

             Capacity = 72 units / day

The utilization rate of equipment:

Utilization rate is the percent of available time the equipment or machinery is actually used. It measures efficiency and can be used by companies to make informed decisions on timelines and inventory, or whether additional equipment is needed.

The utilization rate of equipment can be calculated by the following formula:

              Utilization rate (%) =Actual output / Maximum output

Utilization rate example:

Using the same example, imagine that the management tells you that in a 12-hour shift, the machine produces 50 units and there are two 45-minute breaks.

First, you would need to calculate the potential output.

               Actual hours of operation = 12 hours – 1.5 hours = 10.5 hours

               Potential output = (10.5 hours / 12 hours) x 72 units

               Potential output = 63 units

Then, calculate the utilization rate.

                Utilization rate = 50 units / 63 units

                Utilization rate = 79%

Utilization rates raise interesting issues in a case. It raises questions such as:

• If potential output is 63 units, why are only 50 being produced (e.g., machine downtime, worker errors), and what can be done to solve these problems?
• Could the company stagger employee breaks to get potential output up to 72 units from 63?

Case Interview 101, Part 3: Business Concepts You Need to Know

Here are some common business concepts that you need to know as you prepare for your interview.

Process : This is a set of actions or operations that lead to results (products or services).

This typically describes how a company makes its products or services. The steps can be performed by workers, equipment, or computers. In a case, this is mostly used in situations where a client would like to make their processes more efficient. For example, a client who is in logistics would like to reduce the cost of its operations by improving the efficiency of its processes, such as by reducing equipment downtime or scheduling deliveries according to time-saving routes. 

Best practices: Best practices are methods or techniques that are considered to be the working standards and guides in a given situation. 

In a business situation, best practices are used to benchmark companies against the standard and can serve as a roadmap on how to improve the efficiency of their operations.

Hypotheses: Tentative answers to a problem or an assumption based on some evidence. 

The hypothesis-driven approach is a common approach to solving problems in the consulting world because consultants don’t want to waste time fully researching all possible solutions. They want to move quickly to the most likely answer and then test whether it is or is not the best answer. This approach can be used to solve case interview questions where you first assume an answer to the case problem and check whether this is true or not through analysis. If it is not true, you revise your hypothesis.

Issue tree: This is a common approach in consulting used to solve complex problems.

An issue tree is used to break down complex problems into key components in a structured manner. In a case interview, you can use the issue tree to break down the client’s problem into manageable chunks or to break down a formula such as the profitability formula into key components.

Read our article for more information on Issue Trees .

MECE: MECE stands for mutually exclusive and collectively exhaustive . 

It is a way of bucketing problems, ideas, or solutions with no overlapping between the buckets and with each item having a place in one bucket only (mutually exclusive), and with the buckets including all possible items relevant to the context (collectively exhaustive). In a case interview, you can use MECE with the issue tree when breaking down problems or when identifying solutions for the client. MECE issue trees are considered the gold standard for problem-solving so this concept is very good to know. 

You can also use the concept of MECE when segmenting a market – for example, if you are sizing a market and intend to lay out different purchasing behavior assumptions for different customer segments. For example:

Customer segment                         Purchase frequency for items from coffee shops

Women under 30                             4 times per week, purchase includes food item plus beverage Men under 30                                     2 times per week, purchase includes only beverage Women 31 and over                         4 times per month, purchase includes only beverage Men 31 and over                                 3 times per month, purchase includes only beverage

Note how in this example, everyone would fall into one customer segment and only one customer segment. Read our article for more about MECE problem-solving .

Root causes: This is the core issue or main reason for a problem . It is used in problem-solving to identify solutions that appropriately address the problem. 

The term root cause is used to distinguish between symptoms of a problem, which may be obvious, and the underlying issue that needs to be solved, which may not be obvious. For example, a decline in sales volume is a symptom. The root cause could be high prices, poor product quality, product unavailability, or any number of other issues. You can’t fix the symptom of declining sales volume until you identify the root cause behind the problem. 

In a case interview, you’ll need to identify possible causes of the client’s problem and then ask questions and do analysis to identify the root cause. Once you do, you can make the most appropriate recommendations for the client.

Break-even analysis: This is the calculation used to determine the point at which the total revenue and total costs are equal meaning there is no loss or profit. 

In business situations, it helps determine at which point the business, investment, or new product or service will become profitable. In case interviews, you can use the break-even analysis to determine whether a client should make a certain investment, say in machinery or a new product line, based on how likely it is that they’ll exceed the break-even threshold.

Case Interview 101, Part 4: Common Types of Case Interviews

In this section, we will review 4 common types of case interviews.

Market-sizing Questions

Market-sizing questions typically appear in cases where clients want to grow or expand their business such as market entry or profitability cases. The client either wants to understand the market size of the current business or of a potential new product line or geography or customer group to understand whether it is big enough to be interesting. 

Sample case questions

“How many cups of coffee does Starbucks sell in a day?” “Estimate the fleet size of Delta Airlines.” “Estimate market size for air-conditioners in New York.”  “Estimate market size for an anti-smoking pill in the U.S.”

You are not expected to know the exact answer to market-sizing questions. Instead, the interviewer wants to see that you can use simple math and logical deduction to build out an answer. For these questions, it is good to memorize a few facts that will help you make assumptions. For example, a good place to start is the population of the U.S. or the population of a U.S. city (or country and city that you live in). 

For more information and examples, read our article on Market-sizing Cases .

Revenue Growth Case Interviews

In revenue growth cases, the client typically wants to grow their business. This can be done by increasing revenue of the current product/service line, by adding a new product/service line, or by selling to a new type of customer or in a new geography. 

They could do this by building a new offering, buying another company, or partnering (joint venture) with another company that already offers what they want to sell. 

“A manufacturer sees its revenue stagnating. It wants to know whether raising price or selling more units is a better path to growing revenue, and how to pursue it.”

“A local theater house thinks there is an opportunity to expand their current offerings to the very loyal client base. What new product or service could they offer their customers? What would be the impact on revenue from expanding their offerings?”

“A regional fast-food chain, serving hamburgers and fries, is experiencing increasing demand outside of its main regions of operation and wants to expand. What regions would have the biggest impact on its revenue?”

You should remember that there are multiple ways to achieve revenue growth. One thing to consider is the client and industry context when tackling revenue growth questions. For example, does the client have a good market size in the industry? Does the client have the capability to offer new products/services? Is the industry highly competitive?

For more information, read our article on Revenue Growth Cases .

Market Entry Case Interviews

In market entry cases, the client wants to know if they can enter a market and be profitable. For example, entering a different geography, new demography, or new product/service line. (Note, there can be overlap between revenue growth cases and market entry cases.)

“A U.S.-based consumer electronics manufacturer is thinking of expanding into emerging markets. What is the potential revenue growth if they choose to expand into India?”

“A telecom operator is looking to diversify their presence in the U.S. and wants to enter the video streaming market. How can they capture a significant market share?”

“A renewable energy company that specializes in large equipment such as windmills wants to enter the retail market and sell smaller equipment directly to individual homes. They would like to know if this is a good idea.”

There are a number of frameworks you can build off of to tackle a market-entry case. For example, Porter’s Five Forces, Business Situation Framework or 3C&P (customer, competition, company, and product), and Supply & Demand among others. It is key to consider the “new” market context as well as the client context to enter this market. 

To find out more on this, read our article on The Market Entry Framework .

Cost Optimization Case Interviews

Cost optimization cases or questions can be part of a profitability case where a client is experiencing declining profitability or when a client wants to improve efficiency.

“A national hotel chain has seen its operational costs significantly increase over the last year and would like you to figure out why.”

“A juice manufacturer has been experiencing a steady increase in revenue over the past 5 years however their cost has been increasing at a faster rate, meaning the profits have not grown as expected. What is the root cause of the significant increase in cost?”

“A tour company would like to reduce their costs due to the falling number of tourists over the past few years. What ways would you recommend for them to reduce their costs?’

For cost optimization cases, remember to break down the cost components. For example, you can break them down into fixed and variable costs or cost of goods sold and operational costs and then brainstorm the categories of each that will likely apply to the company at hand. This will make it easier to identify what costs should be reduced or eliminated.

Check out Types of Case Interviews article for more detail on these types of cases and more.

Why Do Top Consulting Firms Use Case Interview Questions?

Management consultancies are not the only types of firms that use case interview questions to evaluate candidates. 

Investment banks, consumer marketing companies, and others use the case interview structure in their interview process.

Because case interviews show how a candidate would problem solve in real time. 

Solving complex, ambiguous problems is at the heart at what consultants do every day.

This type of interview question mimics the analytic process a consultant might go through in a 3-month project, but it does it in 30 minutes, the time allowed in a typical interview. 

The interviewer can probe whether a candidate’s approach is well-structured, creative, and displays good business sense.

How Do Consulting Recruiters Evaluate Candidates?

The main thing that recruiters are looking for in case study interviews is whether or not they’d feel comfortable putting a candidate in front of a client. To assess that, they ask themselves these questions:

• Is this person able to do the job? Do they have the analytic skills to solve tough business problems?
• Is this person client-ready? Are they knowledgeable, professional, and confident enough to work effectively with client staff and leaders?
• Is this someone I’d want to work with? This interview question is sometimes referred to as the airport test. It comes down to, “Would I want to be stuck in an airport with this person if the weather was bad and our flight was delayed?” It assesses whether an individual is smart, fun and passionate about the projects they take on.
• Is this person coachable? No one expects a recruit to know the answer to every thorny business issue right out of undergrad, or even right out of business school, but they do want someone who is willing and able to take suggestions and improve their analysis. Show you are coachable by listening for feedback as you answer a case study interview question and using suggestions to steer you toward the right solution.

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

Consulting Case Prep Takes Time – Start Early

If you walk into your first consulting interview without having practiced case study interviews beforehand, you’re in for a painful experience. Case questions can cover any industry and multiple different types of business problems, so you’re unlikely to get lucky and know the answer.

We suggest your start your consulting case prep a few weeks before your interview. Starting with more lead time is even better. This will allow you to watch/read through a few consulting cases to get a sense for what to expect (continue to our case videos below for one example!) It will also give you time to find a couple friends or classmates who are also applying to top consulting firms. You can give each other mock case interviews and be even more prepared.

Learn How to Case Quickly by Mastering Each Part of the Case

When you’re starting your consulting interview prep, it’s important to remember that the “right answer” is not simply a conclusion, but the methodical, the well-structured process used to reach the conclusion. 

To answer a case question correctly, you must:

Step 1: Understand the question you are being asked.

After your interviewer describes the client this case interview will involve and the problem they face, you should repeat this information back to them in your own words. 

This can feel awkward when you practice your first case, but it will help you in the long run.

If you don’t have the client and their problem straight, you could spend a lot of time answering the wrong question. If that happens you will not be moving forward to second round interviews no matter how elegant your analysis is.

Example: Our client is a fast-food retailer that has seen decreasing sales revenue over the past couple of years. They want your help in understanding what they can do to improve sales.

Step 2: Take time to think through all the key aspects of the problem.

Ask for a moment to consider your approach to solving the client’s problem. During this time, write down what you want to learn about the client’s situation before you answer the interview question.

Your approach can lean on business frameworks you’re familiar with during your case interview preparation. 

For instance, in the example of a fast-food chain with declining sales, you should break sales down into price and unit volume to understand whether the client is not selling enough units of their products or whether prices have fallen (or both!)

But you don’t need to use familiar frameworks. In fact, it’s best to develop your own structure for breaking down the problem as it shows you can solve a case without forcing a standard framework on the problem.

For more information on business frameworks, you might want to become familiar with during your case study preparation, see  Case Interview Frameworks .

Step 3: Ask pertinent questions and use the answers to form hypotheses.

After you brainstorm key aspects of the case problem and structure your approach to solving it, share your approach with your interviewer.

If the interviewer suggests a place to start your analysis, follow their lead.

Otherwise, suggest the best place to start digging into the case.

Make sure the questions you ask the interviewer touch on all the key aspects of the problem you identified including the client’s internal organization, the market for their product, and their competition.

Step 4: Summarize your case interview with a persuasive conclusion. 

Once you’re confident you have enough information to understand the case and what needs to be done to solve the client’s business problem, you’ll conclude the interview with a logical summary outlining the problem, key conclusions you’ve reached, and providing a persuasive recommendation on how you’d help the client resolve it.

Below, we’ll go into more depth on how to address each of these 4 points in a case.

Questions to Ask Yourself Before Diving Deeper into Case Prep

Right now, you may be thinking to yourself that consulting interviews sound impossibly difficult. Or you may think that they sound like interesting business problems that you’d enjoy solving. 

Perhaps you’re not sure.

If you think that answering case interviews is not something that would come naturally to you, don’t worry, you’re not alone! 

Getting good at consulting interviews requires a lot of preparation.

Before you commit to putting in the time required to prepare for the management consulting interview process, you should ask yourself if a career in management consulting is right for you.

Key Questions to Ask Yourself Before Pursuing a Career in Consulting

• Do you enjoy solving the types of business problems asked in case interviews?
• Do you have a background in business principles or are you willing to invest the time it will take to develop one?
• Are you passionate about pursuing consulting as a career?

Management consulting jobs might pay well and provide the opportunity to pursue attractive careers, but if you don’t like solving business problems, you probably won’t like the work you’ll do as a consultant. If you don’t enjoy analyzing business cases, save yourself a lot of preparation time and frustration. 

Focus on career options that better meet your interests.

Or, perhaps solving business problems with smart, driven professionals sounds like it’s your dream job. 

If so, move onto the deeper dive into case prep below! 

Case Interview Prep – Diving Deeper

If you’re here, we’re assuming you’re serious about investing time in preparing for a career in management consulting. 

The best way to get smarter about  answering case interview questions is to master this four-part approach.

How to Answer a Consulting Case Interview –  a 4 Part Approach

The 4 parts to answering a case interview are:

• Opening  – This is where you make sure you understand the client’s problem.
• Structure  – This is where you brainstorm all factors relevant to the problem and organize them to ensure you address them in a complete and logical manner.
• Analysis  – This is where you gather data to identify which of the factors related to the business case are the most important. You’ll use this data to create a recommendation for your client.
• Conclusion  – Here, you present your recommendation to “the client” (your interviewer), in a well-structured and persuasive manner.

