consulting case study prep

• 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?
• What do I need to learn to solve cases?
• How do I practice for case interviews?
• Fit interviews
• Interview day - what to expect, with 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 etc. You might need to pass these 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. 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. Two: 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. Three: 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. Four: 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. Five: 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.

For more detail on all this, check out our full article on delivering recommendations .

Prep the right way

2.2. 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. 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 an interview with a top firm. Getting through the resume screen and any aptitude tests is an achievement in itself!

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…

2.2.1. 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.

2.2.2. 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 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 four. 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.

2.2.3. 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.

2.3. Typical case interview format

Before we dive in to the nuts and bolts of case cracking, we should give you a bit more detail on what exactly you’ll be up against on interview day.

Case interviews come in very similar formats across the various consultancies where they are used.

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.

2.4. Differences between first and second round interviews

Despite 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.

2.5. 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.

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.

2.5.1. Candidate led vs interviewer led case formats

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.

However, a McKinsey case interview - especially in the first round - 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.

McKinsey’s cases are thus referred to as “interviewer-led”. 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.

2.5.2. 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.

2.6. How are things changing 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 interview blurs. Online cases don’t just reduce the number of candidates to interview, but start directly replacing interviews.

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 “dumb” 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 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.

2.6.1. 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 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.

3. What do I need to learn to solve cases?

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 cases 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.

3.1. Business fundamentals

Obviously, you are going to need to be familiar with basic business concepts in order to understand the case studies you are given in the first instance.

If you are coming from a business undergrad, an MBA or are an experienced hire, you might well have this covered already.

However, many consultants will be entering from engineering or similar backgrounds and the major consulting firms are hiring more and more PhDs and non-MBA master's graduates from all subjects. These individuals will need to get up to speed on business fundamentals.

Luckily, you don’t need a degree-level understanding of business to crack interview cases, 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. 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

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!

3.2. How to solve cases like a real consultant

This is the really important bit.

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 interviews.

To address this problem, the MyConsultingCoach team has developed a new, proprietary 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, 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.

This video has more information on how frameworks can be unreliable and how we address this problem:

Otherwise, let's zoom in to see how our method actually works in more detail:

3.2.1. 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!

3.2.2. 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

In practice, structuring a problem with our method means drawing up either an issue tree or an hypothesis tree , depending on how you are trying to address the problem.

These 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.

It is worth noting that the same problem can be structured in multiple valid ways by choosing different means to segment the key issues.

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.

Join thousands of other candidates cracking cases like pros

3.2.3. 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, 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.

3.2.4. 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 an 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.

3.3. Common case types and the building blocks to solve them

You should tackle each new case on its own merits. However, that’s not to say there aren’t recurring themes that come up fairly reliably in cases - there absolutely are. Business is business and case studies will often feature issues like profitability, competition etc.

Old fashioned framework approaches would have you simply select a defined framework for each kind of case and, in effect, just run the algorithm and wait for a solution to fall out.

We’ve already explained how frameworks can let you down. In this context, too many candidates will fall into the trap of selecting a framework for that case type that simply won’t work for their specific case.

The counterpoint in favour of frameworks, though, is that they are at least fast and prevent you having to start from the ground up with a common kind of case.

Ideally, you should have the best of both worlds - and this is why, in our articles on this site and in our MCC Academy course, we have developed a set of “building bocks” for common case themes.

As they name suggests, building blocks give you modular components for different kinds of case to help build out your own custom structures faster. These then allow you to leverage the symmetries between cases without inheriting the inflexibility of frameworks.

Let’s take a look at five different case types and get a brief idea of how our building block approach helps you with each. You can find more detail on each in the full length articles linked, as well as in the full-length video lessons in our MCC Academy course.

3.3.1. Estimation

Consultants need to push forward to provide definitive recommendations to clients in a timely manner despite typically not having access to full information on a problem. Estimation of important quantities is therefore at the heart of real life consulting work.

Estimation is thus just as fundamental to case cracking.

A case interview might centre on an estimation question, and this might be quite common for a first round interview. However, estimation is also very likely to be a crucial part of pretty well any other kind of case question you receive is likely to include estimation as a crucial component of your analysis.

