case study tips consulting

• 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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All About Consulting Case Studies [+Tips & Example]

Table of Contents

What are consulting case studies, what is the purpose of consulting case studies.

• How to Analyze Consulting Case Studies 
• Tips for Crafting a Strong Consulting Case Study 

Common Mistakes to Avoid in Consulting Case Study Interpretation

Why is data so important in consulting case studies .

• How to Present Your Findings from Consulting Case Studies 

Example Deloitte Case Study

Consulting case studies are real-life examples of consulting projects that have been completed by consulting firms. These studies are used to showcase the expertise and problem-solving abilities of the consulting firm, as well as to provide potential clients with an understanding of the type of work that the firm can deliver. Consulting case studies typically detail the challenge that the client was facing, the approach taken by the consulting firm to address the challenge, and the outcomes and results achieved as a result of the project.

Consulting case studies are a valuable tool used by professionals in the consulting industry to showcase their expertise and problem-solving skills. These case studies typically outline a specific business challenge or issue that a client faced, and detail how the consulting firm addressed and resolved the problem. By presenting real-world examples of their work, consulting firms are able to demonstrate their capabilities to potential clients and establish credibility in the industry.

The purpose of consulting case studies is twofold. Firstly, they serve as a means for consulting firms to highlight their success stories and showcase their ability to deliver results for clients. By detailing the specific steps taken to address a particular issue, consulting firms can illustrate their problem-solving process and demonstrate the value they bring to their clients. This can be especially valuable for potential clients who are evaluating different consulting firms and looking for evidence of past success.

Secondly, consulting case studies can also serve as a learning tool for professionals in the consulting industry. By studying successful case studies, consultants can gain insights into different problem-solving approaches, strategies, and best practices. This can help them improve their own consulting skills and better understand how to approach similar challenges in the future. Overall, consulting case studies play a crucial role in showcasing the expertise of consulting firms, attracting new clients, and promoting continuous learning and improvement within the industry.

How to Analyze Consulting Case Studies 

Analyzing Consulting Case Studies involves breaking down the problem statement, identifying key challenges, understanding the approach taken by the consulting firm, evaluating the effectiveness of the solutions proposed, and assessing the overall impact of the project. By closely examining the details of each case study, individuals can gain a deeper understanding of the consulting process and learn valuable lessons that can be applied to their own projects.

In order to effectively analyze Consulting Case Studies, it is important to ask critical questions such as:

• What were the main challenges faced by the client?
• What approach did the consulting firm take to address these challenges?
• What were the key findings and recommendations made by the consulting team?
• What were the outcomes of the project in terms of financial impact, operational improvements, or strategic benefits?
• What lessons can be learned from this case study that can be applied to future consulting projects?

By answering these questions and thoroughly examining the details presented in Consulting Case Studies, individuals can gain valuable insights into the consulting process and learn how to approach similar challenges in their own work. 

Tips for Crafting a Strong Consulting Case Study 

Case studies are a valuable tool for consultants to showcase their expertise and experience. By presenting a detailed analysis of a client project, consultants can demonstrate their problem-solving skills and the results they have achieved. To create a strong consulting case study, there are several tips to keep in mind.

First and foremost, it is important to choose a relevant and compelling client project to focus on. Selecting a project that highlights your expertise and showcases your ability to deliver results will help to capture the attention of potential clients. Additionally, be sure to include specific details about the client’s goals, challenges, and the solutions you implemented. Providing this context will help readers understand the complexity of the project and the impact of your work.

In addition to outlining the project details, it is important to highlight the results and outcomes of your work. Quantifying the impact of your solutions with specific metrics and data will provide concrete evidence of your success. This information can help potential clients understand the tangible benefits of working with you and can help establish your credibility as a consultant. By following these tips and creating a well-crafted case study, consultants can effectively showcase their skills and attract new clients. 

Tips for Writing a Compelling Case Study Narrative

Crafting a compelling case study narrative is essential for capturing the attention of your audience and effectively communicating the value of your work. When writing your case study, it is important to create a clear and engaging narrative that highlights the problem-solving process and the impact of your solutions. Start by outlining the client’s goals and challenges, and then explain how you approached the project and developed a strategic solution.

To keep readers engaged, consider incorporating storytelling elements into your case study. By providing a narrative structure with a clear beginning, middle, and end, you can create a compelling story that draws readers in and keeps them interested. Additionally, be sure to use clear and concise language to explain complex concepts and technical details in a way that is accessible to a wide audience.

Furthermore, don’t forget to include quotes or testimonials from the client to add credibility and perspective to your case study. Hearing directly from the client about their experience working with you can help reinforce the effectiveness of your solutions and build trust with potential clients. By following these tips for writing a compelling case study narrative, consultants can effectively communicate the value of their work and attract new clients. 

Tips for Designing an Engaging Case Study Layout

In addition to crafting a strong case study narrative, the design of your case study is also crucial for capturing and holding the attention of your audience. An engaging layout can help to visually communicate the key points of your case study and make it easier for readers to digest the information. When designing your case study, consider using a clean and professional layout with clear headings, bullet points, and visuals to break up the text and highlight important information.

Incorporating visual elements such as charts, graphs, and images can help to illustrate your key points and make the content more engaging and easy to understand. Including before-and-after comparisons or visual representations of the project’s impact can provide a powerful visual representation of your work. Additionally, be sure to use a consistent color scheme and typography to create a cohesive and visually appealing design.

Furthermore, consider including call-to-action buttons or contact information at the end of your case study to encourage readers to take the next step and reach out to learn more. By designing an engaging case study layout that complements your narrative, consultants can effectively showcase their work and attract new clients.

Consulting case studies are a crucial part of the interview process for landing a job in the consulting industry. In order to succeed, it’s important to avoid common mistakes in interpreting these case studies. 

One common mistake is jumping to conclusions without fully understanding the problem at hand. It’s important to take the time to thoroughly analyze the case study and ask clarifying questions if needed. Another mistake is not structuring your analysis in a logical and organized way. This can make it difficult for the interviewer to follow your thought process and ultimately lead to a weaker performance. 

Additionally, failing to prioritize your analysis can result in spending too much time on less important aspects of the case study. It’s crucial to identify the most critical issues and address them first in order to demonstrate your problem-solving skills effectively. Finally, overlooking the importance of communication skills can also be a mistake. Clearly articulating your analysis and insights is just as important as the analysis itself. 

Overall, by avoiding these common mistakes in consulting case study interpretation, you can increase your chances of success in the interview process and ultimately secure the job of your dreams.

• Jumping to conclusions without fully understanding the problem 
• Not structuring analysis in a logical and organized way 
• Failing to prioritize analysis 
• Overlooking the importance of communication skills

In the world of consulting, data plays a crucial role in shaping case studies and providing valuable insights for clients. When analyzing a business problem or opportunity, consultants rely on data to understand the current state of affairs, identify trends, and make informed recommendations. By collecting and analyzing data, consultants can uncover hidden patterns, correlations, and insights that can lead to more effective solutions.

Data also serves as a foundation for evidence-based decision-making in consulting. When presenting a case study to a client, consultants must back up their recommendations with solid data and analysis. This not only lends credibility to their findings but also helps clients understand the rationale behind the proposed solutions. Without data, recommendations may be perceived as subjective opinions rather than well-supported conclusions.

Data allows consultants to measure the impact of their recommendations and track progress over time. By setting clear metrics and key performance indicators, consultants can monitor the success of their interventions and make adjustments as needed. This data-driven approach helps ensure that consulting projects deliver tangible results and drive long-term value for clients. Ultimately, data is the cornerstone of consulting case studies, providing the evidence and insight needed to drive effective decision-making and create meaningful impact for clients. 

How Data Improves Decision-Making in Consulting Case Studies

One of the key benefits of using data in consulting case studies is its ability to improve decision-making processes. By analyzing data, consultants can identify key opportunities and challenges, assess the potential impact of different strategies, and make informed decisions that lead to better outcomes for clients. Data provides a solid foundation for decision-making, enabling consultants to avoid relying on gut instincts or personal biases.

Moreover, data-driven decision-making in consulting case studies helps mitigate risks and uncertainties. By examining historical data, market trends, and industry benchmarks, consultants can anticipate potential obstacles and develop contingency plans to address them. This proactive approach not only minimizes the likelihood of unexpected setbacks but also increases the likelihood of success for consulting projects.

Data also empowers consultants to test hypotheses, validate assumptions, and explore alternative scenarios in their case studies. By leveraging data analytics tools and techniques, consultants can conduct robust analyses that uncover valuable insights and inform strategic decisions. This iterative process of data-driven decision-making allows consultants to refine their recommendations, optimize their strategies, and deliver greater value to their clients. Ultimately, data enhances the quality of decision-making in consulting case studies, leading to more effective solutions and positive outcomes for clients.

How to Present Your Findings from Consulting Case Studies 

Consulting case studies are a valuable tool for showcasing your expertise and problem-solving skills to potential clients. When it comes to presenting your findings from these case studies, it is important to approach the task with both clarity and creativity. 

One effective way to present your findings is to start by clearly outlining the problem or challenge that you were tasked with addressing. This sets the stage for the rest of your presentation and helps your audience understand the context of your work. Next, explain your approach to solving the problem, including any research or analysis you conducted. This shows your audience that your findings are backed up by solid data and evidence. 

After presenting your approach, it is important to showcase the results of your work. This could include metrics such as improved efficiency or increased revenue, as well as any qualitative feedback from the client. Highlighting the positive outcomes of your consulting work helps to build credibility and demonstrate the value you provide to clients. Finally, conclude your presentation by summarizing the key takeaways from the case study and reiterating how your skills and expertise can benefit potential clients in similar situations. By following these steps, you can effectively present your findings from consulting case studies in a compelling and convincing way to get more clients . 

Tips for Creating Engaging Visuals for Your Consulting Presentations 

Visual aids can be a powerful tool for enhancing your consulting presentations and capturing the attention of your audience. When creating visuals for your presentations, it is important to keep a few key tips in mind to ensure that they are engaging and effective. 

One important tip is to keep your visuals simple and easy to understand. Avoid cluttering your slides with too much information or complex graphics, as this can overwhelm your audience and distract from your main points. Instead, use clean and clear visuals that help to reinforce your message and make it easier for your audience to follow along. 

Another tip is to use a variety of visual formats to keep your audience engaged. This could include charts, graphs, images, and even videos. By mixing up the types of visuals you use, you can create a dynamic and interesting presentation that holds the attention of your audience. Additionally, remember to use visual aids to enhance your verbal presentation, rather than replace it. Your visuals should complement your spoken content and help to reinforce your key points. By incorporating these tips into your consulting presentations, you can create engaging visual aids that help to bring your findings to life and make a lasting impression on your audience.

Deloitte published a great case study for a footwear company. In 2013, a competitor, Badger, launched a successful line of affordable work boots, prompting Duraflex, another footwear company, to rethink their strategy. With limited resources, Duraflex needed to decide whether to focus on competing in the work boot market or strengthening their position in casual boots.

Duraflex sought help from a top consulting firm in January 2014. The consultants conducted research to provide valuable insights for decision-making. They started by conducting a survey with 500 consumers in six key regions. Additionally, they analyzed Duraflex’s internal costs and pricing for both their work and casual boot lines. The analysis revealed that Duraflex was positioned at the premium end of the market for both types of boots.

This case study showcases how consulting firms like Deloitte can provide essential data and analysis to help companies make informed decisions about their business strategies. It’s worth reading as it gives a glimpse into how consulting firms work and the impact they can have on a company’s success.

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Ace the Case: 7 Steps to Cracking Your Consulting Interview

If you’ve got your sights set on a consulting gig, then you already know which one of the types of interviews to expect: a case.

The case interview is a format in which you, the interviewee, are given a business problem (“How can BigCoal Co. double its growth?”) or a brain teaser (“How many tennis balls fit in a 747?”) to solve. Cases have gotten quite the reputation for being intense, quant-heavy, and just downright scary. But they don’t have to be—not the scary part, at least

We spoke with recruiters at top consulting firms to learn what really makes an interviewee “ace the case.” And while case interviews were once exclusively the domain of aspiring consultants, they’re now popping up everywhere from tech companies to NGOs. So, no matter where you interview, use these tips to sail on through.

1. Ask Questions—From the Start

In the beginning, you’ll typically be given important information about your case. Listen to it and take notes. And when the interviewer asks if you have any questions before proceeding—the answer is “yes”

First, summarize the situation and problem at hand, and ask clarifying questions if something was unclear (e.g., if there was a word you didn’t understand). This will not only highlight your listening skills, it’ll let you double-check that you understand the case that you’re about to start solving.

Then, do one better: Ask a “step back” question. A step back question is one the puts the case into context, and gets at the bigger picture beyond the information you were given upfront. For instance, if you’re given a case about a private equity firm that’s deciding whether or not to acquire a given company, a step back question could be: “Is this private equity firm also looking at other acquisitions in the industry and therefore evaluating this target versus others?” Most people don’t do this—so if you do, it’ll help you stand out as thoughtful and genuinely interested in the problem rather than just focused on getting through the interview

2. Engage Your Interviewer

Asking questions is also a great way to build a rapport with your interviewer from the start. Think of the case not as a test, but as a conversation through which you need to solve a problem. With this mindset, ask your interviewer for more information when you need it, explain your assumptions as you go, and talk him or her through your approach. All of these things will lead to a productive conversation, and you’ll likely find your interviewer quite helpful, especially if you get stuck.

Sometimes he or she may steer you in a different direction or suggest you think of things in a different way—and you should pay attention to such subtle cues and guidance. The more you bring your interviewer along in your thinking, the more he or she will enjoy working through the case with you, and the more opportunity you give him or her to help you solve the problem you’ve been presented with

3. Structure, Structure, Structure

A good structure is really the key to doing well with a case. It’s more important than your answer and it’s more important than the knowledge you bring in—it’s your chance to show “how you think.” The interviewer wants to know that you can take a bunch of information thrown at you and create a logical structure, process it, and get to a good answer (not “the” answer, mind you—with cases, there aren’t single right answers).

So, when asked to solve the problem at hand, first ask for a moment to think through it and collect your thoughts. Then, grab your pen and paper and get to work. Your goal, in the next 30 seconds or so, is to outline a logical structure that will help you work through the major issues of the case

A good structure breaks down the problem into components. For example, if you’re asked about profits, then you can split that into two components: “increasing revenue” or “decreasing costs.” Then, you can split each of those further—increasing revenue means “increasing your price” or “increasing the number of things you sell;” decreasing costs means “decreasing fixed costs” or “decreasing variable costs.” On the other hand, if you were asked about growth, you could break you answer into “selling more of what we have today” and “selling new products” or “selling in our existing markets” and “moving into new markets.”

Write down your structure, then explain it to your interviewer. And only then should you dive in to how, specifically, you would up the selling price, decrease manufacturing costs, or move into Asia. The bonus of this approach: If you go down one path and get stuck, you have an outline to fall back on.

4. Recognize Case Archetypes

Now, here’s a secret: There are really only a handful of case “types” that you will be given. They include entering a new market, developing a new product, growth strategies, pricing strategies, starting a new business, increasing profitability (or increasing sales or reducing costs), and acquiring a company. Turning around a company and coming up with a response to a competitor’s actions are also possibilities, but they’re asked much less frequently.

So, plan ahead and come up with clear structures in mind for each “type.” There is no right structure, and you should, of course, adapt your structure to be relevant to the case at hand. However, thinking through structures ahead of time will help you make sure you stay focused on the key issues during the case, even if unfamiliar jargon is thrown your way. Plus, structures give you a framework for organizing and talking through your information, and a safety net to fall back on if you get stuck.

As you practice cases, you should test out and refine your structures. See if they help you cover the important information and lead you down the path to solving the problem—and if not, revise them accordingly.

5. Practice Your Numbers

Many people freeze up on the quant section. And the best advice here is: The more you practice, the easier it will get. Here are a few pointers:

• Write out your formulas and thought processes as you’re doing your math. This will help you see if you need to ask for additional information to answer the question. Also, if you hit a wall, the interviewer will be able to help get you back on track more easily if he or she is aware of what you’re trying to do.
• Play and practice with numbers. If you trip up on zeros, try dividing and multiplying in scientific notation. Practice taking 10%, 20%, 25% of a number (moving the decimal over for 10% and halving it for 5% usually works well). Have an idea of what 1/5, 1/6, 1/7, 1/8, 1/9, and 1/10 are in percentage terms.
• When given a quant question, again, ask for a moment to gather your thoughts and structure the approach. Never feel pressured to respond right away.

6. Keep Up With Industries

You never know what industry the case you’re given will focus on. However, the more relevant you can make your questions and answers to the industry, the better.

Two things can help here. First, as you practice, keep a running tab of specific attributes particular to an industry (e.g., for airlines: the market is competitive on pricing, economics of coach vs. business travel are very different, capacity utilization is important, unions and fuel can be big drivers of cost). Second, keep current with the news. Reading The Economist every week is a great way to keep abreast of major trends in different industries and countries.

7. Practice—and Grab a Buddy

Read through cases yourself, do cases with your friends, and try out the cases on a company’s website. Often, business schools will compile case books and circulate them as well. Case in Point by Marc P. Cosentino is a good place to start. The more you practice, the more variants you will see, and the more comfortable you will be on the day of your actual interview.

Also, there’s no substitute for talking through cases out loud. Reading cases on your own, or doing them online, can be great for helping you practice your structures and your math, but there’s nothing like having to articulate your thought process in real time. Do yourself a favor by simulating the interview environment beforehand—grab a friend and give each other cases. You’ll also be surprised by what you can learn from sitting on the other side of the table

And finally—have fun. Yes, doing your fourth practice case in a row can be a drag. However, you should also get a sense during your practice if you really like problem solving through a case. If you enjoy your consulting interview , chances are higher you will enjoy the actual consulting work as well.

Case Interview 2024 – Guide for Your Consulting Case Interview

A case interview is a type of job interview in which the candidate must analyze and solve a problematic business scenario (“ case study ”). It is used to simulate the situation on-the-job and to find out if the respective candidate meets the necessary analytical and communications skills required for the profession. Case interviews are commonly and globally used during the selection processes at  management consulting firms such as McKinsey , Boston Consulting Group (BCG), or Bain & Company . It is the most relevant part of the process for consulting jobs, and they are usually based on projects that the hiring firm has delivered for a client. It is an exercise that requires a logical approach to finding the problem and an appropriate solution.

• 1. Case Interview Questions and Answers
• 1.1 What Is a Case Interview?
• 1.2 Who Uses Case Interviews and Why?
• 1.3 What Are the Skills Required in a Case Interview?
• 1.4 What Are the Differences Between …?
• 2. Case Interview Examples from Top Consulting Firms
• 3. Case Interview Frameworks
• 3.1 The Best Frameworks for Solving Cases
• 3.2 How to Develop Your Own Framework in 4 Steps
• 4. Case Interview Preparation: 9 Tips for Successful Case Preparation
• 5. How to Solve a Case Study in 10 Steps
• 6. Case Interview Secrets: 13 Final Tips for Your Actual Case Interview 
• 7. PrepLounge: The Key to Your Success 
• 8. Get Started Right Away and Practice Your First Cases

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A  case interview  is part of the job interview process in which you as the candidate have to analyze and solve a problematic business scenario while interacting with the interviewer. The case study is often based on a problem the interviewer has worked on in real life. This part of the interview is intended to be more of a dialogue. You will need to be proactive and ask questions when attempting to close in on the correct conclusion. Oftentimes, the consultant will attempt to guide you in the correct direction by asking questions himself.

An example question might be :​ The CEO of Deutsche Bank has become increasingly concerned about their declining profitability over the last 36 months and has asked you to determine the factors causing the decline as well as recommend a strategy to reverse this trend.

During the entire application process, you will partake in  up to six case interviews  in two rounds or more. This is dependent on the position you are applying for. Most case interviews have the same underlying structure. An individual case interview may take up to an hour and usually consists of four parts:

Case interviews have always been a part of management consulting interviews. Nowadays, also marketing, strategy, operations, or retail positions tend to use similar formats because they are a great tool to probe the quantitative and qualitative skills of an applicant . It allows interviewers to get a deeper insight into how you present yourself as a candidate and apply the limited amount of information given to you.

The reason for the prevalence of the case interview format in management consulting is that the topics and themes handled in most cases reflect conditions close to the reality of the day-to-day activities of a consultancy. It requires the applicant to  ask the right questions , apply  structured frameworks,  and think outside the box . As a consultant, you will spend a lot of time client-facing, and so soft skills are just as important as hard skills to the interviewer. The case interview allows hiring companies to ask the question "Would I be happy to put this candidate in front of a client?".​

Due to the scenario set up in a case interview, it is also a test of general business acumen. Many consultant projects will be in industries where the consultants aren't experts, especially junior consultants. This is normal, but to be effective as a consultant business acumen is an important foundation for consultants to maintain effective strategy recommendations. Companies pay consultants for their minds rather than their industry expertise.

A case interview has no “correct” or “standard” answer. There are often many solutions to a single case and in the end, what counts is your train of thought and how you got to your solution. The interviewer will evaluate you across five main areas:

1)  Problem-Solving Skills 

The interviewer will analyze your ability to identify problems , isolate causes, and prioritize issues. During a case interview, you will be presented with a wide range of relevant and irrelevant data pieces. You must know how to use this data to make your recommendations and you have to prove that you are able to construct a logical argumentation without rushing to conclusions based on insufficient evidence.

2)  Creativity and Business Sense Skills 

As a consulting candidate, you should know the basic business concepts as well as show a certain amount of business sense and creativity. If the interviewer asks you to find innovative ideas to increase the profitability of a hotel chain, you will have to come up with a range of ideas that make business sense. You are not expected to have deep knowledge of the hospitality industry, but to be able to ask relevant and insightful questions on the aspects important for you to solve the client’s issue at hand.

3)  Structure 

Maintaining a structure means that you solve the question with a clear step-by-step approach that you communicate actively with your interviewer. A good structure is the most important part of a case interview, as it is the underlying base of your whole approach and argumentation. It is also the main reason why candidates fail their case interviews. A common mistake that candidates make is that they try to apply standardized frameworks to any case they are given. Instead, you should solve each case by creating a framework specifically tailored to its needs – as you would do as a consultant on the job. Practice your structure with our Structuring Drills .

4)  Math Skills 

As a consultant, part of your job is number-crunching and interpreting data. Therefore, it is important that you have a good feeling for numbers and have great mental math skills. You should be able to perform simple calculations in your sleep. You can practice your math skills with our Mental Math Tool .

5)  Communication Skills 

In times of digitalization, soft skills become more and more important for management consultants. On the job, you will be in contact with high-level CEOs, clients, partners, and colleagues. Strong communication is crucial for you to get your work done efficiently. Thus, your interviewer will pay close attention to the way you communicate and present yourself during your conversation. Always be professional, answer concisely, and communicate the key message first (see Pyramid Principle ).

First and Second-Round Interviews 

While the format of the first and second-round interviews stays the same, the seniority level of the interviewer differs . The person interviewing you in the first round is usually more junior, having up to four years of consulting experience (Associates or Engagement Managers). The second round is led by Partners who have more than ten years of experience and tend to drill you to understand how you cope with challenges. Therefore, second rounds are perceived as more difficult by candidates. Since partners have a stronger voice when discussing an applicant, your performance during the second round of case interviews carries also more weight. For more information on the different positions, please read McKinsey Hierarchy: The Different Position Levels .

Candidate- and Interviewer-Led Case Interviews

In candidate-led cases, the interviewer expects the candidate to lead him/her through the case. As a candidate, you can do so by asking relevant questions, and by developing and testing your hypotheses. Candidate-led cases are the most common  types of cases . You will encounter them at the majority of the big consulting firms such as BCG, Bain, and occasionally at McKinsey.

Interviewer-led cases are most frequently used at McKinsey. As the title suggests, the interviewer’s guidance through the case interview is firmer.

You can find more information on the two different interview styles in our BootCamp article: Interviewer-Led vs. Candidate-Led .

In the following, you can find some examples of initial case interview questions :

Bain Case: Old Winery You inherit an old winery, the Old Winery, from your grandfather. Since you have little knowledge about wine cultivation, you don't want to run the winery operationally, but you find the idea of owning a winery exciting. However, your plan is to breathe new life into the winery. Read the entire case .

Deloitte Case: Footloose Duraflex is a German shoe manufacturer with an annual turnover of approximately €1 billion. Your largest sales market has always been the boot market. In this market, you compete with three other main competitors. Management is asking you for advice. Read the entire case .

Roland Berger Case: Onlinestar Onlinestar, an online retailer specializing in furniture and garden products (core business), has experienced significant growth in recent years due to an expansion of its product portfolio. The board of Onlinestar is asking you for an analysis of the reasons for the negative results, as well as recommendations derived from it. Read the entire case .

Practice More Cases Now!

You can find 200​ case studies, including cases from real companies and our consulting coaches, in our Case Library !

Case interview frameworks are the perfect tool to structure your thoughts during the interview. They help you break down a problem into its components so that you can systematically and methodically navigate through the case and the business problem. This approach will convince your interviewer that you can apply your skills from the case interview to the job as well.

A framework can help you solve a business problem in a case interview in a structured and organized manner. To determine which framework is most suitable for the given case, you should be familiar with the most common case types. Our coaches Guennael and Vlad explain their approaches:

What does a framework really need to accomplish? Essentially, three things:

First , it must be MECE (Mutually Exclusive, Collectively Exhaustive); second , it must help you systematically and methodically approach the case so that you not only find the best answer; third , it must convince your interlocutor that your success is repeatable and that you will solve this case and the next and the one after that.

When preparing for my BCG interview, I ultimately relied on just two framework concepts, which I then adapted to the respective case: First, a version of the profitability case (Profit = Revenue - Costs and Revenue = Price x Quantity) ; second, a basic version of: Product, Price, Customer, Competition, Company).

Are these two framework models optimal in every case? No, they are not. Did they serve their purpose? I used them in more than 10 practice cases with former BCG employees as well as in my 5 BCG cases... and I succeeded, that's for sure :) I would even argue that every case can be solved using one or both of these methods . Learn them, keep them in your pocket, and be ready to use them. If you find something better, great! But I'd prefer you start with an "okay" framework and focus on solving the problem , rather than spending the first 30 seconds of the case trying to find the "perfect" framework, failing, and feeling forced to think on the fly at the beginning of the solution process.

There is no universally applicable structure . You should have some patterns in mind for specific types of cases, but you should adjust them depending on the case:

Additional details of the case

Below you'll find a list of the most common case types and some general recommendations for structuring :

Market Sizing - Structuring from the supply or demand side. Structuring based on a formula or a issue tree .

Profitability - Basic profitability framework. Consider different revenue streams and the product mix.

Market Context (market entry, new product, acquisition, etc.). Always start with the big picture "market". Conclude with a specific strategy to achieve the case objective (e.g., "market entry strategy" - for market entry. "Exit strategy" for the PE case. "Go-to-market strategy" for a new product). Structure it as if you were defining the workflows for the real project.

Operational Mathematical Problem (e.g., Should we increase the speed of an elevator or simply buy a second one? How should we reduce queues? Etc.) - Structuring as a process/value chain, with inputs, processes, and outputs.

Cost Reduction - here are some recommendations for structuring:

Structuring:

How do the costs break down and what are the largest costs?

Benchmarking the largest costs to identify improvement potential

Process improvements to achieve the benchmarks

Costs and benefits of the proposed initiatives

The key concepts you must learn:

Internal/external benchmarking

Core processes (usually optimized) and supporting processes (usually trimmed)

Mathematical structures (frequency of operations * time per operation)

Other useful structures (e.g., People - Process - Technology)

Evaluation - Pure financial structure with cash flows, growth rate, WACC / Hurdle Rate, etc.

Synergies - Revenue synergies (price, quantity, mix) and cost synergies (value chain).

Social/economic cases (e.g., How can the quality of life in the city be improved? How can museum revenue be increased?) - significant variability.

Practice 3-5 social cases before the interview. Additionally, there are s everal useful framework concepts that you can apply in the middle of the case to find the cause of a problem. For example:

People - Processes - Technologies

Capacity - Utilization - Production rate

Product - Distribution - Marketing - Price

Value-based pricing - competition-based pricing - cost-based pricing

You will learn these frameworks while solving cases. It is useful to have a set of them in mind to quickly identify the root cause .

To be able to address specific questions in case interviews, it is important to develop your own frameworks . Our expert Benjamin has valuable tips on this.

(Almost) Never use a standard framework from the books . In strategy consulting, the goal is to assist clients facing unique problems with a customized solution. It's unlikely that you can force your approach into a standard framework.

Put yourself in your client's shoes and show empathy for the issues. This way, it becomes much easier for you to understand what the key issues are that you need to consider when formulating a recommendation, and you can ensure that you don't forget anything. I always ask myself, "What would I do if this were my company and my own problem? What do I need to know/understand to make a decision?"