Case Interview Prep Part 1: The Opening

As we saw in the video above, the opening of a case question is a description of a client and the problem they’re facing. Davis repeated back to the interviewer the type of business the client was in and and their business problem.

Remember, this clarification is an important step in the process.

If you did not remember that the client was a top-three beverage producer and answered the question as if the client was a start-up, your answer would ignore the manufacturing and distribution infrastructure the company already had in place to launch its new product.

That would make your answer completely wrong.

During this portion of the interview, you can ask any clarifying questions you need to. If something is not clear—the client’s product or industry, or the problem they want to solve —ask !

Nailing the opening is probably the easiest part of case prep. Get this right, and you’ll start each case off strong.

Case Interview Prep Part 2: Structure

Once Davis clarified the problem, he asked for a moment to prepare her response. In the structure phase of the case interview, there’s silence for several moments.

As with clarifying the question, this can feel awkward.

But asking for this time will show the interviewer that you’re carefully structuring your problem-solving approach.

It will also ensure that you are not quickly addressing a couple of aspects of the business problem but ignoring others, potentially ones that are critical to solving the client’s problem.

Some quick brainstorming is useful here, but also take a step back to maker sure you consider all aspects of the client’s business, its customer demand, and the competition. 

Organize your questions into a comprehensive approach to address all key aspects of the problem.

Mastering the structure phase of the interview is not as easy as the opening, but it’s critical to ensure you have the structured problem-solving approach that will lead you to the right answer to the case.

Focus on this aspect of case interview preparation until you can structure almost every case right.

Case Interview Prep Part 3: Analysis

In the third part of the case study interview, you’ll dig in and analyze the problem.

After Davis outlined his problem-solving approach, the interviewer told him that the client wanted to understand the beverage market and customer preferences to assess the potential success of the product launch.

The interviewer then provided a chart with helpful data.

This part of the interview is important because gives you the data that will help you close down aspects of the case that aren’t at the heart of the problem you need to solve and to better understand key drivers that will point to the solution.

But you’ll also need to do some consulting math .

You should also refer back to the problem-solving structure you laid-out earlier in the interview to make sure your analysis is comprehensive. You don’t want to get lost down one rabbit hole and ignore other important aspects of the problem.

During this portion of the interview, you’ll be assessed on whether you asked relevant questions, have well-reasoned insights into the client problem, and whether you could lead a case like this if you were hired by the firm.

Many consulting candidates find that the analysis phase of the interview is the toughest of the 4 parts.

You need to balance doing consulting math calculations with interpreting data and make sure you cover all aspects of the problem you identified in the structure phase of the case. 

Stick with this aspect of case preparation until you’re an expert at it–it will pay off in your interviews. 

Case Interview Prep Part 4: Conclusion

Davis concluded the case with a direct answer to the case study interview question as it was initially asked.

This answer should be both persuasive and logical based on all the information gathered over the course of the interview. Your answer should also include the next steps your client should undertake.

During the conclusion, you’ll be assessed on whether you present a well thought-out solution based on the relevant facts of the case.

Like the opening, mastering the conclusion is not difficult. Take you time to nail this aspect of case prep anyway as leaving your interviewer with a strong impression of your casing capabilities is important.

Effective Case Interview Prep: The Bottom Line

The case study interview is not as complex as it seems if you break it into 4 parts.

Practicing each part of the case on its own will make your consulting interview preparation both more efficient and more effective.

Now that you’re familiar with the 4-part approach to a case interview, the next thing to learn is the 4 different formats case interviews can take.

4 Formats for Case Interviews

There are four formats a case interview can take:

• Interviewer-led – In this case interview format, a candidate will still be expected to identify and structure the key elements of  a thorny business issue, and then present them to the interviewer. But after they do, the interviewer will direct them to first address a particular aspect of the case. This interview format is typically used in McKinsey cases.
• Written interview – This is not a common interview format but can be common for particular companies and offices. You will be given a packet of PowerPoint slides and time to review them. During this time, you’ll prepare a presentation using the slides you choose from the ones provided as well as others you create, and you’ll then present it to a panel of interviewers. Written interviews are frequently used by boutique consulting firms and regional offices of larger firms such as Bain’s China offices. For more information, see this article on written case interview.
• Group interview – Multiple candidates are brought in to discuss a case together and then present their solution to an interviewer. The group case is also not a frequently used interview format. For more information, see this article on group case interview.

While the candidate-led consulting interview is the most frequently used format, you’ll probably see more of the interview-led interview format in McKinsey interviews.

You should also be aware of the written and group interview formats so that if you get one during the case interview process, you’re not caught by surprise. But don’t spend a lot of time on preparation for that type of interview unless you’re informed you’ll have one.

Congratulations! 

You’ve made it to the end of our crash course on case interview prep. By reading this article, you now have a strong understanding of:

• What a consulting case interview is,
• How to answer case studies using the 4-part approach, and
• What the 4 different formats for case interviews are.

You are well on your way toward preparing for your first case interview and entering the exciting field of management consulting. 

Still have questions?

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

Also, we have tons of other resources to ensure you get an offer from a top management consulting firm. Check out these topics:

• Case Interview Workshop Video
• Case Interview Examples
• Case Interview Practice

Help with Case Prep

Thanks for turning to My Consulting Offer for advice on case prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job in management consulting. For example, here is how Brenda was able to get a BCG offer when she only had 1 week to prepare.

8 thoughts on “A Comprehensive Guide to Case Interview Prep [updated 2024]”

In the math calculations of the analysis portion, why was it that there were 8 cans per gallon? Where did that number come from?

Hey, Tonia! Thanks for your question.

In the case, we’re given that the size of the market for US sports drinks is 8 billion gallons. Electrolyte drinks are 5% of this total or .4 billion gallons which equals 400 million gallons.

We’re also given that the product size for drinks in this market are 16 ounces. And in our breakeven analysis, we find out we need to sell 400 million bottles (or cans) to break even. We need to do a conversion to compare our breakeven point of 400 million bottles to the 400 million gallon market size to see what market share we would have to achieve to break even.

Conversion: 1 US gallon = 128 ounces. 128 ounces/ gallon divided by 16 ounces/ bottle = 8. We can fill 8 bottles for each gallon of electrolyte drink we produce. So 1 gallon is 8 bottles (or cans) manufactured by our client.

We divide the 400 million bottle (or can) breakeven point by 8 to get to 50 million gallons. We compare the 50 million gallon breakeven point to the 400 million gallon market size to see that we need to capture 12.5% market share.

Note: In answering this question, I noticed that a UK gallon = 160 ounces, so if you are using UK gallons you will get a different answer!

I hope that helps! Sorry about the confusion between US ounces/gallon and UK ounces/gallon!

Hi, what resources are you typically allowed to use during (virtual) case interviews? Such as a pen, paper, calculator etc.

You’re typically allowed a pen and paper in a virtual case interview but NOT a calculator. Part of what your interviewer is testing for is your quantitative skills, so they want to see that you can do calculations in your head or on paper. See our article on virtual case interviews , for more info. Also, we have an article on practicing your case interview math .

Best of luck!

Can you please explain the ROI formula? I do not understand why (2m-8m)/8m = 25%. That calculation gets a result of -75%

Shouldn’t the formula just be (net profit)/(cost of investment)?

George, thanks for pointing this out! The formula was incorrect, and should be Profit/cost of investment. The correct answer is 25%.

All the best, MCO

thanks for information

great information

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What Is a Case Study?

What is a case study interview, how to prep for a case study interview, case study interview example questions, during the case study interview.

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Table of Contents

A case study interview isn’t your average interview. While most interviews ask you to give examples of how you use your skills on the job, in a case study interview, you’ll use those skills in front of the interviewer to solve a real-life problem.

It’s like auditioning for the school play. But instead of showing you can sing and dance, you’re using a case interview to show how you provide innovative solutions to pressing business problems. Not sure how to get ready for this kind of interview? We’ve got you covered. This guide explains how to prep for a case study interview.

Case studies are used across a variety of industries — everything from business to medicine. They are an in-depth examination, analysis, and critique of a real-world scenario the company experienced. People discuss the situation and explore what they learned while forming new solutions to try when they face a similar situation in the future and hope to improve their performance.

For example, doctors and nurses use case studies to improve how they diagnose and treat patients. Using real patient information, the medical team analyzes the case to see what the team may have missed and why they missed it. Learning from these errors helps the team better prepare for similar cases in the future to improve patient care.

While many industries use case studies to iterate and improve their performance, not every company uses case study interviews. This type of interview is very common at consulting companies (no matter what kind of consulting it is). But it’s not unusual for companies outside of consulting to use case interviews for marketing or operations roles.

In a case study interview, you’re given a real-world situation the company has faced and are tasked with analyzing it and suggesting a course of action.

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Skills you’ll build: Prioritizing, planning, data analysis, error spotting, communication, strategic thinking

Businesses use case study interviews to assess your abilities in real-time. While you’ll probably draw on a variety of skills, most case study interviews assess:

• Strategic thinking
• Analytical skills
• Common sense

The advantage of a case study interview is that the interviewer can evaluate your ability in each of these areas and see how you’ll actually use them on the job.

What Is a Fit Interview?

Some people use “case study interview” and “fit interview” interchangeably. While a fit interview and a case study interview both ask behavioral interview questions , they are not the same thing.

A case study interview assesses your ability to do the job. It primarily evaluates how you approach business problems and use your skills to solve them. A fit interview is about company culture fit. The interviewer asks questions that assess how well you’ll fit into the company, like asking you questions about what motivates you or how you lead .

Fit and case interviews are important parts of the evaluation process. Getting the job done is just as critical as getting along with coworkers and supporting the company’s mission. Depending on where you interview, you may have one fit interview and one case study interview, or the fit interview may be a smaller part of the case study interview.

What You’ll Learn in a Case Study Interview

A case study interview allows the hiring manager to see your skills in action and how you approach business challenges. But it also teaches you a lot about the company (even if you’re doing most of the talking).

In a sense, you’re behaving as an employee during a case study interview. This gives you a peek behind the curtain, allowing you to see the company’s inner workings, like how they approach business problems and what they expect from you and your performance.

For example, you may offer a novel approach to solving a problem during a case interview. How does the interviewer react to it? Are they impressed? Surprised? Is there a scowl or frown on their face? Their reaction gives you insights into how the company will likely receive your solutions.

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Depending on the specific company, you may have the case study interview questions in advance, but you may not. Whether you do or don’t, here’s how to prepare for a case study interview.

Conduct Deep Research

Good interview prep for any interview means researching the company. That includes things like learning more about the company’s mission and the challenges the industry faces. But when you’re preparing for a case study interview, your research needs to go deeper. 

When you answer a case study question, your answer has to be specific to the company’s clients or business objectives. For example, if you’re interviewing for a role in strategy consulting , your answer shouldn’t focus on aspects of human resources consulting (unless it’s particularly relevant).

Your research needs to include the kinds of clients the company works with and what types of problems the company solves. For example, the company may only consult for Fortune 100 companies that need accounting advice. Keep these facts in mind as you prepare for the interview.

Case Study Interview Formats

There are four types of case study interview formats:

• Candidate-led: The interviewer asks you a specific question (or gives you a prompt), and you walk the interviewer through a detailed answer.
• Employer-led: The interviewer leads you through a series of specific (and predetermined) prompts and questions, no matter your answers.
• Presentation: You’re given a problem in advance to create and present a detailed case study.
• Video: Similar to a presentation case study interview, you’ll create a video presentation of the case study.

Most companies will tell you in advance which style of case study interview you should prepare for. But if they don’t, reach out to your recruiter or check the company’s website. Many include the essential details you need to prepare for the case study interview.

Seek Out Company-Specific Tips

Speaking of companies and their websites, not only do many companies that use case study interviews tell you the format, they often include helpful tips and tricks to help candidates prepare. This includes what to expect, what the company is looking for skill-wise, and what kinds of responses they want. They may even have a few practice questions and videos you can use to help you prep.

Unlike other common interview questions , it’s not as easy to prepare an answer to case study interview questions. Even though you know it’s a case study interview, you don’t necessarily know the specifics of the case or what problems you’ll be asked to solve.

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That said, it’s likely your case study interview questions will cover one or several of these concepts:

• Entering new markets
• Increasing profits
• Cutting costs
• Turnarounds
• Mergers and acquisitions
• Pricing strategy
• Developing new products
• Industry analysis
• Competitive response

While there are many ways to answer case study interview questions, a few basic prep tips can help you get ready for every question.

In addition to what you usually bring to a job interview , make sure you bring a notepad and pen or pencil to a case study interview. Taking notes will help you better understand the questions and formulate your answers. It also gives you a place to calculate numbers and figures if you need to. Not every case study interview allows calculators, so you’ll need to be ready to do your calculations manually.

Ask Specific Questions

As you’re working through the case study, you can and should ask any clarifying questions you need. The interviewer wants to hear specific, detailed answers that solve the problem. So, whenever you’re unclear, ask a follow-up question to not only get what you need but to give the interviewer what they need. 

That said, your question(s) should be very specific. You need to verify exactly what the interview is asking so you can create an appropriate answer. Say the interviewer gives you a broad question: The client’s revenue is falling. How do you help them increase it? You can follow up with a very specific question or two to make sure you understand what the interviewer is asking:

You’re asking how I would help the client raise revenue, correct? Are you also asking how I would help them increase their profit and cut costs?

>>Related: 5 Top Questions to Ask in an Interview (and Why You Should Ask Them)

Talk Them Through It

A big part of the case study interview is seeing you in action. However, in this case, “see” really means “how you think.” Since the interviewer can’t hear your inner monologue, you’ll need to practice thinking out loud.

While the interviewer wants to hear your solution, they also want to hear how you got there. That means talking through your entire thought process. Instead of saying, “I’d do X,” you have to explain how you arrived at your decision while you’re getting there.

Because not everyone thinks out loud, it may feel unnatural to you, and you likely won’t be expected to do it on the job. But it’s crucial to practice this skill — and it is a skill — because the interviewer is expecting you to do it in a case study interview.

Want to give a case study a shot? Try out a Forage consulting virtual simulation program and gain the skills you’ll need to ace a case study interview.

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How To Prepare For A Case Study Interview

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Following the recent success of our technical interview prep guide and one-way interview prep guide , I caught up with professional resume writer and interview coach Paula Christensen to learn how you can best prepare for a case study interview.