The kinds of estimation you might be asked to make in a case interview can be very daunting:

• How many bank branches are there in Italy?
• How many cars are sold in Berlin in one year?
• How many people will buy the latest high-tech smartphone on the market?

You might have no idea where to begin with these examples. However, tempting as it might be, your answer cannot ever be a simple guess .

A decent estimation does have a guessed element - though this should really be an educated guess based on some pre-existing knowledge. However, this guessed element is always then combined with a rigorous quantitative method to arrive at a reasonable estimation.

In context of a case interview, it’s important to realise that your interviewer doesn’t really care about the right answer (they don’t need to ask you to find out, after all). What’s important is showing the rational process by which you get to your answer.

A guess that was somehow exactly correct is no good compared to a “wrong” answer that was reached by a very sensible, intelligent process of estimation. In cases, this method will often be a matter of segmentation.

So, where would we start in working out how many cars are sold in Berlin, for example?

The key to estimation case questions is the ability to logically break down the problem into more manageable pieces. In consulting case studies, this will generally mean segmenting a wider population to find a particular target group. For example, starting from the total population of Berlin and narrowing down to the cohort of individuals who will buy a car that year.

There are usually many ways to segment the same starting population, and several different segmentation schemes might be equally valid. However, it is crucial to choose the specific method best suited to the goal in answering the question and allowing you to best leverage the data you have available.

Segmentation must be allied with assumptions in order to arrive at an estimation. These assumptions are the “guessed” element of estimations we mentioned above. Assumptions cannot just be plucked from thin air, but must always be reasonable .

The example below showcases both the segmentation and assumptions made in an estimation of the size of the wedding planning market in London:

Our articles on estimation and the MECE concept are great starting points in getting to grips with consulting estimation. However, the best place to learn how to make estimations is with the dedicated building block video lesson in our MCC Academy course.

Those of you from physics or engineering backgrounds will probably see a lot in common with Fermi questions . We have plenty of estimation cases for you to work through in our free case library. However, Fermi questions are a great way of getting a little extra practice and you can find a lifetime’s supply online.

3.3.2. Profitability

The fundamental goal of any normal business is to maximise profits - nobody is getting up and going to work to lose money. Even Silicon Valley tech start-ups are supposed to be profitable some day!

Profitability problems are thus bread and butter issues for management consultants.

Clients often tell consultants broadly the same story. The business was doing in well in recent years, with strong profits. However, some recent turn of events has upset the status quo and led to concerns around profit levels. Consultants are brought in as businesses are often sufficiently complex that it can be difficult to figure out precisely where and why the company is losing money - let alone how to then reverse the situation and restore healthy profits.

Despite steady growth in customer flow, the Walfort supermarket chain has seen falling profits in the past year. What is the reason for this decline?

Understanding profitability ultimately means understanding the various components that determine a company’s profit. You will need to learn to decompose profit first into revenues and costs (profit being the synthesis of these two factors). Crucially, you then need to segment further, distinguishing different specific revenue streams and separating various fixed and variable costs.

To take an example, just examining the revenue side of profit, the incoming revenues for an insurance firm might be broken down as follows:

Improving profitability will inherently mean increasing revenues and/or decreasing costs. To solve profitability problems, we thus have to understand the ways we can minimise different costs, as well as ways to drive sales and/or optimise pricing to increase revenue. Importantly, you must be able to judge which of these options is best suited to address specific scenarios.

The key to tackling the complex kind of profitability questions given by MBB-level consultancies lies in this proper segmentation.

By contrast, old-fashioned case interview frameworks will simply have you look at aggregate cost and revenue data before recommending generic cost-cutting or revenue-driving measures. However, this will often lead to negative outcomes in more involved cases, making matters worse for the client.

For example, it might well be that a company actually makes a loss when it serves a certain cohort of customers. An airline, for instance, might lose money on economy class customers but make a healthy profit on each business class customer. Attempts to boost revenue by increasing sales across the board might actually reduce profit further by increasing the number of economy class customers. What is required is targeted measures to increase focus on business class and/or mitigate economy class losses.