Ensure that every topic you want to address is relevant to the final recommendation. A simple check is to ask yourself, "If I spend time on this specific topic and get some answers to my questions (e.g., market size, competition, etc.), will this provide useful elements for the final recommendation given my client's issues ?" If the answer is no, then you should skip this subtopic.

Practice a lot! The above tips come from my own experience with building MECE structures , but keep in mind that it takes a lot of practice to achieve satisfactory performance here.

1. Learn the Theory By reading this article, you've already taken the first step to understanding what case interviews are all about. Well done! You can now take it a step further by learning the theory you need to solve the cases. In general, you should learn how to :

Identify your case type (e.g., market sizing , market entry , profitability , growth )

Structure your thoughts (e.g., issue tree , MECE , pyramid principle )

Use business analysis tools (e.g., ABC analysis , break-even analysis , benchmarking )

Define common business terms (e.g., NPV , CAGR , fixed and variable costs )

In our Case Interview Basics, you'll find all the necessary fundamentals.

2. Develop Your Business Intuition Step by Step

Since you need to have a good business sense to successfully complete your case interview, you should invest some time beforehand to gradually build up your business intuition. The earlier you start, the easier it will become. Make it a habit to regularly read business publications and magazines. You can read new releases from McKinsey, Bain, and BCG, or find other sources that appeal to you. Try to acquire a basic understanding of economics, strategy, and industries, such as retail, airlines, telecommunications, banking, natural resources, and technology.

3. Update Your Math Skills

For all case interviews, you must calculate without a calculator. Therefore, refreshing your mental math skills should be a regular part of your daily preparation plan. Practice until you feel one hundred percent comfortable with the basic skills of addition, subtraction, division, multiplication, and growth rate calculations in your head. Read our article on Fast Math and use our mental math tool to train your performance. When confronted with a math problem in your case interview, this will significantly reduce the pressure.

Knowing shortcuts for a variety of calculations can simplify mathematical problems. For example, break down complex mathematical problems into several small operations:

97 x 53 = (100 - 3) x (50 + 3) = 5000 + 300 - 150 - 9 = 5141

4. Practice Makes Perfect

Take a look at our extensive case library , which prepares you for all possible case types. Our case library includes cases that have been used in past case interviews. Solving cases on your own can give you a first sense of what to expect in the case interview. However, the only way to improve your skills to successfully pass the interview is to put yourself in a case interview situation. Find candidates to practice with and practice regularly. The more feedback you can get, the better. This will help you improve.

PrepLounge offers the world's largest case interview community. Simply schedule or accept a practice interview with other candidates on our meeting board .

Here's how it works:

Schedule: Once you and your case partner confirm the practice interview on the meeting board, the meeting is set and will be visible on your dashboard.

Communication: We recommend contacting your case partner directly to discuss communication methods and case preferences during the interview.

Interview: During the back-to-back meeting, you and your case partner take turns playing the roles of both interviewer and interviewee. Don't neglect the part of the session where you play the role of the interviewer. This allows you to identify important points and adjust your approach accordingly.

Case: By default, two PrepLounge cases are randomly selected. However, you can exchange them and choose one of our over 180 cases or use your own case.

Feedback: This is the most important part of your practice interview as it helps improve your case performance. Please provide your interview partner with constructive feedback, just as you would expect from them.

5. Seek Support from Coaches

To make your case interview preparation as effective as possible, we also recommend investing in coaching sessions with experienced top consultants. Our experience shows that this investment pays off, as it significantly increases your chances of receiving an offer for your dream job (by four times, to be exact). Our coachesknow exactly what interviewers want and can work with you on every aspect of your case performance, whether it's structuring, personal suitability, confidence, or communication. Furthermore, they can provide you with valuable networking tips and help you get a referral.

We provide you with a transparent list of all case interview coaches , including their professional and educational background, top skills, individual approaches, ratings, and recommendation rates. This way, you can individually select the perfect expert for your coaching sessions . Additionally, you can benefit from CoachingPlus , which includes a premium membership and a generous discount (compared to individual coaching sessions).

6. Learn and Track Your Progress

You can do as many cases as you want. If you don't learn from them, you won't improve your case performance. That's why you should do the following: At the end of each case you complete, whether on your own, with a case partner, or with an expert, write down in your own words what mistakes you made and what you learned. Repeat the case after a few days and apply what you've learned to ensure you're making progress. Tracking your progress motivates you and ensures you don't repeat the same mistakes.

7. Don't Forget the Personal Fit

No matter how well you master the case, if you don't personally fit into the company, you won't get the job offer. Ultimately, consulting is a "people's business" that involves teamwork and a lot of time with your colleagues. To master the part of the interview that focuses on personal suitability, it's important to understand what an interviewer is looking for in a candidate to decide if they fit into the company personally. Typically, the interviewer has three primary questions in mind.

Next, you should learn how to convey to your interviewer that you fit what they're looking for. Practice your answers to the personal fit with other candidates or experts:

Why consulting?

Why company X?

Why should we hire you?

Tell me about yourself!

Give me an example of when you led a group to achieve a difficult goal!

Find more frequently asked questions in stress question mode.

8. Train Confidence

The more you practice, the more confident you will feel. However, feeling confident isn't the same as appearing confident. Sometimes you can come across as insecure without realizing it. This can be due to small habits in your communication style. Therefore, ask your PrepLounge case partner or expert to consider your verbal and non-verbal communication and provide feedback on your confidence or insecurity . Focus on the following aspects during practice:

• The tone of your voice. A monotone voice or speaking too quickly gives an impression of insecurity and poor communication style. To avoid this, it's helpful to listen to podcasts of great speakers for 30-60 minutes a day. After a few days, you'll start speaking in a similar manner as you adopt their communication style.
• Smile. A smile can be a powerful way to show that you're enjoying the conversation and not afraid. You can also force a smile (naturally, not too much) if you get feedback that you appear too serious.
• Eye contact. You don't need to continuously stare into the interviewer's eyes during the conversation, but you shouldn't look away when they ask you something.
• Ability to break the ice. Confident people aren't afraid to engage in small talk with interviewers. Silence creates less connection and can be seen as a sign of lack of confidence.
• Posture. You should try to sit upright most of the time on your chair. Leaning too much towards your interviewer can be interpreted as lack of confidence.

9. Take Breaks

Overall, based on our experience with other case partners, you should prepare for an average of 50 hours over a period of up to 6 weeks and practice daily. This can be exhausting, and we know that many candidates struggle with motivation and concentration, especially after an intense case preparation period. This is usually because they forget to incorporate regular breaks into their preparation plan. Professional athletes, for example, always take time to rest and allow their muscles to regenerate. You should treat your brain muscles the same way. A good strategy is to develop an evening and morning routine that allows you to relax and increase your energy level for the preparation period during the day. Here are some examples of what you can do:

15-20 minutes of exercise in the evening or morning

A cold shower in the morning

Meditation or journal writing

Define three important things for the next day and allocate time for all activities, prioritizing the most important ones first

No social media for an hour after waking up and before going to bed

Get enough sleep (at least 7 hours)

Take breaks between each case or intensive case practice and do something completely different (e.g., workout, play video games)

Step 1: Listen actively and take notes. Write down every piece of information, especially numerical data .

Step 2: Restate the question. Pause, paraphrase, and make sure you understand the problem statement by confirming with the interviewer.

Step 3: Clarify the objectives and identify the problem. Ask specific questions and double-check on objectives. Make sure you completely understand the problem.

Step 4: Write out your structure. Ask your interviewer for a minute to prepare your structure and organize your notes. Identify your case type and use an issue tree to customize your structure. The branches of your issue tree should be MECE.

Step 5: State your hypothesis. Now that you have set up the issue tree, your task is to test each branch to see if it is the root cause of the problem. Where to begin? A hypothesis based on an educated guess helps here.  (e.g. "Since you have mentioned that revenues are more or less flat, my hypothesis is that the problem is mostly driven by the cost side of the business. If it is okay with you, I will start by […]")

Step 6: Think out loud. Sharing your thoughts allows the interviewer to interact. Refine or rebuild your hypothesis as you find out more.

Step 7: Gather more data in order to test your hypothesis. Proactively ask for relevant data and always segment it (e.g. using the ABC analysis ). Try to evaluate whether trends have been company-specific or industry-wide.

Step 8: Dig deeper while staying structured (MECE!) throughout the case. Always refer to the structure you have set up at the beginning of the case, but be flexible as the case evolves. If you conclude that your hypothesis is false, eliminate that branch and go to the next one. Summarize findings when switching major branches. If your test confirms your hypothesis, go deeper into that branch, and drill down to the lower levels until you identify all proven root-causes.

Step 9: Choose a recommendation and use the Pyramid Principle to structure your conclusion. Ask for a minute to gather your thoughts and then state your recommendation. You need to deliver a one minute, top-down, concise, structured, clear, and fact-based summary of your findings.

Step 10: Stand by your conclusion. Your interviewer will likely challenge your recommendation (either to see if you can handle pressure or to assess if you really believe in what you are saying).

1. Focus on the task at hand 

Don’t think too much about the approach your interviewer is taking. It should not matter much if the conversation is interviewer- or candidate-led. If you go into your interview with a profound understanding of how to handle even a difficult case, the format of the interview should not be an issue. Keep a cool head and structure your thoughts.

2. Ask the right questions 

At the beginning of the case, your interviewer will present you with the situation of the client. Don’t rush into the analysis without developing a deep understanding of the problem first. Ask your interviewer questions to clarify the case. This is expected behavior that also takes place later with the client. Make sure you understand what the  business model  and your  objective  in the respective case are (regarding both money and the timeline). If there are any other possible limitations you are unsure about, ask your interviewer in a concise way. Asking unnecessary questions will raise doubts about your ability to work efficiently under pressure.

3. Buy time with repetitions 

A common trick consultants use is the  repeating of facts or overall goals . By doing this, you are showing a fundamental comprehension of the case and are emitting an aura of control, gradually heading towards a solution. This technique can give you more time to think. Articulating the facts of the case can also be a source of clarity and allow you to form solutions more quickly.

4. Only form a hypothesis with sufficient information 

Do not state a hypothesis at the beginning, a stage in which you may still have incomplete information. Get a good sense of the case’s environment and ask sensible follow-up questions . Only then frame a structure and formulate a hypothesis.

5. Utilize data for your analysis 

Taking wild guesses is a death sentence for your case interview. Make sure your claims are backed up by the facts, and remain calm when presented with new information. Consultancies will closely observe how you  make use of new data and incorporate it into your hypothesis .

6. Take clear notes 

Taking  structured notes  is a highly underrated skill when dealing with a case. Making sure your notes are coherent and clear will make your thoughts easy to navigate and ensure you do not lose your footing during the interview.

• Place your sheet horizontally to maximize your space, and jot down the case’s  key question on the left side of the page. This way you will never lose sight of the main objective . The remaining portion will be dedicated to the issue tree, with your hypothesis included above the issue tree.
• Make sure that you highlight key pieces of information that add substance to your hypothesis.
• When it comes to calculations , use a separate page, but practice having it organized in case you need to go back through your assumptions or calculations.
• Try to limit the number of pages you use to a  maximum of three sheets . Otherwise, you will stress yourself out while trying to find what you are looking for.

7. Structure is key 

The most important aspect of a case interview is having a good structure. You can structure your case by following these four steps:

• Craft an issue tree as the overall foundation for your structure. This is a customizable framework used to analyze the root causes of problems in a case. It helps you to break a complex problem down into its components.
• Make sure that your issue tree is MECE to avoid inefficient dependencies between branches that will slow down your analysis. MECE is a way of segmenting information into sub-elements that are mutually exclusive and collectively exhaustive. 
• Prioritize and concentrate on high impact issues of your issue tree that will create value for your client. Always make sure you explain the reasons behind your choices to the interviewer.
• Use the Pyramid Principle to structure your conclusion , a three-step structure to present your synthesis in an effective and convincing manner. First, state the recommendation (What?). Second, provide three reasons supported by data (Why?). Third, provide information on how to implement the recommendation (How?). 

To practice your structure, you can use our Structuring Drills.

8. Don't force-fit frameworks

Standard frameworks can be a source of inspiration, but should never be force-fitted to a case. They are very stiff and do not allow room for customization . If you use pre-defined frameworks, you run the risk of missing important elements of the specific problem you are trying to solve. A consultant would not just force-fit frameworks to their specific client’s problem, so you should not do this in your case interview, either. Each case is unique and requires an individually customized framework that is MECE as well as adapted to the problem you are trying to solve, the company, and the industry.

9. Don’t panic if you get stuck 

If you ever get stuck, don’t freak out – it happens. What counts is how you deal with the situation. Here is what you can do:

• Take a deep breath  or a sip of water if you have a glass of water nearby.
• Take a moment to grasp the big picture , to recap what you have learned so far and what you still need to find out to address the main question at hand.
• Outline how these sub-questions can be answered , and what kind of data or information you will need to do that.
• Double-check whether data or information provided by the interviewer at an earlier stage is now getting new relevance.
• Think out loud and take the interviewer along with your thinking process. If you are puzzled by some obvious contradiction, actively discuss this with your interviewer. Oftentimes, an interviewer will wait for you to explicitly verbalize your confusion before gently guiding you.

10. Sometimes there is no clear answer 

Oftentimes, a case interview has no “correct” or “standard” answer. The case may encompass you  exploring the issues and walking down several paths . There are often many solutions to a single case that may differ from the interviewer’s expectations. In the end, what counts is your  train of thought and how you got to your solution . You are not expected to know everything about business, but demonstrate a logical judgment and a good approach to solve problems.

Nevertheless, you should always give a clear recommendation at the end of the interview, when the interviewer will ask for your conclusion. The trick is to use supporting arguments based on what you have learned during the analysis, to point out limitations, and to also highlight additional areas to explore to confirm that your current understanding is the right one.

11. Engage the interviewer 

The interview should be a dialogue, so make sure to engage the interviewer and demonstrate not only your business judgment, but also your communication and people skills . This gives the first insight into how you might interact with future clients and colleagues. How can you do that?

• Explain. Share your thought process with the interviewer, and always let them know what your next steps are.
• Listen. During your case interview, the interviewer will usually give you hints and steer you in a direction. Notice that! If they ask a specific question, e.g. “Name three points about…”, answering in two or five points will mean that you didn’t pay attention.
• Ask questions. Create a discussion, initiate small talk, and use your chance to make a positive connection with the interviewer, especially at the end of every interview when you get to ask final questions. Find a point in common and try to stand out. Here is a list of the best questions to ask at the end of an interview .  

12. Be confident 

You don’t necessarily need to be extroverted to be a top management consultant, but you need to be confident. Consulting is a people job as much as it is an analytical job. It is important for the client to feel that you know what you are doing. Thus, this is something the interviewer will take into consideration. Here are five things you can do during the interview to come across as more confident:

• Try to enjoy the interview by focusing on the challenge, the satisfaction it brings you when you solve the case, and the joy of sharing your life experiences with someone else. If you have fun, chances are high that the interviewer has fun, as well.
• Find your own style and don’t try to pretend to be someone that you are not. It is fine if you are not the most outgoing person. Just be genuine!
• Sit up straight , but don’t be too stiff. Push your back against the back of the seat and don’t just sit on the edge of the chair.
• Make eye contact , but don’t stare, either.
• Speak in a clear , calm, and unrushed manner. Don't mumble or whisper, but equally don't shout. Think before you speak!

13. When in doubt, reschedule 

If you’re not feeling confident about your chances, don’t hesitate to reschedule. If you take this course of action, take a few things into consideration. Make sure to suggest an alternative day and avoid rescheduling multiple times at all costs. The consultancy will be grateful for you to suggest an immediate alternative. Try to be transparent as to why you are rescheduling without going too deeply into details. However, rescheduling should only be used as a last resort.

To become the best, you must learn from the best. That is exactly what PrepLounge can offer you. The vast  PrepLounge community  makes it easy to  find case partners with the same ambitions and goals as you. Whether you are looking for a  professional case coach  or other aspiring consultants, you will have no problem finding case partners in the build-up to your interview. Our PrepLounge coaches – from Bain to McKinsey – are uniquely qualified to provide you with insights into the mastery of a case interview.

Apart from case partners from every imaginable background, PrepLounge provides a colossal collection of online resources to give you the best preparation leading up to your case interview. We will provide you with questions and answers to the most important consulting case types and share in-depth knowledge for the best possible case interview preparation. You will be able to find case partners to practice online and always be on top of the latest insights and news regarding consulting jobs and top consulting firms.

As a PrepLounge member, you will receive access to all these perks. PrepLounge will accompany you all the way from your application through to your contract negotiation. You strongly diminish your chance of success without sufficient preparation. Invest in your future and give yourself the best chance at acing your case interview! Exchange your experience with peers from all around the world in our  Consulting Q&A . Join our case interview community today and embark on your journey into consulting!

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Oliver wyman case: setting up a wine cellar.

zeb case: Quo vadis, customer?

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How To Write A Consulting Case Study: Guide, Template, & Examples

When you deliver a successful project, do you publish a consulting case study about it?

A consulting case study is a short story about a successful project that explains…

• The problem your client was dealing with before hiring you;
• your expertise and process for solving that problem;
• and the results your expertise and process created for the client and their business.

In my experience, our consulting case studies are among the most powerful pieces of content we publish. They’re a big reason why people are comfortable signing up for our Clarity Coaching Program .

Because our case studies prove our program helps our clients get results.

I can say that our coaching program is the best on the market until I’m blue in the face.

But it’s much more powerful for consultants to see the results others have experienced for themselves: through our case studies and testimonials.

If you don’t have something of value on your website like a case study — something that actually shows you can achieve results for your clients — then your website will only serve as “confirmational marketing.”

It will confirm what people hear about you. But it won’t help you generate interest and leads.

So, if you want to shift your website beyond mere confirmational marketing to an asset that helps you generate leads and conversions, consider writing consulting case studies using the method below.

In this article, you’ll learn how to write compelling case studies that help you win more consulting clients.

Ready? Let’s dive in…

Your case study is proof that not only can you talk the talk, but you can also walk the walk.

What Is A Consulting Case Study?

When a potential client is deciding on whether they will hire you or not, a big question in their mind is…

“Can this person or company really do what they say they can for my business?”

There are many forms of thought leadership you can use to prove you can deliver results.

The consulting case study is one of them.

A case study, in the context of consulting, is typically a written document that describes…

• the problem a client was facing,
• the actions you took to solve that problem,
• and the outcomes it created for your client.

You write case studies to demonstrate the results and value you created for a past or current client.

What makes them so effective as marketing material?

• They are relatively easy to put together (especially when you use our template below).
• Your potential clients enjoy reading them.
• And they are a highly effective way to demonstrate your authority and expertise in your field.

Next, I’ll walk you through how to write a consulting case study.

In our program, one of the things we teach consultants is how to better understand their clients’ problems and articulate their ability to solve those problems in a way that will attract new clients.

How To Write A Consulting Case Study

Here are the steps to writing your consulting case study. You can follow along with our consulting case study template .

1. Get Permission From The Client

You shouldn’t write a case study that names your client without their permission.

So, before you start writing it, ask them if they’d be OK with you publishing a case study about the project.

Now, I’m not a lawyer, and nothing in this article or anything I write is legal or financial advice. But here’s what we’ve found, through running consulting businesses for over two decades, often works best:

A question we often receive from consultants is “What if I can’t use the name of my client or the company I worked with?” Generally, this isn’t an issue. If your contract says you can’t use the client’s company name, or the client says “No” to your request, all is not lost.

What tends to work extremely well is still writing the case study, but without using the client’s name. Instead, describe the client.

For example, let’s say your client is the automaker Mazda. If you can’t use their name, consider “Working with a top 20 global automaker…”

This gives prospective buyers a good idea of the caliber and type of company you worked with.

When you ask your client for their permission to create a case study that features them, you’ll generally find that 9 times out of 10 they won’t have a problem with you doing so, but make sure you ask before publishing.

2. Introduce The Client’s Business

Once you’ve gotten permission from the client, you’ll begin writing your case study. Follow along using our template .

The first section is the introduction. Set the stage here by introducing your client, their business, and their industry.

This section gives context to the case study. Ideally, your ideal client is intrigued by being in a similar industry or situation as the client in your case study.

3. Describe The Problem Or Challenge

In this section, you outline the problem your client was facing.

Be as specific as you can be.

Simply saying they had marketing issues or a problem with their PR is not enough.

The more detail you include the clearer the picture will become and the more effective your case study copywriting will be.

If your ideal client reads this and has a similar problem as the client in the case study, you can guarantee that their eyes will be glued to the screen, salivating to learn how you solved it.

4. Summarize Your Action Steps

Now that you’ve described the problem your client was up against, you’ll explain what you did to help solve the problem.

In this section, break down each part of the process you used or the steps you took to solve it.

The reader should get the sense that you have a process or system capable of solving the problem and getting results.

This is where you get to demonstrate your know-how and expertise. Get as technical as you can. Show your reader “Hey, this is how I can get YOU results too.”

5. Share The Results

It’s time to demonstrate results.

Write the results that were achieved and how they impacted the business/organization/person.

In many cases, the outcome isn’t just dollars and cents — it can also be less tangible value.

Are they less stressed? Do they have more free time? Are they finding more meaning and enjoyment in their work?

Mention if you’re continuing to work with this client through a retainer . If you’re not, describe how the results will impact their business in the future.

This is also a great place to include a quote or testimonial from your client.

The “Results” section is key because it shows prospective clients that you’ve solved the problems they are facing and have delivered the actual results that they likely desire.

6. Write A Call To Action

At the end of the case study, you should always include a sentence or two inviting the ideal client to reach out.

They’ve just read about the problems you can solve, how you solve them, and the results you can create.

They are primed and ready to reach out to inquire about how you can do it for them.

But if you don’t have a direct call to action for them to do that, many of them will leave without taking action.

So, write a direct, clear call to action that takes them to a page where it’s easy to book a consultation with you or where you provide your contact information.

7. Share It

Marketing for consultants is all about providing value to your ideal clients, being known for something specific, and positioning yourself as an expert and authority that your ideal clients want to work with. So, whenever you publish a piece of valuable content like a case study, your mission is to get as many eyes on the case study as possible.

The best place to publish your case study is on your website or blog.

You can also submit case studies to industry publications. These are a great way to spread the word about you and your client’s business.

Make sure to also share your case study on all social media platforms where your ideal clients hang out online. For consultants, that means LinkedIn.

Work your “marketing muscle” by actively promoting your case study, and you’ll reap the rewards of this powerful piece of authority-building content.

Writing case studies for your consulting business not only helps you land new clients, but it’s also a great way for you to review past projects.

Doing this helps you to find what worked and what didn’t.

And you’ll continue to learn from your experiences and implement your best practices into your next consulting project.

Consulting Case Study Template

Click here to access our Consulting Case Study Template .

This template is designed using a “fill in the blank” style to make it easy for you to put together your case studies.

Save this template for yourself. Use it to follow along with the examples below.

Consulting Case Study Examples

Here are some example case studies from our Clarity Coaching Program clients.

1. Larissa Stoddart

Larissa Stoddart teaches charities and nonprofits how to raise money.

To do that, she provides her clients with a training and coaching program that walks them through twelve modules of content on raising money for their organization, creating a fundraising plan, putting an information management system into place, finding prospects, and asking those prospects for money.

Through her case studies, Larissa provides a comprehensive overview of how she helps her clients build robust fundraising plans and achieve and win more donations.

2. Dan Burgos

Danila “Dan” Burgos is the president and CEO of Alphanova Consulting, which works with US manufacturers to help them increase their profitability through operational improvements.

The goal of Alphanova is to increase their clients’ quality and on-time delivery by 99 percent and help them increase their net profits by over 25 percent.

Through his case studies, Dan lays out the problem, his solution, and the results in a clear simple way.

He makes it very easy for his prospects to envision working with his firm — and then schedule a consultation to make it happen.

3. Vanessa Bennet

Through her company Next Evolution Performance, Vanessa Bennett and her business partner Alex Davides, use neuroscience to help driven business leaders improve their productivity, energy, profitability, and staff retention, while avoiding burnout.

Through her “Clients” page, she provides a list of the specific industries she works with as well as specific case studies from clients within those industries.

She then displays in-depth testimonials that detail the results that her consulting services create for her clients.

These are powerful stories that help Vanessa’s clients see their desired future state — and how her firm is the right choice to help them get there.

As you see, our clients have taken our template and made them work for their unique style, clients, and services.

I encourage you to do the same.

And if you’d benefit from personal, 1-on-1 coaching and support from like-minded consultants, check out our Clarity Coaching Program .

Get Help & Feedback Writing Consulting Case Studies

If writing and demonstrating your authority were easy, then every consultant would be publishing case studies.

But that’s not the case.

Sometimes it helps to have a consulting coach to walk you through each step — and a community of like-minded consultants with whom you can share your work and get feedback from.

That’s why we’ve built the Clarity Coaching Program.

Inside the program, we teach you how to write case studies (among dozens of other critical subjects for consulting business founders).

And we’ve also created a network of coaches and other consultants who are in the trenches — and who are willing to share their hard-fought knowledge with you.

Inside the Clarity Coaching program , we’ve helped over 850 consultants to build a more strategic, profitable, and scalable, consulting business.

Learn More About Clarity Coaching

We’ll work hands-on with you to develop a strategic plan and then dive deep and work through your ideal client clarity, strategic messaging, consulting offers, use an effective and proven consulting pricing strategy, help you to increase your fees, business model optimization, and help you to set up your marketing engine and lead generation system to consistently attract ideal clients.

15 thoughts on “ How To Write A Consulting Case Study: Guide, Template, & Examples ”

This is a great outline and I found it quite helpful. Thanks.

Shana – glad you found this post helpful!

I have used case studies to get new clients and you're right, They work.

Jay – thanks for sharing. I've worked with many clients to implement case studies and have used them in several businesses and have always found them to be great at supporting proof and establishing authority and credibility.

Dumb question: guess you can't charge if you're doing a case study, huh?

Terri – No such thing as a dumb question where I come from. Always good to ask.

You definitely can charge for case studies. Michael Stelzner has a lot more information on writing white papers (and case studies) as projects.

This post was really aimed at using case studies to win more business and attract clients. But you can definitely offer this service to companies and they'll pay handsomely for it.

That was a great question!

Hello,I am really glad I stumbled upon your consulting site. This outline is very helpful and I love the e-mails I recieve as well Thanks!

Happy to hear that

This is a great site for consultants – great information for the team to share with consultants that reach out to us. Thank you!

Thanks Deborah

It is a good steps if we know how we start and control our working.

All I wanted to know about putting together a case study I have got. Thanks so much.

to put together your consulting case study: to put together your consulting case study:

I have used your outline today to write one case. Thank you for sharing.

Hi – This is a great piece, and covers all the core elements of a case study with impact.

Couple of extra points…

1. it’s really powerful to provide a mix of qualitative and quantitative results where possible e.g. ‘we saved the client $500 per month and feedback tells us morale improved’

2. We are seeing more and more consultancies include images and video in their case studies. This obviously depends on the context, so while it’s not necessarily appropriate within the confines of a bid, it is definitely something to think about for those case studies that you want to publish online or in a marketing brochure.

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Hacking the Case Interview

Case interview frameworks or consulting frameworks are arguably the most critical component of a case interview. Outstanding case frameworks   set you up for success for the case while poor frameworks make the case difficult to solve.

Struggling on how to use frameworks in your case interviews? Unsure of which frameworks to use?

Don't worry because we have you covered! We'll teach you step-by-step, how to craft tailored and unique frameworks for any case interview situation.

By the end of this article, you will learn four different strategies on how to create unique and tailored frameworks for any case interview.

Strategy #1: Creating Frameworks from Scratch

• Strategy #2: Memorizing 8 – 10 Broad Business Areas
• Strategy #3: Breaking Down Stakeholders
• Strategy #4: Breaking Down Processes
• Strategy #5: Two-Part MECE Frameworks

You will apply these strategies to learn how to create case frameworks for the six most common types of case interviews.

Profitability Framework

Market entry framework, merger and acquisition framework, pricing framework, new product framework, market sizing framework.

You will also learn six consulting frameworks that nearly every consultant knows.

Porter’s Five Forces Framework

Swot framework, 4 p’s framework, 3 c’s / business situation framework, bcg 2x2 matrix framework, mckinsey 7s framework.

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 Framework?

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.

Let’s look at an example: Coca-Cola is a large manufacturer and retailer of non-alcoholic beverages, such as sodas, juices, sports drinks, and teas. They are looking to grow and are considering entering the beer market in the United States. Should they enter?

In order for you to decide whether Coca-Cola should enter the beer market, you likely have many different questions you’d like to ask:

• 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 selling beer?
• How would Coca-Cola outcompete competitors?
• What is the size of the beer market in the United States?

This is not a very structured way of thinking through the case. The questions are listed in no particular order. Additionally, many of the questions are similar to one another and could be grouped together.

A case framework would provide a structure to organize these ideas and questions in a way that is easy to understand.

A framework for this case might look like the following.

Notice that we have simplified the list of questions we had into four main categories. These broad categories are frequently called framework “buckets.” Also notice that we have grouped similar questions together under each framework bucket.

This case framework tells us what areas we need to explore in order to make a recommendation to Coca-Cola. It also clearly shows what questions we need to answer under each area.

This is the power of a case interview framework. It simplifies a complex business problem into smaller and separate components that we can tackle one at a time.

So how do you develop a case framework? The next section will reveal four robust strategies for creating unique and tailored consulting frameworks for any case interview.

Case Interview Framework Strategies

There are four case interview framework strategies you should have in your toolkit:  

When given a case interview, you will need to decide which framework strategy you want to use. Some framework strategies will be more effective than others depending on what type of case interview you get.

Therefore, choose the case framework strategy that is easiest for you given the type of case that you get.

This case framework strategy can be used for any type of case. This is the most time-consuming strategy, but yields case frameworks that are the most tailored and unique for the given case interview.

To create a framework from scratch, ask yourself what 3 – 4 statements must be true for you to be 100% confident in your recommendation. These 3 – 4 areas will become the buckets in your framework.

Once you have your framework buckets, brainstorm a few questions for each bucket that you need answers to.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market. What 3 – 4 statements must be true for us to recommend that Coca-Cola should enter the beer market?

The four major statements that must be true are:

• The beer market is an attractive market
• Competitors in the market are weak
• Coca-Cola has the capabilities to produce outstanding beer
• Coca-Cola will be highly profitable from entering the beer market

These will be the major areas or buckets in our framework.

Next, let’s add a few bullet points under each area to add more detail to our case framework.

To determine whether the beer market is attractive, we would need to know the market size, the market growth rate, and the average profit margins in the market.

To assess whether the market is competitive, we would need to know who the competitors are, how much market share they have, and if they have any differentiation or competitive advantages.

To decide whether Coca-Cola has the capabilities to produce beer, we need to know if there are any capability gaps or if there are significant synergies that Coca-Cola can leverage.

Finally, to determine the expected profitability of entering the market, we would need to know what expected revenues are, what expected costs are, and how long it would take Coca-Cola to break even.

This gives us our case framework.

You can repeat this process for any case interview that you get to create an outstanding case framework.

Strategy #2: Memorizing 8 – 10 Broad Business Areas to Make a Framework

Creating case frameworks from scratch can be quite time-consuming. Because of this, many interview candidates make the mistake of using memorized frameworks for case interviews.

Candidates will either use a single memorized framework for every case or memorize a different framework for every type of case interview.

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

A poor framework makes the case interview significantly more difficult to solve.

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

Instead of creating frameworks from scratch each time, this second case framework strategy provides a method to speed up the process while still creating frameworks that are unique and tailored to the case. Additionally, you won’t need to memorize multiple different frameworks.

First, memorize a list of 8 - 10 broad business areas, such as the following:

When given a case, mentally run through this list and pick the 3 - 5 areas that are most relevant to the case.

This will be your framework.

If the list does not give you enough areas for your framework, brainstorm and add your own ideas as areas to your framework.

Finally, add a few bullet points under each area to add more detail to your case 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.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market.

Running through our list of memorized framework areas, the following six areas would be relevant:

• Market attractiveness : Is the beer market attractive?
• Competitive landscape : How tough is competition?
• Company capabilities : Does Coca-Cola have the capabilities to enter the market?
• Profitability : Will Coca-Cola be profitable from entering the market?
• Risks : What are the risks of entering the market?
• Strategic alternatives : Are there other more attractive markets Coca-Cola should enter?

You can pick 3 – 5 of these areas as the basis for your framework.

This strategy is a shortcut for creating unique and tailored frameworks for every business problem. Even if you and a friend used this same strategy, you both may end up with different frameworks.

That is completely fine. As long as the buckets in your framework are major areas and are relevant to the case, your case framework will be significantly better than most candidates’ frameworks.

You do not need to develop a framework entirely from scratch every time to create outstanding case frameworks. This case framework strategy can be applied to over 90% of case interviews.

For the remaining 10% of case interviews, you will need to learn and use the next two case interview framework strategies.

Strategy #3: Breaking Down Stakeholders to Make a Framework

The first two case framework strategies can be applied to over 90% of cases. However, some cases may require you to identify and focus on various stakeholders that are involved in running or operating a business.

For these cases, the primary areas of your case framework will be these major stakeholders.

Let’s take a look at an example: Your client is a non-profit blood bank. They have volunteer nurses that go to schools and companies to collect blood from donors. They then sell this blood to hospitals, which use this blood for emergency situations when a blood transfusion is required. Currently, Hearts4Lives is not profitable because they are not able to collect enough blood to sell to their hospital partners. What can they do to fix this?

This case involves many different stakeholders:

• Volunteer nurses
• Blood donors
• Schools and companies

For cases in which many different stakeholders are involved, it will be useful to look at each stakeholder and determine what each could do to address the problem.

One potential framework could look like the following:

Strategy #4: Breaking Down Processes to make a Framework

Similar to the previous case framework strategy, some cases may require you to focus on improving or optimizing a particular process.

For these cases, the primary areas of your case framework will be each major step of the process.

Let’s take a look at an example: Your client is a waste disposal company that manages a fleet of drivers and garbage trucks that go to residential homes, collect garbage, and then dump the garbage in city landfills. They have an obligation to collect each home’s garbage once a week. Recently, they have been failing to meet this requirement and are backed up with garbage disposal requests. What is causing this issue and what should they do to fix it?

For cases involving processes and efficiencies, it can be helpful to look at the different components or steps in the process.

We can think about the process of collecting and disposing of garbage in the following steps:

• Get in a garbage truck
• Drive along a designated route
• Collect garbage at each stop
• Dispose of the garbage in the landfill

Using these steps as the primary areas of our framework, we can create the following case framework:

Once you have systematically listed all of the steps in a process, you can identify the pain points or bottlenecks that are causing the issue and determine ways to improve the process.

Strategy #5: Two-part MECE Frameworks

An easy way to make a 100% MECE framework is to use a two-part MECE framework. For the first step, start with a X and Not X framework. Some examples include:

• Internal / external
• Short-term / long-term
• Economic / non-economic
• Quantitative / qualitative
• Direct / indirect
• Supply-side / demand-side
• Upside / downside
• Benefits / cost

There are probably hundreds more frameworks that follow this pattern.

These frameworks are by definition 100% MECE. Since all of these frameworks are X or Not-X, they are mutually exclusive. There is no redundancy or overlap between X and Not-X.

Together, X and Not-X are also completely exhaustive. They cover the universe of all ideas and possibilities.

The X and Not-X framework by itself is good enough for a lot of the questions you could get asked in a case interview.

If you’re asked to brainstorm ways to decrease costs, you can create a framework consisting of decreasing variable costs and decreasing non-variable costs, also known as fixed costs.

If you’re asked to brainstorm barriers to entry, you can create a framework consisting of economic barriers to entry, such as cash and equipment, and non-economic barriers to entry, such as brand name or distribution channels.

However, to take your framework to the next level and truly impress your interviewer, we have the option of doing step two.

Step two involves adding another layer of X and Not X into your framework. What do we mean by this?

Let’s say you are trying to help a city decide whether they should host the upcoming summer Olympics. You start off with a framework consisting of benefits and costs. You can take this framework to the next level by adding another layer, such as adding in short-term and long-term.

With this additional layer, your framework now has four categories: short-term benefits, long-term benefits, short-term costs, and long-term costs. This is a 100% MECE framework that enables you to think through all possible considerations in deciding whether a city should host the Olympics.

Let’s look at another example. Suppose you are trying to figure out how to reduce a company’s costs. You start with a framework consisting of variable costs and fixed costs. You can take this framework to the next level by adding another layer, such as direct and indirect.

With this additional layer, your framework now has four categories: ways to directly reduce variable costs, ways to indirectly reduce variable costs, ways to directly reduce fixed costs, and ways to indirectly reduce fixed costs. This is another 100% MECE framework.

Case Frameworks: The 6 Most Common Frameworks

There are six common case frameworks in consulting case interviews.  

Profitability frameworks are the most common types of frameworks you’ll likely use in consulting first round interviews.

A profitability case might look like this: “An electric car manufacturer has recently been experiencing a decline in profits. What should they do?”

There are two steps to solving a profitability case.

First, you need to understand quantitatively, what is the driver causing the decline in profits?

You should know the following basic profit formulas.

Is the decline in profitability due to a decline in revenue, an increase in costs, or both?

On the revenue side, what is causing the decline? Is it from a decrease in quantity of units sold? If so, is the decrease concentrated in a particular product line, geography, or customer segment?

Or is the decline due to a decrease in price? Are we selling products at a lower price? Is there a sales mix change? In other words, are we selling more low-priced products and fewer high-priced products?

On the cost side, what is causing the increase in costs? Is it from an increase in variable costs? If so, which cost elements have gone up?

Or is the increase in costs due to an increase in fixed costs? If so, which fixed costs have gone up?

Next, you need to understand qualitatively, what factors are driving the decline in profitability that you identified in the previous step.

Looking at customers, have customer needs or preferences changed? Have their purchasing habits or behaviors changed? Have their perceptions of the company changed?

Looking at competitors, have new players entered the market? Have existing competitors made any recent strategic moves? Are competitors also experiencing a decline in profitability?

Looking at the market, are there any market trends that we should be aware of? For example, are there new technology or regulatory changes? How do these trends impact profitability?

Putting all of this together, we get the following profitability framework.

Once you have gone through this profitability framework and understand both quantitatively what is causing the decline in profits and qualitatively why this is happening, you can begin brainstorming ideas to address the profitability issue.

Among the ideas that you brainstorm, you can prioritize which recommendations to focus on based on the level of impact and ease of implementation.

See the video below for an example of how to solve a profitability case using this profitability framework.

Market entry frameworks are the second most common types of frameworks you’ll likely use in consulting first round interviews.

A market entry case might look like this: “Coca-Cola is considering entering the beer market in the United States. Should they enter?”

To create a market entry framework, there are typically four statements that need to be true in order for you to recommend entering the market:

• The market is attractive
• Competition is weak
• The company has the capabilities to enter
• The company will be highly profitable from entering the market

These statements form the foundation of our market entry framework.

Note the logical order of the buckets in the framework.

We first want to determine whether the market is attractive. Then, we need to check if competition is weak and if there is an opportunity to capture meaningful market share.

If these two conditions are true, then we need to confirm that the company actually has the capabilities to enter the market.

Finally, even if the company has the capabilities to enter the market, we need to verify that they will be profitable from entering.

This is a logical progression that your market entry framework will take you through to develop a recommendation for market entry cases.

Merger and acquisition frameworks are also common frameworks you’ll use in consulting interviews.

There are two common business situations.

The first situation is a company looking to acquire another company in order to access a new market, access new customers, or to grow its revenues and profits.

Another situation is a private equity company looking to acquire a company as an investment. Their goal is to then grow the business using their operational expertise and then sell the company years later for a high return on investment. This type of case interview is called a private equity case interview .

In either of these situations, mergers and acquisition cases typically involve acquiring an attractive, successful company.

It is rare to get a case in which a company or private equity firm is looking to acquire a poorly performing company to purchase at a discount. Nevertheless, you can always clarify the goal of the merger or acquisition with the interviewer before beginning the case.

In order to recommend making an acquisition, four statements need to be true.  

• The market that the acquisition target is in is attractive
• The acquisition target is an attractive company
• The acquisition generates meaningful synergies
• The acquisition target is at a great price and will generate high returns on investment

These statements become the basis of our merger and acquisition framework.

Synergies is an area that should absolutely be included in any merger or acquisition framework. A merger or acquisition can lead to revenue synergies and cost synergies.

Revenue synergies include:

• Having access to new customer segments
• Having access to new markets
• Having access to new distribution channels
• Cross-selling opportunities
• Up-selling opportunities

Cost synergies include:

• Eliminating cost redundancies
• Consolidating functions or groups
• Increasing buying power with suppliers, manufacturers, distributors, or retailers

Pricing frameworks are used in cases involving the pricing of a product or service. To develop a pricing framework, you should be familiar with the three different ways to price a product or service.

• Pricing based on costs : set a price by applying a profit margin on the total costs to produce or deliver the product or service
• Pricing based on competition : set a price based on what competitors are charging for products similar to yours
• Pricing based on value added : set a price by quantifying the benefits that the product provides customers

Your answer to pricing cases will likely involve a mix of all three of these pricing strategies.

Your pricing framework will look something like the following.

Pricing based on costs will determine the minimum price you can realistically set. Pricing based on value added will determine the maximum possible price. Pricing based on competition will determine which price in between these two price points you should set.

In order to get customers to purchase your product, the difference between your price point and the customer’s maximum willingness to pay must be greater than or equal to the difference between your competitor’s price point and the customer’s maximum willingness to pay for their product.

New product frameworks are used to help a company decide whether or not to launch a product or service.

New product frameworks share many similarities with market entry frameworks. In order to recommend launching a new product, the following statements would need to be true:

• The product targets an attractive market segment
• The product meets customer needs and is superior to competitor products
• The company has the capabilities to successfully launch the product
• Launching the product will be highly profitable

Expanding on these areas, your new product framework could look like the following:

A comprehensive guide to market sizing questions and market sizing frameworks can be found in our comprehensive market sizing article. You can also watch the video below:

As a summary, market sizing or estimation questions ask you to determine the size of a particular market or to estimate a particular figure.

There are two different market sizing frameworks or approaches:

• Top-down approach : start with a large number and then refine and break down the number until you get your answer
• Bottom-up approach : start with a small number and then build up and increase the number until you get your answer

To create your market sizing framework, simply write out in bullet points, the exact steps you would take to calculate the requested market size or estimation figure.

Consulting Frameworks Every Consultant Knows

There are six consulting frameworks that nearly every consultant knows.

I would not recommend using these exact frameworks during a case interview because the interviewer may think you are just regurgitating memorized information instead of thinking critically about the case.

Instead use the four framework strategies that we covered earlier in this article to create tailored and unique frameworks for each case.

Nevertheless, it is helpful to review these common consulting frameworks in order to understand the fundamental concepts and business principles behind them.

Porter’s Five Forces framework was developed by Harvard Business School professor Michael Porter. This framework is used to analyze the attractiveness of a particular industry.

There are five forces that determine whether an industry is attractive or unattractive.

Competitive rivalry:  How competitive is the industry?

The more competitive an industry is in terms of number and strength of competitors, the less attractive the industry is. The less competitive an industry is, the more attractive the industry is.

Supplier power:  How much power do suppliers have?

Suppliers are companies that provide the raw materials for your company to produce goods or services. The fewer suppliers there are, the more bargaining power suppliers have in setting prices. The more suppliers there are, the weaker bargaining power suppliers have in setting prices.

Therefore, high supplier power makes the industry less attractive while low supplier power makes the industry more attractive.   

Buyer power:  How much power do buyers have?

Buyers are customers or companies that purchase your company’s product. The more buyers there are, the weaker bargaining power buyers have in setting prices. The fewer buyers there are, the more bargaining power buyers have in setting prices.

Therefore, high buyer power makes the industry less attractive while low buyer power makes the industry more attractive.   

Threat of substitution:  How difficult is it for customers to find and use substitutes over your product?

The availability of many substitutes makes the industry less attractive while a lack of substitutes makes the industry more attractive

Threat of new entry:  How difficult is it for new players to enter the market?

If barriers to entry are high, then it is difficult for new players to enter the market and it is easier for existing players to maintain their market share.

If barriers to entry are low, then it is easy for new players to enter the market and more difficult for existing players to maintain their market share.

A low threat of new entrants makes the market more attractive while a high threat of new entrants makes the market less attractive.

A SWOT framework is used to assess a company’s strategic position. SWOT stands for strengths, weaknesses, opportunities, and threats.

Strengths : What does the company do well? What qualities separate them from competitors?

Weaknesses : What does the company do poorly? What are the things that competitors do better?

Opportunities : Where are the company’s opportunities for growth or improvement?

Threats : Who are the most threatening competitors? What are the major risks to the company’s business?

The 4 P’s framework is used to develop a marketing strategy for a product. The 4 P’s in this framework are: product, place, promotion, and price.

Product : If there are multiple products or different versions of a product, you will need to decide which product to market. To do this, you will need to fully understand the benefits and points of differentiation of each product.

Select the product that best fits customer needs for the customer segment you are focusing on.

Place : You will need to decide where the product will be sold to customers. Different customer segments have different purchasing habits and behaviors. Therefore, some distribution channels will be more effective than others.

Should the product be sold directly to the customer online? Should the product be sold in the company’s stores? Should the product be sold through retail partners instead?

Promotion : You will need to decide how to spread information about the product to customers. Different customer segments have different media consumption habits and preferences. Therefore, some promotional strategies will be more effective than others.

Promotional techniques and strategies include advertising, social media marketing, email marketing, search engine marketing, video marketing, and public relations. Select the strategies and techniques that will be the most effective.

Price : You will need to decide how to price the product. Pricing is important because it determines the profits and the quantity of units sold. Pricing can also communicate information on the quality or value of the product.

If you price the product too high, you may be pricing the product above your customer segment’s willingness to pay. This would lead to lost sales.

If you price the product too low, you may be losing potential profit from customers who were willing to pay a higher price. You may also be losing profits from customers who perceive the product as low-quality due to a low price point.

In deciding on a price, you can consider the costs to produce the product, the prices of other similar products, and the value that you are providing to customers.

The 3 C’s framework is used to develop a business strategy for a company. 3 C’s stands for customers, competition, and company.

The business situation framework was developed by a former McKinsey consultant, Victor Cheng, who added a fourth component to this framework, product.

Both of these frameworks are used to develop a business strategy for a company in a variety of situations, such as market entry, new product launch, and acquisition.

There is another similar framework called the 4C framework that expands upon the 3 C's. The 4C framework stands for customer, competition, capabilities, and cost.

The BCG 2x2 Matrix Framework was developed by BCG founder Bruce Hendersen. It is used to examine all of the different businesses of a company to determine which businesses the company should invest in and focus on.

The BCG 2x2 Matrix has two different dimensions:

• Market growth : How quickly is the market growing?
• Relative market share : How much market share does the company have compared to competitors?

Each business of the company can be assessed on these two dimensions on a scale of low to high. This is what creates the 2x2 Matrix because it creates four different quadrants.

Each quadrant has a recommended strategy.

• Stars : These are businesses that have high market growth rate and high relative market share. These businesses should be heavily invested in so they can continue to grow.
• Cows :   These are businesses that have low market growth rate, but high relative market share. These businesses should be maintained since they are stable, profitable businesses.
• Dogs :   These are businesses that have low market growth rate and low relative market share. These businesses should not be invested in and should possibly even be divested to free up cash for other businesses.
• Unknown : These are businesses that have high market growth rate and low relative market share. The strategy for these businesses is not clear. With enough investment, these businesses could become stars. However, these businesses could also become dogs if the market growth slows or declines.

The McKinsey 7S Framework was developed by two former McKinsey consultants, Tom Peters and Robert Waterman. The 7S Framework identifies seven elements that a company needs to align on in order to be successful.

These elements are:

• Strategy : The company’s plan to grow and outcompete competitors
• Structure : The organization of the company
• Systems : The company’s daily activities and processes
• Shared values : The core beliefs, values, or mission of the company
• Style : The style of leadership or management used
• Staff : The employees that are hired
• Skills : The capabilities of the company’s employees

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Brainteasers

Master consulting case interviews: the insider guide.

Last Updated on March 26, 2024

Embarking on a career with prestigious consulting firms like McKinsey , BCG , Bain or any other top consulting firm is a highly sought-after achievement for many aspiring consultants. However, one of the biggest challenges in this journey is excelling in the consulting case interview – a critical component of the hiring process for these elite firms. Known for their rigorous selection process , top-tier consulting firms evaluate candidates not only through Personal Fit Interviews but also through case interviews, making them among the hardest companies to secure a position with.

I am dedicated to guiding candidates through the nuances of preparing for consulting case interviews since I have observed a plethora of misinformation online regarding case interviews – much of it incorrect, outdated, or misleadingly generalized across all consulting firms. This misinformation, often propagated by self-proclaimed ‘experts’ who lack real-world experience with MBB , can hinder your chances of success in securing a role with these prestigious companies.

In response, I made it my mission to demystify the case interview process, offering insights and strategies rooted in authentic, first-hand experience. My goal is to equip you with the knowledge and skills necessary to navigate the consulting recruitment journey confidently and successfully with top-tier firms.

In this article, I want to help you understand the intricacies of the case interview as a first step of your consulting case interview prep by answering the following questions:

• What is a consulting case interview?
• What skills are assessed, and how are you scored?
• What is the role of the interviewer, and what is on their mind?
• What is the format of the case interview?
• What are the elements in a typical case interview you need to ace?
• What are the differences in case interviews across firms?
• How should you prepare for a case interview?

This article is part of our consulting case interview series. It is your first step in mastering case interviews for top consulting firms, providing you with a foundational understanding. Our guide offers an insider’s perspective on the MBB case strategies, ensuring you’re well-prepared for interviews at McKinsey, BCG, and Bain. For the other articles, please click below:

• Overview of case interviews: what is a consulting case interview? (this article)
• How to create case interview frameworks
• How to ace case interview exhibit and chart interpretation
• How to ace case interview math questions
• How to approach brainstorming in a case interview

For a fully fleshed-out discussion of case interviews and consulting interview preparation, please check out my book The 1%: Conquer Your Consulting Case Interview on Amazon.

Introduction to Consulting Case Interviews

This section of our consulting firms interview guide delves into what a consulting case interview entails, setting the stage for a deeper understanding of the selection process.

The case interview is employed by all top-tier consulting firms to test the analytical capabilities and communication skills of applicants. It simulates a client situation, where you are tasked to solve a specific (business) problem (e.g., “ Why are our revenues decreasing?” ) or implement a client request or answer a client question (e.g., “We want to become more customer friendly” ).

You need to figure out how your client can achieve a certain goal or solve a problem by influencing the right levers.

Sample case interview prompts

Typical cases might start in the following way:

“Over the last year, our client, a Caribbean tour operator has seen a significant decrease in bookings. The CEO wants us to find out what happened and increase the bookings again back to baseline levels from three years ago.”

Here, the goal is to increase bookings back to baseline levels.

“Our client, a leading guitar brand, has asked us whether or not they should open up a new factory in Indonesia for a new line of entry-level guitars.”

Here, the goal is to provide a recommendation about opening a new guitar factory.

“We are working with the government of a small developing country to create a strategy that would spread education to children between the ages of six to 14 in remote villages. We need to devise a ramp-up plan for the next 24 months to make this a reality.”

Here, the goal is to come up with a plan for educating children in remote villages.

Case interview tasks

As you can see, these situations and problems and the associated goals are varied and diverse, and usually taken from a real-life client engagement of your interviewer. Yet, while every case brief is unique, you would follow the same logic and approach when solving the case. You always need to figure out what levers you should move and how to reach a desired outcome. To solve a case successfully, there are a couple of tasks that are interdependent and partially iterative in nature. You need to:

• understand a client request and operationalize the goal(s)
• create an analytical framework to investigate the situation
• use hypotheses to elicit more qualitative and quantitative information from your interviewer by going through your framework, asking targeted questions
• analyze, interpret, and contextualize the information collected through the discussions, charts, graphs, and data tables, as well as quantitative problems
• synthesize your findings and relate them to the initial case brief
• identify the root cause(s) of the problem, and find the most suitable approach and the right levers to pull
• provide recommendation(s) to satisfy your client’s request.

The interview is a (usually) 20-30 minute dialogue between you and the interviewer, where you need to structure your approach, propose concrete ideas and analyses, gather information, spot insights on data tables and charts, solve quantitative tasks, and provide recommendations, all while communicating in a professional, structured, and calm way. The other part of the interview slot is usually spent on the fit interview.

The case interview is difficult since it involves several different skills that you need to demonstrate, not just in one part of a case but consistently across all parts within one case and across multiple interviews in succession. Candidates usually go through three to six case interviews before receiving an offer. Consistency is key as you need to convince all interviewers by solving their respective cases.

Not an easy feat!

Let’s have a look at the different skills at play and how they are evaluated. The skills assessed during management consulting interviews are critical for determining a candidate’s ability to thrive in the fast-paced world of consulting.

Skills Assessed in a Case Interview

While during the screening stage, consulting firms check your resume to establish that you might have the potential to be a good candidate, during the interviews, they want to put that potential to the test to see if you can develop into a world-class consultant.

Once hired, you are put in front of the client, where you represent the prestigious legacy of your firm from day one. Hence, the skillset you need to display in a case interview is the same as that required in the daily life of a management consultant. The case interviews are essentially a trial run to gauge how well you would be able to solve problems and communicate later on.

Before you start your preparation, it is important to understand what aspects the interviewer scores your performance on. Knowing what interviewers look for, you can tailor your approach, interpret feedback, and work toward mastery of each area.

Below are the seven key dimensions you need to focus on that the interviewer evaluates, including examples of how you can display mastery in each. In later parts and links to other articles, I show you how these skills translate to real case examples, and how you can employ and hone them most effectively.

Problem-solving

• Do you understand what the overarching problem and client request is about?
• Can you identify and operationalize the goal(s) of the client?
• Can you deconstruct the problem or situation into its parts, structuring a MECE (mutually exclusive, collectively exhaustive) issue tree (framework), covering all aspects without overlaps?
• Do you understand the most important components/drivers/levers in this situation?

Application in a case interview: To provide a recommendation at the end of the case interview, you need to work on one or multiple problems or tasks for the fictitious client. Great candidates clarify the situation, operationalize the goal(s) of the client, and then set up their analysis by splitting the problem into multiple components, the most common tool to achieve that being the issue tree .

A good problem deconstruction is the anchor that keeps you focused and on track while moving through the case and investigating the situation. Once you have received the question you are trying to solve during the case, you need to create your issue tree with each branch of the tree representing a part of the problem or situation you would like to investigate. These parts are drivers or levers you can influence to change the outcome for your client. Your approach should be MECE, meaning that it should cover all aspects of the problem or situation without overlaps.

• Do you think about a situation holistically, offering broad, deep, and insightful perspectives, adding new ways of thinking on top of more common-sense ideas?
• Are you able to look at the situation from different perspectives?
• Can you draft a range of concrete ideas and rich descriptions that qualify why your mentioned areas are important to investigate?
• Are you able to come up with creative ideas, solutions, and recommendations?

Application in a case interview: One way to rise to the top of a bunch of case interview candidates is to demonstrate a spike in creativity. When thinking about the situation and your issue tree, go as broad and as deep as possible. Try to come up with creative angles/top-level ideas to the problem that cover it exhaustively (the breadth), and draft rich descriptions with concrete ideas that support each top level (the depth). Refrain from using memorized frameworks like 90% of other applicants.

Remember: Creativity is nothing without structure. Keep your creative thoughts contained in a MECE structure as described above. Additionally, once you have identified the root cause of the problem or the gist of the situation or are simply asked to brainstorm ideas and solutions, come up with creative insights on top of more common ideas you might have.

For instance, remembering our guitar manufacturer and their new factory example from above, a standard insight would be to consider the cost of the venture. Creative insights would be to consider the impact of a new low-cost line of guitars on brand reputation and the effect of cannibalization on the existing product lineup.

• Can you link the structure with creative thinking to create meaningful and logical analyses on a deep enough level based on sound arguments?
• Are you using a hypothesis-driven approach to your problem-solving, i.e., have a clear picture of where you think the case solution can be found most likely, hence, tackling high-impact issues first by asking the right questions and always being aware of where to go next, potentially changing course if needed?
• Can you swiftly interpret and synthesize data, charts, exhibits, and statements made by the interviewer in the context of your hypotheses?
• Do you see interdependencies in different parts of the problem, your analyses, and proposed solutions, and understand how the key drivers/levers of the problem or situation interact with each other?

Application in a case interview: Analytical rigor links structure and creative thinking, guiding you as you move through your issue tree to investigate the situation. Employ a hypothesis-driven approach to your problem-solving, i.e., have a clear picture of where you think the solution of the case is buried. This way, you can qualify and justify why certain areas are important to investigate, tackle likely high-impact issues first, lead the interviewer, and ask the right questions to elicit relevant information quickly.

After going through a branch of your issue tree, synthesize your findings and discuss how they relate to your status quo in the case, then move to the next branch if needed until you find the key pieces of information that help you solve the case. Move vertically, then horizontally. When receiving new information such as data from exhibits, interpret it with your hypotheses in mind. You should never boil the ocean, i.e., try to analyze everything there is, but follow a concrete and logical course of action and analysis, focusing on areas where you believe the most impact lies ( 80/20 ).

Demonstrate that you can move the case forward on your own by synthesizing and discussing the next potential analyses or implementation measures for your ideas. Show that you are adaptable when new information pops up that might make you change course. Keep in mind how the different parts of the situation interact with and relate to each other. Employing these habits significantly increases your chances of figuring out the root cause(s) of the problem or understanding the key drivers of the situation quickly, which helps you to devise a sound recommendation, even if you do not have the perfect information.

Quantitative reasoning

• Do you understand how a certain number/outcome of a calculation could help you move forward, and can you interpret quantitative outcomes in the context of the case?
• Are you able to structure quantitative problems, drafting the correct approach to calculate the desired outcome variable(s)?
• Are you able to comfortably perform calculations and manipulate large numbers, relying on simple pen-and-paper math and mental math?
• Can you move swiftly and accurately through math questions, spotting traps, and using shortcuts or are you prone to making repeated smaller or larger mistakes?

Application in a case interview: There are four steps that expert case solvers ace when cracking math problems. First, they understand what specific quantitative analysis could help their understanding of the problem or enable them to provide a recommendation and how. Second, they set up the correct analysis and approach to calculate a desired outcome variable. It’s necessary to think about the information required to answer the question, set up the right equations, and ask for more data if needed, all while paying attention to potential traps or shortcuts. Even simple computations often include a twist. Third, they swiftly and accurately perform calculations, relying on pen-and-paper math. Calculations usually revolve around simple arithmetic. Fourth, strong candidates present their answers to the interviewer, interpret them in the context of the case, and then move on from there.

Communication

• Do you communicate in a concise, effective, structured, and top-down manner?
• Are you using logical and coherent sentences, professional language, and business vocabulary?
• Do your statements add value to your analysis, or do you ramble?
• Are you leading the conversation or merely getting dragged along by the interviewer?

Application in a case interview: Strong candidates communicate like consultants, which is essential for three reasons. First, you need to guide the interviewer through your issue tree and thinking, second, elicit the right information, and third, convince the interviewer about your ideas and recommendations. For all three, you need to communicate top-down, starting with the key point, and then providing supporting arguments for it. You want to ensure that your statements are to the point, and coherent and demonstrate a good command of business language. Time is limited so avoid endless rambling about topics or going in circles, repeating what you have already said.

Ensure you share your thoughts and considerations with the interviewer. They need to understand how you reach a certain conclusion or insight. For instance, when discussing your drafted analysis, tell the interviewer what you would like to investigate as well as why you think that’s a good idea.

Lastly, lead the conversation. Remember to be in the driver’s seat all the time.

Maturity and presence

• Are you confident and present in the room/on the video call and demonstrate case leadership?
• Are you comfortable with silence while taking time to think and asking clarification questions or asking for guidance?
• Do you come across as friendly and professional with a pleasant countenance and gesticulation?
• Are you professionally dressed and does your appearance match the setting?

Application in a case interview: Consulting firms are looking for mature leaders. Interviewers want to see that they can put you in front of senior clients, where you represent the legacy of the firm and the credibility of your team. They want to make sure that you are self-standing, cool under pressure, engaged, and confident in difficult discussions and situations as well as act and dress professionally . In addition, interviewers want to hire candidates who are genuinely engaging, nice, and pleasant to be around since they might soon spend 16 hours a day with you in the same (small) team room for several weeks in a row.

Business sense and intuition

• Can you get up to speed with a new industry, client, and situation quickly?
• Are you asking the right questions that help you understand and move forward?
• Can you make sense of new information quickly and interpret it properly in the current context?
• Can you provide suitable, actionable, sensible, and relevant recommendations for the situation at hand?

Application in a case interview: Business sense is sort of an enabler for Analytics (discussed above). While you are certainly not expected to know details about a certain industry or a specific context of the case, you need to be able to demonstrate business sense and intuition, which is mostly just common sense. You should be able to quickly understand a new situation – even just by asking targeted questions about how a specific business works, what the main cost drivers are, how the business makes money, etc. When receiving new information or insights during the case, you need to be able to make sense of it in the context of the business and relate it to the information you already have as well as the situation at hand.

Interviewers would like to see you quickly gravitate toward and identify the root cause of a problem or the key drivers/levers of a situation (see Analytics , above), which is easier if you are quick to navigate uncharted territories. Use your common sense, experience, and knowledge of other industries or contexts to explain certain phenomena in the case, for instance, when working with assumptions or interpretations. Business sense and intuition also drive the quality of your proposed recommendations.

Learn the essential tips for successful case interviews, a crucial component for candidates looking to make their mark with our dedicated resource below. We explore real-life examples of management consulting interviews to illustrate the diversity and depth of case studies you might encounter.

Unlock your path to consulting success with the ultimate case interview preparation package. Tailored for aspiring consultants, this package offers 79 targeted theory lessons and hundreds of practice drills across key areas: Structuring, Chart Interpretation, Math, and Brainstorming. Developed to meet the rigorous MBB standards, it distills over 5 years of McKinsey insights and strategies from more than 1600+ case interviews into actionable, battle-tested advice. Perfect for students, recent graduates, or professionals aiming to ace their case interviews.

Case Interview Scoring and Evaluation

Understanding the consulting interview process, including how firms score your performance, can significantly improve your preparation strategy.

Grading of skills

All consulting firms score case interviews in a similar manner, even though their scale and terminology might differ slightly. After every interview, interviewers fill out a feedback sheet, covering the aspects discussed in the previous section in one way or another. For each section, they rank your performance across a five-point scale:

1 – Insufficient: Candidate does not display a basic command of the desired skill

2 – Adequate: Candidate displays an average command of the desired skill

3 – Good: Candidate displays a solid command of the desired skill

4 – Very Good: Candidate displays a strong command of the desired skill

5 – Distinctive: Candidate displays mastery of the desired skill.

Creating the perfect profile

Interviewers add a written commentary on their overall impression, highlighting positive, negative, as well as neutral observations. Two things are crucial for you to get the offer. First, you need to steer clear of the first two categories. Insufficient and adequate ratings usually lead to direct rejection. At a minimum, you need to display a good performance for every skill within an interview as well as across interviews.

Second, you need to demonstrate clear performance spikes, i.e., several very good and distinctive ratings across all interviews; the more the better to make the cut and get the offer. The latter provides the interviewer with arguments and reasons to make a hiring recommendation about your performance to fellow interviewers and the firm. You can find a link to the feedback sheet in by clicking on it below to use during peer case practice.

Now, for the interviewer, the overall picture counts. Mistakes in one area need to be balanced by a strong performance in other areas.  All consulting firms want to see spikes in performance in certain areas and good enough performance in other areas. That is why in our discussion on McKinsey, Bain, and BCG case interview preparation, we emphasize the importance of a holistic approach, from problem-solving to communication skills.

The  most common example  I see often: You can be strong in structure and exhibit, yet make a small mistake in the math section – overall as you might consider 80% – and still pass on to the next round.

The Role of Professional Interviewers

Case interviews are by their very nature a highly structured process. The interviewer takes the role of a fictitious client or your project manager with the goal to jointly moving through and solving a (business) case. A crucial aspect of how to ace case interviews lies in anticipating the interviewer’s perspective and aligning your responses accordingly

Striving for objectivity

Firms try to ensure that the format of the case and the evaluation metrics are standardized across cases and interviewers. Even though each case is different, the types of questions, the case flow, the evaluation metrics, and the difficulty level should be the same to allow for a fair evaluation and comparison of all candidates. Yet, that is not always the case and when interviewing with different firms, you will encounter varying interview types and styles depending either on the company, the individual interviewer, or the particular office, as well as different levels of professionalism and structure. The more professional a consulting firm is, the less variance there is in the individual interviewers’ or offices’ style, and the more structured and objective the whole experience is.

You should get detailed information about the process and format of the interviews and logistics well ahead of time. Additionally, you might receive access to training resources beforehand, and sometimes even take part in a case interview coaching call or a virtual coaching session together with other candidates.

On the interview day, you receive your interviewers’ profiles. Each has prepared a standardized and tested case in line with the firm’s interviewing guidelines. With this calibrated case, they can grade your performance objectively as described above. Of course, personality and personal liking still play a role, but due to the objectivity and structured interview approach that top firms employ, each candidate has the same chance.

Variance in interviews

In smaller firms, you do not get as much advance information or access to training resources. Additionally, interviewers usually have more leeway in how they conduct the interview and rate your performance. Such firms spend much less on recruiting, and the whole process is simply not as standardized. For instance, I did an interview at a boutique firm, where I had to design and solve my own case at the same time. While interesting and challenging, the process was more chaotic, and every candidate had to solve a different non-calibrated case, making it much harder to evaluate and compare objectively. It might be more difficult to prepare for unstructured case experiences, but firms that employ such formats generally have lower performance expectations.

Find out early how interviews are conducted at your target firm to practice the right way and to tailor your approach accordingly. When you know exactly what to expect and what is expected of you, absent of surprises, the experience feels more natural and you can use your full mental resources to crack the case.

Dealing with bad interviewers

A word of caution: Be aware of the odd unprepared or irritated interviewers that appear from time to time, for instance, because they had to fill in for a colleague at the last minute. They might be in a bad mood, they don’t have a lot of time, they are distracted since a client call blew up in their face five minutes ago, etc. Such interviewers are not only unprofessional but a danger to your success, especially if they come up with a case on the spot, which could lead to mutual confusion and an unpleasant experience. I regularly receive horror stories about poor interviewer performances across all firms from my clients. For instance, I have a client whose interview was conducted while the consultant was in a taxi, with the connection constantly cutting out. Another had an interview with a senior partner who muted himself to take work calls during the interview and was highly irritated when talking to the candidate.

If you encounter an unprofessional interviewer or go through an unfortunate experience, contact HR and tell them about it. State politely why the experience made it impossible to perform at your best. In those two recent cases, after they got in touch with HR, both got another chance, and the performance of their unpleasant interview was not considered; both ended up with the desired offer. It pays off to push back on bad recruiting experiences and share your frustrations with HR.

Different Case Interview Formats

Before dealing with consulting applications, most candidates have never heard about case interviews. In this part, I’ll dive deeper into the format and answer the following questions:

• What are the different types and variations of case interviews?
• What are the differences between a candidate-led and interviewer-led case interview?
• What are the differences between the first and final round of case interviews (separate article)?

We can classify case interviews based on these three criteria: the type of case, the driver of the case, and the interview round.

First, the type of case. Most top-tier firms employ typical business case interviews, some employ market sizing cases; and very few still employ brainteasers. Second, we can differentiate between candidate-led cases and interviewer-led cases. For most firms, case interviews are conducted in a candidate-led format, meaning that you must move through the case autonomously, shaping the direction of your analysis moving from insight to insight to eventually arrive at a conclusion. Most notably, McKinsey employs an interviewer-led format, in which the interviewer takes the lead and guides you through the case, asking a series of questions. Third, case interviews differ based on the status and progress of your application. Most candidates expect more difficult cases in their final round. More often than not, this is not true as all interviews focus on the same skills and use the same evaluation metrics.

Types of Case Interviews

Consultancies employ three different types of case questions to screen applicants.

A brainteaser is the umbrella term for odd, usually quite short, questions that test your analytical capabilities. Your goal is to grasp, structure, and creatively solve them. Do not act surprised if the interviewer asks you questions such as “Why are manhole covers round?” – you should come up with a structured answer, listing several potential explanations or, “How many tennis balls can you fit in a Boeing 747?” – you should come up with a strong analytical answer, demonstrating that you are able to break down the problem into multiple parts and coherently analyze it.

For every brainteaser, come up with a logical approach, and reasonable assumptions, and perform quick calculations if needed. Top-tier firms rarely employ these types of questions since they are quite detached from actual business problems and do not allow for objective evaluation metrics and comparison of candidates.

You can learn more about brainteasers here (they are very rare but belong into the preparation plan of a well-prepared applicant)..

Market sizing and estimation questions

One of the most frequent tasks of consultants on a project is to calculate the size of a market or estimate potentials (e.g., the revenue of a new product, and the cost of a new production facility). That’s why these types of questions are often used in case interviews. Such questions can be part of a longer business case or asked standalone. Typical questions sound like: “What is the size of the dairy market in China, in USD revenue per year?” or “How many diapers can we sell in Germany each year?” Sometimes interviewers ask more abstract estimation questions such as, “How many doors are in the city of Los Angeles?”, which is essentially a brainteaser.

The key is to create an equation with the main drivers of the number you are trying to estimate. Ask for data or – if not available – come up with estimates on the spot, basing them on reasonable assumptions. Finally, plug in the numbers and perform your calculation; then, interpret the outcome. The process and speed are more important than the correctness of your answer, which should be in the right ballpark. It is appreciated when you take shortcuts and use simple numbers. Avoid the semblance of being precise over being pragmatic. Adding more variables does not make the outcome more accurate but takes more time and increases the risk of mistakes in your approach and calculation.

I cover market sizing in more detail in this article .

Business cases (McKinsey: Problem Solving Interview)

Business cases are the most common and the most difficult questions you can encounter in a case interview. Most top-tier firms solely employ business cases in their selection process. You are asked to solve a typical business problem of a fictitious client. To do this properly, you split the problem into its components and identify levers you can work on, ask the right questions to work your way through the case, analyze the facts given to you, and eventually draw proper conclusions. Typical business cases – the same as actual consulting engagements – are usually placed in an industry and functional matrix. Industry refers to the type of business, i.e., what product or service the client is selling, and function refers to the area of the business, i.e., what part of the business you are dealing with.

The typical industries you might encounter in a case interview are: Aerospace, Agriculture, Automotive, Chemicals, Consumer Goods, Defense, Education, Electronics, Energy (Oil, Gas, Power), Financial Services, Healthcare, Industrial, Infrastructure, Logistics, Materials, Media, Metals and Mining, Paper and Packaging, Pharmaceuticals, Private Equity and Principal Investors, Public and Social Sector, Real Estate, Retail, Semiconductors, Technology, Telecommunication, Transportation, Travel and Tourism. For an overview and deep dive into 27 industries, including business models, financials, challenges, and trends, check out our industry cheat sheets .

The typical functions you might have to deal with in a case interview are: Corporate Finance, Digital, Implementation, Manufacturing, Marketing and Sales, Mergers and Acquisitions, Operations, People and Organizational Performance, Recovery and Transformation, Risk and Resilience, Strategy, Sustainability.

Every period has its focal topics. For instance, while digitization has been a hot topic for consulting firms over the last 10 years, sustainability and the pandemic response are the key focal points at the moment. Expect to receive more cases related to these topics.

Based on the industry and the function, case questions might revolve around the following topics (not exhaustive): Business model evaluation, Changes in the market, Competitive or situational response, Growth strategies (organic or inorganic via mergers and acquisitions), Market entry, Operational optimization, Pricing strategies, Product introduction, Profitability (i.e., growing revenue and reducing cost), Strategic positioning, Restructuring, and more creative cases (see the initial framework example about the machine breakdowns later in the article about frameworks and issue trees ). Firms are moving away from framework-based, standard business cases to more creative problems that demand candidates think on their feet.

The remainder of this article focuses on actual business cases since they make up the majority (more than ninety-five percent with the rest being mostly market sizing) of case interviews in top-tier firms.

Candidate-led vs. interviewer-led case interviews

When preparing for case interviews with MBB firms you need insights into adapting your strategy to meet the unique challenges of each firm’s interview style.

When it comes down to who is driving the case, there are two types of interviews, interviewer-led and candidate-led ones. Most firms employ candidate-led case interviews, with the notable exception of McKinsey, which follows an interviewer-led approach. Some firms such as Oliver Wyman or Strategy& sometimes employ elements of both interview formats, while (very!) rarely McKinsey final round interviews might also contain elements of a candidate-led interview.

Both types have certain things in common:

• The elements of the case are the same. You must structure problems, generate hypotheses, interpret exhibits, work through some calculations, come up with a recommendation, etc.
• The skills that are assessed are the same. You need to exhibit strong problem-solving skills, creativity, analytics, good communication, etc.

However, there is one key difference.

In the candidate-led case, you drive the case yourself. It is your responsibility to move down the right path of analyses and elicit the correct information by asking effective questions related to the right items of your issue tree to end up with enough insights to provide a recommendation.

In interviewer-led cases, you take ownership of every question and go into greater detail, while the interviewer guides you from question to question. If you answer each individual question well, McKinsey interviewers often do not ask for a recommendation at all.

Candidate-led cases

Due to the nature of your role as an autonomous investigator, it is much easier to get lost, walk down the wrong branch of the issue tree, or waste a ton of time. The initial framework is your analytical lens and tool to identify the key levers that are essential to answer the client’s question or solve the client’s problem. Maybe you won’t even figure out the situation at all since the relevant problem areas were never part of your initial issue tree in the first place. That is why you should formulate a clear hypothesis about the key drivers of the problem before developing the actual framework and then diving deeper.

While interviewers try to influence you to move in the right direction (pay attention to their hints!), it is still up to you what elements of the problem you would like to analyze and how. Each answer should lead to a new question, driven by your hypotheses, on your quest to find the root cause of the problem or to understand the situation and the levers you can pull to come up with a recommendation. The upsides are that you have more control over the case and its direction and do not need to create the exhaustive frameworks necessary for a McKinsey case. Your top-level buckets for a candidate-led and interviewer-led case would be the same, yet for a candidate-led case, you discuss areas on a deeper level only if they promise to validate your thinking and hypotheses.

Interviewer-led cases (McKinsey-style)

The interviewer guides you through a series of three to seven connected questions (structure, exhibit, brainstorming, and math, sometimes a recommendation – there can be 2 math questions for instance) that you need to answer, synthesize, and develop recommendations from. The initial framework is your map that should consider all elements of the situation, touching on everything that is relevant, yet not necessarily critical for the solution. You should still answer each question with a hypothesis-driven mindset to demonstrate your spike in this area. However, for McKinsey, it is more of a demonstration exercise as there is rarely a single correct answer or single correct hypothesis. Irrespective of your hypothesis, interviewers move the case forward through a series of separate and often unrelated questions.

These types of cases are arguably easier to prepare for and to go through since the risk of getting lost along the way is low. If you struggle with one question, you can start from scratch with the next question. Your initial issue tree cannot derail the outcome of your case entirely. The downsides are that you need to draft a more exhaustive framework with equally deep and balanced ideas, and you have less control over the direction of the case.

While in a candidate-led case, the main goal is to reach a sound recommendation after going through your issue tree, asking the right questions, analyzing the right data, etc., your task in an interviewer-led case is to provide sound and self-standing answers to each individual question. Think of the latter as a series of mini cases, where you tackle each question specifically. I believe interviewer-led cases are easier to solve as you only need to worry about one problem at a time (while still remembering the context of the case). As a result, it is also much less about the correct result or solution (except for the numerical part), but much more about your approach, exhaustiveness, and creativity of ideas. It is almost impossible to go off on a tangent and not reach an outcome, whereas in a candidate-led case, you always run the risk of investigating completely irrelevant parts of the issue tree, losing time, and coming up with a faulty conclusion or none at all.

While you should practice a common set of skills (structuring and idea generation, math, exhibit interpretation, hypothesis generation, and communication), you need to follow a different game plan for each interview format. Knowing what steps to take and when to take them makes it easier for you to focus on problem-solving, creativity, and analytics throughout. I prepare clients for both formats and how they study and how they approach cases makes a significant difference in their performance. A one-size-fits-all approach does not work, especially when we are talking about the level of competitiveness and the low offer rates in top-tier firms. You want to be well-prepared for each type of case and use the different formats to your advantage.

In fact, case interviews are very formulaic in nature and there is a certain checklist of habits – what to do and when – you should employ to go through in order to maximize your outcomes. This checklist is different between the types of cases. In the later chapters, we go through each building block of a case and then discuss the different game plans for both types of cases for you to internalize and follow going forward.

With your game plans internalized, practice each case format individually and make it clear at the beginning of a practice session with a case buddy what format the case should be. When working with peers, I would recommend that you switch to an interviewer role from time to time as this gives you new insights into similarities and differences between both approaches.

Ace the case interview with our dedicated preparation packages.

Format and Length of a Typical Consulting Case Interview

A typical consulting interview consists of a personal fit part, usually around 20 to 30 minutes long, and the case interview, which lasts between 20 to 30 minutes (depending on the firm, office, and interview stage). For BCG and Bain , the interviews are conducted in a candidate-led format , meaning that you have to move through the case autonomously, shaping the direction of your analysis and moving from insight to insight. McKinsey employs an interviewer-led format , meaning that the interviewer takes the lead and guides you through the case, asking a succession of three to seven questions.

Check out our article on the specifics of the McKinsey case interview format .

Another specific format is the consulting written case interview, which is employed by BCG and Bain during second-round interviews. Read more about the BCG written case interview and the Bain written case interview .

Now that you know how the interview is conducted and what skills you need to display, let’s look at the typical elements in a case interview.

Elements of a Typical Case Interview

In a typical consulting case study interview you will have to answer  five different elements  – broadly speaking:

Structuring

• Exhibit Interpretation

Brainstorming

Recommendation.

Through real case interview examples, we will explore the essential components you need to master, from structuring your analysis to crafting compelling recommendations.

A consulting case interview structure is used to break the problem you are trying to solve for the client down into smaller problems or components. It is the roadmap you establish at the beginning of the interview that will guide your problem-solving approach throughout the case.

It involves organizing your approach to the client’s problem in a way that is both systematic and logical. The structure helps ensure that you cover all relevant aspects of the problem without overlooking critical areas. It also enables you to communicate your thought process clearly and effectively to the interviewer. Typically, a good structure will be MECE (Mutually Exclusive, Collectively Exhaustive), ensuring that your analysis covers all bases without overlap.

A well-structured approach generally includes the following steps:

• Clarification of the problem: Understand and define the core issue. Confirm your understanding with the interviewer to ensure you’re on the right track.
• Establishing objectives: Identify what the client aims to achieve, including any specific goals or constraints.
• Developing the framework: Break down the main problem into smaller, manageable components.
• Analyzing components: Dive deeper into each component of your framework. Use data, logic, and business concepts to analyze each part.
• Formulating hypotheses and prioritizing: Based on your analysis, develop hypotheses about potential areas of concern that you would like to analyze first.

Example: Profitability

Problem statement: A client has experienced a significant drop in profitability over the last year. They have hired you to identify the underlying causes and recommend solutions.

1. Clarification of the problem

• Confirm the problem: The primary issue is the decline in profitability, not revenue or costs in isolation.

2. Establishing objectives

• The objective is to restore profitability to previous levels or better, within a reasonable timeframe, considering any constraints like budget or market conditions.

3. Developing the framework

• Use the profitability approach, breaking down profitability into revenues and costs. Further break down revenues by volume and price, and costs into fixed and variable.

4. Analyzing components

• Revenues: Analyze trends in sales volume and prices.
• Costs: Examine both fixed and variable costs.

5. Formulating hypotheses

• Prioritize one area you want to investigate first and understand quantitatively what has changed (either revenue or cost or both). This will allow you to understand where to focus, and then continue your analysis to get to the why (reasons for it) and work on a recommendation.

By using such a structured approach, you systematically tackle the problem, ensuring thorough analysis and clear communication of your findings and recommendations.

Read more about how to build case interview structures and frameworks here .

Chart and data interpretation

For chart or data interpretation , you are tasked to find the key insights of 1-2 PowerPoint slides and relate them to the case question and the client situation at hand.

Incorporating chart or data interpretation into a consulting case interview involves analyzing visual data representations to extract insights, trends, and patterns that are relevant to the client’s problem. This process not only demonstrates your ability to work with data but also your capability to connect these insights to the broader strategic questions facing the client.

When presented with charts or graphs, your task is to quickly identify what they signify, how they relate to the case at hand, and what implications they might have for your recommendations.

Here’s how to approach chart or data interpretation within the context of a structured case interview:

• Briefly examine the chart: Start by quickly reviewing the chart to understand what types of data are presented. Note the axes labels, units of measurement, and any legends or keys.
• Summarize key findings: Identify the most critical pieces of information or trends shown in the chart. Look for changes over time, differences among groups, or outliers that may indicate areas of interest or concern.
• Analyze in context: Relate your observations from the chart back to the overall case problem and the client’s situation. Consider how the data impacts the problem areas you’ve identified or alters the hypotheses you are exploring. Use the data to refine your hypotheses or to generate new insights. Data might reveal unexpected trends or challenge assumptions, leading you to reconsider parts of your analysis.
• Discuss next steps: Consider what actions might be recommended or what additional data might be needed to make informed decisions.

Example: Market expansion

Problem statement: A retail clothing company is considering expanding into a new market and has hired you to determine the potential for profitability in this venture.

Data presentation: You are shown a chart that displays the annual revenue growth rates for the retail clothing industry in several regions over the past five years.

1. Briefly examine the chart

• Notice that the chart compares growth rates across North America, Europe, Asia, and South America, with each year marked clearly.

2. Summarize key findings

• Asia shows a consistent upward trend in growth rate, Europe is relatively stable, while North America and South America show slight volatility with a general downward trend.

3. Analyze in context

• Considering the client’s objective to expand for profitability, the chart suggests that Asia might offer the most promising opportunity due to its growth trend. However, the stability in Europe could signify a safe, albeit less dynamic, market. The growth in Asia could indicate increasing consumer spending in the retail sector, potentially due to rising middle-class income. However, entering a high-growth market may also involve higher competition and operating costs.

4. Discuss next steps

• Based on the data, you might recommend conducting a deeper market analysis in select Asian countries to assess competition, consumer preferences, and potential barriers to entry. Simultaneously, a risk assessment for Europe could determine if it serves as a stable alternative with lower entry barriers.

This approach shows how chart interpretation, when integrated into a structured case analysis, helps in deriving actionable insights that are directly tied to the client’s strategic objectives.

Read more about how to interpret case exhibits, charts, and data tables here .

Case math questions have you analyze a problem mathematically before qualitatively investigating the particular reason for the numerical result or deriving specific recommendations from the outcome.

Case math questions involve applying quantitative analysis to solve or understand aspects of the client’s problem. This step is critical because it grounds your hypotheses and recommendations in empirical evidence, making your conclusions more convincing. When tackling case math questions, it’s essential to clearly articulate your calculations, explain your reasoning, and interpret the results in the context of the case.

Here’s a structured approach to a case math question:

• Understand the question: Clarify any assumptions and confirm the variables involved in the calculation. Ensure you fully understand what you’re being asked to calculate.
• Plan your approach: Before diving into calculations, outline how you intend to approach the problem. This could involve breaking down the calculation into smaller, more manageable parts or identifying formulas that will be necessary. Discuss this with the interviewer.
• Execute calculations: Perform the calculations methodically, keeping track of your steps. This not only helps in ensuring accuracy but also allows you to easily backtrack if you need to correct or adjust your approach.
• Interpret results: Once you have your numerical result, take a step back to interpret what it means in the context of the case. Consider how it affects your understanding of the problem and what implications it might have for your recommendations.

Example: Break-even analysis

Problem statement: A company is planning to launch a new product and wants to know how many units it needs to sell to break even.

Data provided (simplified):

• Fixed costs for the launch: $500,000
• Variable costs per unit: $50
• Selling price per unit: $150

1. Understand the question

• You need to calculate the break-even quantity, where total costs equal total revenue.

2. Plan your approach

• Use the break-even formula: Break-Even Quantity = Fixed Costs / (Selling Price per Unit – Variable Cost per Unit).

3. Execute calculations

Break-Even Quantity = $500,000 / ($150−$50) = $500,000 / $100 = 5,000 units

4. Interpret results

• The company must sell 5,000 units of the new product to break even. This figure serves as a critical benchmark for assessing the feasibility of the new product launch. It reflects not just the cost recovery point but also the scale of operations needed to achieve profitability.
• Given the break-even analysis, recommend whether the company should proceed with the product launch. Consider factors such as market demand, the company’s capacity to produce and sell 5,000 units, and the timeline for reaching this sales volume. If proceeding, suggest marketing strategies and operational adjustments to ensure the sales target is met.

Incorporating case math into your analysis not only demonstrates your quantitative skills but also enhances the credibility of your strategic recommendations by backing them up with concrete figures.

Read more on how to approach and ace case math here .

Brainstorming questions test your creativity and have you come up with a structured list of different ideas and initiatives.

Brainstorming questions further test your ability to think creatively and strategically under pressure. These questions are designed to explore your capacity to generate a wide range of ideas, assess their potential impact, and structure them coherently and logically. The key to successfully navigating brainstorming questions is not just to produce a list of ideas but to organize them meaningfully, showing your thought process and how each idea could be relevant to the client’s objectives.

Here’s how you might approach a brainstorming question within a structured case interview:

• Understand the objective: Clarify the goal of the brainstorming. Are you generating ideas for growth, solving a problem, or perhaps identifying risks? Understanding the objective shapes the direction of your brainstorming.
• Set parameters: Before generating ideas, define any constraints or criteria that the solutions should meet. This might include budget limitations, brand alignment, or feasibility considerations.
• Generate ideas: Start producing ideas, aiming for quantity over quality initially. Use creative thinking techniques like thinking from different perspectives, leveraging analogies from other industries, or applying trends.
• Organize ideas: Once you have a list of ideas, organize them into categories. This could be based on the nature of the ideas (e.g., technology-driven, customer experience improvements, operational efficiencies), potential impact (short-term vs. long-term), or resource requirements (low investment vs. high investment).
• Evaluate and select: Briefly evaluate the ideas based on their feasibility, potential impact, and alignment with the client’s objectives. Highlight a few top ideas that seem most promising for further exploration.
• Recommend further steps: Suggest how the top ideas could be further evaluated or implemented, including potential pilot tests, market research, or financial modeling to assess viability.

Example: Brainstorming

Problem statement: A beverage company is looking to expand its market presence and seeks innovative ideas to achieve this goal.

1. Understand the objective

• The objective is to identify strategies for market expansion.

2. Set parameters

• Solutions should be feasible within a 1-2 year timeframe and align with the company’s sustainable and health-conscious brand image.

3. Generate ideas

• Product innovation: Develop new health-oriented beverages.
• Market penetration: Increase presence in existing markets through targeted marketing campaigns.
• Market development: Enter new geographical markets, focusing on untapped urban areas.
• Diversification: Explore adjacent product categories, such as healthy snacks.
• Partnerships: Collaborate with gyms and wellness centers to promote products.

4. Organize ideas

• Product-based strategies: Product innovation and diversification.
• Market-based strategies: Market penetration and development.
• Partnership and collaboration: Working with gyms and wellness centers.

5. Evaluate and select

• Given the brand’s focus, product innovation, and partnerships with gyms could provide both immediate and long-term growth opportunities, aligning with the brand image and tapping into current consumer health trends.

6. Recommend further steps

• Suggest conducting market research to identify consumer preferences for new health-oriented beverages. Recommend a pilot program for partnership with gyms in select markets to gauge consumer response and potential for brand synergy.

In this way, brainstorming questions not only assess your ability to think creatively but also your ability to prioritize ideas and propose practical next steps for exploration and implementation.

For more on brainstorming in case interviews, read this detailed article.

The recommendation is usually a brief synthesis of your analysis, starting with one or several clear recommendations, followed by supporting arguments from your analysis and the next steps.

This recommendation should encapsulate the essence of your creative thought process, underpinned by analytical rigor. Begin with a clear, decisive statement of what you believe the client should do, directly addressing the case question. Follow this with a succinct summary of the key reasons supporting your recommendation, drawing from the insights and analysis throughout the case. Emphasize how your suggested actions align with the client’s goals and constraints identified at the outset.

Lastly, outline a few critical next steps that the client could take to initiate the recommended actions. These might include conducting a feasibility study, developing a pilot project, or initiating market research to validate assumptions. By providing a roadmap for implementation, you demonstrate not only strategic foresight but also practicality in bringing your creative solutions to fruition. This approach ensures that your recommendation is not only insightful but also actionable, providing a clear path forward for the client.

Moving through the case

The trick in candidate-led interviews is to move through the initial case framework or structure, investigating each area by asking the interviewer targeted questions based on your hypotheses. You will receive additional information as well as data in the form of charts that you need to interpret or math questions that you need to solve. As the case progresses, your hypotheses should become clearer and each piece of additional information should add to a converging line of evidence. Once you have gathered enough data in each part of your structure and the case, you should be able to provide one or more definite recommendations

Now for  structure and exhibit interpretation . Focus on answers that are

• hypothesis-driven
• follow a strong communication (MECE, top-down, signposted)

That being said, there is no 100% that you can reach or a one-and-only solution/ answer. Your answers must display the characteristics specified above and are supported well with arguments. This approach should allow you to move through the case, reaching relevant insights quickly.

As for  math questions , usually, some answers are correct (not always 100% the same since some candidates simplify or round differently – which is ok), and others are wrong, either due to the

• calculation approach
• calculation itself

How to Prepare for Consulting Case Interviews

Effective case interview practice is crucial for success; this part outlines a structured approach to prepare for management consulting interviews.

The right mindset

Many candidates approach consulting case preparation with the assumption that memorizing generic frameworks or seeking out management consulting case studies with ready-made solutions will give them an edge. They hope to find a one-size-fits-all approach in the form of a PDF filled with case study questions and answers, believing that cases are uniform across different firms, interviewers, and interview scenarios. Unfortunately, this belief in a magical shortcut or a consulting case interview “cheat sheet” is misplaced.

Relying solely on memorized, case-specific frameworks with the expectation that they will apply universally across all scenarios you encounter is a flawed strategy. Unlike the more formulaic approaches that might be suggested in some MBB case study guides or books, mastering a flexible approach to problem-solving is far more critical. This adaptability is even more crucial for MBB interviews than for those with tier-2 consultancies or boutique firms.

The focus should be on understanding the underlying principles behind each type of question you may face in a case interview, and the skills needed to address them effectively, irrespective of the case’s specifics such as the client, industry, or function involved.

The reliance on prep books filled with case interview frameworks, reminiscent of the early 2000s and the era of figures like Victor Cheng or the “Case in Point” methodology, is outdated. All firms have evolved, designing their case interviews to assess a candidate’s creativity and on-the-spot insight generation rather than their ability to recall specific frameworks.

Attempting to apply a rigid framework to a case that demands a different approach can be detrimental. It not only fails but also instills a false confidence that quickly turns into stress when the realization hits that the approach is ineffective in a live interview setting. This is a common pitfall I’ve observed many times.

Instead, your aim should be to master the art of constructing issue trees, analyzing charts, and performing calculations across any context, industry, or function presented in the case. My advice is to step away from memorizing frameworks and focus on these skills, guided by MBB case interview tips. Consider working with a tutor specialized in consulting case interviews to fast-track your learning and enhance your interview performance.

If you want to read more about this, continue here .

For a list of up-to-date case interview examples from many top consulting firms, click here .

A proper preparation plan

A thorough preparation plan for consulting case interviews is crucial for developing your analytical prowess, problem-solving skills, and the ability to think on your feet – qualities revered by top consulting firms like McKinsey, BCG, and Bain. The key to a successful preparation strategy lies in identifying and leveraging your strengths while concurrently addressing your weaknesses. This dual-focused approach ensures you present yourself as a well-rounded candidate (remember the scoring sheet from above?).

Start by understanding how to approach the different elements of the case, by working on targeted drills, and by practicing case studies that span various industries and problems, allowing you to apply your strengths in real-world scenarios while identifying areas for improvement. Engage in mock interviews with peers or mentors who can provide constructive feedback, focusing on enhancing your analytical thinking, communication skills, and overall case presentation.

Simultaneously, developing a personalized practice plan that targets your specific weaknesses is essential. Whether it’s improving your mental math, becoming more structured in your problem-solving approach, or enhancing your ability to derive insights from complex data, dedicating time to these areas can significantly elevate your performance. Utilize resources like case books, online courses, and interactive case interview simulations to diversify your preparation methods. Additionally, incorporating feedback from mock interviews into your practice routine can help refine your approach and strategy.

For further guidance on crafting a comprehensive practice plan that balances strengths and weaknesses, refer to our detailed article Creating the Perfect Practice Plan for Consulting Case Interviews. This resource offers step-by-step advice and advanced strategies to build the ideal profile for securing your spot at a top consulting firm.

Effective case interview practice techniques are vital, forming the backbone of a candidate’s journey to consulting success.

Differences in candidate-led vs. interviewer-led practice

We are coming from the interviewer-led McKinsey-style cases and can tell you that it makes a difference for the candidates how they study and how they approach cases.

A one-size-fits-all approach does not work, especially when we are talking about the level of competitiveness and the low offer rate in MBB. You want to be well-prepared for each type of case and  use the different logistics at play to your advantage.

That being said, the same principles of problem-solving prowess apply to both types of interviews. However, interviewer-led cases are very formulaic in nature and there is a certain checklist of habits (what do and when) you should employ to go through to maximize your performance (more on that below). And this checklist is quite different from an interviewee-led case.

While in an interviewee-led case, the main goal is to reach a sound recommendation after going through your issue, analyzing data, etc., the main goal in a McKinsey case is to provide sound and self-standing answers to each question (structure, math, exhibit). Think of the latter as a series of mini-cases. More often than not, there will not even be a synthesis/summary in the end (unless your structuring part is weak).

Hence, you should tackle each individual question in a specific way. When you know what actions you should take for each type of question, it is easier for you to focus, be creative, and be structured throughout each question. We think they are much easier to solve as you have to worry only about one problem at a time.

As a result, in a McKinsey case, it is also much less about the correct result or solution (except for the numerical part), but much more about how you approach, how you solve, and how you communicate. It is very difficult to actually go off a tangent and not reach an outcome in the end, whereas in an interviewee-led you always run the risk of investigating some completely irrelevant parts of the issue tree, losing time, then coming up with a faulty conclusion.

For these reasons, I believe that you should prepare a set of common skills (structuring, math, exhibit interpretation, communication), that are relevant for both types of cases, however, study and internalize a different game plan and approach for each type of interview.

Then, practice, practice, practice each type of case individually and make it clear at the beginning of each session what the case should be like.

Also, I can recommend you switch to the interviewer role in some cases. This will give you new and interesting insights into the differences between both approaches.

How We Help You Ace All Case Interviews

We have specialized in placing people from all walks of life with different backgrounds into top consulting firms both as generalist hires as well as specialized hires and experts. As former McKinsey consultants and interview experts, we help you by

• tailoring your resume and cover letter to meet consulting firms’ highest standards
• showing you how to pass the different online assessments and tests for McKinsey , BCG , and Bain
• showing you how to ace McKinsey interviews and the PEI with our video academy
• coaching you in our 1-on-1 sessions to become an excellent case solver and impress with your fit answers (90% success rate after 5 sessions)
• preparing your math to be bulletproof for every case interview
• helping you structure creative and complex case interviews
• teaching you how to interpret charts and exhibits like a consultant
• providing you with cheat sheets and overviews for 27 industries .

Reach out to us if you have any questions! Discover the best strategies for consulting case interviews, tailored to help you navigate the complexities of case studies across various consulting domains.

Frequently Asked Questions: Case Interviews

Preparing for a consulting case interview can be a challenging journey, filled with questions about the best ways to prepare, common pitfalls to avoid, and strategies to stand out to top firms like McKinsey, BCG, and Bain. To help you navigate this process, I’ve compiled a list of frequently asked questions that candidates often have but may not find directly addressed in typical preparation materials. Here’s a concise guide to some of your most pressing queries.

How long does it typically take to prepare adequately for a consulting case interview? Preparation time can vary widely depending on your starting point and schedule, but most successful candidates spend between 1 to 3 months preparing, dedicating several hours each week to practice cases, conduct drills, and refine problem-solving skills.

Can you provide examples of how to apply an analytical framework to a real-world consulting case scenario? Applying an analytical framework involves breaking down the case problem into key components. For example, in a profitability case, you might segment your analysis into revenue and cost components, then drill down into sub-components like pricing, volume, and variable costs.

What are some common mistakes candidates make during case interviews and how can they be avoided? Common mistakes include failing to listen carefully to the case prompt, neglecting to structure their thoughts coherently, and not synthesizing their findings effectively. Avoid these by practicing active listening, using MECE (Mutually Exclusive, Collectively Exhaustive) frameworks, and preparing a concise synthesis as you wrap up your case solution.

How do consulting firms adjust their case interviews for candidates with non-traditional backgrounds? Consulting firms look for problem-solving skills, analytical ability, and leadership potential over specific technical knowledge. Candidates from non-traditional backgrounds should focus on demonstrating these qualities, leveraging their unique experiences to provide fresh insights and perspectives on the cases.

What role does feedback play in the case interview preparation process, and how should candidates seek and utilize it? Feedback is crucial for improvement. Candidates should seek feedback after mock interviews with peers, mentors, or coaches, focusing on areas of weakness and strategies for improvement. Incorporate feedback into your practice sessions to gradually refine your approach and technique.

Are there differences in case interview formats or expectations among McKinsey, BCG, and Bain’s global offices? While the core skills assessed are consistent globally, besides the interviewer vs. candidate-led format slight variations in interview format and focus areas can occur across offices and practices due to market differences. Researching the specific office and practicing cases tailored to its region can be beneficial.

How can candidates demonstrate creativity in their approach to solving case interviews without straying too far from the structured analysis required? Demonstrate creativity by exploring unique solutions and considering non-traditional factors that could impact the case scenario, while still anchoring your analysis in a structured framework to maintain clarity and coherence in your approach.

What specific strategies can candidates use to improve their performance in the quantitative aspects of case interviews? Practice mental math daily, familiarize yourself with common business metrics and financial formulas, and learn shortcuts for frequent calculations. Structuring your quantitative analysis clearly before diving into the numbers can also help improve accuracy and speed.

In what ways do consulting firms evaluate a candidate’s business sense and intuition during a case interview? Firms assess business sense through your ability to quickly grasp the key issues at hand, make reasonable assumptions, and draw insights that are logical and applicable to the business context. Demonstrating an understanding of industry dynamics and the economic implications of your recommendations is key.

How can candidates balance thorough preparation with the need to remain flexible and adaptable in the case interview? While it’s important to prepare rigorously, being too rigid can hinder your performance. Develop a deep understanding of core skills and principles, but remain open to adjusting your approach based on the specific nuances of the case. Practice with a variety of cases to enhance your adaptability.

Struggling with case interviews?

Tackling cases can feel overwhelming, but remember, you’re not the only one facing this hurdle. If you find yourself puzzled by specific problems, don’t hesitate to share your questions below in the comment section. Your curiosity not only aids your understanding but also helps others who might be struggling with similar issues.

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Florian spent 5 years with McKinsey as a senior consultant. He is an experienced consulting interviewer and problem-solving coach, having interviewed 100s of candidates in real and mock interviews. He started StrategyCase.com to make top-tier consulting firms more accessible for top talent, using tailored and up-to-date know-how about their recruiting. He ranks as the most successful consulting case and fit interview coach, generating more than 500 offers with MBB, tier-2 firms, Big 4 consulting divisions, in-house consultancies, and boutique firms through direct coaching of his clients over the last 3.5 years. His books “The 1%: Conquer Your Consulting Case Interview” and “Consulting Career Secrets” are available via Amazon.

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Case Interview 101: The Online Guidebook

“Case Interview” is the cornerstone of consulting recruitment, playing a decisive role in final results. In 30 minutes, your “consulting” qualities will be tested to the limit as you cruise through a hypothetical “consulting project” with the interviewer.

Yes, this is a BIG topic. The depth of content in this single article is HUGE with various chapters ranging from beginner’s topics to more advanced ones. You would want to bookmark this page and go back often throughout your whole preparation journey.

What is a case interview?

A case interview is a job interview where the candidate is asked to solve a business problem. They are often used by consulting firms, and are among the hardest job interviews, testing both problem-solving skills and “soft” skills. Case interviews often last 30-45 minutes each, and firms can utilize up to 6 case interviews, usually divided into 2 rounds.

Example case questions:

• “We have a restaurant called “In-and-out Burger” with recently falling profits. How can you help?”
• “The CEO of a cement company wants to close one of its plants. Should they do it?”
• “A top 20 bank wants to get in top 5. How can the bank achieve that goal?”

Case interviews are modeled after the course of actions real consultants do in real projects – so success in case interviews is seen by consulting firms as a (partial) indication of a good management consultant.

During the interview, the interviewer will assess your ability to think analytically, probe appropriate questions, and make the most client-friendly pitches. Be noted that the analytical thought process is more important than arriving at correct answers.

Generally, there are 2 styles of conducting cases:  Candidate-led and Interviewer-led. 

Candidate-led cases

On this end, the interviewer rarely intervenes; the candidate will lead the approach from structuring the problem, drawing frameworks, asking for data, synthesizing findings, to proposing solutions. This format can be difficult for beginners but it provides you with much control over the case.

Interviewer-led cases

On this end, the interviewer controls the process in significant ways. He or she has the candidate work on specific parts of the overall problem and sometimes disregards the natural flow of the case. The game here is not to solve the one big problem, but rather to nail every question, every pitch, every mini-case perfectly. Because the evaluation is done on a question basis, the level of insightfulness required is higher.

Most cases will fall somewhere in the middle section of that spectrum, but for educational purposes, we need to learn case interviews from both extremes ends.

Great details in each and every aspect of the case, as well as tips, techniques and study plans are coming in the chapters below. You may skip straight to Chapter 3 if you have business background and confidence in your own understanding of the terminology used in case interviews. 

To better understand or practice candidate-led and interview-led cases, let’s book a personal meeting with our coaches . At MConsultingPrep, you can connect with consulting experts who will help you learn the ins and outs of both cases and the solving approach to each one. Get “real” practice now!

Case interview starter guide for non-business students

All consulting firms claim that all educational backgrounds have equal chances. But no matter what, case interview reflects  real-life business problems and you will, therefore, come across business concepts .

Not everybody has the time to go to a full Business Undergraduate program all over. So through this compact Chapter 2, I will provide you, the non-business people, with every business concept you need in case interviews.

Accounting and financial terms – The language of business

Accounting & Financial Terms are often called the language of business, which is used to communicate the firm’s financial and economic information to external parties such as shareholders and creditors.

There are three basic financial statements : Balance Sheet, Income Statement, and Cash Flow Statement.

Balance Sheet

A snapshot of the current stage of the company’s property, debt, and ownership at one given point in time, showing:

• Assets: what the company owns: Building, Equipment, Cash, Inventory, along with some other intangible items.
• Liabilities: what the company owes: Loans, overdrafts, bills to be paid, etc. Debt is like negative assets.
• Equity (Net worth): Calculate by taking Assets subtract Liabilities.

The neat thing about the Balance sheet is that it’s always balanced. Every action, every transaction changes the three components but it’s always in harmony.

Income Statement

A record of the business performance through a period of time , given it a quarter or a year. The Income Statement directly tells you how the company is doing in terms of making money, the heart of any business.

From the top to bottom, the Income Statement shows the Revenues, Costs, and Profits. That’s why often, Profits are referred to as the “bottom line”.

There are a few types of costs to notice – see the two pictures below this table.

One important thing to notice is that even though it may seem like, the Income Statement does NOT necessarily relate to cash. Many times, especially for B2B transactions, the selling happens before the money flow. Therefore, we may have to record revenue without having the cash.

Cash Flow Statement

There’s a famous saying that: Income statement is an opinion, Cash Flow statement is a fact.

The Cash Flow statement just strictly monitors the cash flow in or out, categorized into different sections. Three of them are:

• Operation: illustrates how much cash the company can generate from its products and services.
• Financial: includes the sources of cash from investors or banks and the uses of cash paid to shareholders.
• Investing: includes any sources and uses of cash from a company’s investments.

Upon completion this section, you should be able to read and interpret financial statements for business diagnosis and decision-making.

More importantly, you possess the conceptual base to start solving case interviews on your own. Do not forget that, as with any other language, becoming proficient with accounting and financial terms require constant practice.

Organizational structure – The heart of a company

When it comes to organizational structure, it is important to notice the fine line between the company’s ownership and management .

Technically, at the highest level, there are shareholders . For private companies, the group of shareholders and their shares are not necessarily disclosed and publicly tradable. For public companies, on the other hand, shares are publicly traded on different stock exchanges. One of the most famous is the NYSE, which stands for New York Stock Exchange.

• A company can have one, a few, or millions of individual owners, but being governed by the Board of Directors – a group of people elected by owners, with the President or Chairman being their highest leader.
• The Board usually hires a management team to manage the company. They are led by the Chief Executive Officer – CEO , who makes every decision on day-to-day work. Most of the time, the Board of Directors doesn’t directly intervene in the CEO’s work, but they reserve the right to fire CEOs.
• Besides that, there’s a committee called Supervisors. The supervisor’s job is to independently monitor the CEO and the management team and report to the Board.

Below CEOs, there are two general two ways of structuring the company. One way is through business lines and the other one is through functions. Think of business lines as mini-companies themselves inside the big company.

Within functions, here are a few most typical divisions most companies have:

Business strategy concepts

Even with business students, strategy is a challenging topic – especially with those without a strategy major. These fundamental concepts will get you started.

• Organization: In general, this refers to how a company is organized, what are different components that make up a company
• Governance refers to how a company is managed and directed, how well the leader team runs. The leader team includes the Board of Directors and Board of Managers. A company with good governance has good leadership people, tight control, and effective check & balance processes, etc.
• Process looks like rules and common practices of having a number of processes, entailing every single activity. Process design should include 4 factors: who, what, when, and accompanied tools.

For example, let’s look at Kim’s family picnic process.

• The who part is presented on the y-axis, left-hand side, labeling all departments, a.k.a: family members, involved.
• The what part is presented through the big mid-session with each box represents every single activity.
• The when and tools parts are presented at the bottom

B2B  vs B2C : stand for “business-to-business” and “business-to-customer”. These two terms refer to two types of transactions a company typically does: transactions with other companies and transactions with individual customers.

Bottom-up vs Top-down: this refers to two opposite schools of thought or action. Top-down usually encompasses various general branches while bottom-up tends to narrowly focus. 

Management consulting terms & concepts

These are the most common consulting terms you may encounter not just in case interviews but also in consulting tasks .

• Lever: Think of this as one or a group of initiatives, actions to perform to meet certain goals. e.g. some levers to help increase customer experience in a hotel are free breakfast, free Wi-Fi, 24/7 support, etc.
• Best practice: Refers to how things should be done, especially if it has been successfully implemented elsewhere.
• Granular: This refers to how specific and detailed a break-down or an issue goes. For example, a not-so-granular breakdown of the NBA is the West and the East conferences. A much more granular is something like this: Leagues, Conferences, Divisions, and Teams.
• MECE: MECE is so important and we explain it in detail in this article. In short, MECE is the standard, per which we can divide things down in a systematic, comprehensive, and non-overlapping way.

There are three parameters the consulting world uses in the categorization of businesses.

• Industry: used to group different companies mostly based on their product (Banking, Construction, Education, Steel Industry, etc.)
• Function: is the categorization mostly based on missions and the type of roles of different parts of a company. We can count some as Human Resource, Finance, Strategy, Operation, Product Development, etc.
• Location: is where things are, geographically.

Normally two consultants ask each other “What do you work on?”, they need to give 3 pieces of information in all of those three parameters, such as “I worked on a Cement project, focusing on Finance, in Southeast Asia”. In fact, all of the McKinsey support networks are organized in this way. During my projects, I would need to speak to some Cement experts, some Finance experts, and some local experts as well.

This chapter is relatively long, yet it is still way shorter than 4 years at business college. I hope this will act as a great prerequisite to your case interview study. Make sure that you have mastered all of these content before really tackling the Case Interview.

Case interview example – The typical flow

In a simplified way, a typical case would go through these phrases (we will talk about exceptions in great detail later):

Case question -> Recap -> Clarification -> Timeout -> Propose issue tree -> Analyze issue tree -> Identify root-causes -> Solutions -> Closing pitch

Problem-solving fundamentals – Candidate-led cases

Though most cases will be conducted in mixed format, let’s dive deep and learn about each extreme end of the spectrum to get the full picture.

Even though this is the harder format, it shows us the foundation of how management consulting works, i.e: the consulting problem-solving logics!

If you were exposed to case interviews, you have probably heard about some of these concepts: framework, issue tree, benchmark, data, root cause, solutions, etc. But how do they all fit into the picture?

It all starts with the PROBLEM

Before getting into anything fancy, the first step is to define and be really clear about the problem.

This sounds easy but can be quite tricky. Here are a few guidelines:

1. What’s the objective?

2. What’s the timeline required?

3. Any quantified or well-described goals?

For example, one client can state a problem as: “I lost my car key”. In normal contexts, this is a perfectly simple and straightforward problem. But a consultant tackling this would go ask clarification questions to achieve even more details:

1. Objective: the client in fact just needs to be able to use the car.

2. Timeline: this is an urgent need. He is happy only if we can help him within the next hour.

3. Specificity: help the client put his car into normal operation like before he lost the key.

Find the ROOT-CAUSE, don’t just fix the symptom

To completely wipe out the problem and create long-lasting impacts, consultants always  search and find the root causes.

For example, fixing the symptom is like you breaking the door lock, getting into the ignition electrics behind the wheel, and connecting the wires to start the car.

That does fix the surface symptom: the client can drive the car. But it does NOT create a long-lasting impact because without you there, the car can’t be started. The client will need to rely on you every single time. Plus, more problems even arise (now he needs to fix the broken door lock too).

A much better approach is to find the root cause. What is the bottom-line reason causing the problem? Once we trace, find, and fix it, the problem will be gone for good.

In this example, the root cause is “the lost key”. We need to find its location!

Use ISSUE TREE to isolate potential root-causes into groups

There could be thousands of possible root-causes. How do we make sure every possible one is examined? If we are to list out all thousands and test one by one, there is simply not enough time. On the other hand, if we just list out some of the most “possible” ones, we run a high risk of missing the true root-cause.

This is where we need issue trees ! We would group possible root-causes into big groups. Those big groups will have smaller sub-groups and so on. All is done in the spirit of top-down and MECE. By doing this, we have an organized way to include all possible root-causes.

Continue with the example: A “bottom-up” approach to search for the car key is to go straight to specific places like the microwave’s top, the black jacket pocket, under the master bed, etc. There can be thousands of these possible locations.

The top-down approach is to draw an issue tree, breaking the whole house into groups and examine the whole group one by one. For example: first floor, second floor, and the basement.

Issue Tree only works if it’s MECE

What happens if we break down the search area into the First floor and East wing? The search area would not cover the whole house and there will be some overlapping which creates inefficiencies.

So for an issue tree to work properly, it has to be MECE – Mutually Exclusive and Collectively Exhaustive … which in simple language just mean 2 things: no overlap and no gap

How to draw MECE issue trees? Use FRAMEWORKS!

Each problem requires a unique issue tree. Coming up with MECE and spot-on issue trees for each problem can be really difficult. This is where “framework” helps.

Think of frameworks as “frequently used templates” to draw issue trees in any particular context. Many people use the word “framework” to refer to “issue tree” but this is conceptually incorrect.

We will talk about frameworks in more detail in the below chapters. You can also check out this deep-dive article on Frameworks.

Choosing which branch to go to first? Use HYPOTHESES!

So let’s say you have an issue tree of First floor, Second floor, and Third floor. Now what?

To make the problem-solving process even faster and more efficient, we use hypotheses. In simple language, it’s the educated guess of where the root cause may lie in. So we can prioritize the branch with the highest chance.

So let’s say, the client spends most time on the first floor, it’s where he/she most likely leaves the car key. Any consultant would hypothesize that the root cause is in the first-floor branch and go search there first.

Notice: hypothesis and issue tree always go together. It doesn’t make sense to draw an issue of First, Second, and Third floor and hypothesize that the key is in the East wing. Many times, hypotheses are even the inspiration to draw issue trees.

How to test a branch? Use DATA and compare it with BENCHMARK

Now that we decide to test the branch “First floor”, how do we do that?

We prove or disprove our hypothesis by collecting DATA. That data is then compared with benchmarks to shed more meaning. Two main types of benchmarks are: historical and competitive. For example, let’s say by some magic, the client has a metal detection machine that can measure the metal concentration of any space.

To test the “first-floor” branch, the consultant would come to the first floor, measure the metal concentration and compare it with the data before the car key is lost, a.k.a: historical benchmark.

If a hypothesis is true, drill down; if it’s false, go sideways

What happens when we test a hypothesis?

Assuming that we have access to enough data, it either gets proven TRUE or proven FALSE. How do we proceed from here? 

• Proven True: go DOWN the issue tree to sub-branches! Let’s say the metal detector identified the key IS indeed on the first floor. Go deeper. Draw sub-branches of that first-floor branch and repeat the process.
• Proven False: go HORIZONTAL to other big branches! Let’s say the metal detector denies the key presence on the first floor. We then can cross out this branch and go test others, a.k.a: the second and third floor.

Test, Sleep, Test, Repeat … until the ROOT-CAUSE shows up!

Once identified the ROOT-CAUSES, go for SOLUTIONS

With all proven root causes identified, the last step is to come up with solutions to kill the problem … and we are done! There can be multiple solutions to each root cause. These solutions should attack straight to the root cause.

Case interview questions – Interviewer-led cases

While candidate-led cases are all about the logical foundation of problem-solving, interviewer-led cases are more about tackling each individual question itself. The structure of the whole case is relatively loose and flexible.

In this chapter, we touch on some of the most popular ones. You can read in-depth about each in this designated article.

Framework/Issue Tree questions

“Which factors would you consider when tackling this problem?”

This is one of the most popular question types in case interviews, often asked in the beginning. It comes with several shapes and forms, but the real meaning is always: “Give me the bloody issue tree!”

So how do you tackle it? Just like in candidate-led cases. Take a timeout; brainstorm about the problem and how it should be broken down into; plug a few frameworks to see how it looks; and go for the most appropriate issue tree.

Unlike in candidate-led cases where you only present the upper-most layer, here you should walk the interviewer through the whole issue tree, covering at least 2 layers. Interviewer-led cases are much less interactive. It’s more like they ask you a question, and you deliver a comprehensive and big answer. They ask you another one. And so on.

Market-sizing / Guesstimate questions

“How many face masks are being produced in the whole world today?”

This is among  the most popular question types and you will likely face a few of them throughout several interview rounds. These questions ask you to “guess” and come up with number estimations in non-conventional contexts. These questions are called “Guesstimate”.

When a guesstimate question asks you to “guess” the size of a market, it’s called a “Market-sizing” question. Though this variation is very popular in consulting, the nature is nothing different from other Guesstimate questions.

It can be intimidating to face a question like this. Where to start? Where to go? What clues to hold on to?

The key is to understand that you don’t have to provide an exact correct answer. In fact, nobody knows or even cares. What matters is HOW you get there. Can you show off consulting traits, using a sound approach to come up with the best “estimate” possible?

Read the designated article on this for great details. Here, let’s walk through the 4-step approach that you can apply to absolutely every market-sizing question.

Step 1: Clarify

Make sure you and the interviewer are on the same page regarding every detail and terminology, so you won’t be answering the wrong question.

Step 2: Break down the problem

Break the item in the question (number of trees in Central Park, market size of pickup trucks) down into smaller, easy-to-estimate pieces.

Step 3: Solve each piece

Estimate each small piece one at a time; each estimation should be backed by facts, figures, or at least observations.

Step 4: Consolidate the pieces

Combine the previous estimations to arrive at a final result; be quick with the math, but don’t rush it if you aren’t confident.

Math questions

“If the factory can lower the clinker factor by 0.2, how much money will they save on production cost?”

Almost all cases involve some math. So you will face math questions for sure. These “questions” can go at you either explicitly and implicitly. Sometimes, the case interviewer will ask out loud a math problem and have you solve. But sometimes, you have to do multiple calculations on the background to push the analysis forward.

Either way, a strong math capability will help you a lot during cases and the future career in consulting. See this Consulting Math article for more details.

Chart insight questions

“What insights can you draw from this chart?”

Consultant works with data and a big chunk of those data are presented by charts. Many times, the interviewer would pull out a sanitized exhibit from an actual project and have you list out insights you can see from it.

There are many types of charts. Getting yourselves familiar with the most popular ones is not a bad idea.

• Bar charts simply compare the values of items that are somewhat parallel in nature.

• Line charts illustrate the continuous nature of a data series, e.g: how my heart rate evolved through time.

• Pie charts illustrate proportions, i.e “parts of a whole” analyses.

• Scatter-plots use data points to visualize how two variables relate to each other. Correlation for example.

Tips on tackling chart-insights questions:

1. Read labels first: from Chart titles, Axis titles, Legend titles, etc. Don’t jump straight to the content of the chart. It takes more time to get lost there and has to go back to read the label. Besides, you may also run a risk of misunderstanding the content.

2. Look for abnormalities: important insights always lie in those unexpected and abnormal data. Look for them!

Value proposition questions

“What factors does a customer consider when deciding which car insurance company to buy from?”

In simple language, this question type asks you: what do the customers want? Understanding exactly this need will put any company in the best position to tailor products/services.

Like any other questions, Value-proposition questions are not only about correctly identifying customer preferences (insights) but also about analyzing and delivering the answer in a structured fashion. Here are a few tips for you to do that:

How to be more insightful: 

• It always helps to break customers into groups and provide different substances for each.
• Put yourselves into the customers’ shoes. Think from the first-view perspective and more insights will arrive.
• If there is any data/ information previously provided in the case, definitely use it.
• A library of factors? Safety, speed, convenience, affordability, flexibility, add-on services, durability, fashion, ease of use, location, freshness, etc.

How to appear more structured:

• Follow this structure: Customer group 1, Customer group 2, etc. Under each: Factor A, factor B, factor C.
• Develop your personal script for this question type. Make sure it’s easy to follow and structured in nature.

Information questions

What kind of data do you need to test this hypothesis? How do you get data

Consulting is a data-driven industry. As consultants, we spent most of our time gathering and presenting data to clients ( see the What the heck does a consultant do video ). No surprise information questions are relatively popular in cases.

The best way to tackle this question type is to understand inside out the types of data actual consultants use in real projects. Because almost no candidate knows about this. This is also a very quick way to build rapport. The interviewer will feel like he/she is talking to a real consultant.

Case interview example video – Pandora case

Enough theory! Enough cute little illustrations here and there. Time to get our hands into a serious case interview example.

Notice the following when watching the video:

• How the problem is given and clarified
• How the problem-solving approach is layouted and executed
• How the candidate use wording and frame the pitches
• The dynamic of a case. How energy transfers from one to another person.

Every case is unique in its own way but principles are universal. The more examples you see, the better. This video is extracted from our  Case Interview End-to-end Secrets program, where you can find 10 complete examples like this and many other supplement contents.

How to prepare for case interviews

Case Interview preparation is a long and tough process. In an ocean of books, videos, programs, how do we navigate to maximize learning? Most materials floating around are quite good, at least in terms of substance. But the timing and the organization of them can be confusing.

• Too much theory in the beginning can burn brain power very quickly.
• Tackling cases without basics can develop bad habits, which eventually cost more time to unlearn.
• Practicing complicated (or even just normal) cases in the beginning can destroy morale drastically.

So a good study plan is constantly switching between 3 activities: reading theory, watching examples, and practicing, with cases increasing difficulty level. It’s so crucial to start with super easy cases, be patient, and stay on that level until you are ready to move up. There are so many skills, habits, and scripts to develop and these take time.

“The quickest way to do just about everything is … Step by Step”

Even for candidates with cases coming up urgently, I still strongly recommend spending the most valuable time practicing cases that match your level. After all, cases are just the context. What you will be evaluated on is your approach, your skills, your techniques, etc.

So, this is a sample study plan you can adopt for yourselves:

Step 1: Learn the basics of case interview theory

• Read this article thus far
• Watch this  Case Interview 101 video

Step 2: Watch a simple case interview example

• Read the sample case flow above.
• Watch this  Case Interview Example video
• Go to this list of free case examples and try to select a very simple one. If you can’t follow one, it’s probably not good for you. Just skip it.
• Watch the first example in the  End-to-end Program

Step 3: Review the theory of case interview approaches  

• Read deeply about the logical foundation of problem-solving in this BCG & Bain Case Interview article.
• Watch intensively the logical foundation of problem-solving in this Candidate-led cases video.

Step 4: Do one mock case interview

• Practice with consultants. They have the insight and knowledge to help you pass the interview. Discover our experienced coaches from McKinsey, BCG and Bain here .
• Find a partner to practice with. Make sure you both watch this  Guide on how to conduct a case. A bad coach can do more harm than good.
• Get your hand on another example in the  End-to-end Program. But this time, don’t just watch. Actively solve the case as you see it! Try to say out loud your version, then listen to the candidate, then hear the feedback!

Step 5: Start improving your business intuition

Business Intuition is like your natural sense of the business world: how to be insightful and creative in various business contexts, how to feed the “content” into your approach, etc. Think of this as a basketball player trained for muscle strength, agility, or durability. Intuition can be improved gradually through constantly exposing yourselves to a wide range of business situations and contexts.

You can do this by:

• Read consulting publications. One article per day for example. Three wonderful sources are: McKinsey Insights, BCG Perspectives, and Bain Publications
• Train  case interview questions individually. By isolating each part of the case, you can focus more on the substance. Hit that link or get more question training on the End-to-end Secret Program .

Step 6: Start training consulting math

• Visit this in-depth consulting math article.
• Train our  Mental Math methodology.

Step 7: Practice another mock case interview

At this stage, please still stick to very basic cases. The goal is to see all of the knowledge and skills above in real action. Again, this can be done by either:

• Book a meeting with coaches
• Find another partner to practice with. Just make sure you both watch this Guide on how to conduct a case. A bad coach is always more harmful than not practicing at all.
• See another example in the End-to-end Program. Like the previous one, try actively solving the case as you see it! Say out loud your version, then listen to the candidate, then hear the feedback!

Step 8: Equip yourself with tips, techniques, and advance theory

• Read on! The below chapters of this very article will provide you with more advanced theory and killer tips.
• Watch the whole Tips & Techniques sections of the End-to-end Program. You will find 10 examples with clear walkthroughs of tips and techniques right in the middle of real action.

Step 9: Do further mock cases, review, and improve

Practicing for case interviews is a time consuming process – but as long as you have the right method, you will make it!

• First, brush up on knowledge related to case interviews with the Case Interview End-to-End Secrets Program .
• Second, get personalized practice with ex-consultants. That way, you’ll receive clear and tuned feedback to understand what to improve, building your own proper case approaches.  See a list of experienced coaches here .

Stay tuned with us on this website and our Youtube channel for continuously updated information on case interviews and management consulting recruitment; you can also subscribe to the newsletter below for free materials and other insightful content!

Good luck with your case prep!

Case interview tips – With instant results

Imagine a case interview just falls out of the sky and into your lap, scheduled for tomorrow – how can you even prepare?

The answer lies in a few “quick and dirty” tips, which I’ll share with you in a moment.

I am a firm believer in the 80-20 rule – which states that 20% of the causes lead to 80% of the consequences.

In the case interview prep context, 20% of your learning efforts will bring about 80% of the improvements – so the key to instantly and dramatically improving your case performance is to identify and focus on that 20%.

In the next 8 chapters, I’ll tell you the killer tips and tricks that helped me get a McKinsey offer, the majority of which were previously only available in the premium End-to-End Secrets Program , including:

• Chapter 9: Delivering the perfect case opening
• Chapter 10: Remaining absolutely structured throughout the case
• Chapter 11: Taking the best notes
• Chapter 12: Getting out if stuck
• Chapter 13: How to ask for data
• Chapter 14: What to do when receiving data
• Chapter 15: Deliver the most convincing closing pitch
• Chapter 16: Developing your personal scripts

One thing before you proceed: don’t forget to learn the fundamentals, the question types, and the frameworks. Remember, these 20% tips can only get you 80% performance; if you want 100%, there’s  no substitute for hard work.

How to deliver the perfect case opening

The result of a case interview is determined  the first 3 minutes – and I’m not even exaggerating.

Most people will be put off by this fact – indeed, with all those efforts spent on learning for the later part of the case, and the hiring decision is made when you’re not even properly warmed up yet.

However, putting a spin on it, this is the 20% to focus on – if you nail the opening, you’ll make a better impression than most candidates; it’s also easier to perform well in 3 minutes than in 30 minutes, especially when the case hasn’t gotten tricky. Additionally, you can prepare the opening in a formulaic manner – essentially learning by heart until it becomes natural.

There are 7 steps in the perfect case opening formula:

1. Show appreciation

2. Announce case introduction

5. Announce case approach

7. Ask for a timeout

In this chapter, I’ll walk you through each of those steps.

Step 1: Show appreciation

The quickest way to score the first points with any interviewer is to  sincerely compliment them. Everybody loves compliments.

Case interviewers are not dedicated HR staff, but Engagement Managers, Partners, and Directors who conduct interviews ON TOP OF their projects as goodwill for the firm, so you should at least be thankful for the time they spend with you.

Begin your interview with a sincere “thank you” for the interesting case (if you have to fake these words because deep down you don’t like case interviews, you aren’t exactly cut out for the job).

Step 2: Announce case introduction

Announce you’re going to do  steps 3, 4, and 5.

This step is related to what I call the “map habit”, which I’ll describe in detail in the next chapter. For now, just understand that it  helps the interviewer follow your introduction, and shows you’re a structured person.

Step 3: Recap  

What is the key question of the case?

On a side note: one common mistake is to mix up step 3 with step 4 (clarify) – remember, don’t ask anything , just rephrase the case to ensure that you get it right.

Step 4:  Clarify

Ask questions to clear up any  potential confusion about the details of the case.

Case questions are always very short with a lot of vague details; if you don’t see the need to ask anything, you’re doing it wrong.

Run this checklist through your mind to help you clarify as many unclear points as possible:

• Definitions: are there words you don’t understand or can be interpreted in multiple ways?
• Timeframe: what is the “deadline” for solving this problem?
• Measurement: how are the important variables (performance, revenue, etc.) measured?

Additionally, number your questions so it’s easier for you and the interviewer to keep track.

Step 5: Announce case approach

Roughly sum up  how you’ll analyze the problem.

Again, this is related to the map habit, which makes the overall case progress easier to follow.

There are 3 types of cases: (1) problem-solution, (2) should I choose A or B, and (3) how to do C. For each type, there is a different approach. The latter two are discussed in the “Advanced Logic” chapter, for now, we’ll continue with the first type: tell the interviewer you’re going to find the root cause to ensure long-lasting solutions, and to do that you’ll develop an issue tree.

Step 6: Align

Check if the interviewer  approves of your case approach.

This is an important habit of real consultants  because nobody wants to waste resources going in the wrong direction; interviewers expect candidates to show it in the case interview.

Simply ask “Does this sound like a reasonable approach to you?” – most likely the interviewer will give you the green light, but if you’re lucky he/she may even suggest a better approach.

Step 7: Ask for timeout

After you’ve gone continuously through the 6 steps above, ask the interviewer for timeout to (make this explicit) gather your thoughts and develop the first part of the issue tree.

Make the most of your timeout session, and keep it as short as possible. Any unnecessary silence will damage the impression and hurt your chances (refer to the End-to-End Program example in Chapter 6 to “feel” how awkward a lengthy timeout session is).

Case opening – Example script

Now it’s time to see how you can put all those steps into action!

Thank you for this very interesting case, I am really happy to get a chance to solve it!

The first step in solving any business problem is to make sure we solve the right one, so before diving into the problem, I would like to first recap the case, then ask a few clarification questions to make sure we’re both on the same page, and lastly announce my overall case approach.

So here is my understanding of the case:

• [facts regarding the client and situation]
• [key case question]

Does that correctly summarize the case?

<assume the interview confirms that your playback is correct>

Great, now I’d like to ask my three clarification questions:

• [question 1]
• [question 2]
• [question 3]

<wait for answers>

Thank you for the clarification. Is there anything else I should be aware of?

Thanks for all the insights. It’s great that we all agree on the key details.

For the overall approach to this case, to completely wipe out the problem for a long-lasting impact, we will need to find out the root causes of this problem. To do that I will try to break the problem down into bite-size pieces with issue trees, in order to quickly isolate the root causes inside the branches, then drill down accordingly to gather information until we can draw actionable solutions.

So before I go on to establish my first issue tree, does that approach sound reasonable to you?

<assumes the interviewer agrees with your approach>

It’s great to see that we’re on the same page regarding the key details as well as the overall approach to the case. I do need some time to gather my thoughts, so may I have a short timeout?

Being structured throughout the case

The high stress and large amount of information in case interviews make it easy for even the brightest candidates to derail from the objective or present in an unstructured manner.

I’ll be sharing with you my 3 most impactful tips for keeping the structure in case interview:

1. The map habit

2. Numbering your items

3. Sticking to the big problem

The map habit

It means regularly and explicitly checking where you are, and where you’re doing next.

I call it the map habit because it’s similar to using a map while traveling – pausing every once in a while to check your location, destination, and direction.

This habit gives you a sense of direction and authority while making it easier for the interviewer to follow your case progress. It also makes you sound organized and systematic – a definitive mark of management consultants – and the interviewer will love it!

You’ll see this habit a lot in our Case Interview End-to-End Secrets Program, where candidates would often pause at each key step during the case. Do the same thing in your own case interviews, and you’ll greatly impress the interviewer.

Numbering your items

A very easy and effective way to make your pitches sound structured is to number each item.

The formula is simple: “There are X items that I’m going to say; they are: No.1 … No.2 … No.3 …”

By now you may have noticed that I use this structure many times throughout this guidebook – it’s already quite effective in written language, but it’s even more impactful in spoken communications!

Having this numbering habit will make it very easy for the listener to follow your speech, and it creates an impression of MECE (even if content-wise it’s not MECE).

Sticking to the big problem

There are two ways to keep yourself on track  all the time in those high-stress case interviews

1. Occasionally check your position on the issue tree, and quickly get back on track if it seems you’re “derailing”. If this sounds like the previous map habit, you’re right, it is the map habit.

2. Take good notes, with the case question being written big and bold on top of your scratch paper. That way you’ll be reminded every few seconds.

That last point brings us to the next issue: how to take notes.

How to take notes in case interviews

The best notes for case interviews are always  clear-cut, structured, and relevant.

Even the smartest candidates suffer from seemingly silly problems in case interviews – forgetting data, messing up the numbers, getting stuck with frameworks, losing sight of the original objective, etc. And in the true management consulting spirit, I set out to find the root causes.

And looking back at hundreds of coaching sessions I did, I found one thing in common – none of those candidates could take good notes.

I’ll tell you precisely how I took notes to get a McKinsey offer; however, I hope that after this chapter, you can install the spirit of the method, not just the method itself.

So here we are, with the 3 groups of sheets laid out for the ideal note-taking:

1. Data sheets

2. Presentation sheets

3. Scratch sheets

Data sheets

Data sheets are used to store and process every piece of incoming data .

Try to draw tables for these sheets, because this not only makes the calculation process easier but also gives the impression that you’re a careful and organized person.

Also, remember to write only the results of calculations on this sheet, to keep it neat and tidy. Most of your calculations should be done mentally (see the article on Consulting Math for more details); if you really need to jot down the calculations, do it on the scratch sheets.

Presentation sheets

Presentation sheets are used to develop and present any “outgoing” content.

Your issue trees should be drawn on these sheets, along with the big-and-bold case question/objective right on top. When delivering your pitches, always turn around the presentation sheets so the interviewer can clearly read what’s on them.

As with the data sheets, avoid any messy “mid-process” drawings. Put them on the scratch sheets instead.

Scratch sheets

Scratch sheets exist to keep other sheets clean.

Ever felt irritated receiving a notebook full of correction marks? That’s exactly how the interviewer feels if you present with untidy notes. You should try your best to hide all the unorganized, messy parts of your thought process.

The scratch sheets provide a sanctuary for that unstructured part of yours – it’s okay to go all over the place for brainstorming, as long as you can organize the incoming resources and present in a systematic manner.

“I took the notes just as you instructed, but I still get stuck in cases. How can I avoid it?” – Well, that’s the subject for our next chapter – “Stuck” situations and how to get out of them.

Stuck in cases – What to do

We’ve all been there – that scarily awkward feeling when you don’t know what to do next in a case interview, that fear of being rejected.

In every “stuck” situation, the most important thing is to remain calm and collected (you’ll lose points if you panic) – then methodically work your way out. I’ll teach you how to get out of those situations, with style.

There are actually 3 different kinds of “stuck”, and for each, I have a different solution:

1. The “Framework” stuck

2. The “Data” stuck

3. The “I-Cannot-Find-The-Problem” stuck

Let’s go through each in detail.

The framework stuck

This situation happens when the candidate does not know which framework to use, and the secret tool for it, is “segmentation”.

Segmentation works just like any framework, and like a Swiss Army knife, it’s usually safe and easy to use. So if you’re unsure how to break things down, say these magic words:

“At this point, I’d like to break down this X item, and one good way is to use the natural segmentation within this line of business. So may I ask how they break this X item in this industry?”

If you get it right, the interviewer will reply with the most industry-relevant way to segment the item.

You may be wondering why I’m not talking about issue trees and frameworks here, after all the theory at the beginning of the guidebook.

The answer is that the textbook and “ideal” solution – learning the problem-solving fundamentals and deep-diving the frameworks to increase your flexibility – takes a lot of time, while the “cliched” solution – learning as many frameworks as possible, usually at the cost of depth – is inherently dangerous.

The data stuck

The “data stuck” happens when the candidate can’t extract relevant insights from the given data. And when this happens, ask for benchmarks.

Comparing with benchmarks is the quickest way to put data into perspective, yielding useful insights. There are 2 kinds of benchmarks – if you remember from the chapter on Candidate-led Cases: 

• Historical benchmarks: data on the same entity in the past
• Competitor benchmarks: data on similar/competing entities in the same timeframe

To ask for benchmarks, Just say the following lines:

“For now, I hypothesize that the root cause of the problem comes from the X branch of this issue tree. However, to further break down the problem in a spot-on way, I do need some information on the context of our client’s problem.

One of the quickest ways to grasp that context is to use competitor’s data; so can I have the X figure for our client’s competitors?”

The “I-Cannot-Find-The-Problem” stuck

This is the scariest “stuck” because there’s no obvious reason or solution – you’ve done your math right, your framework is suitable, and you’ve got a lot of interesting insights from data. Why are you still stuck?

From my experience in coaching sessions, there are 2 scenarios where this happens: (1) your issue tree is not MECE, and (2) if your issue tree is MECE, it does not isolate the problem.

You can try to avoid this in the first place by mastering the MECE principle, improving intuition, as well as aligning with the interviewer early and often.

But what if you still get stuck? The answer is to calmly admit you’ve hit a dead-end, and ask for time to fix the problem; be it the first or second scenario, you have to redraw your issue tree.

Literally use the following script:

“My whole analysis seems going towards a dead-end, which means either part of my issue tree is not MECE or my method of breaking down does not isolate the problem. Either way, I would like to take a timeout to have a look at it.”

You likely get stuck when practicing on yourself. That’s the reason why you need personal coaching. Veteran coaches at MConsultingPrep will give insightful feedback, propose actionable steps, and help you significantly enhance your performance. Find my coach !

How to ask for data

Data is the fuel for the case interview engine. Without it , your analysis can’t progress.

The problem is that interviewers don’t simply give out precious data for free. It has to be earned. There are 4 tips you can use to show that “worthiness”, and prompt the interviewer to supply you with the best information:

1. Create a good impression

2. Explain the purpose of the data

3. Explain the method of acquiring the data

4. Ask open-ended questions

Tip 1: Creating a good impression

The interviewer will love you if you think and act like a real consultant – if you can achieve that, he/she will always give you the best pieces of data available.

In this guidebook, there are countless tips to show your consulting characteristics – I even write a whole chapter on how to install consulting culture into your own personality. Generally, you must always be (1) structured , (2) fact-based, and (3) action-oriented.

Additionally, common people skills and interview tips also apply – show your appreciation by thanking for their help, keep a smile on your face to maintain a positive atmosphere, etc.

Tip 2: Explaining the purpose of the data

Say why you need that data, so the interviewer knows you can actually use it.

There are only two purposes for data in case interviews: (1) to test a hypothesis, and (2) to understand the context.

You can use the following scripts to when to reason your data requests:

“For now, I’m hypothesizing that the root cause of this problem comes from the X branch. Since this hypothesis can only be tested with the data on X, may I have those figures?”< testing hypothesis>

“For now, I hypothesize that the root cause of the problem comes from the X branch of this issue tree. However, to further break down the problem in a spot-on way, to better understand the context of our client’s problem, I will ask a few more questions. Does that sound reasonable to you?” < understanding the context>

Tip 3: Explaining the method to acquire the data

By stating how to get the data, you prove its feasibility and reinforce your data request.

In real consulting projects, data is not always available; the interviewer may rely on this logic and refuse to give you any information. So, when you ask for data, make sure your request is realistic, then state the method to acquire it using these words:

“If this was a real project, this information can be acquired from/by X source/method”.

In our  Prospective Candidate Starter Pack ,   there is a sheet listing all the possible sources of information in consulting projects, which you can download for your own use, along with many other free case interview materials.

Accurately explaining the data acquisition method also shows that you’ve done your homework and you know the consulting industry inside-out. Any interviewer will be greatly impressed.

Ask open-ended questions

This prompts the interviewer to give you data you haven’t thought of.

The precise questions mostly depend on specific cases (meaning you need to sharpen your intuition), but there is a Swiss Army knife here: “Is there anything else?” – which is a question real consultants ask several times a day, at the end of their conversations.

Use open-ended questions when you feel you might be missing something – for example, during clarification – and only after a series of well-defined, close-ended questions. Otherwise, you risk appearing lazy and over-reliant.

What to do when receiving data

Suppose the interviewer agrees to give you data. Now what?

Time to shine! If you do these following 3 steps, even just once, in the interviewer’s mind, you already pass:

1. Acknowledge the data and show appreciation

2. Describe the data, especially its notable features

3. State the implications of the data

Let’s dive into each separately.

Step 1: Acknowledging the data

Simply  thank the interviewer for the interesting piece of data.

Firstly, it confirms that you have received, and can understand the data.

Secondly, it’s always good to give out modest, subtle compliments to the interviewer. Trust me, conducting case interviews is hard work, and the interviewer does appreciate those little compliments.

Last but not least, it buys you a few seconds to fully absorb the new information and minimize any possible silence.

Step 2: Describing the data

Summarize  the most important insights you can extract.

Don’t recite a short essay about the data, there is no time for that. Quickly and mentally calculate all the important points, then state it out loud in 1-2 sentences.

This step has several uses:

It showcases your consulting math skills (chart insights and mental calculation)

It eliminates the silence during your analysis

It helps you quickly memorize the key trends in the data

Step 3: Stating the implications

Concisely explain how the insights from the data  related to the issue tree – do they confirm or reject the current hypothesis? Do they open new areas for investigations?

This part is extremely important because it connects to the action-oriented mindset of actual management consultants while laying solid foundations for your next steps (fact-based).

Example – Handling revenue data

Suppose you’re working on a profitability case (how to fix low profits), and you’re trying to dictate whether the root cause comes from the revenue side.

The interviewer gives you this data:

How would you respond? Try to answer it yourself before revealing the sample answer.

Sample Script - Receiving Data 

Thank you for the very interesting data. (acknowledging)

It seems that our client’s revenue has been increasing steadily throughout four years – around the mark of 20% annual growth, in fact. (describe the data)

This suggests that the problem may not come from this side of the issue tree. However, in order to fully reject the possibility, I need the figures on the revenue of other companies in this industry around this time. Do we have those numbers? (implications)

Delivering the perfect closing pitch

“You have one minute to summarize all of your findings to the client CEO. What would you say?”

Your answer must be short, to-the-point, action-oriented, and client-friendly.

The closing pitch of the case interview is sometimes called the “elevator pitch” , where you supposedly meet the client CEO inside the elevator and must somehow deliver the results of the project before the elevator arrives at its destination floor (it’s even worded like that sometimes).

Regardless of the wording, the principles remain the same, and your closing pitch must consist of these 4 parts:

1. Introduction / Lead-in

2. Summary of the root causes

3. Summary of the solutions

4. Next step

Part 1: Introduction / Lead-in

Open your pitch in a client-friendly way. Remember, consulting is a service – a premium one, in fact.

There is a simple formula for this part of the pitch:

“Mr. CEO, it has been a great pleasure to be working with you on your company’s X problem.”

Everybody loves a little compliment, don’t they?

Part 2: Summary of the root causes

Don’t go into detail about your analysis – show them the results first.

CEOs are busy people, they have no time for a 15-minute break-down of your issue tree. They only care about the “big picture” – “Why is the problem happening?”.

You need to sum up root causes in a structured manner, with a numbered list – in the case interview context, that’s one characteristic the interviewer looks for, and in real projects, it helps the listener follow your pitch.

“After careful analysis, we have found X root causes for the company’s problem: 1… 2… 3… X”.

Part 3: Summary of the solutions

The solutions are what the clients pay for in the first place, so make sure to deliver them clearly and systematically.

This step must also be structured. Additionally, list the solution in the same order as their corresponding root causes, to imply the connection between them (if the root causes are listed as A, B, C, then the solutions should never be C, B, A).

“To solve the aforementioned issues, we propose the X following solutions: 1… 2… 3… X”.

Part 4: Next step

The ending must lead the customer towards a follow-up project, in a client-friendly way.

This step shows that you have an action-oriented mindset and necessary people skills to represent the firm before the clients.

Moreover, follow-up implementation projects are a major source of revenue for the top consulting firms (such as McKinsey, BCG or Bain), so mentioning them in your case interview ending pitch proves that you did the appropriate research before applying.

So here’s what you’ll say when the elevator reaches the destination:

“We would be more than happy to work with you to implement these solutions”.

Develop personal interview scripts

Every tip I’ve mentioned in the previous 7 chapters is for recurring situations in case interviews, and they can be dealt with using formulaic responses.

What that means for you – the candidate – is that you can make personal scripts and learn them by heart until they all become your second nature. That will save you a lot of brainpower to use on the issue tree. This approach has proven successful with all of my coachees, and it’s also a major part of our Case Interview End-to-End Secrets Program. You will find my own personal script I used back in the day, and I will also personally give feedback to scripts of members of the program.

So open your document tool and start writing now. Once you’ve finished the scripts, learn them by heart one at a time. When you feel comfortable with every one of them, you can move up to a higher level and practice with whole cases.

Inside the case interviewer’s mind – Consulting culture

The best way to impress your consulting interviewer is to act like a consultant. And to do that, you need to know what goes on inside their mind – both the conscious and unconscious – then install it into your own personality.

In this chapter, I’ll guide you through 15 ingredients that make up a consulting mind. However, I won’t tell you how to apply this in case interviews because it will sound fake – what you need is to immerse yourself in a consulting environment, and incorporate these “ingredients” into your own mindset.

Responsibility & proactivity

Everyone talks about responsibility and proactivity these days, but in management consulting, we have a much more powerful word – “ownership” . When you “own” the work, you deeply and sincerely care about it, and you always try to go beyond what is required.

If you ever spend your efforts trying to improve a piece of work that your boss already approved, just because you know it is the right thing to do, because you feel so good seeing a job well-done, you have that “ownership” mindset.

In management consulting, you are expected to possess that mindset. In my early days at McKinsey, I was almost thrown out the window for working on a cement project but not knowing where the aggregate mines were (which was outside my responsibilities, but my boss expected me to know it, since I “owned” that cement project).

If you fail to do your work, don’t ever blame anyone or anything. Your responsibility is to draw up contingency plans for the “worst-case scenarios”:

• Missing the deadline because the client did not send you the data? You should have accounted for it in your schedule. 
• Late for work because of a traffic jam? Why didn’t you get up earlier?
• Your pet bite your suit? Any sensible person should have a spare one; even if that one is bitten, aren’t we paying you enough to get a new suit at the store this morning?

In short, if you want to be a consultant,  don’t make excuses.

Result-oriented / Can-do attitude

“There’s nothing I can’t do” – that’s the mindset you need to work in management consulting.

The result orientation inside a consulting firm is intense – saying that it’s “Mission Impossible” everyday would not be an exaggeration, but at the end of the day it’s always “Mission Accomplished”.

The boss doesn’t pay much attention to how you do a task, or what resources it takes, as long as you get it done. The firm has enough resources of every kind to help you with that, so there’s no reason you can’t pull it off.

Top-down communication

Communications made by consultants are always short, concise, to-the-point, action-oriented, and structured.

We were all given full-on lectures by our parents back when we were kids, for wasting food or not exercising (or not studying, for Asians like me). If they were management consultants, most of those lectures would be replaced with powerful, action-oriented messages: “Go study. If you don’t get an A+ for the next test, I’ll have to discipline you”.

A consultant seeing something non-MECE is like your mom seeing your messy bedroom. It’s that discomforting.

If you wish to be a consultant, train yourself to be MECE in everything you do. Once you can be MECE effortlessly, and you start spotting the annoying non-MECE-ness in everything around you, you know you’ve got it. 

If you’re unstructured, you won’t get into the business.

Being “structured” is a pretty vague concept, but everyone in the consulting industry knows when they see it. It’s about being organized, logical, top-down, MECE, etc.. Basically, if you can approach things the same way as real consultants, you will be deemed “structured”

If you can’t meet the deadline, you’re dead (of course, not literally).

A consulting firm works like the perfect machine, where every part operates as intended. When consultants promise to help you with something, you can be nearly 100% sure that they’ll keep their word. This makes work management that much easier.

Consequently, if you start missing the deadlines, you’ll be out of the game soon enough.

Manager from Day 1

You’ll get the idea right away if you watched this video on the job of management consultants:

In short, even as an entry-level associate, you’ll be managing a multitude of resources (experts, specialists, etc.), contents (reports, client data, expert knowledge,…), and stakeholders (the two most important being your client and your boss).

Pulling all of these together to create impactful results would be an impressive feat, even for the best and brightest new hires.

Client first

Don’t. Ever. Piss off. The client.

Management consulting is a special service industry – besides the usual “don’t disrespect the client” and “don’t leave a bad image of the firm”, there’s also “don’t make them hate you while telling them to do what they probably hate.” (which is a good way to sum up a consultant’s job).

In case interviews and PEIs, the interviewer will be asking himself a big question: “Can I trust this guy to represent me and my firm before the client?” – if the answer is anything below a stellar impression, you won’t be receiving an offer.

Consultants will have valid reasons for everything they do.

In both consulting work and case interviews, you need to be very explicit about the basis of your actions – every conclusion must have backing data, every idea must be explained, and every request must serve a purpose. Don’t ever assume that you’re justified.

Being fact-based is part of the foundation for the trust people place in consulting firms, so people who draw ideas out of thin air and act impulsively will never get into the industry.

Effective time & resources management

Every consultant works hard, so the only way to stand out is to work smart.

Yes, I know it’s a buzzword, and I know it’s cliched, but the 80-20 rule really does apply in this line of work. The best performers are always the ones to identify the most important lever and focus on it.

With the intense workload and up-or-out policy at major consulting firms, this skill is vital. Don’t be surprised if you pull all-nighters and work hard all the time but still get fired, while that one guy who goes home at 5 gets promoted. If you want to survive, learn from him.

Key takeaways & key messages

To a management consultant, everything has a key takeaway.

Consultants are efficient people, they don’t simply waste time, effort, and resources on irrelevant things. Things are only worthy of their attention if they have an interesting, helpful “so what”:

• You tell a story? So what?
• You perform a data analysis? So what are your key insights, and what’s the implication?
• You draw a slide? What’s the key message you’re trying to deliver?

If you already think like this, trust me, the interviewer will love you.

Think on your feet first

You should only ask for leadership assistance only  after you’ve thought well about the problem.

Just pause for a second and think: would you be more ready to help someone who really tries their best at the job or someone who does nothing and relies solely on you?

The same thing is true in consulting work, and even in case interviews: the interviewer will assist you if you can deliver well-informed opinions.

With that said, “asking without thinking first” is a very common mistake in case interviews, which you can see in the numerous examples from our End-to-End Secrets Program. 

Align early, align often

Always try to reach and maintain a consensus with co-workers and your boss, from the most mundane tasks to the largest projects.

Nobody wants to spend a whole week building a model that the team doesn’t need; it’s a huge waste of time and resources. As such, consultants have this aligning habit very early and often – a little time spent on reaching an agreement now will save a lot of trouble later.

Remember to align in case interviews as well – at the start of the case, and every important step.

Consultants are very action-oriented people who always think about the next step.

Every meeting, phone call, even random catch-up must end with everybody being explicitly and absolutely clear about what to do next.

So what’s YOUR next step, after reading this guidebook?

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

Related product

Case Interview End-to-End Secrets Program

Elevate your case interview skills with a well-rounded preparation package

Six types of charts in case interview are: Bar/Column chart, Line chart, Percentage chart, Mekko chart, Scatter plot chart, Waterfall chart.

Business knowledge is not a mandatory condition to become a consultant. Nevertheless, it still has specific obligations and advantages for consultants.

There are 9 type of questions that mostly used in actual case interviews. Each type has a different solution, but you can rely on the a 4-step guide to answer

The Ultimate Guide to the Consulting Case Interview – With Examples

This guide, written by a former McKinsey consultant and Wharton MBA, breaks down the management consulting case interview into comprehensible parts with relevant, realistic examples at every turn.

By  Tracy V.

Posted March 12, 2024

Featuring Manali P.

Beyond the Case: Ace Your MBB Behavioral Interviews

Starting monday, july 15.

6:00 PM UTC · 30 minutes

Table of Contents

While the consulting case study interview may seem daunting at first, most cases follow a typical song-and-dance. Once you get a hang of it, prepping feels much more manageable. The first part of this guide will give a broad overview of the case interview. The second part will break out the typical structure of an interviewee-led case. The last part will dive into each component, with tips and suggestions for preparing. Note that some firms may have their own specific case interview style. Be sure to familiarize yourself with your target firms’ interview processes before the time comes to recruit.

Case interviews involve tackling a business issue or problem faced by a company (the client). These interviews allow consulting firms to gauge candidates’ ability to perform the job. Specifically, firms are testing whether candidates can:

• Think in a structured and creative way
• Analyze and interpret new information
• Communicate persuasively and succinctly

Most firms conduct interviewee-led cases, as outlined in the guide below. In these cases, the candidate is expected to drive the case forward by asking the interviewer for data or information relevant to forming the recommendation. A few firms, most notably McKinsey, are interviewer-led, meaning that the interviewer will be the one guiding the discussion.

Below are a few common types of cases that you can expect to receive. Some cases can be several types all in one (lucky you!):

• Profitability - Determine cause for profit decline and / or ideas for increasing profit; you will rarely get a standalone profitability case – It will usually be rolled up in another case type
• Growth - consider strategies for company growth; could be through sales or market share
• Market Entry / New Business - Assess attractiveness of entering new geography / business / sector and method for entering
• Due Diligence / M&A - Assess attractiveness of purchasing / acquiring a company or business; client can be another company or a financial sponsor
• Competitive Response - Address a competitor’s recent action (e.g., new acquisition, change in pricing strategy)
• Non-Traditional - Similar to the other cases but the client (non-profit, NGO, education-focused entity) has different objectives than a typical corporate company

Case Interview Components

• Prompt: Interviewer reads aloud the case while the interviewee takes notes
• Recap: Interviewee provides a high-level summary of the case and confirms accuracy of information written
• Clarifying Questions: Interviewee asks 2-3 high-level questions
• Structuring (<2 minutes): Interviewee takes a few minutes create a roadmap for approaching the case
• Framework Presentation (2-3 minutes): Interviewee reviews the structure with the interviewer, who may have follow-up questions. Interviewee then moves the case forward by asking for additional information
• Brainstorming: Interviewee is expected to list out several solutions or ideas (e.g., cost drivers for an industry, ways to increase sales)
• Exhibits: Interviewee will be given data in forms such as graphs or charts and expected to provide high-level insights
• Math: Interviewee will be asked to perform a calculation with the new information or using data from the exhibits. Oftentimes, interviewee is not given enough information and must ask for the relevant data
• Synthesis and Recommendation (2-3 minutes) : Interviewee provides the answer first, then supporting facts from the case, and finally risks and next steps

Setup (2-3 minutes)

Prompt : The interviewer may be giving you A LOT of information - don’t write down everything verbatim. Jot down facts and figures, the client name, and the objective(s). If you miss something or don’t remember what a number means, you can ask after your recap.

• Prep: Have a friend read you several different case interview prompts and practice taking down notes. Create your own shorthand and learn how to recognize extraneous pieces of information

Recap : I always reference the client by name and start my recap with the objective(s) first, since this is the most important part of the case. The recap should be summarized, not verbatim, and you should be checking that the figures you wrote down are correct.

• Prep: Practice summarizing your notes out loud instead of repeating the case verbatim. Time yourself to make sure it’s <1 minute.

Clarifying Questions : Very detailed questions should be saved for the case. Clarifying questions are meant to help you with your structure or alleviate any confusion. Keep these at 2-3 questions. I usually ask questions pertaining to:

• Language/terminology - The interviewer won’t expect you to know the nuances of every industry or practice area. It is better you start off the case on the right footing by asking for clarifying definitions
• Goals/objectives - I always ask if there are other goals the company has in mind and, if relevant, specific financial targets or timeframe. Sometimes, the objective given is vague, so I will ask the interviewer to be more specific.
• Business model or geography - Very helpful for cases in niche industries; understanding geography can also prompt you to think about factors like labor cost or global competition
• Scope - To save you time from considering every possibility, you can ask whether the company is leaning towards one option or excluding a set of options completely
• Prep: Have a friend read you case prompts and then practice asking 2-3 clarifying questions on the fly. Try to think of them as you’re taking down notes and giving the recap. Are they helping you with your structuring or are you asking the first thing that pops into your head? Are they broad enough or overly detailed? Are there types of questions you should be asking but keep forgetting?

Framework (4-5 minutes)

Structuring (<2 minutes) : Do not use the word “framework” during the interview. I ask if I could have time to “gather my thoughts” when I am structuring. In your structure, you should have at least three but no more than five “buckets.” These are areas that you want to explore in order to solve the case. In each bucket, there should be at least three sub-bullets. Make sure there is no overlap between the buckets.

• Prep: Time yourself structuring your roadmaps. Be comfortable with recalling the different buckets you should be considering for each type of case and brainstorming sub-bullets for those buckets. It’s okay to go over two minutes when you first start, but as you get comfortable, make sure you are becoming more efficient. For example, as you become more familiar with the buckets, you don’t need to write down every example for the sub-bullets, they will become muscle memory as you recite them out loud. Review the suggested frameworks for the case and take note of whether there are vital topics you keep forgetting or whether there are unnecessary buckets you keep adding. There is no one “right” answer, but your roadmap should enable you to uncover the necessary information to make your recommendation.

Presenting: Introduce the high-level buckets first before diving into each one. You will want to “customize” your framework to the specific case you’re working on. This does not mean creating a custom framework for every single case. You can use the same topics for similar types of cases (but ensure that those topics are relevant - some cases sneakily rule out an entire topic to see if you are paying attention), but you need to make sure that you are using case-specific language and examples when you present. This shows that you are thinking about the specific problem, not just recycling a generic framework. After going through the structure, pause and ask if the interviewer has any questions. Then, give your hypothesis and state which bucket you want to start with by asking for data pertaining to that bucket and why you want it.

• Prep: Present your structures out loud and note whether you are rambling or being case-specific in your language. If you find that your presentation is too long, consider cutting down on the examples or explanations. Be succinct and say enough to get your point across. Don’t just move on to the next case if your presentation falls short. Keep practicing until you feel satisfied and make mental notes for the next case.

Interview “Questions” (10-20 minutes)

For each type of question, you are going to be doing the same things: answering the question, providing insights, conveying how it impacts your recommendation, and driving the case forward. Every time you have “answered” a question, you want to be thinking, “ What else do I need? What’s the logical path forward ?” The only way you can prepare for this is to run through entire cases! Remember, your framework is your friend. Refer back to it often if you don’t know where to go next.

Brainstorming : You will want to structure your ideas into MECE buckets. They can be fairly simple (financials vs. non-financials, external vs. internal, etc.). Similar to your framework, you will give a preview of the buckets first before going into the details of each and you will need to ensure that it is “custom” for your case. If a structure doesn’t naturally come to you, you can create a pseudo-structure by organizing how you will present your brainstorm. For example, you can state how many ideas you have from the onset or say that you will first go through the ideas first and then the associated risks.

This is a highly debated practice, but I always ask for a few seconds so I can think of a structure (they may say no). Don’t take more than 30 seconds because you can add to your buckets as you are presenting.

For non-technical brainstorms, be creative! For example, when interviewers asked about how to increase sales for a consumer-facing retail company, I would bring up TikTok campaigns and celebrity endorsements as a few ideas. Have fun with it!

Occasionally, interviewers will prod you with, “What else?” This does not always mean you didn’t give enough ideas. Sometimes it’s the opposite – they are looking to challenge you or see how you will react. Just roll with it - if you don’t have anything else, say so.

• Prep: Practice brainstorming for different types of prompts. Collect a bank of general ideas and solutions that can be customized for use across industries. Try to think of as many ideas as you can (four to six at the very least) and exercise that creative muscle. To help you with structuring, have a list of “easy” MECE buckets that you can pull out on the fly.

Exhibits : First, give an overview of the exhibit. As an example, for graphs say what the axes represent, tie it back to the case, and give your interpretation of those axes. This gives the interviewer a chance to course-correct if you misinterpreted the exhibit. Give some insight, even if it is low-hanging fruit, and tie it back to the case. There are three levels of insights for both exhibits and math:

• What the numbers say, patterns/trends (X is smaller than anticipated, Y is the largest driver)
• What the client should do (enter the market, cancel plans, plan for launch)
• What we should do next (reconsider something specific, research more data on X, move on to Y)

Oftentimes, exhibits will tie into a calculation. If you are given an exhibit with data that can be used to calculate more insightful information, tell the interviewer that you would like to make those calculations. The interviewer will lead you down that path regardless but it is more impressive if you call it out.

• Prep: Run through different types of exhibits and see how many insights from each level you can pull out. Practice anticipating what type of data you need next in order to move ahead in the case or whether you can/should calculate anything from the data given. Don’t be too insightful though – you only have a limited amount of time to run through the case.

Math : Before you start calculating anything, it is critical for you to confirm what you are solving for and that the information you wrote down is correct. SUPER IMPORTANT – answer the question that is being asked !!  If the interviewer is asking for the incremental profit from a certain strategy, you don’t want to calculate the total profit from the strategy. Active listening is so important!

As you know by now, structure is everything. Again, I always ask for a few seconds to organize my thoughts (the worst thing they can say is no). Set up the problem before you start calculating. This allows you to identify whether there is data missing. Walk the interviewer through your method and ask for missing data. You may need to make your own assumptions or estimates – be sure you can justify them.

If your method is off, the interviewer will usually guide you back to the right path. This saves you from wasting time calculating the incorrect answer. Be sure to pay attention when the interviewer is trying to coach you.

As you are solving the problem, walk the interviewer through each calculation and use math shortcuts as much as possible. Again, if you make a math error, the interviewer can stop you before you go down the entire path. Save time by only calculating what is important for the case and understanding what you can skip.

• Prep: Practice setting up the problem, walking the interviewer through your proposed method, and verbalizing the calculations out loud. On paper, make sure your calculations are being done neatly and not all over the place. Look for different math shortcuts and try them out. Not all of them will fit your style, but you might find new tricks. Track whether you are answering the right questions. Once again, active listening is critical to your candidacy. Once you have correctly solved the problem, make sure you are thinking about the, “So what?” Determine how that number impacts your recommendation and where you should go next.

Synthesis and Recommendation (2-3 minutes)

Again, I always ask for a few seconds to collect your thoughts (<30 secs). If the “CEO is already in the elevator,” they may say no. Have a definitive stance – start with your recommendation and then provide two to three supporting facts using data from the case.

Address risks and next steps (i.e., what is the required analysis/gameplan – this is like real life where the firm is trying to sell additional projects). Your recommendation should be <2 minutes. Frankly, the interviewer has most likely made a decision on your candidacy. Don’t ramble and try to finish strong.

The hardest part of this is pulling out the supporting data in a succinct way. Throughout the case, you should be jotting down notes. I tend to circle what I believe to be relevant supporting data. When you present it, don’t be too specific or granular. You want your recommendation to be punchy.

• Prep: Run through whole cases where you are tracking the relevant supporting data along the way. Time your recommendation and practice verbalizing the information concisely. Don’t forget the risks and next steps. I usually have a list of generic risks (e.g., competitor response, regulation, inaccurate projections) that I can “customize” on the off-chance I’m scrambling to think of some. Your next steps can be collecting additional data to support your recommendation or ways to address those risks.

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Final Thoughts

• Your approach is more important than the solution – The interviewer is trying to understand how you think. Some cases have data that support recommendations in either direction. The key piece is that you are able to back your stance using the facts and data uncovered during the interview.
• Deadends are okay – There will be times when you make multiple requests for data and the interviewer does not have it. That’s perfectly fine! You can’t read the interviewer’s mind and the case could go in so many directions. Just look back at your framework to see where else you can proceed.
• Be coachable – It’s not the end of the world if your method is wrong or if you misinterpreted an exhibit. The interviewer wants to see that you are actively listening and can take feedback and improve. Don’t freak out! Stay calm! Listen to what the interviewer is trying to tell you.

This guide only scratches the surface of case interviews. The best way to prepare for case interviews is to get your reps in with entire cases. That way, you can identify your areas of weakness and be more precise with the drills. I can give you feedback and additional tips and tricks so that you are performing at your best on interview day. Book a free intro call with me on my Leland profile to discuss how we can personalize your case prep plan!

Preparing for consulting recruiting and/or case interviews? Here are some additional resources to help:

• Top 3 Tactics to Ace Your Case Interview
• A Comprehensive Guide to McKinsey & Co., Bain & Co., and Boston Consulting Group
• From No Offers to Multiple Offers - How to Take Your Casing to the Next Level
• How a Disneyland Churro Helped Me Land a Job at Bain (and 5 Pitfalls to Avoid in Market Sizing Problems)
• Five Tips to Break Into Management Consulting

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7 Case Interview Tips To Help You Land a Consulting Offer

• Last Updated October, 2020

Rebecca Smith-Allen

Former McKinsey Engagement Manager

Does it feel like there’s too much you need to do to prepare for your case study interview?

If you’re taking case study interview preparation seriously, it can feel like you’re drinking from a firehose of information!

But taking your case interview preparation seriously will set you apart from many candidates.

In this article we’ll cover:

• The Key to Acing Your Case Interviews
• Our 7 Case Interview Tips
• Links to Articles that Provide Further Consulting Interview Tips

The Key to Acing Your Case Interviews: Structured Problem-Solving

The most important thing to remember as you prepare for case interviews is that the answer to the case problem is not the most important thing.

If your interviewer asks you about a problem you read about in the Wall Street Journal that morning or one you have a perfect textbook answer for, these textbook answers will not get you a second round interview unless you also show the structured problem solving used to arrive at that answer .

Every consulting client is different and every business situation is unique, so a profitability problem could be driven by pricing or unit volume sold, fixed costs or variable costs. 

This is why you need to break the problem down and consider each of the possible components, and only once you’ve considered each, move on how you’d address the problem.

With that in mind, here are our 7 case study interview tips:

views allow you to get a good sense of what types of problems consultants solve and what a consulting case looks like from beginning to end. 

You’ll also get a good sense of the skills you need to succeed in consulting and learn how to exhibit your skills and experience in the best light possible in your resume and cover letter and during your interviews.

7 Case Interview Tips

1. start early.

You can learn to case in as little as 2 weeks, but don’t put that pressure on yourself if you don’t have to. Get an early start so you’ll have plenty of time to practice.

See our video, How to Pass the Case Interview without Spending 100+ Hours Preparing to jump-start your case interview prep.

2. Focus on the Most Common Cases Types First

If you were studying for English exam would you (1) go to Dictionary.com and learn all the words in the English language or would you (2) figure out what the most common questions on the exam would be?

Similar to how you wouldn’t prepare for an English exam by cramming everything there is to know, there is no reason to cram everything there is to know about business ahead of your case interviews.

Focus on what is most important and what comes up the most often. 

To find those common types, you can find them here on the Common Case Interview Question Types page.

3. Master the 4-Part Approach to Answering Case Interview Questions

The 4 parts to answering a consulting case interview are:

• Opening – Make sure you understand the client’s problem.
• Structure – Brainstorm all factors relevant to the problem and organize them to ensure you address them in a complete and logical manner.
• Analysis – 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 – Present your recommendation to “the client” (your interviewer), in a well-structured and persuasive manner.

Breaking a case question into its 4 parts will make it feel less overwhelming and ensure you don’t jump ahead to an answer without showing your problem-solving skills.

See our Ultimate Guide to Case Interview Prep for more on the 4-part approach to answering case study questions.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

4. Take Good Notes on Case Facts During the Interview

It’s important to be clear on the facts of the case.

Jot down any financial figures and other key facts. Also, make note of key aspects of the case you outlined in the structure part of the interview.

Case interviews can be long and involved—twenty-five minutes or longer.

You don’t want to forget to analyze an important aspect of the problem or fail to address key conclusions you reached when you get to the recommendation phase.

During a case interview, you’re allowed to use paper. Use as many sheets as you need to stay organized.

Watch Video 2 on our Consulting 2020 Bootcamp series for more on why taking good notes is important.

5. Pause Before You Launch into Your Analysis

When you are asked a question in an interview, it’s natural to want to start talking about your answer right away.

Take a second to think through the things you want to address to make sure you don’t forget a major issue.

It can feel awkward to have silence during an interview, but during this part of a management consulting interview, it’s totally expected.  

6. Practice with a Case Interview Partner

It can be tempting to read through all the examples of case interview questions and answers you can find as you rush to be as prepared as possible for your consulting interview.

Don’t!  Remember, it’s not about the answer, it’s about how you structure the problem.

You need to practice coming up with a structured way of breaking down a business problem, going step-by-step through the analysis, and then summing up your findings in a recommendation.

You won’t learn to do this by reading case questions and answers, you’ll only do this by practicing case interviews live with a partner or coach and getting feedback.

Case Interview Practice: Tips on How to Be Efficient & Effective has more on what to look for in case partners and where to find them.  

7. Practice Case Interview Math

You are not allowed to take a calculator into consulting interviews, but math frequently comes up in business cases and market-sizing problems.

You can use a pen and paper or just do the math in your head.

Even people who are normally comfortable doing math in their head may not be comfortable doing this during an interview under time pressure.

Practicing case interview math will help. See our article on Case Interview Math for more on what to practice.

Other Articles that Will Make Your Case Interview Prep Efficient & Effective

• Our Ultimate Guide to Case Interview Prep is the place to start your preparation. We discuss why management consulting companies use case interviews and break down the 4-part approach to answering a consulting case in even more detail.
• Case Interview Examples. We have links to dozens of consulting firm and consulting club casebooks you can use to practice.
• The McKinsey Case Interview . Find out what’s different about a McKinsey case and how to ace it.

Still have questions?

If you still have questions on our case interview tips, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

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16 Case Interview Tips

In this article, you’ll find 16 case interview tips to help you land a job in Consulting. 

All interviews with top consulting firms are divided into 3 parts: the fit interview, the case interview, and the opportunity for the candidate to ask questions. 

During a case interview, the interviewer asks you to solve a complex problem in as little as 30 minutes… while carefully scrutinizing every word you say or analysis you do. 

And here is the blunt truth: less than 3% of candidates manage to get a lucrative consulting job offer.  

But I’ve got good news : this article below shows you 16 case interview tips that will help you be one of those successful candidates.

Let’s get right into those 16 case interview tips now! 

Before your interviews: optimize your preparation with these 8 case interview tips:

• #1 – Understand the assessment criteria
• #2 – Develop your (structured) problem-solving skills
• #3 – Develop your analytical skills
• #4 – Develop your business acumen
• #5 – Develop your communication skills
• #6 – Learn this concept of Finance
• #7 – Practice with a focus on quality, not quantity
• #8 – Practice with (ex) Consultants

During your interviews: ace the case study with these 8 case interview tips:

• #9 – Communicate your thought process
• #10 – Be (extremely) structured
• #11 – Think about the Big Picture
• #12 – Demonstrate business judgment
• #13 – Take time to think
• #14 – Make accurate calculations
• #15 – Use ‘educated guesses‘ when concrete data is not provided
• #16 – Keep clean and organized notes

Before your interviews: Optimize Your Prep With These 8 Case Interview Tips

Case interview tip #1 - understand the assessment criteria.

There are 4 skills assessed during case interviews. 

First, your interviewers will assess your problem-solving skills .

Specifically, they want to test your ability to break down a complex problem into smaller and easier-to-manage pieces.

In other words: that’s your capacity to create a MECE issue tree, which is your roadmap to solve the problem. 

For instance, here is the evaluation form used by one of the MBB to assess a candidate’s problem-solving skills:

Secondly, your interviewers will assess your analytical skills . 

Here, they want to test your ability to analyze a large amount of information and derive useful insights from those analyses (the ‘so what?’). 

For instance, here is the evaluation form used by one of the MBB to assess a candidate’s quantitative skills:

Thirdly, your interviewers will assess your communication skills .

Particularly, they want to test if you can express your points clearly and concisely.

Because, as a Consultant, you will do a lot of presentations on different and somehow complex topics. 

For instance, here is the evaluation form used by one of the MBB to assess a candidate’s communication skills:

Lastly, your interviewers will assess your business acumen .

Specifically, they want to test your ability to conduct a thoughtful discussion about business issues.

Can you recognize which issues should be prioritized?

Do you offer practical solutions?

Can you think of the implications of a business fact or information?

Those are some sample questions that your interviewers will ask themselves.

For instance, here is the evaluation form used by one of the MBB to assess a candidate’s business acumen:

Now, let’s see some examples of questions that can be asked in case interviews to test those skills.

In the next 4 sections of this article, we will look at how to best develop each of these 4 skills before your case interviews . 

But before we discuss how to develop those 4 skills, be careful:

It takes time to master those skills and meet the expectations of top consulting firms.

That’s why I recommend starting your prep early.

Ideally, you should start your case interview prep 3 months before your interviews.

However, you can be case-interview-ready in as little as 4 weeks if you have a well-structured plan . 

Now, let’s see the second of the 16 case interview tips. 

Related article : 11 must-know frameworks to ace your case interviews

Case interview tip #2 - Develop your (structured) problem-solving skills

Consultants consider themselves as professional problem solvers.

This means that they don’t solve a problem by jumping randomly from one analysis to another. 

Instead, they approach every problem in a structured way. 

To do so, they use several problem-solving techniques, including the famous MECE issue trees . 

And, of course, during case interviews, your interviewers will assess your ability to create MECE issue trees.  

So, if you struggle with creating MECE issue trees, you can do the following exercise :

A useful exercise to develop your capacity to create MECE issue trees

Step_#1- Pick up a case from this list

Step_#2- To create your initial structure, write on a piece of paper all the factors that can be a root cause or a solution for the problem. 

This is a brainstorming exercise, so take your time (even 15 minutes is ok) and be as detailed as possible.

Step_#3- When you have a solid list of factors (target minimum 30 different factors), take another piece of paper and organize the factors you found in categories and subcategories . 

Again, take your time. When you organize your ideas into categories, you can find more ideas, which is perfect. 

Step_#4- Repeat this exercise with 10-15 different cases. Then you will see many benefits emerging. 

First, you will need less and less time to find a solid list of ideas. 

Secondly, you should start thinking of the categories and subcategories first (before the detailed ideas). This means that you start thinking top-down (and not bottom-up) about a problem, which is exactly what you must demonstrate during your case interviews.

Now, let’s see the third of the 16 case interview tips.

Case interview tip #3 - Develop your analytical skills

Structuring the case problem well is great, but, to distinguish yourself, you will have to get to the ‘so what?’ ideas in a case . 

That’s why, in this paragraph, I will define analytical skills and show you how to improve yours. 

So, first, what are analytical skills?

In short, your interviewers want to know if you can gather the right information, analyze this information, and form more complex ideas from it. 

In other words: can you turn data into actionable information?

Secondly, how to improve your analytical skills?

Here, I’ve listed 5 ways to develop your analytical skills and crack any cases:

#1- Determine the causal relationship between 2 elements

You will impress your interviewer with your analytical skills if you can easily discuss the cause and effect relationship between 2 facts.

For instance: if a new player enters a market (the cause), your client’s market shares might go down (the effect). Another potential effect: their marketing expenses can increase (to protect their market shares).

Attention: you must be able to make a distinction between correlation (the trending of two or more variables in the same direction) and causation (when a trend in one variable causes a trend to occur in one or more other variables).

Thus, for every data and information provided in a case, ask yourself:

• What’s this data mean for the problem? For my client?
• What are the implications of this data?

#2- Practice with GMAT questions

You can practice both the verbal and quantitative sections of the GMAT to develop your analytical skills.

And all the questions are good exercises to strengthen your analytical thinking.

#3- Talk about a problem or a situation with other people

Here, the goal is to consider opposing viewpoints.

When analyzing data in case interviews, the best candidates can consider all possible interpretations and are not stuck in one way of thinking.

That’s why, talking with someone else about a problem or a business event can expand your perspective, fix the biases you might have, or deepen your way of thinking.

Also, at the end of a practice session, you can discuss with your case buddy the different ways to approach and solve the case problem.

#4- Learn how to read and interpret data

Before analyzing data, it’s important to correctly read the data provided, whether it’s in a chart, a table, or in a text.

To do so, I recommend reading articles in business newspapers (like The Economist).

For instance, you can see how the article details the data represented in the charts and the conclusions made from these charts.

Also, you can read articles from the websites of McKinsey, BCG, or Bain & Company; these articles have many well-commented charts.

For instance, here is an interesting article to read .

#5- Examine past business decisions

I love reading interviews from CEOs.

Because it’s a gold mine of information.

Especially when an article explains why a CEO made a particular strategic decision.

For your prep, read such interviews and list the facts that led a CEO to make a decision.

Now, let’s see the fourth of the 16 case interview tips.

Case interview tip #4 - Develop your business acumen

‘Thinking business’ should seem natural and almost second nature during your interview. 

Otherwise, having difficulty developing key business insights can indicate that you may struggle on a consulting engagement, leading to rejection. 

One of the useful tactics for learning to ‘think business’ is when you learn about recent business events, try to figure out the (direct and indirect) implications of the event .

For example, imagine that the OPEC nations have decided to restrict the supply of oil. 

A first direct implication can be: gas prices will increase, which means that oil company revenues will increase as well. 

An indirect implication can be: the sales of SUVs will decrease, which means that  Auto companies will be offering more sales promotions on SUVs.

Another indirect implication can be: the use of public transportation will increase.  

And so on… you can think of dozens of other implications. 

If you want to learn more about how to develop your business acumen, contact me.

Case interview tip #5 - Develop your communication skills

This is probably the skill that is the most difficult to hone.

At least, it was for me…

As a Strategy Consultant, you must speak the CEO-level language, which has 3 characteristics:

• Being concise . A CEO has a busy agenda, so your communication must be sharp and to the point
• Starting from the high-level message and go into details only if needed . Never start by sharing the nitty-gritty details first.
• Being structured . Even if Consultants may sound like robots, this is the best way to be understood when presenting solutions to solve a complex problem.

A good starting point to learn how to speak the C-level language, I recommend reading a book named ‘the pyramid principle’ by Barbara Minto.

She was the first female partner at McKinsey and she defined the concepts behind C-level communication. 

This book is a must-read if you are serious about getting into Consulting. 

Case interview tip #6 - Learn this concept of Finance

You don’t need to have a Master in Finance to be a case interview champion. 

However, having some basic knowledge of Finance can help you solve a case. 

For instance, to determine how to reduce operating expenses, you can use the key components of a P&L (a.k.a. profit and loss statement or income statement) . 

The P&L statement is a financial statement that summarizes the revenues and costs incurred during a specific period (namely a quarter, a semester, or a full year). 

Also, the P&L statement provides a clear view of the 4 cost categories that need to be deducted from revenue to calculate the margin.

#1: The costs of manufacturing (or production) : it includes all the costs and expenses directly related to the production of the products or services provided by the company. 

COGS is deducted from revenues (sales) to calculate gross profit and gross margin. Higher COGS results in lower margins.

#2: The costs of selling : Selling expenses include the costs of selling (marketing expenses, salaries of sales staff) and distributing the products.

#3: The costs of administrating : G&A expenses include the costs to manage the company (labor costs for IT, HR, etc. + Rent + Utilities, etc.).

#4: The costs of investing : Depreciation is an accounting convention that allows a company to write off an asset’s value over a period of time, commonly the asset’s useful life. 

Now, let’s go back to our case interview example of how to reduce operating expenses. 

Instead of structuring your cost analysis with the overused Fixed and Variable Costs, you can break down your analysis by using the 4 cost categories above. 

Case interview tip #7 - Practice with a focus on quality, not quantity

You already know this: practice makes perfect. 

But practice makes it permanent too.

In other words, you can develop bad habits. 

Then you can repeat these bad habits during real interviews with a $100k+ job at stake…

Plus, over-practicing can result in mental burn-out and drive your thinking towards frameworks and past cases you’ve seen instead of thinking creatively and independently on the big day.

(That’s the mistake I made when I was first preparing for my interviews)

Thus, here is an exercise you can do to sharpen your case cracking skills without going through 80+ case studies:

Step_#1 – Prepare one case that you’ll give as an interviewer.

Step_#2 – Give this case to at least 10 different people. They will solve the case using different perspectives and approaches.  

Step_#3 – Put together the best practices from your peers to build your approach.

Step_#4 – Repeat the process with another case.   

Also, I recommend creating and maintaining an error log.

In other words: keep track of the mistakes you made and develop a plan to improve your weaknesses . 

When you review this error log (for instance every week), what kinds of error patterns are you noticing?

Then, your weakest areas must be where you spend the most of your prep time.  

Case interview tip #8 - Practice with (ex) Consultants

Relying solely on other beginners / non-consultants is basically “the blind leading the blind” and may result in unproductive feedback (and rejection).

On the other hand, doing a mock interview with a Consultant have many benefits:

• Practice with a real, qualitative case interview example
• Get feedback from an expert and learn how to fix your weaknesses
• Better understand how do you position yourself against other candidates
• Feel more confident and better prepared for the big day

Interesting, don’t you think?

So, before the interview, you must build relationships with Consultants at your target firms.

For instance, you can:

• Attend as many events as possible for the firms that interest you. At these events, talk to as many people as possible to make a good impression.
• Have a good set of questions to ask firm representatives to show your level of interest in the company.
• Get the contact information for each person with whom you speak and follow up with an email after the event.
• Important: always make a positive impression when interacting with company representatives. Assume that all interactions with a firm’s employees can affect your standing.

Finally, I recommend doing mock interviews with Consultants only when you’ve reached an intermediate level.

Feedback from Consultants should be relied upon to sharpen your case cracking skills, not initiate them.

Get 4 Complete Case Interview Courses For Free

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During Your Interviews: Ace The Case Study With These 8 Case Interview Tips

Case interview tip #9 - communicate your thought process.

This is important:

During your case interviews, the game you’re playing is NOT to find the right answer. 

There is no right or wrong answer.

Instead, the game you’re playing is to show your interviewers how you think.

In other words, they want to understand your thinking process . 

Therefore, make sure you always communicate clearly your reasoning and your assumptions. 

Talking through what’s going through your mind (in general terms) can give the interviewer a chance to give you correct information if you’ve got something mixed up or ask follow-up questions to gain more insight about you as a candidate. 

This tip goes for when you’re doing your math, brainstorming, and providing some sort of insights in response to a question .

Finally, as mentioned in the case interview tip #5, read the book named The Pyramid Principle to learn about how to talk like a Consultant. 

Case interview tip #10 - Be (extremely) structured

STRUCTURE, STRUCTURE, STRUCTURE!!! 

This is one of the most important case interview tips.

Being structured is the thing you should focus on most from the start of the interview until the end. 

Structure everything from the paper that you take your notes on…to the way you do your initial case issue breakdown…to your setup and execution of the math…to what you say in your final case wrap-up. 

And having a structured approach to everything you do in a case interview is more important than getting the “right” answer to “crack” the case.

For instance, you won’t get an offer if you don’t know how to break down case problems into distinct segments to create a structured roadmap. 

Also, be sure that your problem components are MECE .

• Mutually Exclusive : there is no overlap between the issues to be investigated
• Collectively Exhaustive : all potential issues have been identified and are present in your issue tree

Finally, be creative .

This is pretty self-explanatory, but try not to get bogged down and restricted to the format or ideas that a particular framework might lead you to.

There are many ways to solve a problem and a little creativity may be just what it takes to get you over the top when the interviewers are doing their evaluations.

Case interview tip #11 - Think about the Big Picture

Think about the “Big Picture” whenever you can in your case interviews… don’t dig too deep in the details until you have to. 

Digging too deep early and getting lost “in the weeds” can lead to missing out on information that might get you to the desired answer. 

If the first thing that pops into your mind is the details of what information you want, take an extra second to think about why you need that information and it will likely give you another layer of structure for your analysis. 

The “Big Picture” thinking should be the foundation of your approach at all stages of the case, but it is especially important when you’re doing your initial case “roadmap” and issue tree. 

The executives and managers that you’d be consulting to will likely have a “Big Picture” view of things, so you should train yourself to have the same sort of outlook.

Case interview tip #12 - Demonstrate business judgment

• Prioritize the case discussion on the most important issues
• Make practical and tangible recommendations
• Is this issue large or small relative to the others?
• Is my recommendation practical?
• Will my recommendation make a difference in the short life span of an investor or CEO tenure?
• Knowing the risks, is this how I would spend my money if I were accountable?

Case interview tip #13 - Take time to think

Take time to think about what you’re going to say before you say it. 

There is nothing wrong with taking 5 or 10 seconds to think through something when the alternative is simply saying the first thing that comes to mind. 

Remember, you’re not in a race against the clock…you’re in a race to get a Consulting offer.

Case interview tip #14 - Make accurate calculations

When I coach people I’m always very strict with this rule:

NEVER round numbers.

Most interviewers don’t like it and can reject you if you round numbers.

First, believe it or not, but for Consultants, there is a strong correlation between your mental math skills and your chances to be a successful Consultant.

Secondly, if they give you numbers to compute in a case interview, test your quantitative skills, not how good you are at simplifying the calculations.

Thus, you must learn some math tricks to answer math questions accurately and quickly, even in a stressful context like a case interview.

For instance, you can use the rule of 10’s and the rule of halves.

This rule consists of breaking difficult numbers into either tens or halves to do quick calculations.

Example: what is 37% of 25,000?

• 25,000 / 10 = 2,500 => 10% of 25,000
• 2,500 / 2 = 1,250 => 5% of 25,000
• 2,500 / 10 = 250 => 1% of 25,000
• From the above, you can answer the question: (3 x 2,500) + 1,250 + (2 x 250) = 7,500 + 1,250 + 500 = 9,250 = 37% of 25,000

A last piece of advice: do not try to do calculations in your head unless you’re sure you can solve them correctly.

Case interview tip #15 - Use ‘educated guesses‘ when concrete data is not provided

Finding the balance between when and when not to use assumptions is a tough question.

So I always default to the following rule of thumb…

If you need a piece of information during the case, ask for it.

The worst that can happen is that the interviewer won’t have the information and you’ll have to make an assumption (an ‘educated guess’) about it.

And the alternative to not asking is making an invalid or incorrect assumption and going down the wrong path when the interviewer had a ton of data waiting for you all along.

Basically, use assumptions within reason and know that, in many cases, the interviewer likely has data that can help you crack the case wide open if you use it right.

In case you have to make assumptions:

• Say out loud what your underlying hypotheses are
• Use numbers that are easy to compute
• Leverage the information already disclosed in the case to come up with ‘realistic’ assumptions
• Or leverage information you know from comparable industries to come up with ‘realistic’ assumptions

Now, let’s see the last of the 16 case interview tips.

Case interview tip #16 - Keep clean and organized notes

This case study tip is about note-taking in case interviews .

A good reason for having clear notes is so that you don’t confuse yourself during interviews.

When under the stress of an interview situation, it is easy to lose track of a number, a fact, or some piece of data that could help you solve a problem.

And the time it takes to find that lost data is time that you could be plugging away at your case analysis.

Neat note-taking is a simple way to avoid that problem.

So how to take neat notes?

With these 3 tactics:

First, use 3 separate sheets of paper (landscape-oriented).

• One sheet of paper for your structure (your MECE issue tree)
• The second sheet of paper for the facts & data given by the interviewer
• Another sheet of (scrap) paper for math calculations

Important: even if you are doing some calculations in your head, be sure to write our solutions down so you can refer back to them later. 

Secondly, use tables to demonstrate structured presentation of information . 

For instance, you can organize your notes (and the calculations you must perform) like this:

Lastly, write in pencil . 

This may seem basic, but being able to erase mistakes can go a long way toward producing clean and easy-to-read notes. 

That wraps up the 16 case interview tips and techniques presented in this article. 

I hope you found those 16 case study tips interesting and useful. 

Now, it’s time to hear what you have to say. 

Were any of these case study interview tips new or surprising? Or maybe you have a question.

Either way, let me know your thoughts in the comments section below.

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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.

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)
• 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!

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How to practice case interviews alone

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Nothing can beat practicing live cases with a partner. In fact, 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. However, there are certain skills you can practice alone to supplement your live case practice and give your preparations a boost. Here, we explain how to do this effectively.

Practice specific skills with drills

Drills are interactive exercises that pose rapid-fire questions and then provide instant feedback. They help you build your skills and confidence in specific case dimensions quickly, allowing you to make the most of the time you spend practicing live cases with partners. Our Interview Prep Course includes comprehensive sets of drills that cover four key areas: structuring, calculation, case math and chart interpretation.

Structuring

Developing effective case structures is a critical skill for success in case interviews. The former McKinsey consultants in our team at CaseCoach made structuring practice a regular habit as part of their interview preparations. In the two weeks leading up to their interviews, they spent 20-30 minutes every day reviewing case questions, developing structures for them and then evaluating their effectiveness.

Our structuring drills help you to build this kind of practice into your own preparations. The exercises include scope for posing clarifying questions and provide multiple solutions to each problem to illustrate the diversity of thinking that you can apply.

Calculations

Case interviews require candidates to demonstrate only a high school level of math skills. However, with no calculators allowed and an interviewer looking over their shoulder, many people find this aspect of the interview challenging.

If you’re not 100% confident that you can divide two numbers, simplify fractions or multiply percentages on paper, it’s a very good idea to do some practice as part of your case interview preparations. Our calculation drills help you brush up your skills across a wide range of mathematical operations under timed conditions, with questions available at both ‘standard’ and ‘advanced’ difficulty levels.

Case math questions put your calculation skills – and more – to the test in a case interview.

These questions require you to consider a hypothetical client problem that usually includes multiple data points. You must then set up an approach to solving the problem – usually in the form of an equation – and then calculate the solution. Finally, you must draw a specific conclusion to the problem that provides a recommendation to the client on how to move forward.

Our case math drills allow you to practice tackling case math questions from start to finish. They help to build familiarity and confidence with case math and to build the skills required to solve these problems.

Chart interpretation

In most case interviews, candidates are presented with at least one exhibit that they are required to interpret and draw conclusions from. This portion of the interview tests part of the dimension of ‘judgment and insight’, where showing good capability can be a major way to differentiate yourself from other candidates.

The exhibits used in case interviews often take the form of charts, and a wide range of formats can be used. Without understanding the different types of charts you might come across in a case interview, you could easily become confused or unnerved if you’re presented with a format you don’t recognise.

Our chart drills give you the opportunity to familiarize yourself with a wide range of chart formats and to practice the skill of interpreting the data under timed conditions.

Watch videos that show good case interview performance

An effective way to learn how to navigate a case interview is to observe how successful candidates tackle the challenge. Our Interview Prep Course includes many videos of former top consulting interviewers giving sample case interviews to successful candidates, and providing feedback on their performance.

To get the most from these videos, we recommend pressing pause after each question, making a note of your answer, and then comparing it to the interviewee’s response and the interviewer’s feedback.

Remember that solo practice shouldn’t replace practice with a partner

Supplementing your case practice with the solo exercises we’ve recommended here is a great way to boost your preparations for interviewing with a top consulting firm. However, it’s vital to remember that solo practice shouldn’t replace live practice sessions, which allow you to put all the skills you’ve developed through your solo work into action, and experience the case interview format first-hand with a partner.

At CaseCoach we can connect you with a diverse community of fellow candidates who are all available for case interview practice in our Practice Room . In each session, you’ll play the roles of both interviewer and interviewee to gain a robust understanding of the assessment dimensions, as well as hone your case-cracking skills.

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How to tackle consulting case study interviews

Brianne turk, business cases.

At most consulting firms, the case study interview will involve a real-life or fictional business scenario that you must problem-solve on the spot in front of your potential employer. The business scenario will likely be one that the firm typically consults on. The aim of this type of interview is not to see how much you know about the market or firm itself, but to uncover what skills and thought processes you use to arrive at your conclusion.

During the case study it’s likely you won’t be given all the information you need at once. Treat the interviewer like a client and ask relevant questions, but don’t be surprised if the interviewer continues to withhold information. They might be testing you to see how you cope and improvise under pressure. In this instance, stay focused and continue to work through the scenario aloud, explaining your processes and reasoning. If you need to make assumptions to move the case forward, articulate exactly what these are.

The fantastic thing about business case questions is that there are often multiple valid solutions. How you arrive at your answer provides more insight for the interviewer than the answer itself.

Let’s break it down

The analysis of any business case is complex, let alone when you’ve been put on the spot. Here are the most important things for you to think about on the day:

Take pen and paper

To help you clarify your thoughts (and complete maths sums if need be) make sure you have pen and paper. You don’t want to look unprepared by asking to borrow a pen before the interview has even begun!

Listen, take notes, and ask questions

Focus! Listen to what is being said and jot down any first impressions or questions you have. When you do formulate questions, make sure they are thoughtful and necessary. Most importantly, remember to listen to the answers you are given. If you become overwhelmed and miss a piece of information, ask for it again.

Decipher what the problem is

Be clear about what the problem is that you are being asked to solve. Summarise it back to the interviewer if you need confirmation.

Decide how you are going to approach the problem

If you have a number of problem-solving techniques up your sleeve, choose which one to use. If you don’t, articulate how you are going to go about solving the problem. You might say, “To begin with I will analyse ‘x’, then ‘y’, and then compare the two”. This provides both the interviewer and yourself with a structure to follow.

Talk aloud as you analyse the scenario

Start talking! This part takes some practice, so it’s best to have completed a few mock cases with friends, colleagues or family. Explain the steps you are taking and focus on the reasons why you are taking them. Back-up your choices with logic. Note any assumptions you are making.

Confidence, composure, eye contact

You’re being tested on how quickly you can analyse a case and present it on the fly in a high pressure situation. Speak clearly and concisely with confidence and good eye contact. Show the recruiter that you have the skills to communicate with clients of all ages and deliver presentations in a calm manner, despite how you are feeling inside.  

You won’t be doing yourself any favours if you rush. If you need a moment to collect your thoughts or even back-track, just ask for it. Having this self awareness, and returning with composure and a clear direction will be looked upon favourably. Work out which pieces of information are important, and what has been put there to bamboozle you. Pay attention to detail and ask more questions if you need further information.

Summarise findings and make recommendations

Before putting forward your conclusion, recap how and why you arrived at your solution. Then deliver your conclusion with authority, again showing your capacity to confidently deliver a presentation. You could also mention any areas where you got stuck, and what you might do differently if given the chance.

Example questions

There are many different types of business scenarios that you might be asked to perform a mock consult on. Here are some of the most common scenarios for you to practice with:

• Introduction of a new product: recommend a strategy for introducing a new product into a market. E.g. Cadbury have released a new range of chocolate bars. How should it be introduced to the market?
• Entering a new market: an existing company wants to enter a new market. Analyse if this is viable. E.g. A female clothing brand is considering opening a menswear line. Provide an analysis of the market, and the company’s capacity to successfully deliver to this market.
• Entering a new geographical market: should a company expand to a new area? E.g. Myer are considering an expansion into New Zealand. Is this viable?
• Falling profits case: why have the profits of a company fallen? E.g. investigate why there has been a sharp decline in iPhone sales in the last 12 months.
• Mergers and acquisitions: investigate the likely success of a proposed merger or acquisition. E.g. Two high profile gyms are considering merging. Report on the likely success of this merger.
• Site location case: provide the company with recommendations for new site locations. E.g. Provide recommendations for five alternate site locations within a 20km radius of a company’s head office.
• Change in legislation: inform your client of what a change in policy or regulatory environment means for their business. Propose strategies to manage this. E.g. The maximum class size for Victorian school’s has been decreased. How does the client (school) best navigate these changes?
• Competitive response: propose what a company should do next, in response to their competitor’s actions. E.g. An adult clothing retailer (competition) has expanded their range to childrenswear. What action should the client take?

Get together with friends and have a go at practice case studies for different types of questions. The more you practice, the easier they will become.

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Guesstimates

While nearly all firms like to see how you problem-solve your way through a mock business case, some firms also like to see how you respond to other types of problem-solving situations.

Guesstimates are questions that require you to reach an estimated answer through analytical and logical thinking. They are, as their name suggests, an estimated guess.

Like business cases you’re required to talk through your problem-solving process aloud, however you’re only given a small amount of information so you’re not expected to reach an exact answer. That said, if your answer is not plausible then obviously your common sense will be questioned!

Guesstimates have the potential to throw people off their game due to their seemingly irrelevant nature. You might be interviewing for a technology consulting firm but asked “How many burgers does Red Rooster sell each year?”. It’s no wonder candidates can be caught off guard! In this instance it's vital to forget about the obscurity of the question, and simply focus on solving it.  

When working on a guesstimate, it’s handy to follow a similar process to that of the business scenario.

Let’s use the question: How many ping pong balls can fit into a Boeing 747?

Firstly decide and communicate to the interviewer how you will structure your problem-solving process. Begin talking aloud as well as jotting down any maths equations used to analyse the problem. For example, you could estimate L x W x H to roughly gauge the volume of a Boeing 747 cabin. Next, estimate how many ping pong balls fit side by side in a metre line. Now you can cube this number and you have an estimate of ping pong balls per cubic metre. Finally, you can multiply this number by your estimate of the Boeing 747 cabin volume (in cubic metres) to give a guestimate answer to how many ping pongs balls should fit into the plane.

Note that even though your answer will not be exact, you have demonstrated to the interviewer your ability to break down a question into its components, and problem solve with a logical and structured approach.

When completing guesstimate questions, here are a few tips to remember:

Round up and down

Rounding numbers up and down will allow you to work with simple numbers that are easy to calculate. This will help you work faster and with fewer mistakes.

Write out your equations

You might be speedy with sums in your head, but if you need to backtrack because the interviewer gives you further information, or because you have found yourself stuck, it’s helpful to have the sums written down.

Remember all the basics from your business scenario

Be calm, clear and logical, articulate any assumptions, take your time and most importantly explain your reasoning.

Most guesstimate questions are fairly similar. A few examples to practice on are:

• How many dogs are there in Australia?
• How many people fly in and out of Heathrow airport each day?
• How many kgs of bananas are sold in Australia each day?

Brainteasers

Brainteasers are not as common in case study interviews as they once were, but just like guesstimates they have the potential to catch you off-guard. Don’t let this show!

Brainteasers are problems and puzzles that often appear unsolvable at first, but always have a solution - or multiple valid solutions! While some require mathematical skills and logical thinking, others test creativity, lateral thinking and the ability to ‘think outside the box’. Firms are very interested in seeing the latter.

Brainteasers come in the form of questions, riddles or puzzles, and allow the interviewer to see what processes are used to reach an answer when only minimal information is supplied.

There are an infinite number of brainteasers out there! Here are just a few:

• Jane is going to offer a job to the wisest candidate. She has asked them all to bring something to their interview that could fill the entire room, but is also small enough to fit in their pocket. What would the wisest candidate bring?
• In a room there were 66 handshakes. If everyone shook hands with each other only once, how many people were in the room?
• Is there anything interesting about the following numbers: 88, 11, 5, 4, 9, 1, 7, 6, 3, 12, 2, 0?
• Five people are found dead in a cabin in the woods. The cabin is not burned, but the woods around it is. How did the men die?

A lot of people don’t know where to start when approaching these types of questions. To help get you going, we think it is worthwhile to:

Note your assumptions

As these questions are designed to fool you, it’s always worth noting your assumptions. This might be an assumption of what the question is asking you to find out, or your assumption of what a word means. For example, did you assume that the third example above was asking for a numerical pattern? Or did you assume that the cabin in the fourth question was a wooden cabin built in the woods?

Look for alternate meanings

Once you’ve identified your assumptions, it’s time to think outside the box and find other ways to consider the question. For example, if you assumed there to be a numerical pattern in the third example, what else could be ‘interesting’ about it? If you read the numbers out loud you might discover that they are written in alphabetical order. Likewise in the fourth example, are there any other meanings for the word ‘cabin’? The question could be referring to an aeroplane cabin that fell from the sky, killing the passengers and burning the woods around them.

The answers may not come straight away, but we guarantee that the more stressed you become, the less likely you are to arrive at a possible solution! Take a breath and come at it from a different angle. Think of the bigger picture.

Oh and if you wanted answers to the above examples, here they are:

• A box of matches (fills the room with light) / ipod (fills the room with music)  
• They are listed in alphabetical order
• In a plane crash, they are in the cabin of a plane.

One final thought

Regardless of how many case study interviews you are required to do, or whether you are given a business scenario, guesstimate or brainteaser (or all three!), everyone gets stuck at some point or another. It’s almost a rite of passage!

When this happens, either explain to the interviewer that you are going to backtrack, ask a question to gather more information, or simply admit to the interviewer that you are stuck and need assistance. Each of these options is better than losing your composure and confidence! Show initiative by changing the direction of your problem-solving process, and demonstrate flexibility by taking on suggestions that are offered to you. Use this opportunity to impress the interviewer with your capacity to keep it together and deliver a conclusion even when you’re feeling overwhelmed.

And always remember, in a case study interview the firm is more interested in the skills you use to solve problems, navigate challenges and keep yourself together, than your arrival at the ‘perfect’ solution.

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How to Write Consulting Case Studies That Win Clients

KEY TAKEAWAYS

• Begin your case study by clearly defining the problem you solved, followed by a structured approach to present the problem statement.
• You should showcase your unique approach, research methods, and data collection techniques in the case study.
• Analyze the problem thoroughly by dissecting its components and contributing factors.
• Actionable recommendations are key to success in consulting projects, so mention specific, measurable, achievable, relevant, and time-bound recommendations.
• When it comes to showcasing the results, discuss both quantitative and qualitative data to demonstrate the impact of your work.

1. Start With the Problem That You Solved

• Step 1: Start with the client's background and industry context.
• Step 2: Mention specific pain points and challenges.
• Step 3: Write client objectives and goals.
• Step 4: If applicable, conduct root cause analysis (RCA).
• Step 5: Add details of the scope and any constraints.
• Step 6: Incorporate quantitative metrics for problem severity .
• Step 7: Utilize qualitative insights for a deeper understanding of the problem, if applicable.
• Step 8: Emphasize the problem's impact on client goals.
• Step 9: Conclude with a clear and concise problem statement.

2. Discuss the Methodologies Used

Research methods, data collection, 3. dig deeper with the analysis, problem breakdown, evaluation of alternatives, data-driven insights, 4. offer smart recommendations.

5. Results, Results, Results

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