Here’s what she shared about case study interviews and how to succeed in them:

What Is A Case Study Interview?

For starters, what’s a case study interview? “A case study interview is a specific interview method in which applicants are given complex business problems to analyze and solve on the spot,” explains Christensen. “They assess a candidate’s analytical and critical thinking skills as well as personality traits such as adaptability and curiosity.”

According to her, employers use case study interviews to not only evaluate how applicants approach problems, but also the analytical frameworks they use, as well as their communication skills.

Now, how do you effectively prepare for a case study interview? Perhaps not surprisingly, preparing for a case study interview has a lot of similarities to preparing for a regular interview .

First, “To enhance any interviewing skills, especially case study interviewing skills, practice is essential,” argues Christensen. She recommends reviewing common case study interview frameworks, then practicing them with a mentor , partner, or interview coach .

Next, Christensen suggests that you “be prepared to ask clarifying questions, learn to structure your thoughts and communicate them clearly, and get in the habit of using data and facts to support your recommendations.”

You also want to be ready for follow-up questions from the interviewers. “Good follow-up questions dig beneath the surface, and by answering them well, you can demonstrate that you have done your due diligence,” adds Christensen.

Sample Case Study Interview Questions

“There are hundreds, if not thousands, of practice case interview questions available online,” says Christensen. “Be selective about the cases you choose and practice situations that closely mimic scenarios you will encounter in your job function and industry.”

With these suggestions in mind, Christensen provided the following several sample case study interview questions along with explanations on how to approach answering them.

Sample Case Study Interview Question 1

“A company is considering entering a new market; what steps would you take to evaluate the potential success of the venture?”

Christensen explains that the interviewer might ask this question with the hope of learning how you evaluate potential business opportunities, including your strategies for collecting and assessing information, as well as your process for making conclusions about the probable success of the venture.

“They also want to understand your approach to assessing the risks and rewards of entering a new market and how you make data-driven decisions,” she says. “Can you demonstrate your understanding of what it takes to evaluate a market? Can you clearly explain your reasoning and rationale for your recommendations?”

Sample Case Study Interview Question 2

“How would you approach a restructuring plan for a struggling company?”

According to Christensen, “This question is designed to test your problem-solving and reasoning skills.” With this in mind, she recommends beginning by collecting information on the company’s current situation, which could include its industry, market, finances, and any recent events that might have contributed to its struggles.

Once you’ve gathered the relevant details, you can then take steps to begin to identify the root cause of the company’s struggles, explains Christensen. Examples of the root cause might include operational inefficiency, a lack of market share, or poor financial performance.

Next, based on the root cause, you’ll want to develop an action plan that addresses the issues you identified, says Christensen. Finally, she suggests communicating how you would execute the plan. “This includes identifying KPIs to measure success and regularly monitoring and adjusting the plan as needed,” she adds.

Final Case Study Interview Tips

Learning how to prepare for and succeed in a case study interview takes time. If you can, try to avoid cramming, and give yourself ample runway to learn the nuances of case study interview questions. Also, consider heeding Christensen’s advice and find someone to support you with the process. You’ve got this!

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Career in Consulting

Case interview prep: The definitive guide

This is the complete guide to boosting your case interview prep in 2023.

In this in-depth guide, you’ll learn:

• How to effectively prepare for case interviews
• How to turn your case interviews into job offers
• How to avoid the mistakes that lead to rejection
• And lots more

So, if you want to secure offers at McKinsey, BCG, or Bain & Company, this guide is for you.

Let’s dive right in.

Table of Contents

Case interview fundamentals.

In this section, you’ll get a handle on the fundamentals.

Whether you are new to case interviews or want to ensure you are on the right track, you’ll love this section.

Then, in later sections, we’ll cover advanced tips, techniques, and strategies to ace your management consulting interviews.

But first, let’s cover the basics of case interview prep.

What is a case interview?

A case interview is a job interview technique.

A case interview – or case study – is a job interview technique to assess a candidate’s potential to become a successful consultant.

To do so, management consulting firms ask candidates to solve real-life problems their clients face .

Hence, this perfectly simulates the job you must do as a Consultant.

For instance, here are two sample case questions from Bain & Company’s website .

And here are more examples from the McKinsey & Company website .

A case interview is a problem-solving test

To solve these real-life problems, you must go through a certain number of steps, such as identifying the key drivers of the problem, asking the right questions to walk your way through the case, analyzing data, and presenting a solution to the problem.

But don’t worry: I’ll detail these steps later in this guide.

The problems you have to solve in a case interview are diverse both in terms of industry (Hospitality, Transportation, Chemical, Banking, Oil & Gas, Private Equity, etc.) and business situation (improving sales or profits, decreasing costs, rethinking an organization, acquiring a company, etc.)

And they are usually taken from real-life projects done by the interviewers .

Another important rule in a case interview:

There is no right answer (but plenty of wrong answers).

Hence, what’s important for your interviews is your reasoning.

And this means they are more interested in your thinking process than a solution for the problem.

Here is an example from Bain’s website:

What is NOT a case interview?

I’ve been coaching candidates for over a decade.

And I’ve seen this misunderstanding too many times:

A case interview is NOT an exam .

Case interviewers are NOT testing your KNOWLEDGE or your memory.

They are testing your COGNITIVE SKILLS .

Which means:

Your ability to effectively use and adapt your knowledge to solve complex problems.

That’s why memorizing frameworks or formulas is useless… and often counterproductive.

There is no shortcut to ace a case interview.

Instead, you must develop your problem-solving and communication skills.

Remember this:

A case interview should be a conversation between 2 consultants solving a business problem.

This is far from being a student answering exam questions on a piece of paper alone.

Who uses case interviews and why?

All top management consulting firms use case interviews to assess a candidate’s problem-solving skills.

So, why do consulting firms use case interviews in their interview process?

You must understand this:

Management Consultants consider themselves professional problem solvers.

And during the case interview process, they want to see if you are one of them .

They want to see if you think and speak like them.

Here is a non-exhaustive list of consulting firms using case interviews in their interview process:

McKinsey & Company

Boston Consulting Group

Bain & Company

Oliver Wyman

Roland Berger

Strategy&

Monitor Deloitte

Note: This list is by no means exhaustive. Lots – if not all – boutique consulting firms use case interviews as well as part of their interview process.

The formats of case interviews differ from one firm to another.

And that’s what we are going to discuss in the next paragraph.

What are the different types of case interview formats?

Now, it’s time to discuss the two formats of case interviews:

Candidate-led case interviews

Interviewer-led case interviews

More specifically, you’ll learn what are the differences between a candidate-led and an interviewer-led case interview.

Also, you’ll learn what are the implications of these formats for your case interview preparation.

The first case interview format: Candidate-led case interviews

Most firms use a candidate-led format.

What does candidate-led mean?

In candidate-led interviews, the candidate is expected to drive the case from start to finish.

This means they are responsible for structuring the problem, asking the right questions, and leading the discussion towards a solution.

In other words, the candidate is in the driver’s seat.

They must proactively identify issues, prioritize them, and decide on the next steps.

Therefore, there’s often more room for creativity and exploration.

If the candidate decides to explore a particular area of the case in-depth, they have the freedom to do so.

The second case interview format: Interviewer-led case interviews

McKinsey uses interviewer-led interviews (so do – sometimes – Oliver Wyman and Strategy&).

In interviewer-led cases, the interviewers are more active in guiding the discussion.

After the candidates present the key topics to be analyzed to solve the business problem, the interviewers lead the direction on where to start diving into the analysis. 

While the candidate must still showcase their problem-solving skills, the interviewer largely determines the case’s direction.

The interviewer might direct the candidate to specific areas they want to test, making the case feel more structured and segmented.

The implications of the case interview format for your case interview prep

For Candidate-led Interviews, you need to be comfortable with taking the lead.

This means you should practice deciding which areas to probe further and which to deprioritize.

And I’ve created a free consulting case interview preparation course to show you how to do it:

Get 4 Complete Case Interview Courses For Free

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

For Interviewer-led Interviews, you must be quick, adapt to new information, and change your approach as needed.

Therefore, active listening is crucial to ensure that you’re addressing the issues raised.

However, while there are distinct differences between candidate-led and interviewer-led case interviews, the core skills being tested are consistent across both formats .

What to expect in case interviews?

Most candidates hear “case interviews” for the first time when they decide to apply for consulting jobs.

And for most candidates, this is the biggest obstacle between them and their dream job.

So, in this section, we will go through the 5 steps of a case interview.

All interviewers from McKinsey, BCG, Bain, or other top consulting firms expect you to follow these 5 steps.

Note : The techniques and strategies to ace these steps will be discussed in the section “How to ace your case interviews.” later in this guide.

Open the case

A case interview starts with the interviewer sharing the case prompt with you.

In the case prompt?

The interviewer shares a client’s situation and the problem they are trying to solve.

While the interviewer speaks, you must take notes.

You must write down all the critical information and keywords of the case prompt on a piece of paper.

Don’t worry:

This guide will address how to recognize the “critical information and keywords” of a case prompt.

And after the interviewer finishes sharing the case question, it’s your turn to speak…

Clarify the problem

You can assume that all the case prompts will be ambiguous.

Some critical information will be missing.

Or some keywords will be ambiguous.

And it’s your first job to remove any ambiguity.

An example?

Imagine this case prompt:

Your client manufactures cars. They have been experiencing declining sales and are asking for your help .

In the above case prompt, you should clarify what types of cars they manufacture.

A mass-market model like a Toyota Corolla?

or a luxury model like a Ferrari Spider 488?

The case’s direction will be very different whether we discuss one model or another.

Consequently:

You must ask clarifying questions to understand precisely the situation and goal.

Also, if you don’t understand a word, ask your interviewer to define it.

Develop a tailored framework

For most candidates, this is the scariest part.

During this step?

You must develop a mutually exclusive and collectively exhaustive (known by its acronym: MECE ) issue tree.

An issue tree can also be called a case interview framework (or case interview structure ).

Now, let’s address the following questions:

What is a case interview framework?

Why is this important?

What are the characteristics of a good case interview framework?

First, let’s define what a case interview framework is.

A case interview framework is your plan to solve the problem.

In other words:

This is your roadmap to move from the problem to the solution.

And during the case, you’ll walk your interviewer through this roadmap.

This roadmap must include all the factors that influence the behavior of the problem.

For instance: volume and price influence the behavior of sales.

And these factors must be organized by following certain principles (the infamous MECE principle ).

All these factors must be organized in a mutually exclusive and collectively exhaustive way to ensure that there is no gap (no important factor is missing) and no overlap (no factor is counted twice).

Now, what makes a great case interview framework?

Watch this video detailing the three characteristics of a superior case interview framework:

MECE (mutually exclusive and collectively exhaustive)

Logic-driven

Solve the problem

After you’ve presented your roadmap, you must ask relevant and insightful questions to the interviewer.

Get data and information to solve the case.

Your interviewer can provide you with data in three forms:

Then your job is to interpret these data.

You must turn these data into business insights.

Note: an insight is the meaning of the data in the context of the problem (more detail on that later).

This is called the “so-what” in top consulting firms.

At this stage, your interviewers mainly test your analytical skills and business judgment.

For instance, they ask themselves:

Can you connect the dots between different sets of data?

And can you derive conclusions from these sets of data?

Besides, interviewers also test your quantitative skills.

They might ask you to perform quick mental calculations (also known as case interview math).

And when you have formed many conclusions from the data analysis, you can derive a recommendation.

Now, it’s time to move to the next step.

Close the case with a solid recommendation

The final step consists of delivering your recommendation to your client.

This is when you tell your client what to do, why they should do it, and why it’s important.

This is when you shift from an “analysis mode” to a “presentation mode.”

You are now talking to your client’s CEO.

To deliver your recommendation, you must follow the top-down communication principles popularized by Barbara Minto in her book “ The Pyramid Principle ” (a must-read if you want to have a successful business career).

Hence, you must:

Start with your recommendation (or your answer to the client’s question).

Provide supporting arguments, usually taken from the analyses you performed during the case.

Discuss the next steps your client must take.

At this stage, your interviewers mainly test your communication skills.

But they also test your business judgment.

For instance, by asking themselves if your recommendation is actionable or not.

And… that’s it!

You are now done with your case interview.

Or at least you have an overview of the different steps of a case interview.

Now, you can watch this video where I present the 5 steps in detail:

What do case interviewers look for?

In this section, you will understand how you’ll be evaluated .

There is no secret: You must understand the rules of the game to have a chance to win.

And most consultancies – if not all – use the same criteria to assess a candidate’s case interview performance.

But let’s be clear:

In a competitive sector like Consulting, you must be in the top 1% of candidates across all these criteria to land an offer .

So, if you’ve ever wondered what it takes to be in the top 1%, you’ll learn a lot from this section.

Hard skills: the 4Cs and business acumen

During the screening phase, HR professionals check your resume and cover letter to establish if you have the potential to be a good candidate.

And during the case interview process, Consultants test this potential to establish if you’ll become a best-in-class consultant.

Consultants want to see if you have the skill set to become this best-in-class consultant.

Case structuring

Interviewers assess your ability to identify all the relevant components of a problem, to organize these components in a MECE way , and to explain clearly how each of these components helps solve the overall problem.

Case leadership

Interviewers assess your ability to prioritize the issues to analyze. You must demonstrate your 80/20 thinking (your ability to identify the 20% of issues that will solve 80% of the problem).

Case analytics

Interviewers assess your ability to transform data into insights. If data is the “what,” then the insight should be the “so what.” In other words, your ability to say what the implications of data are.

Communication skills

Interviewers assess your ability to communicate your ideas clearly and keep the interviewer engaged and aligned with your thinking process during the entire case discussion.

Also, clear and concise communication shows your interviewers that you are client-ready.

Business acumen

Business acumen – or business sense skills- is the top 1% factor.

This is how:

An issue tree is more tailored to the problem to solve

Only the most impactful issues are addressed

The interpretations of data are more insightful

In short, this is your ability to understand what moves the needle in problem solving.

Soft skills: personal characteristics

Besides the above hard skills, consulting firms check if you have the personal characteristics demonstrated by the best-in-class consultants.

Coachability

Feedback is a significant part of the culture in consulting.

Consultants receive formal feedback every 3 months (after each project) and informal feedback throughout the project.