You can start learning to segment these kinds of cases properly in our article on profitability , whilst the best way to really master profitability questions is our full lesson on the subject in the Building Blocks section of our MCC Academy course.

3.3.3. Pricing

For a company to be profitable at all, it is a pre-requisite that it charges the right price for whatever it sells. However, establishing what price to charge for any one product - or indeed a whole suite of related products - can be a highly complex business.

Consultants are often engaged to negotiate the many variables, with all their complex interdependencies, at play in pricing. Correspondingly, then, pricing is a common theme in case interviews.

• A company launches a new smartphone with a significantly improved camera. How much should they charge?
• A doughnut chain wants to start selling coffee in their shops. How much should they charge per cup?

Clearly, lot of different factors can influence the answers to these questions, and it can be difficult to know where to start. To get a handle on all this complexity, you will need to take a methodical, structured approach.

To really understand pricing, you must begin from fundamentals like the customer’s willingness to pay, the value captured by the company, and the value created for the customer. These basics are shown in the diagram below:

This might seem simple enough, but the exact level at which prices are ultimately set is determined by a whole host of factors, including product availability, market trends, and the need to maintain a competitive position within the market. In particular, if we are changing the price of an existing product, we must consider how the price elasticity of demand might cause sales to fluctuate.

Our four-step method for pricing starts from establishing the customer’s next best alternative, calculating the value added by our own product, and working from there. A summary of this method is given, along with an overview of pricing in general, in our article on the subject . However, the most complete resource is our pricing lesson in the MCC Academy .

3.3.4. Valuation

Valuation is fundamental to any kind of investment. Before allocating capital towards a particular opportunity, an investor must understand precisely what value it holds and how this compares to the other available options.

In short, valuation tells us how much we should be willing to pay to acquire a company or an asset.

There are many ways to value an asset - indeed the finer points are still subject to research in both the academic and private sectors.

Standard ways to assign value include asset-based valuations (notably the Net Asset Value or NAV) and the various multiples so widely used by market traders.

However, in consulting case interviews, you will only usually need to be familiar with Net Present Value (NPV) . This means you need to learn and master the NPV equation:

CF = Cash Flow r = Discount Rate

Whilst this is a pretty simple equation on the face of it, in order to make proper use of it, you will also need to develop a feel for interest/discount rates appropriate to different cases. This will be essential, as you will often have to estimate rational values for these rates for different investments before plugging those values into the NPV equation. Our Case Academy course has more detail here.

Note, though, that NPV is only really half the story.

NPV provides a kind of “absolute” value for an asset. However, the fact is that the worth of any asset will be different for different buyers , depending largely upon what the buyer already owns. In just the same way a spare clutch for a 1975 Ford will be a lot less valuable to a cyclist than to someone restoring the relevant classic car, so a courier business will be more valuable to an online retailer than to an airline.

As such, what we call the Total Enterprise Value (TEV) of an asset is calculated as a function of that asset’s NPV and of the potential cost and revenue synergies resulting from an acquisition. This is shown in the useful structure below:

You can learn more about all aspects of valuation in our article here , as well as in our dedicated video lesson in MCC Academy . These include guides to the kind of interest rates typically required to finance different kinds of investment.

3.3.5. Competitive Interactions

Most of what we’ve discussed so far in terms of case themes and our building block approach to them will all depend upon the prevailing competitive landscape our client exists within. Product prices, profit levels and ultimately valuations can all change over time in response to competition.

What is more, the zero sum dynamics of competitive interactions mean that these things can change quickly .

Companies enjoying near monopolies for years or even decades can quickly see their values go to zero, or near enough, in the face of some innovation by a competitor coming onto the market.

Nokia and Kodak thoroughly dominated the mobile phone and photography markets respectively - until new companies with new products pulled the rug out from under them and led to precipitous collapses.

New market entrants or old competitors with new ideas can throw a company’s whole business model up in the air overnight . Complex decisions about profound changes need to be made yesterday. Firms trying to save themselves will often slash prices in attempts to maintain sales - though this can actually make things worse and result in a corporate death-spiral. Consultants are then frequently called in to help companies survive - with this type of engagement carrying over to inform case interview questions.

You are running an airline and a low-cost competitor, like Ryanair, decides to start operating on your routes. You are rapidly losing customers to their lower fares. How do you respond?

Your eventual solutions to competitive interaction problems will likely need to be novel and unique to the situation. However, the process by which we understand competitive interactions and move towards those solutions is usually very methodical, moving through the limited dimensions in which a company can take action.

The following structure neatly encodes the general options open to responding to new sources of competition:

Of course, we would never suggest that you blanket-apply any strict, inflexible methodology to a whole swathe of case questions – this is precisely the approach that causes so much trouble for candidates using old-fashioned frameworks.

This structure is only a starting point - a shortcut to a bespoke framework specific to the case question in hand. You might well have to alter the details of the structure shown and you will almost certainly have to expand it as you lead the analysis . How you build out your structure and the solutions you provide are necessarily going to depend upon the specific details of the case question.

Thus, in order to deal with competitive interactions, you will need to put in the time to understand how the different strategies available function - as well as how competitors might then react to implementing such strategies. With enough practice, though, soon you won’t be fazed by even the most complex cases of competition between firms.

You can learn more in our article here and in our dedicated video lesson on competitive interaction in the MCC Academy case interview course.

3.4. Mental mathematics

Almost every interview case study will feature some mental mathematics and this is an area where many many candidates let themselves down.

As such, it makes sense to out in the time and make sure you are fully proficient.

Nothing beyond high school level is required, but you probably don’t do much mental arithmetic day to day and will likely need to practice quite a lot to get good enough to reliably perform at pace, under pressure.

We give a high-level overview of what you need to know in our consulting math article , but devote a whole section of our MCC Academy course to a deep dive on consulting math, with plenty of practice material to get you up to scratch.

4. How do I practice for case interviews?

As we said above - case interviews are much like chess. The rules are relatively quick to learn, but you need to practice a lot to get good.

If you’re working through our MCC Academy course, we recommend getting through the core Problem Driven Structure section. After that, you should be practising alongside working through the remainder of the course and beyond. However you do things, you need to get up to speed with the fundamentals before practice is going to do much more than confuse you.

Of course, if you’re enrolled in one of our mentoring programmes , your mentor will let you know precisely when and how you should be scheduling practice, as well as tracking your progress throughout.

4.1. Solo Practice

For solitary preparation, one of the best uses of your time is to work on your mental mathematics . This skill 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.

Once you've covered our Building Blocks section, you should then start working through the cases in My Consulting Coach's case bank alongside your work on the course. This is a large library of case interview questions and answers in different formats and difficulties.

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.

4.2. Peer practice

One you have worked through eight cases solo, you should be ready to simulate the 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.

4.3. Professional practice

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.

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 a just 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 the highest quality case interview coaching service available . Each MCC case coach is selected as an MBB consultant with two or more years of experience and strong coaching expertise.

Case interview coaching is hugely beneficial in itself. However, for those who want to genuinely maximise their chances of securing a job offer - and especially for time-poor, busy professionals or hard-pressed students who want to take the guesswork and wasted time out of their case interview prep - we also offer a much more comprehensive service .

With one of our bespoke mentoring programmes , 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!

4.4. Practice for online cases

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.

5. 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.

6. 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.

6.1. 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 interview can then begin.

6.1.1. 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.

6.1.2. 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.

6.1.3. 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 .

6.1.4. 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 .

6.1.5. 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 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!

6.2. 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 interviews are, in effect, around making sure you come across as effectively as you would in person.

6.2.1. Connection

It sounds trivial, but a successful video 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.

6.2.2. 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.

6.2.3. Lighting

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

6.2.4. 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 interview, but more so.

7. 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 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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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?

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

Related product

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Case Interview Preparation

Perform at your best during your case interview., bcgers share their case study interview tips., follow these dos and don ’ ts to ace your case prep:, test your case interview skills with these interactive quizzes..

Hacking the Case Interview

Looking for a case interview cheat sheet or study guide to help you prepare for your upcoming consulting interviews?

Download our Case Interview Cheat Sheet and Study Guide , which covers all of the most important things you need to know. If you are looking to read the case interview cheat sheet in plain text, we’ve included all of the text below.

This case interview cheat sheet covers:  

What is a case interview?

What do case interviews assess?

What is the structure of a case interview?

What are the common types of cases?

What formulas do you need to know for case interviews?

What numbers do you need to know for case interviews?

What are some case interview tips?

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.

A case interview is a 30- to 45-minute exercise that places you in a hypothetical business situation in which you and the interviewer work together to develop a recommendation or answer to a business problem.

• How can Walmart increase its profitability?
• How can Nike increase customer retention?
• How should Apple price its new smartphone?

A case interview assesses five criteria:

1.   Logical, structured thinking : Can you structure complex problems and ideas in a clear and organized way?

2.  Analytical problem solving: Can you analyze and interpret data to draw the right conclusions?

3.  Business acumen : Do you have a strong understanding of business fundamentals and good business judgment?

4.  Communication skills : Can you communicate clearly, concisely, and articulately?

5.  Personality and cultural fit : Are you a good fit for the work culture of the firm you are interviewing with?

All case interviews follow seven major steps:

1.  Understand the case background : Take notes while the interviewer reads you the case information. Pay particularly close attention to the context, company, and objective.

2.  Ask  clarifying questions : If necessary, ask 1 – 3 questions to clarify the objective of the case, understand the company better, or understand an unfamiliar term.

3.  Structure a framework : Structure a framework to break down the complex business problem into simpler, smaller components. A framework is a tool that organizes different ideas into major categories. Present your framework to the interviewer. Make sure that your framework is MECE .

M utually E xclusive: None of the parts of your framework overlap with each other

C ollectively E xhaustive: All of the parts of the framework account for everything you need to know to solve the case with no major areas missing.

4.  Start the case : How the case will start depends on whether the case is an interviewer-led case or a candidate-led case .

Interviewer-led case : The interviewer will be steering and controlling the direction of the case. They will explicitly point you to which questions to answer.

Candidate-led case : You will be driving the direction of the case. You will propose what area of your framework to start in, what questions you want to answer, what analyses you want to do, and what the next step of the case is.

5.  Solve quantitative problems : There are three major types of quantitative problems you could be asked in case interviews.

Market sizing or estimation questions : You will be asked to calculate the size of a particular market or estimate a particular figure. You may need to make your own assumptions on what number to use or the interviewer may provide you with the data.

Profitability or breakeven questions : You will be asked to calculate the expected profitability of a company or investment decision. You could also be asked to calculate the conditions necessary for a company to break even .

Charts and graphs questions : You will be asked to interpret data from various charts or graphs . These can include bar charts, pie charts, line graphs, scatterplots, bubble charts, and waterfall charts.

6.  Answer qualitative questions : There are two major types of qualitative questions you could be asked in case interviews.

Brainstorming questions : You will be asked to brainstorm a list of ideas for a particular problem or question.

Business judgment questions : You will be asked for your opinion on a business issue or a strategic decision.

7. Deliver a recommendation : Present your recommendation and provide the major reasons that support it. Then, propose potential next steps that you would take if you had more time.

Profitability case : A company is experiencing a decline in profits or profitability and is trying to identify what is causing the decline and what they should do about it.

How to solve:  

• Identify the driver behind the decline in profitability, whether it is from a decline in revenue, increase in costs, or both
• Understand what is causing this by looking at customer needs, competitor moves, and market trends
• Identify ways to improve profitability

Growth strategy case : A company is trying to decide how to best grow its business.

• Determine whether the company is looking to grow organically or inorganically
• For organic growth, consider growth through existing revenue sources and new revenue sources
• For inorganic growth, consider potential acquisitions and partnerships

Market entry case : A company is trying to decide whether they should enter a particular new market.

• Determine whether the market is attractive
• Assess the competitive landscape
• Determine if the company has the capabilities to enter
• