咨询面试系列1：如何应付案例分析面试doc7-管理案例(编辑修改稿)

咨询面试系列1：如何应付案例分析面试doc7-管理案例(编辑修改稿)内容摘要：

ment Consulting. Thinking through all the facts is a must, and 光华人 向上的精神 you’re not going to do it all in your head. Page 2 of 3 [Web Exclusive] You don39。 t have to be Sherlock Holmes to ace the cases in a consultingfirm interview. In fact, a little preparation can make solving them seem, well, elementary. Firms Are There to Help You Consulting Industry Guide May the Five Forces (Not) Be with You Some recruiters are turned off when potential hires draw on a packaged analytical framework (such as the five forces) to solve a problem. Others, however, are impressed. To be on the safe side, if you use a framework, don’t stray too far from the issue. Eileen Coveney, vice president at . Consulting, warns candidates about the perils of frameworks: “When people depend too much on a preestablished framework, they may not be thinking deeply enough about the problem at hand. This may indicate that when presented with an actual client issue, they are not going to focus on the details and specifics of the client’s problem. Rather, they may be inclined to jump into easy and obvious solutions.” If you do use one, choose wisely. If the case is about a business that39。 s considering entry into an industry, Porter39。 s five forces may indeed be your best bet. If you39。 re talking about how products get from suppliers to end consumers, consider the value chain. Companies that are falling short on sales could use a profitability or cost vs. revenue analysis. If you39。 re marketing a new pharmaceutical product, think about the 4 P39。 s and the 3 C39。 s. 光华人 向上的精神 Is That Your Final Answer? Don’t be afraid of pausing. Take the time to draw up notes and sketch out the problem. Don’t blurt anything out unnecessarily to end a period of silence. You’re not on a game show。 you’re interviewing to be a consultant, which is a business as much about thinking as it is about municating. Above all, be calm. If you do respond to a question too quickly, before understanding all the facts, you may end up contradicting yourself halfway through your response—which could be disastrous. “In our environment and our industry,” says Sean Huurman, national recruiting director of KPMG Consulting, “we need to make sure we’re saying the right thing the first time.” After all the analysis, however, don39。 t fet to e to some kind of conclusion as to what the pany should do. Consider presenting a decision rule that the imaginary anization could use to figure out what the best option is—., if revenues outstrip costs, then do x. Follow the Leader Many firms use a group exercise in their second or subsequent rounds to see how well you work with others. If you’re assigned a role other than team leader, don’t fret. It doesn’t matter what your role is in the exercise—just do it well. If you and the team members are told to settle between yourselves who gets to do what, don’t fight over who gets to make the presentation or lead the group. Likewise, don’t play the shrinking violet. Remember,。