So, interviewers check how you react to feedback.

Do you listen well, understand, and implement feedback?

Or do you defend your opinion at all costs?

And be careful: lack of coachability is a red flag for many interviewers.

Are you excited about working on a new project (in a new industry) every 3 months?

If the answer is yes, consulting can be a good career option for you.

A curious mind (or “growth mindset”) is an important characteristic of being a successful consultant.

Therefore, your answers in fit interviews or your attitude during case interviews should showcase your burning desire to learn new things.

Comfort with ambiguity

In management consulting, you’ll have to solve tough business problems while having incomplete information.

So, your case interviewers test how you deal with ambiguity.

And a consulting case interview is full of ambiguities!

Check this article to learn how to clarify a case prompt .

Confidence & maturity

Consulting is a client-facing job.

And top consulting firm clients – corporations or public organizations – pay tons of money for their services.

So, interviewers ask themselves, “Do I feel comfortable putting this person in front of my client?”.

Important note : Since I sometimes get the question, you’ll have your chance regardless of your personality (introvert or extrovert).

Case interview examples from different consulting firms

I will share two in-depth case interview examples with you in this chapter.

That way, you can see the strategies and techniques from this guide in action.

Specifically, we will discuss the two types of case interviews used by top consulting firms:

Business cases

Market sizing questions

And for each type of case interview, I’ll share examples with you.

Note: per my experience, top consulting firms do not use brainteaser questions .

Therefore, this guide will not discuss this type of question.

However, I encourage you to check if your target company uses such questions (other consulting firms might still use brainteasers in their hiring process).

Business problem examples

Business cases are the most common questions you can have in a case interview.

You are asked to solve a business problem for a fictional client.

Similar to real consulting engagements, business cases are typically organized by industry and functional category.

The industries you might encounter in a case interview are:

Agriculture,

Automotive & Mobility,

Consumer Goods,

Electronics,

Energy (Oil, Gas, Power),

Financial Services,

Healthcare & Life Science,

Industrial,

Infrastructure,

Metals and Mining,

Paper and Packaging,

Pharmaceuticals,

Private Equity,

Public and Social Sector,

Real Estate,

Semiconductors,

Technology & Telecommunication,

Transportation,

Travel and Tourism

Utilities & renewables.

The functions you might encounter in a case interview are:

Corporate Finance,

Digital & Technology,

Manufacturing,

Mergers and Acquisitions,

Operations,

People and Organizational Performance,

Recovery and Transformation,

Risk and Resilience,

Sales & Marketing,

ESG & Sustainability.

The following topics, which are not MECE , could be covered in case interviews depending on the function and the industry:

Growth strategies

Market entry

Cost optimization

Organization optimization

Product launch

Profitability case interview

Here is a first McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/diconsa

Another example?

Here is another McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/talbot-trucks

And here is a BCG case interview example:

Source: https://careers.bcg.com/case-interview-preparation .

Finally, over 250 case interview examples (with answers) are found on this page .

Sample market sizing questions

A market sizing question is a case interview where you have to estimate the size of something with no (or little) data available .

Market sizing questions can be embedded in business cases or can be asked as standalone questions.

For instance, here are some sample market sizing questions:

How many coffee cups does Starbucks sell in a year?

What volumes of beer are sold during an LA Lakers basketball game?

How many iPhones are currently being used in China?

What is the monthly profit of an average hair salon in the UK?

Market sizing questions are a very popular type of case interview at top consulting firms.

So let me be clear:

You can NOT land an offer at McKinsey, BCG, or Bain if you don’t know how to solve market sizing questions.

That’s why I’ve written a comprehensive step-by-step guide on market sizing questions here .

In this guide, you’ll learn my best strategies to solve the 3 types of market sizing questions .

Also, you’ll find plenty of examples to see how these strategies work.

Old vs. New cases (2021 - present)

For the past few years, case interviews have changed.

Until a few years ago, case questions looked like this:

Declining sales

Declining profits

In short, the types of questions you can find in books like “ case in point” or “ case interview secrets.”

Less than 40% of case interviews are questions from the above list.

The other 60%?

Non-traditional case questions.

For instance, McKinsey recently asked this question:

Your client is a fictional country. They want to develop a plan to fight climate change. How would you help them with this question?

So, why have consulting firms decided to use this new type of question?

Because the goal of case interviews is to understand how you think.

And more precisely:

How you think outside your comfort zone.

Have you learned all the well-known business frameworks?

👉 They test your ability to solve business problems where these frameworks are irrelevant.

Do you have an Engineering degree?

👉 They will give you a case involving lots of business concepts.

Don’t have quantitative experience?

👉 They will give you a case with lots of math, charts, and numbers.

And it makes a lot of sense.

Because it mimics the day-to-day job of a consultant:

Consultants are constantly outside their comfort zone.

And they are constantly exposed to new topics.

Now, the implications for you are very important.

You can’t only rely on well-known frameworks.

Instead: you must learn how to build your own tailored frameworks.

You must learn how to think with First Principles and top-down logic.

You must learn how to organize your ideas in a MECE way .

Even for non-traditional case questions.

And I’ve created 4 free consulting case courses to learn just that:

How to ace your case interviews

In this section, I’ll show you how to turn your case interviews into offers.

In fact, the strategies in this section have helped over 350 candidates land job offers at McKinsey, BCG, Bain, or any boutique consulting firms.

And the strategies I share here can be used in all types of cases: market entry, profitability case interview, M&A, etc.

Let’s start with how to open a case like a pro!

Acing the opening: remove ambiguities

There is a lot of misleading information online about how to open a case:

Paraphrase the case prompt (aka repeat information your interviewers already know).

Ask a maximum of 3 clarifying questions.

End by asking if there is any other objective you should know.

But there is a better way to open a case:

Add business colors.

Take the lead.

Ask clarifying questions (as much as necessary).

Do a smart recap.

Here’s the truth:

How you open a case sets the tone for the entire case.

Start poorly, and your interviewer won’t guide you much during the case.

On the other hand:

Give a strong first impression, and your interviewer will see you as one of them from the first seconds of the case.

And that can be a game changer in your performance and chances to land an offer.

Therefore, this must-read guide will show you how to start your case interview correctly.

Acing the case structuring: create the perfect issue trees

We discussed this before:

An issue tree is the strategic framework that guides your analyses and helps you answer the client’s question effectively.

Before we dive into the nitty-gritty, let’s revisit the three essential characteristics of a robust case structure:

1. MECE (Mutually Exclusive, Collectively Exhaustive): Your structure should cover all possible areas without any overlaps.

2. Logic-Driven: The structure should follow a logical flow, making the logical connection between the different areas and the problem clear.

3. Tailored: Your framework should be customized to the specific problem at hand, not a one-size-fits-all template.

It shows that you can think strategically, organize your thoughts, and approach problems methodically—all essential skills in consulting.

Take Your Case Structuring Skills to the Next Level

Ready to master the art of case structuring?

Sign up for our free 4-hour video case interview training course .

This comprehensive course will walk you through the intricacies of developing a winning case structure, complete with real-world examples and actionable tips.

Acing quantitative questions: conquering numbers!

The mere mention of case interview math questions can send shivers down the spines of candidates with weaker quantitative backgrounds.

But hold on!

These questions aren’t just about doing quick mental calculations.

In fact, interviewers are looking for three crucial elements:

Structured Approach : Can you systematically break down the problem?

Numerical Comfort : Are you at ease with numbers and capable of swift mental calculations?

Business Sense : Can you interpret the results in a way that makes business sense for the client?

In the realm of case interviews, math questions often serve to calculate data that fills in the gaps in a given problem.

For example, you might be tasked with:

Market Sizing : For instance, estimating the potential size of a market.

Financial Metrics : For instance, calculating performance indicators like Payback Period or ROI.

Solution Impact : For instance, assessing the potential cost savings or productivity gains from a particular initiative.

The Truth About Mental Math

The world of mental calculations in case interviews is fraught with myths.

Let’s debunk some:

Reality : Calculators are a no-go. You’re on your own.

Reality : A significant math mistake is often a one-way ticket to rejection.

Reality : While some may tell you it’s okay to round numbers, most interviewers would disagree.

The rules can vary depending on who’s sitting across the table from you, so always be prepared for the strictest guidelines.

Follow This 4-Step Approach to Ace Quantitative Questions

Step 1: Define an Arithmetic Equation

The first step is to translate the business problem into an arithmetic equation.

This is where your structured approach comes into play.

Step 2: Do the Math

The data needed to solve the equation are usually provided by the interviewer.

If not, don’t hesitate to ask.

Occasionally, you’ll need to make educated estimates.

When calculating, remember: accuracy trumps speed.

Step 2bis: Do a Sanity Check

Before you share your answer, do a quick sanity check.

Does the result make sense in the context of the problem?

If something feels off, revisit your calculations.

Step 3: Share Your Insights

This is where your business sense shines.

Interpret the numbers and discuss their implications for the client’s situation.

Step 4: Lead the Case

Based on your calculations and insights, guide the conversation toward actionable recommendations.

Here is an example:

Interviewer : “How many units does a car manufacturer need to sell to break even?”

Candidate : “To find the breakeven volume, we can use the equation: Fixed Costs / (Selling Price – Variable Costs). Given that the fixed costs are $10 million, the selling price per unit is $20,000, and the variable costs are $15,000, the breakeven volume would be 1,000 units.”

How to Practice Math Questions

To sharpen Your Skills:

Mock GMAT Tests : These tests are excellent for practicing a wide range of quantitative problems.

Case Interviews : Simulate the real experience by going through case interviews that include math questions.

But don’t limit yourself to traditional methods.

Various online platforms and apps are designed to help you practice mental calculations and case-specific math problems.

By mastering case interview math, you’re not just showcasing your ability to crunch numbers.

You’re proving that you can think critically, make data-driven decisions, and lead a case to its logical conclusion.

Acing chart interpretation questions

Knowing how to interpret charts should be part of your consulting toolbox.

And to crack the case, you’ll have to analyze data presented in the form of charts or data tables.

While it looks straightforward, the challenges are numerous:

The quantity of data presented can be huge, and your time to analyze these data is limited. And some firms – like BCG – like to present charts with lots of irrelevant data…

Charts can come in many forms: bar charts, line charts, pie charts, scatter plots, etc. You must know how to decode each type of chart.

The game you’re playing here is not to read the data correctly but to turn these data into insights (the “so-what”). Your business judgment will make the difference here.

You sometimes need to use data presented 5 minutes ago in another chart to complete the actual analysis.

Understand the different types of charts

A chart is an immensely powerful way of presenting numerical data. All the information is summarised in one go in a way that the eye can readily absorb.

Trends, proportions, and other relationships are revealed at a glance.

If you are unfamiliar with the different types of charts, I recommend reading the book: “Say It with Charts” by Gene Zelazny.

This book is a masterpiece when it comes to explaining why a type of chart is used to convey a certain type of message.

But if you don’t have time to read these books, remember just this:

Each chart has one (and one only) objective.

The main objective a chart can have is:

Identifying a trend (line charts or column charts)

Showing the relative contribution of different categories to a whole (pie charts)

Comparing different items against a metric (bar charts)

Identifying the correlation between 2 data sets (scatter plots)

So, the next time you see a chart, ask yourself:

What’s the chart type (pie chart, line chart, etc.)

What’s the objective of this chart (showing a trend, comparing items, etc.)

What do data say?

Let’s discuss how to master the exhibit reading.

Follow this 5-step approach to ace chart interpretation questions

Here is a 5-step approach to ensure you’ll never miss any insightful information from a chart:

Step 1: Understand the data represented.

Take the time to read the information about the chart (titles, labels, X-axis, Y-axis, units, footnotes, etc.)

And clarify any word or information that is not clear. Asking questions is part of the consultant’s job!

Per my experience, 80% of the chart interpretation mistakes come from misunderstanding the data represented.

Step 2: Ask for time to structure your thoughts.

It’s okay to ask for 30 seconds to 1 minute to structure your thoughts.

Don’t be afraid of the silence… your interviewer prefers to have a structured and insightful conversation rather than rambling.

Step 3: Define your goal (top-down vs. bottom-up approach)

This is the biggest mistake I see:

Candidates use a bottom-up approach instead of a top-down approach.

The difference?

With a bottom-up approach, candidates jump into the data and hope to find something insightful.

In other words, they start their analysis without a plan.

Candidates with a top-down approach start with a plan before jumping into the data presented in the chart.

Their plan?

They start with the issue they were analyzing.

And list the data they need to solve this issue.

Finally, search for these data in the chart presented.

With this top-down approach, you will be able to sort the relevant data from the irrelevant information easily.

Step 4: Communicate your key insights and implications.

During this step, you tell your interviewer what the data means regarding the client’s problem.

Do NOT say obvious observations!

“This data is going down…”

“The value of <any metric> has been stable for the past 2 years…”

These are not insights… but obvious observations.

Your job is to interpret the data.

Here are some questions to ask yourself:

What do these data mean for the client? 👉 Insights

What does the client should do? 👉 Implications

  Step 5: Lead the case.

Regardless of the format of the case interview (interviewer-led or interviewee-led), I recommend proactively saying what the next steps are.

Discuss, based on your findings, what you want to discuss next.

How to practice chart interpretation questions?

First, you can practice with GMAT tests.

Here are some examples .

Besides, visit websites full of charts like The Economist, The Wall Street Journal, etc.

Find charts, draw conclusions from these charts, and read the article to check if your conclusions make sense.

Also, practice with the case examples you can find in these case books .

Acing market sizing questions

Do you struggle with market sizing questions?

This can include: How to start the case? Which clarifying questions to ask? How to organize my thoughts and build an issue tree? Which assumptions to make? Do I have to check if my estimate makes sense? If yes, how?

Answering a market sizing question can be very SIMPLE.

Actually, it is very simple: there is a PROVEN FORMULA for solving market sizing questions.

This PROVEN FORMULA is like a comprehensive guide: if you follow each step, you’ll QUICKLY answer ANY market sizing questions SUCCESSFULLY.

In this guide, I’ll reveal my PROVEN FORMULA to answer market sizing questions and show how to use it with two full examples (with answers).

You can find this comprehensive guide here .

Acing the closing: The Art of giving a Winning Recommendation to the CEO

You’ve analyzed the data, solved complex problems, and navigated through the case interview.

Now, it’s time to wrap it up with a compelling recommendation for the client’s CEO.

Your closing remarks can make or break your chances of landing that coveted consulting role.

Here’s how to avoid common mistakes and structure an impactful recommendation.

Mistake #1 When Closing the Case: Repeating the Analyses You've Done

You’re now speaking to the CEO, not a fellow analyst.

The CEO doesn’t care about the number of Excel models you’ve built or interviews you’ve conducted.

They want a clear, actionable solution to their problem.

So, skip the methodology and get straight to the point.

Mistake #2 When Closing the Case: Not Being Assertive

This is not the time for ambiguity or hedging.

CEOs seek decisive, confident recommendations.

If you’re not assertive in your closing, you risk losing the CEO’s trust and, consequently, the case.

Mistake #3 When Closing the Case: Not Having a Clear Recommendation

If the CEO is left wondering, “Okay, but what should I do?” after your presentation, that’s a red flag.

Your recommendation must be crystal clear, leaving no room for interpretation or doubt.

How to Close the Case: The Structure of an Amazing Recommendation

To craft a recommendation that hits the mark, follow this structure:

Step 1: Initial Question Asked

Begin with a one-sentence summary of the question you’re answering.

For example, “You asked us to determine whether you should launch this new shampoo?”

Step 2: Your Recommendation

Provide a straightforward answer to the initial question.

For instance, “You should launch this new shampoo.”

Step 3: The Supporting Arguments

List all the logical reasons that back your recommendation.

For example, “This new shampoo will add $10 million in profits and doesn’t require significant investment in R&D or new production equipment.”

Step 4 (Optional): The Next Steps

If applicable, outline the immediate actions the CEO should take to implement your recommendation.

The Role of Risk in Your Recommendation

While some coaches advise discussing risks separately, I believe risks should be integrated into your supporting arguments.

If you can’t mitigate the risks, your recommendation loses its value.

The Timeframe for Impact

Lastly, ensure your recommendation can deliver impact within the CEO’s tenure—typically less than five years.

A great recommendation is not just insightful but also timely.

Where to start: A comprehensive case interview preparation plan

Are you feeling overwhelmed by the thought of case interviews?

You’re not alone.

With all the resources available online, knowing what’s relevant and how to separate the wheat from the chaff is difficult.

But with the right preparation plan, you can make it!

This 3-step plan takes you from discovery to mastery, ensuring you’re well-prepared for your case interviews:

Step #1: Discovery

Step #2: Practice

Step #3: Mastery

Bonus step: Mastery+

Step 1: Discovery

The first step is all about understanding the landscape. You need to know what you’re up against before conquering it.

Key Activities

Research different types of case interviews and consulting firms.

Identify the skills commonly tested.

Conduct informational interviews with current consultants (this can also be an opportunity to validate whether consulting is a good fit for you).

Major Pitfalls to Avoid

Don’t assume all case interviews are the same.

Avoid neglecting the importance of networking early on.

Don’t underestimate the emotional job; build your confidence from the start.

Step 2: Practice

You’ve done your homework; now it’s time to get your hands dirty. Practicing case interviews is where you turn knowledge into skill.

Work on mock case interviews with peers or mentors.

Use case interview prep books and online resources to practice cases.

Track your performance to identify areas for improvement.

Don’t practice going through the motions; make each session count.

Avoid practicing only with friends who might not give honest feedback.

Don’t ignore your weaknesses; confront them head-on.

Step 3: Mastery

This is the final stretch. Mastery is where you develop and fine-tune your skills to become a top 1% candidate.

Think using first principles .

Seek feedback from industry professionals.

Develop your business acumen:: while you are not expected to have an in-depth knowledge of an industry, a high-level understanding will help to generate better ideas and insights.

Practice with a diverse set of cases (different situations and industries).

Practice with recent cases (read the section Old vs. New cases).

Conduct mock interviews under timed conditions.

Do you know the Dunning-Kruger effect?

If not, read this article because it can be what you need to land offers in consulting.- Don’t get complacent; always look for ways to improve.

Therefore, avoid the trap of overconfidence; humility can be your greatest asset.

Step 3bis: Mastery+

Think you’re ready?

Mastery+ is your chance to test your skills in a lower-stakes environment by practicing with Plan-B firms.

Yes, you read me well: practice case interviews with Plan-B firms.

Apply to consulting firms that are not your first choice.

Go through their interview process as if they were your top choice.

Use the experience to identify any remaining gaps in your preparation.

Don’t treat these interviews as mere practice; give them your all.

Avoid burning bridges; you never know when a Plan B could become a Plan A.

Don’t ignore feedback; even a rejection can be a valuable learning experience.

From Discovery to Mastery+, each step is a building block towards your ultimate goal: acing that case interview and landing your dream consulting job.

Many candidates without business or consulting experience did it, and so can you.

So, are you ready to embark on this transformative journey?

Start by learning how to solve case interviews and get tips to help you navigate this exciting path.

Finally, watch this video about how to prepare for case study interviews on the BCG website :

Frequently Asked Questions

How much time is needed to prepare for case interviews.

This is a tricky question.

Because it depends on factors such as:

Your strengths and weaknesses

The time you can dedicate to your preparation

Your learning pace

However, there is an important rule:

Start as soon as you can.

It takes time to be ready.

A case interview is NOT an exam: you can’t cram your consulting interview preparation in a week or two.

What are the most common case interview mistakes?

Check this article to find out what are the 16 case interview mistakes to avoid at all costs.

What are the differences between Round 1 (R1) and Round 2 (R2) cases?

Here are the main differences between first round interview and second round interview:

The seniority of your interviewers : R2 case interviewers are often Directors or Partners, while R1 case interviewers are Senior Consultants or Managers

Stress : Second-round interviews are usually more stressful. The reasons are numerous: the offer is getting closer and closer, interviewing with a Partner from a prestigious firm, etc.

Competitiveness : R2 candidates are competing with other R2 candidates. This tautology means that all the candidates who have made it so far are good, and the selection will be made on details.

The weight on assessment criteria : R2 assessment criteria are the same as R1 criteria (see the section “What do case interviewers look for?”). However, the importance of these criteria differs. Partners tend to value more criteria such as communication, confidence, leadership, and maturity.

Focus on your weaknesses : after an R1 case interview, the consulting firm lists your strengths and weaknesses. Therefore, an R2 case interview includes questions to validate (or invalidate) any doubt about your capacity to be a world-class consultant. For instance, if your quantitative performance was not positive, you can expect an R2 case interview with many quantitative questions.

However, I believe these differences should NOT influence your interview prep.

And, as discussed in this article, your goal is to be in the top 1% across the 4 main performance assessment criteria.

Finally, since we are talking about R2 interviews:

I can not stress enough the importance of fit interviews.

Your answers to questions such as “ Why consulting? ” or “ Why McKinsey? ” greatly influence the final decision.

Will my case interview be in person or via Zoom?

Check with your HR contact to validate this point.

Besides, you can read this McKinsey guide about virtual interviews.

Do you recommend practicing with a coach?

Being a coach myself, I’m obviously biased.

But I tried to give you a fair answer to help you decide what’s best for you.

First, let’s define what a good coach is.

A coach is someone with an extensive experience in consulting and in helping others land offers.

For instance, your friend who just got an offer at McKinsey is NOT a coach.

Receiving an offer and explaining to others how to receive offers are two different things.

Therefore, the first criterion to decide if a coach can help you is to look at how much time they spend in:

Consulting,

Supporting candidates.

That being said, I recommend using coaching services if you can afford it.

Because this is the best way to get qualitative feedback.

You’ll know PRECISELY:

What is the distance between your performance and the performance of the top 1% of candidates.

How to quickly reduce this distance and become a top 1% candidate yourself.

At careerinconsulting.com, we have a unique coaching model:

We coach and support our clients until they receive an offer.

Interested?

If yes, check this page .

What are the basic business concepts to know?

I’ve written an article discussing some basic business concepts that might be helpful in acing your case interviews.

Any final tips?

Check these 16 case interview tips to move your skills to the next level.

For instance, you’ll learn the mistakes to avoid when developing an issue tree.

Also, check these case interview examples by clicking here .

How to get a case interview?

You get it:

Acing case interviews require a ton of hard work.

And you don’t want to put all this hard work into the trash by not being invited for interviews .

Unfortunately, the odds are against you: less than 30% of applicants are invited for interviews.

And don’t fool yourself:

Your prestigious college name and high GPA are insufficient.

Consulting firms look at a combination of factors to select the applicants invited for interviews.

So, how to pass the screening phase and be invited for interviews ?

But don’t worry, I’ve written comprehensive guides that tell you how to do it.

Write a consulting resume

How to make your resume stand out?

By writing EPIC bullet points!

So, check this step-by-step guide to turn your resume into an outstanding resume.

In this comprehensive guide, you’ll learn:

What matters the most to recruiters in consulting

How to stand out from the hordes of other applicants

What are the most common mistakes that lead to rejection (and how to avoid them)

Also, you can download templates for McKinsey, BCG, and Bain & Company.

And here is the best part:

You’ll get an exhaustive checklist to assess the readiness of your CV.

Write a consulting cover letter

At the beginning of the interview process, recruiters from top consulting firms want to know you better.

They want to know who the person is beyond the amazing achievements on your CV.

So, if you wonder how to express your motivation to join a firm, this step-by-step guide is for you.

Also, you can download winning cover letter examples that passed the screening phase at top consulting firms.

See you there !

Beyond case interview prep: Fit interview questions

Your case interview performance counts for 50% of the interviewer’s decision.

The other 50%?

Your fit interview (aka personal experience interview) performance.

So, you can’t overlook your personal experience interview preparation.

Are you in one of the following situations?

I’ve just been accepted at [fancy MBA program]. So, I know how to present myself.

I’ve just been accepted at [fancy non-consulting company]. So, I know how to present myself.

I’ve had lots of job interviews in the past. This is not new to me. Instead, I prefer to spend my time on case interview preparation because case interview is new to me.

Your preparation must be aligned with the specific requirements of consulting firms.

In other words, even if some questions are typical job interview questions (e.g., “Tell me about yourself”), their expectations are different.

For instance, consulting firms assess your strategic thinking skills even in fit interviews.

Besides, they want to understand why you are genuinely interested in pursuing a career in consulting.

Thus, here is a series of articles to help stand out during your fit interviews:

How to answer the “ Tell me about yourself ” question

How to answer the “ Why consulting ” question

How to answer the “ Why Mckinsey or BCG or Bain ” question

How to answer behavioral interview questions using the STAR framework

Read these articles, and you’ll be covered for the main personal experience interview questions.

Case interviews mimic what consultants do: solving business problems.

And often, there is no right answer.

What’s important is to show how you think.

So, I hope this guide will help ace your consulting interviews and start your career in management consulting at Boston Consulting Group or any top consulting firm.

I’d love to hear from you: What’s your biggest challenge in case interview prep?

Let me know by leaving a quick comment below right now.

-Want to know all the secrets of the consulting interview process?

👉 Check this article about the McKinsey recruitment process .

👉 Also, check this article about the Boston Consulting Group recruitment process .

Want more case interview examples? Or start to practice cases?

👉 Check this page: https://careerinconsulting.com/case-interview-examples/

You’ll find plenty of Bain case interview examples, for instance.

Finally, want to ace personal experience interview questions?

👉 Check this page: https://careerinconsulting.com/mckinsey-pei/

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4 thoughts on “Case interview prep: The definitive guide”

Pingback: Tell me about yourself: how to answer this question (with examples) - Career in Consulting

Pingback: 280 Free Case Interview Examples - Career in Consulting

Hi Sebastien, thank you for your informative article. I do struggle to assign 7 McKinsey cases into the above-provided groups, they seem to get a bit more creative every year! Do you mind commenting or advising on those?

Case/Type: 1) Case: Beautify, Potential Type: Take a strategic decision 2) Case: Diconsa, Potential Type: Take a strategic decision 3) Case: Eletro-Light, Potential Type: Take a strategic decision) 4) Case: National Education System, Potential Type: ? 5) Case: Talbot Trucks, Potential Type: Take a strategic decision 6) Case: Shops Corporation, Potential Type: ? 7) Case: Conservation Forever, Potential Type: ?

Hi. thank you for your message. Where can I find the above cases?

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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.

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How to Succeed in a Case Study Interview

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Instructor: Jena Viviano

You’ve nailed the first few rounds of interviews, and now you’ve been invited to participate in a case study interview. Curious about what this next stage of the process looks like? In this course, Jena Viviano breaks it down for you, explaining the basic components of a case study interview, how to prepare, and what to do to project confidence and engage your interviewer. Learn how case study interview questions are used and why employers find them beneficial. Discover the key elements that interviewers use to evaluate your answers. Plus, learn how to formulate key questions to dig deeper into the case, develop your own framework for every case study answer, and craft a conclusion with supporting rationale that’s concise and clear. Jena also provides tips for quelling your performance anxiety, as well as sample case study questions that give you a better understanding of what to expect.

• May 13, 2020

A Quick Guide to Preparing for a Case Study Interview

Recruiting & Careers Social Influencer

Reviewed by Chris Leitch

Invited to participate in a case study interview but not sure about the best ways to get ready for it?

As you always want to be at your very best when interviewing with a company, the case study interview requires a bit more preparation than recognising some of the common types of job interviews .

While you’ll still need to impress a prospective employer with strong research, confident interview responses and a professional appearance , the case study interview tests your knowledge and abilities through a spontaneous, analytical exercise. It examines how you approach problem-solving with the pressure of handling a situation without previous knowledge of any details or context.

Although the consulting industry utilises it as an essential part of the hiring process, the case study interview can be also found in many other environments, including startups, government and corporate organisations. It measures a candidate’s analytical, logic reasoning and communication abilities while under pressure.

In this guide, we will cover what you need to know to successfully prepare for a case study interview.

Case Study Interviews Explained

Even if you’ve never participated in one, it’s likely you’ve heard stories about the case study interview format. The case study puts you, the candidate, on the spot to solve a business problem posed by the interviewers.

Case study interview questions cover a wide range of topics and do not look for a single ‘right’ answer. Instead, the format gives the interviewers a look at how you respond spontaneously while applying problem-solving skills to create a solution to the business challenge presented.

For example, an exercise might ask what the potential market size is for a vegan food company within a prospective city and if setting up shop within the region would be worth it. The case study may not share all the details to help you reach an answer, but it should prompt you to ask questions that help you structure your thought process.

What to Expect in a Case Study Interview

The ways by which a case study interview is conducted will vary by company. However, this format bears unique characteristics:

• You’ll receive an introduction to the business problem, its relevant details and other information that lend to setting context. Some companies may choose to share a briefing document for you to read, while others may prefer to communicate the scenario in conversation.
• Information about the business problem will be, to some degree, vague. While the problem may cover complex business concepts, expect that the information will provide a high-level description of the scenario – not detailed reports with specific facts and figures. Case study interviews present such information in general terms for a reason. They’re meant to provide just enough information so that you can choose how to approach your line of questioning to solve the problem.
• The discussion about the business problem will be led by either the interviewer or the candidate. You need to be prepared for both situations. Who leads the conversation about the business problem is important, as it reveals the direction the discussion will take.

In interviewer-led sessions, the interviewer seeks to gauge the quality of your approach as it relates to a specific part of the business problem. They control the dialogue, focusing on a series of tough questions unlike those considered to be difficult in other interview formats . The interviewer sticks to a line of questioning that refers to details and themes relevant to the business problem, and evaluates how you comprehend, interpret and recommend actions within this specific domain.

On the hand, candidate-led conversations evaluate your ability to understand a business problem comprehensively, and from multiple points of view. Consultants play different roles on projects. Their actions cover various levels of activity, from analysing the business facts and data, creating the solutions and communicating directly with the clients on the overall strategy and approach. You’ll need to show strong methodology to guide others in your process.

Candidate-led sessions are challenging because they give you the freedom to explain your best approach to tackle the entire problem, but without receiving the input or comments of others to help guide a conversation along.

How to Prepare for a Case Study Interview

As you might find these interviews to be difficult, intense and downright nerve-wracking , you can succeed in a case study interview through thoughtful preparation. Here are five tips to help you ace the interview:

1. Demonstrate Your Analytical, Reasoning and Communication Skills

While recapping key details of the business problem is important, the case study interview measures much more than your ability to recall the facts. It showcases how you think on your feet as you seek out information to determine your course of action.

While you might be comfortable sketching out a framework or a mathematical formula that helps you identify the way you wish to solve the problem, this interview format also tests your ability to explain the reasoning in a clear and believable manner to others.

To be successful in a case study interview, you must demonstrate the skill to process information quantitatively, as well as speak about your rationale and decisions convincingly.

2. Get Ready to Play an Active Role in the Discussion

Case study interviews require a high level of engagement. While other interviews might have you responding to questions with rehearsed answers, the case study interview presents a situation that is dynamic and unpredictable.

You’ll want to approach the session with an active disposition. This typically includes taking notes, documenting your observations and ideas, sketching out diagrams and charts, and asking follow-up questions throughout the interview .

3. Identify the Type of Problem Posed to You

Jobseekers may find that there are common themes that appear when covering the type of business problems found in case study interviews. Eight of the most common exercises explore these questions:

• Maths – eg: ‘How many more units do we need to sell to double the profit?’
• Market size – eg: ‘How big is the market size within the US for smart wearable devices?’
• Framework/Issue tree - eg: ‘Identify the factors you would consider in addressing the problem.’
• Data-chart insights – eg: ‘What story do the numbers tell about the operations of this business?’
• Value proposition – eg: ‘What factors do customers look for in choosing a mobile phone carrier?’
• Business valuation – eg: ‘Just how much is this company worth today, and would it change if acquired by our competitor?’
• Hypothesis – eg: ‘What are some possible reasons that explain this trend?’
• Brain teaser – eg: ‘How many tennis balls can you fit in an area that is twice the size of a football field?’

There is not a single approach that solves all business problems. By identifying the type of problem you’re encountering, you’ll be able to quickly determine the most appropriate method to apply.

For example, you might discover that a maths problem will rely on the knowledge of specific formulas and expressions, while a hypothesis question calls for a closer look at the root causes behind an issue.

4. Organise a Framework that Helps You Solve the Problem

Having a good framework to apply to a problem is the key to doing well in a case study interview. You want to show that you understand a business issue well enough to formulate recommendations or insights that address the problem. As there isn’t one right answer to such a problem, your interviewer will be interested to hear about the thought process you applied to arrive at your decisions.

The process may involve a range of problem-solving skills and methods, including the use of mathematical formulas, first-hand knowledge about an industry and decision-tree flowcharts that guide through questions you’ve applied to the issue.

It’s helpful to write down your framework and refer to it as needed. By having the steps outlined, you’ll be able to explain your recommendations in a clear and confident manner so that the rationale used in your analysis appears sound.

5. Practise, Practise, Practise!

Prepare for the case study interview by engaging in mock practice sessions before the big day. While it’s important to spend time putting together the methods you’ll use to analyse a business problem, enlisting the help of a friend or two familiar with this interview format is essential.

You’ll want to find case study examples online and share your selections with those helping you practise. Your friends should read the materials before the practice sessions and play the role of the interviewer.

By conducting a practice session as if it were the real thing, your friends will help you work through the awkwardness and spontaneity of the case study interview and develop the confidence to perform successfully.

By following these tips, you’ll be ready to show off your analytical, communication and problem-solving skills, all important to the case study interview. However, don’t limit your preparation only to the guidance given for this specific style; rather, you’ll want to make sure you continue the things that served you well for other interview formats, including making a good first impression and avoiding interview faux pas .

By combining those behaviours with the preparation, mindset and practice needed to solve business problems on your feet, you’ll put yourself in a great position to succeed at a case study interview.

Have you ever found yourself in a case study interview? What advice do you have to give? Let us know in the comments section below!

Interview Preparation

Finding a Job

Interview Formats

Free Guide to Strategy& Consulting Case Interviews

You want to work at Strategy& and are now faced with the question of how to apply to this consulting company? Then you've come to the right place because in this article we will guide you through the entire application process at Strategy& , the requirements you need to meet, what to expect and what tips and tricks will help you get your job offer from Strategy&. 

1. About Strategy&

In the heart of Strategy&'s legacy is a rich tradition of innovation , dating back to the origins of Booz Allen Hamilton in 1914. Renowned for shaping management consulting and pioneering supply chain management, the firm's 2014 union with Booz & Company and PwC solidified its holistic "strategy-to-execution" approach. Seamlessly integrated into the PwC network, Strategy& leverages its comprehensive capabilities, steering clients through transformative journeys that include averting bankruptcy at Chrysler Corporation and supporting Deutsche Telekom's cloud-based transformation.

As a global leader in strategy consulting, Strategy& has a presence in 60 countries with a workforce exceeding 3000 professionals . Rooted in a storied history of contributing foundational concepts, including supply chain management, the firm aligns seamlessly with PwC's mission, offering comprehensive end-to-end consulting services. Serving as a talent hub, Strategy& is a major recruiter from prestigious business schools, placing emphasis on case interviews to highlight its commitment to analytical prowess and problem-solving skills .

In the dynamic business landscape, the firm's legacy of innovation, unwavering commitment to excellence, and strategic vision continue to shape the trajectory of global strategy consulting, solidifying its enduring influence in the industry. Ranked as the second-largest recruiter from Columbia Business School in the US and the t hird-largest from INSEAD in Europe , Strategy& places a spotlight on the case interview as the focal point of their rigorous selection process, ensuring a commitment to excellence and analytical acumen in their consultants.

2. What Strategy& are Looking for

As part of their rebranding, Strategy& was integrated with PwC and they have adopted a set of common values. They have five values that they look for in their candidates :

1. Act with integrity: 

• ​ Expectation: Candidates should demonstrate honesty, transparency, and ethical behavior in their professional interactions.
• Context: Given PwC's historical role as an accounting firm with a focus on financial transparency, integrity is considered a foundational value.

2. Make a difference:

• Expectation: Candidates are encouraged to prioritize actions that create a positive impact on colleagues, clients, and society.
• Context: This value emphasizes a focus on meaningful contributions that extend beyond commercial considerations, aligning with the firm's commitment to societal well-being.
• Expectation: Candidates should excel in case interviews, highlighting their analytical prowess and problem-solving skills.
• Context: Case interviews are a focal point in Strategy&'s selection process, underscoring the importance of analytical thinking in consulting roles.

4. Work together: 

• Expectation: Candidates should exhibit effective teamwork skills and collaborate efficiently in project teams.
• Context: Collaboration is critical in consulting, and the ability to work harmoniously towards common goals is essential for successful project outcomes.

5. Reimagine the possible:

• Expectation: Candidates are expected to think innovatively and identify new ways of working or innovative products.
• Context: In the face of a rapidly changing business world and emerging technologies, Strategy& values individuals who can envision and drive new possibilities for clients.

3. Strategy& Application Process

There are four stages to the Strategy& application process :

1. Resume and Cover Letter Submission:

Initiation: The process kicks off with candidates submitting their resumes and cover letters online, presenting an opportunity to showcase their academic achievements and relevant professional experiences.

Expectations: Beyond the academic and professional qualifications, Strategy& is keenly interested in applicants who embody the five core traits integral to the firm's values.

2.   Online Assessments:

Introduction: Adopting PwC's online assessment methodology, this stage involves a trilogy of evaluations: a numerical reasoning test, a games-based assessment, and a video interview.

Timeline: The assessments, spanning over 2 hours, are strategically spread across a 4-week period, offering a comprehensive evaluation of candidates' analytical abilities and suitability for consulting roles.

3. Super Day Style Interviews:

Format: Strategy& introduces a 'super day' style for interviews, streamlining the evaluation process.

First-Round Interviews (Morning): Led by junior consultants, the first round consists of two interviews. It commences with a 15-minute Personal Fit Interview, followed by a case interview question. Prompt feedback and decisions regarding the afternoon session are provided at the end of the morning.

Second-Round Interviews (Afternoon): Senior consultants, including partners and directors, conduct two interviews mirroring the first-round format.

Outcome: Post-second round interviews, candidates receive detailed feedback or, in the case of successful candidates, a coveted job offer.

​ 4.  Final Decisions:

Closure: The application process concludes with candidates receiving conclusive feedback or, for those who have demonstrated exceptional potential, a formal job offer from Strategy&.

In aligning its application process with PwC's online assessments, Strategy& emphasizes a holistic evaluation approach. The 'super day' structure not only expedites the interview process but also ensures candidates receive timely feedback, enhancing the transparency and efficiency of the recruitment journey. This multi-stage process underscores Strategy&'s commitment to identifying and nurturing top-tier talent to further solidify its position as a global leader in strategy consulting .

• 4. Types of Interviews

Strategy& has  two interview formats across their network:  experience/fit questions followed by a case interview question and experience/ fit questions followed by a structured case interview .

• 4.1 Case Interview (Question)

Real-life Scenarios: Strategy& structures its case interviews around real-life client examples. Interviewers often draw from their own client engagements, leveraging familiarity with data and context.

Attributes Assessed:

Approach and structure

Analytical and creative thinking

Application of data

Communication skills

Business acumen

Evaluation Criteria: Success in a case interview is gauged based on a candidate's proficiency across these attributes, determining their capability to fulfill the responsibilities of a Strategy& consultant.

• 4.2 Experience Interview

Preliminary Insights: Conducted prior to the case interview, experience questions delve into a candidate's motivations, past experiences, and decision-making skills.

​Sample Questions:

Why are you interested in Strategy&?

Why are you interested in consulting?

What experience are you most proud of?

What experience do you wish you could do over, and how would you do it differently?

What is a difficult decision you have made in the last year?

What is an example of a time when you showed initiative and leadership?

What aspects of your internship did you like less?

What do you most like to do in your free time?

What attributes would you bring to a case team?

Describe a role where you changed the direction of a team. How did you do it?

Key Strategy: Structuring responses to these questions is crucial, showcasing a thoughtful and strategic approach even when discussing non-business-related topics.

• 4.3 Case Interview (Structured)

Information Pack: In this structured case interview, candidates receive a 15-20 page information pack and 10 minutes to read it. They formulate three high-level questions they wish to address. The interviewer leaves during this reading period.

Evaluation Focus: Similar to traditional case interviews, the emphasis is on evaluating a candidate's decision-making process, considering trade-offs, and assessing the robustness of recommendations.

• 5. Case Interview

Structured Approach: Strategy& follows a well-defined structure for case interviews, reflecting the core elements of the consulting process.

• Situation and problem:   Understanding the context and defining the problem.

Hypothesis validation:  Offering an initial hypothesis and explaining the intention to validate it.

Framework development: Creating a structured framework for analysis.

Root cause analysis: Exploring the framework to identify the root cause of the issue.

Mathematical calculation (sometimes): If relevant, incorporating mathematical calculations.

Creativity test (sometimes): Demonstrating the ability to think creatively and propose alternatives.

Recommendation: Synthesizing findings and providing a clear and concise proposal.

The Strategy& interview process is a nuanced journey, designed to holistically evaluate candidates' analytical prowess, strategic acumen, and adaptability to the intricacies of strategy consulting. This multifaceted assessment requires candidates to navigate real-life scenarios, draw on experience-based insights, and showcase structured problem-solving abilities.

At the inception of the case interview, the scenario is unveiled by the interviewer, presenting a tangible challenge.

An example might be:

"A high street retailer seeks to reduce costs by 30% in response to the Covid-19 pandemic. How would you approach this?"

Candidates embark on this journey by formulating an initial hypothesis, articulating their intention to validate or refute it. Subsequently, a meticulously crafted framework is developed to guide the analysis, adhering to the MECE (Mutually Exclusive, Collectively Exhaustive) principle. Successful exploration of the framework unveils the root cause of the client's issue, allowing for relevant calculations.

The creativity test introduces a layer of complexity, requiring candidates to propose alternatives when faced with client constraints.

For example:

"The client opposes store closures; suggest alternative cost-cutting measures."

This test is iterative, assessing the candidate's ability to think creatively and adapt solutions as per evolving constraints. Culminating the process, candidates synthesize their findings into a clear and concise recommendation, showcasing their ability to distill complex analyses into actionable proposals.

The Strategy& interview process is not merely a gauntlet; it's an opportunity for candidates to demonstrate their strategic thinking and problem-solving prowess in a simulated consulting environment.

• 6. Additional Tips
• 6.1 Fast Maths

Case interviews are pressurized situations where your anxiety levels are heightened and you don’t have the safety net of notes or the internet to fall back on.

For in-person interviews, it is common that one of the questions will have a mathematical element or be a market sizing question included. These require long maths calculations without a calculator . If you haven’t practiced long addition, multiplication, division, or subtraction recently then it is a good idea to do so. Being quick at maths shows your competent quantitative skills and reduces unnecessary pressure during the interview, increasing your overall performance.

• 6.2 Practice

As with maths, practicing case interviews is the best way to improve your performance . Through practice, you will begin to develop a robust approach that satisfies the structure and framework components of the case and you will recognize how to navigate the case successfully.

If you are applying to Strategy& then you are probably applying to other strategy consulting firms too, this practice will be relevant to all the firms you apply to as they all use case interviews in their application process.

• 6.3 Apply Structure to Everything

The key requirement of a candidate in a case interview is the application of structure , specifically with a MECE approach. As mentioned above, you can even apply structure to the FIT questions and it is recommended you do so.

An example answer to the question ‘walk me through your CV’ would be to segment your experience into: 1) Experience relevant to consulting 2) Experience not relevant to consulting and then briefly cover the experience you have in each bucket. This shows you understand what consulting is and what is relevant and also a key skill of a consultant – structured thinking.

If you can demonstrate robust structured thinking in your interview , you will score highly.

• 7. Conclusion

In conclusion, the Strategy& consulting case interview process is a well-structured journey emphasizing analytical skills, strategic thinking, and adaptability . The firm's integration with PwC brings a comprehensive evaluation approach, focusing on values like integrity and teamwork. The 'super day' style interviews efficiently assess candidates, led by both junior and senior consultants.

The case interview follows a defined structure, challenging candidates with real-world scenarios and time-pressured tasks . Success requires mastering fast maths, consistent case interview practice, and applying a structured approach.

Overall, it's not just a hurdle, but an opportunity for candidates to showcase their abilities in line with Strategy&'s commitment to excellence and innovation in global strategy consulting.

Continue to Learn

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Harris' CNN interview cements shift to center on fracking, border. It's disappointing.

Kamala harris and tim walz's cnn interview on thursday night was a chance to get their platform across to voters. instead, she left progressives like me wanting more..

Vice President Kamala Harris received rightful criticism in recent weeks for her failure to hold a press conference since becoming the Democratic presidential nominee. On Thursday night, she tried to remedy this with a prerecorded CNN interview .

Instead, she left me a little disappointed – particularly with her claim that she would appoint a Republican to her Cabinet if elected. I was excited about Harris up to this point, but that and other statements to reporter Dana Bash ‒ on issues from fracking to immigration ‒ are proof that she's shifting toward the middle .

“I believe it is important to build consensus, and it is important to find a common place of understanding of where we can actually solve problems," Harris said.

That's a great sentiment – but that's not why I liked her. I liked the 2020 presidential candidate who championed bold ideas.

There are only 10 weeks until the election: Every minute of airtime matters. Thursday night's interview was fine. Not everything was addressed – including, surprisingly, abortion – and Harris must do more media events to get her platform across.

Harris and Walz needed to make the case for lowering costs

One of the biggest issues for voters is the economy, and it's an issue where Harris is lagging slightly. A Reuters/Ipsos poll found that 43% of registered voters prefer former President Donald Trump's economic plan, compared with 40% who support Harris'.

In her first answer, Harris said she would implement an " opportunity economy " on Day One of her administration. She championed the child tax credit, affordable housing, dealing with price gouging and other ways to strengthen the middle class.

"When I look at the aspirations, the goals, the ambitions of the American people, I think that people are ready for a new way forward in a way that generations of Americans have been fueled by – by hope and by optimism," Harris said .

Her answer was robust and policy-focused, and hopefully resonated with folks who are experiencing anxiety over the economy.

Harris advocated for cease-fire, but pro-Palestinian voters didn't get much clarity

One of my biggest complaints of the Democratic National Convention was the lack of a Palestinian voice onstage. Since fighting began in Gaza after Hamas attacked Israel on Oct. 7, more than 40,000 Palestinians have been killed . I was glad to hear Harris acknowledge this suffering, even though she is standing firm in her commitment to Israel.

" Far too many innocent Palestinians have been killed ," Harris said. She emphasized the need for a deal but didn't stray too far from what President Joe Biden's administration has said.

Gen Z likes Harris. Could the war in Gaza change that?

I know she is constrained by her current role as vice president, but I'd like to see her go further than the administration's stance on the Israel-Hamas war. It was particularly disheartening that she said she would continue to arm Israel if elected president.

Abortion is Democrats’ winningest issue. Harris didn't talk about it.

Abortion has been touted as the biggest issue this election cycle. A Gallup poll found that 85% of U.S. adults believe that abortion should be legal under all or certain circumstances.

MAGA's sexism is nothing new: You're not imagining it. Republicans have been weird about women for years.

It's also one of the issues Harris is strongest on. During her DNC acceptance speech, she warned of the effect a Trump presidency would have on reproductive rights.

" Simply put, they are out of their minds ," Harris said in Chicago last Thursday night.

Sadly, the issue didn't get any airtime a week later.

Gaza wasn't the only disappointing moment. Now Harris wants to build the wall?

Harris has changed her position on a few key issues. The one that I find most frustrating is her more conservative stance on immigration. She has taken a new position on expanding a border wall , something that doesn't secure our border but does villainize Latin American migrants.

"We have laws that have to be followed and enforced that address and deal with people who cross our border illegally, and there should be consequence ," Harris told Bash.

It's an answer I should have expected from a former prosecutor, but I was hoping to hear more grace for people who are fleeing dangerous situations.

She's also reversed her stance on fracking to extract oil and gas, which she once wanted to ban. It's an ironic shift for someone who says she cares about the impact of climate change.

Opinion alerts: Get columns from your favorite columnists + expert analysis on top issues, delivered straight to your device through the USA TODAY app. Don't have the app? Download it for free from your app store .

A new USA TODAY/Suffolk University  Poll found that Harris is leading Trump 48%-43%. She has momentum right now; she needs to keep it going. I'm not sure shifting toward the middle is a winning strategy for maintaining that.

No matter what, both she and Democratic vice presidential nominee Tim Walz need to be doing more of these interviews and news conferences. I hope they do more individually.

Follow USA TODAY elections columnist Sara Pequeño on X, formerly Twitter,  @sara__pequeno

You can read diverse opinions from our USA TODAY columnists and other writers on the Opinion front page , on X, formerly Twitter, @usatodayopinion and in our Opinion newsletter .

How to Write a Case Study in 5 Steps: A Guide

What is a case study and how do you write one? We explain everything there is to know about case studies and provide you with a checklist that will make you succeed on your first try.

First things first:

• A case study examines organizations, people, places or events in order to gain (new) insights into familiar problems or to identify new problems.
• There are four types of case studies: Case-Study-Method, Case-Problem-Method, Case-Incident-Method, and Stated-Problem-Method
• There are five steps in conducting a case study: a research objective, a case, suitable literature, a precise description of your case and a link between your case and existing theories.

What is a case study?

A case study is a research method that is typically used in qualitative research and is often applied in academic papers such as bachelor’s or master’s theses. Having originated from the social sciences , the case study is now used in many other fields such as economics, political science and media studies.

The case study examines a specific example of an event or phenomenon in the real world. All relevant details of the case are thoroughly analyzed, always taking into account the surrounding context and existing theoretical frameworks. If several cases are compared with each other, this is referred to as a comparative case study or a multiple case study .

Objectives and methods of case studies

The main objective of a case study is to gain comprehensive insights into a specific phenomenon and to develop new solutions or perspectives. Both qualitative and quantitative methods are useful for collecting and analyzing relevant data for the case study. Organizations, people, places or events that offer important insights are examined.

Case studies allow you to analyze complex problems in detail , making them an indispensable tool in scientific research.

Case studies: different types and approaches

Depending on your research question, there are different types of case studies you can consider. Each type of case study has its own special features, and the transitions are sometimes fluid. The following paragraphs introduce four common types of case studies to give you an idea of the different approaches:

• Case Study Method : This classic type of case study is often used when you are familiar with a specific case but have not yet identified the hidden problems within it. During your investigation, you will recognize both the challenges and possible solutions. This method helps you to dive deep into the details of the case and gain unexpected insights.
• Case-Problem Method : This type of case study focuses on evaluating different approaches to a solution. You analyze the advantages and disadvantages of each method, evaluate its effectiveness and look for alternatives if necessary. This approach is ideal for case studies that aim to optimize processes or improve strategies.
• Case-Incident Method : This form of case study is often the most challenging as it works with incomplete or missing data. Your task is to create a sound case study despite these limitations. This requires creative methods of data collection and analysis to get a clear picture of the situation.
• Stated-Problem Method : This is the exact opposite of the first methos. You start with a known problem and look for the causes and possible solutions through your case study. This method is particularly useful if you want to explore the deeper roots of a problem.

By choosing the right type of case study, you can ensure that your research is both thorough and focused. Each of these approaches offers different perspectives and methods to arrive at valuable insights that can be explored in detail in the case studies.

How is a case study conducted?

Companies are often looking for a case study that offers a solution to a complex problem. You don’t have to reinvent the wheel. You should simply collect and structure all the relevant information for your case study. At GRIN, you will find numerous case studies that give you a good insight into the structure of this type of text. These practical examples, which are often based on data from real companies, will help you understand how to successfully complete a case study.

The 5 steps of conducting a case study

Define your research objective

Start your case study by first defining a clear research objective and formulating a precise research question. Decide whether your aim is exploratory (discovering), descriptive (describing) or explanatory (explaining/justifying), or a combination of these , to determine your research direction. Since case studies are qualitative research, how or why questions are particularly suitable.

Choose your case

For your case study, you should of course choose an example that is relevant to your research objective . If you are writing about a specific company, you already have the case automatically, but events, people, places or phenomena are also suitable. To choose a suitable example, you can use the following criteria as a guide:

• Take an unusual or atypical example that firstly makes you curious yourself and secondly provides new insights into a known problem.
• The example should critically question existing assumptions or theories.
• Ideally, your case should open up new approaches for future research.

Link your case study to existing theories and literature

Once you have defined your research objective and case for your case study, the next step is to link it to existing literature and the current state of research . Conduct a comprehensive literature review to compare your findings with relevant thematic texts.

To create a solid theoretical framework, draw on an appropriate theory that allows you to understand and explain the case in depth. When analyzing your results, you can then discuss how they behave in the context of this theory and what they say about the topic.

Describe your case study

Once you have finished researching existing theories and literature, start describing your case in detail. If it is an event, a timeline can be helpful, showing all the important events along with their causes and effects. The aim is to clearly differentiate your case study from other studies and research questions.

An important part of the case study is the description of the initial situation , the framework conditions and the problems to be solved . It is essential that your (possibly fictitious) customer recognizes themselves in the description. Be authentic and use the technical vocabulary of the respective industry . This increases the relevance of your case study.

Analyze the case

The final step in your case study is to comprehensively analyze the collected data. Evaluating and explaining this information will allow you to answer your research question . You can embed your findings in a broader theoretical context by drawing connections to existing literature and theories that you identified during your literature review.

In this section of your case study, you also explain how you analyzed the situation, what kind of strategy you developed and how you implemented it operationally. It is also important to mention any problems and obstacles you encountered.

Analysis tools for solving a case study

When working on business case studies in particular, there are a number of models, so-called frameworks , that can be of great help. Which framework is suitable for which problem depends on the type of case study. These can basically be divided into three categories:

External problem

This example focuses on external factors: e.g. the market environment of the company under investigation. The five forces model and the PESTEL analysis are suitable for identifying and analyzing such research areas.

Internal problem definition

Internal company issues are considered here, e.g. low employee satisfaction. The value chain analysis or the BCG matrix are suitable for such internal analyses.

Internal and external problems

Most case studies examine external and internal problems in equal measure, as mixed cases are often considered, e.g. a decline in a company’s sales. These cases can be analyzed using the profit equation , the four-C concept , the SWOT analysis , or the Ansoff matrix.

Checklist: Case study for companies

Case studies for companies always follow the same structure. You can therefore use this checklist as a guide:

• Title of the case study: What is it about in a nutshell?
• Introduction of the company: Who is the case study aimed at?
• Problem/research question: What is it about (specifically), what are the current challenges and what should be changed?
• Facts : What does the company offer? What is the market and market environment like? Which target group should be addressed?
• Results: What follows from the facts analyzed?
• Graphics: Graphical representations are always good for case studies. Present the facts in table form, create diagrams and add them to your continuous text. This will enhance your study.
• Solution: What specific recommendations for action do you give to the company you have analyzed?

Key Takeaways

A case study is a research method that allows you to analyze specific cases such as organizations, people, or events from different perspectives and relate them to existing theories. This method is particularly valuable for bachelor’s and master’s theses, as it provides in-depth insights into the research topic.

The goal of a case study is to understand and explain a specific case by analyzing it in detail and linking it to existing theories identified during the literature review. This method helps to answer open questions and develop solutions to existing problems.

You will conduct a case study in five steps: you define your research goal, select a case, find suitable literature and theory, describe the case, and analyze it by examining it comprehensively and linking it to existing theories.

Choosing a case study has a few advantages: You can investigate a real case that interests you, which makes your study more relevant. Case studies also require less organizational effort than interviews or surveys, and can uncover previously unknown problems or questions that are of interest for further research. And another advantage: Case studies are used in many companies in the application process to test applicants. If you have already gained experience with it during your studies, this can be an advantage for you later on.

A good case study must definitely be relevant to your study. In addition, it should provide new insights into a known problem, critically question existing assumptions and open up new approaches for future research.

Examples for case studies in the GRIN shop:

Corporate Social Responsibility and its Impact on Consumer Buying Behaviour. A Case Study on H&M

Supply Chain Management. Case Study on Amazon

A Microsoft Case Study. Managing a Culturally Diverse Workforce

The Facebook acquisition of Instagram. A Case Study

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Common SOC Analyst Interview Questions 2024

Prepare for your soc analyst interview with our comprehensive guide on common interview questions. explore key questions about soc analyst roles, responsibilities, skills, and experience to boost your interview readiness and stand out in the cybersecurity job market..

1. Can you explain the role of a SOC Analyst?

2. how do you handle a security alert from a siem system, 3. what are some common types of cyber threats you have encountered, 4. how would you respond to a suspected malware infection, 5. what is your experience with log analysis, 6. can you describe a time when you successfully handled a security incident, 7. how do you stay updated on the latest cybersecurity trends and threats, 8. what tools and technologies are you proficient with, 9. how do you prioritize and manage multiple security incidents, 10. what is your process for creating incident reports, 11. how would you handle a situation where there is a disagreement within the soc team about the severity of an incident, 12. what steps do you take to ensure compliance with security policies and regulations, 13. how do you approach threat hunting in a soc environment, 14. can you describe a challenging technical problem you solved, 15. what are some key performance indicators (kpis) for a soc analyst, 16. how do you approach learning and mastering new cybersecurity tools, 17. what is your experience with network traffic analysis, 18. how do you ensure effective communication with non-technical stakeholders during an incident, 19. what strategies do you use for threat intelligence gathering, 20. how do you handle a situation where a critical system is down due to a security incident, 21. what experience do you have with digital forensics, 22. how do you manage and prioritize your workload during high-pressure situations, 23. what are your favorite tools for security monitoring, and why, 24. how do you assess and improve the security posture of an organization, 25. can you describe your experience with vulnerability assessments, 26. how do you handle false positives in security alerts, 27. what is your experience with scripting or automation in a soc environment, 28. how do you stay organized when dealing with multiple security incidents, 29. what are some common signs of a potential security breach, 30. how do you ensure that security policies are consistently applied across all systems and departments, 31. what role does threat intelligence play in your daily activities as a soc analyst, 32. how do you deal with a situation where you do not have enough information to resolve an incident, 33. how do you ensure that incident response procedures are effective and up-to-date, 34. can you describe a time when you had to learn a new security tool quickly, 35. what is your experience with handling insider threats, 36. how do you evaluate the success of a security incident response, 37. how do you balance proactive threat hunting with reactive incident response, 38. what are your thoughts on the importance of collaboration within a soc team, 39. how do you handle conflicts or disagreements with team members regarding security decisions, 40. what are the key factors for maintaining a strong security posture in an organization.

• SOC Analyst interview questions
• SOC Analyst role
• SOC Analyst responsibilities
• cybersecurity interview questions
• SOC Analyst job preparation
• common SOC Analyst questions
• SOC Analyst skills
• SOC Analyst experience
• cybersecurity job interview

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Five takeaways from Harris' first major interview as the Democratic nominee

The vice president responded to questions about her shifting stances on some major issues since 2019, saying: “my values have not changed.", by sahil kapur | nbc news • published august 29, 2024 • updated on august 29, 2024 at 10:30 pm.

Vice President  Kamala Harris  gave her first sit-down interview since becoming the Democratic presidential nominee on Thursday, touching on  her agenda for 2025  and a series of topics that she has so far avoided — and drawing instant criticism from Republican rival Donald Trump.

Harris presented herself as a pragmatist in the long-anticipated interview, given to CNN's Dana Bash alongside her running mate, Tim Walz. The vice president sought to strike a balance between defending the Biden-Harris administration's legacy and charting her own path if elected president, while taking questions about how some of her policy positions have changed since the last time she ran for president.

"I believe it is important to build consensus, and it is important to find a common place of understanding of where we can actually solve problems," Harris said.

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Here are five takeaways from the interview.

Defending her shifting stances

Harris has changed her position on some major issues since 2019, when she ran for president and sought to win over progressive Democratic primary voters by cosponsoring Medicare for All, supporting a Green New Deal, opposing fracking and calling for decriminalizing migration.

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Trump asks federal court to intervene in hush money case in bid to toss conviction, delay sentencing

In first sit-down interview of presidential campaign, Harris says voters ready for ‘new way forward'

“The most important and most significant aspect of my policy perspective and decisions is my values have not changed,” Harris said in the interview Thursday, adding that she continues to believe “the climate crisis is real” and that the White House made strides to address it with the Inflation Reduction Act.

On fracking, Harris said she promised during the 2020 vice presidential debate that she wouldn't seek to ban fracking, “nor will I going forward.” She continued, “I cast the tie-breaking vote that actually increased leases for fracking as vice president.”

(Harris  said during her 2020 debate  against Mike Pence that “Joe Biden will not ban fracking.”)

Harris added that there can be “a thriving clean energy economy without banning fracking.”

On those who cross the border unlawfully, Harris said, “I believe there should be consequence. We have laws that have to be followed and enforced that address and deal with people who cross our border illegally.” She also criticized Trump for pushing Republicans to kill a bipartisan border security bill.

“My value around what we need to do to secure our border — that value has not changed. I spent two terms as the attorney general of California prosecuting transnational criminal organizations,” she said.

Brushing off Trump's rhetoric on her race

Trump has sought to attack Harris’ racial identity, falsely claiming she previously identified as Indian American and only started identifying as Black recently.

Harris didn’t engage.

“Same old, tired playbook,” she said. “Next question, please.”

Harris cast Trump as a politician of the past, calling him “someone who is really been pushing an agenda and an environment that is about diminishing the character and the strength of who we are as Americans, really dividing our nation.

“And I think people are ready to turn the page on that,” she continued.

It reflects Harris’ approach to the campaign since she took the baton from Biden last month: running her own race as opposed to focusing on what Trump has said day to day.

Her 'Day One' agenda

Harris said her “Day One” agenda as president will be to start “implementing my plan for what I call an opportunity economy,” citing her recent economic proposals aimed at lowering costs.

“Prices, in particular for groceries, are still too high. The American people know it. I know it," she said. "Which is why my agenda includes what we need to do to bring down the price of groceries, for example, dealing with an issue like price gouging."

Harris continued, “What we need to do to extend the child tax credit to help young families be able to take care of their children in their most formative years. What we need to do to bring down the cost of housing; my proposal includes what would be a tax credit of $25,000 for first-time home buyers.”

When asked why she hasn’t already done those things as vice president, Harris defended Biden’s record but said “there’s more to do.” Harris also said she doesn’t regret her remarks after the late June debate that the president could ably serve another four-year term. (Biden bowed to pressure mounting in his party  and withdrew  from the presidential race on July 21, less than a month later.)

Trump lashes out at Harris' answers

Trump responded on his social media platform ahead of the interview after watching a clip of Harris defending her new stances.

“I just saw Comrade Kamala Harris’ answer to a very weakly-phrased question ... her answer rambled incoherently, and declared her ‘values haven’t changed.’ On that I agree, her values haven’t changed — The Border is going to remain open, not closed, there will be Free Healthcare for Illegal Aliens, Sanctuary Cities, No Cash Bail, Gun Confiscation, Zero Fracking, a Ban on Gasoline-Powered Cars, Private Healthcare will be abolished, a 70-80% tax rate will be put in place, and she will Defund the Police,” Trump  wrote . “America will become a WASTELAND!”

Walz: 'I wear my emotions on my sleeves'

Walz defended his prior characterizations of his service in the national guard, including suggesting while discussing gun policy that he served in combat situations. Republican vice presidential nominee JD Vance, himself a military veteran, accused him of “stolen valor.”

Walz — who has  previously said  through a spokesperson that he “misspoke” when talking about handling weapons “in war” — elaborated on his remarks, blaming that and other misstatements on a habit of speaking "passionately."

“First of all, I’m incredibly proud I’ve done 24 years of wearing the uniform of this country,” Walz said in the Thursday interview. “I wear my emotions on my sleeves, and I speak especially passionately about about our children being shot in schools and around around guns. So I think people know me,” he said. “They know who I am. They know where my heart is.”

“If it’s not this, it’s an attack on my children for showing love for me, or it’s an attack on my dog,” he said. “The one thing I’ll never do is I’ll never demean another member’s service in any way.”

This article first appeared on NBCNews.com . Read more from NBC News here:

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Harris defends policy stances and Russia struggles to stop Ukraine's incurision: Morning Rundown

Vice President Kamala Harris is pressed about her policy evolutions in the first major interview of her campaign. Why Russia has not stopped Ukraine's incursion into its territory. And the loved ones of pig organ transplant recipients share their rare experiences.

Here’s what to know today.

Takeaways from Harris-Walz first major joint interview 

Vice President Kamala Harris and running mate Tim Walz gave their first joint sit-down interview since Harris became the Democratic presidential nominee. 

Harris discussed her agenda for her first months in office, if elected, and spoke to a series of topics that she has so far avoided on the campaign trail. The highly anticipated interview came after pressure for Harris to answer more questions from impartial journalists and to explain where her platform differs from President Joe Biden’s.

Harris defended changing her stances on some major policy issues since she ran for president in 2019, when she sought to win over progressive Democratic primary voters by supporting a Green New Deal and opposing hydraulic fracturing. Harris told CNN’s Dana Bash that she no longer supports a ban on “fracking” and that during her time as vice president she came to believe that the U.S. can still accomplish its clean energy goals without a ban.

On those who cross the border unlawfully, she said: “I believe there should be consequence. We have laws that have to be followed and enforced that address and deal with people who cross our border illegally.” 

“The most important and most significant aspect of my policy perspective and decisions is that my values have not changed,” she said, adding that she continues to believe that “the climate crisis is real” and that the White House made strides to address it with the Inflation Reduction Act.

Here are five takeaways from the interview. Here are five takeaways from the interview.

More coverage:  

• Vice President Kamala Harris said she would  appoint a Republican  to her Cabinet if elected. 
• Here’s how Kamala Harris is  preparing for her first debate  against Trump. 
• Trump told NBC News’ Dasha Burns in an interview that, if he is re-elected, the government or insurance companies would cover the cost of IVF treatment for couples who need it. 
• Kamala Harris and running mate Tim Walz   toured the southeastern part of Georgia,  in a push to keep the highly competitive state blue in November.
• Focus group conversations with nine skeptical Latino voters illustrate how Harris has fundamentally changed the race — but not appealed to every undecided voter.

Why Putin still hasn’t driven Ukraine’s invaders out of Russia

More than three weeks since Ukraine sent troops into Russia, there’s been little sign that Ukrainian forces are about to be driven back across the border. 

Kyiv claims it controls nearly 500 square miles of Russian territory and has taken hundreds of prisoners of war. There were assumptions that Russian President Vladimir Putin would scramble the Kremlin to drive out the Ukrainians even if it meant sacrificing progress elsewhere, as he was faced with losing his own territory to the neighbor he had invaded. That hasn’t been the case.

Ukraine’s top commander, Col. Gen Oleksandr Syrskyi said that the Russians have instead been reinforcing on the eastern front, and U.S. officials also say that troops haven’t moved to counter the Ukrainian forces inside Russia. There has been no public outcry at how Putin has handled the incursion, even as more than 130,000 Russians have been forced to flee from the fighting. 

“This seems to be a game of who blinks first,” a Western intelligence official, who asked to remain anonymous due to the sensitivity of the situation, told NBC News. “Ukrainians are taking and holding Russian land. Russians are pushing in the east. It could be a question of who withdraws their forces first.”

Read the full story here.

Families of people who died after pig organ transplants have no regrets

David Bennett Sr. had severe congestive heart failure and wasn’t a candidate for a human transplant. He knew he would likely die soon and took a chance with a cutting-edge surgery. The achievement made headlines around the world. It was the first time any living human had received a pig organ transplant. 

Two months later, Bennet Sr.’s body rejected the heart and he died at age 57. His son, David Bennett Jr., told NBC News “I would love to still have my dad here, obviously, but I know that his sacrifice wasn’t for nothing.”

Three other patients ended up following in Bennet Sr.’s footsteps and received pig organs. None of them survived more than three months, which might seem like a failure to many on the outside. But to the families, it bought their loved ones more time and helped advance research that could one day save lives. 

Some of their surviving relatives spoke with health reporter Aria Bendix, sharing their stories of grief, blind hope uncertainty — and ultimately   admiration for their loved one’s decision .

Politics in Brief

  Justice Department:  A new report released by the Justice Department found multiple failures in the  FBI’s handling of child sex abuse cases.

Arlington incident:  The Army said  that a Trump aide “abruptly pushed”  an Arlington National Cemetery employee who was trying to enforce restrictions on taking photos and video. 

Trump’s book:  In Donald Trump’s new book set to be released Tuesday,  he threatens to imprison Mark Zuckerberg  and says he “got along well” with Russian President Vladimir Putin. 

Immigration:  The Department of Homeland Security said  it will resume issuing travel authorization to migrants from Cuba, Haiti, Nicaragua and Venezuela who apply to come to the United States with the help of a sponsor.

Trump on trial:  Lawyers for Donald Trump argued for a second time that his criminal hush money case  should be heard in federal rather than state court,  in an effort to delay sentencing next month. 

✦ WANT MORE POLITICS NEWS?

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Staff Pick: Q uinceañeras are evolving 

It’s been a tradition for generations: Latina quinceañeras, or sweet 15 celebrations, which symbolize a girl’s transition to womanhood. Far from going out of style,  our reporter Isabel Yip finds they’re more popular than ever, and they’re evolving.  These young women are swapping the more traditional parties and adapting them to the social media age — think blowout bashes with “la hora loca,” or “the crazy hour,” reggaeton instead of the court waltz, and epic destination photo shoots.

— Sandra Lilley,  NBC Latino editorial director

In Case You Missed It

• The U.S. Agriculture Department found dozens of violations at a Boar’s head plant in Virginia, including insects, mold and puddles of blood.
• Pesky mosquitos are spreading two viruses across the U.S. and experts say these tips can help you identify severe symptoms if you’re bitten.
• A judge is considering whether Bryan Kohberger can get a fair trial in the same county where he is accused of murdering four University of Idaho students in 2022.
• A Wells Fargo employee was found dead in her office cubicle four days after she last scanned into work.
• Former Sheriff’s Deputy Eddie Duran was released on bail, just a week after being charged with manslaughter for fatally shooting U.S. Airman Roger Fortson.

NBC Select: Online Shopping, Simplified

 Labor Day sales have already started. NBC Select’s editors rounded up the  best early deals live now .  And if you want to prep to get the best discounts on Monday, here’s  what the experts say to buy   — and what to skip.

  Sign up to The Selection  newsletter for hands-on product reviews, expert shopping tips and a look at the best deals and sales each week.

Thanks for reading the Morning Rundown. Today’s newsletter was curated for you by Elizabeth Both. 

Elizabeth Both is an associate platforms editor for NBC News, based in New York.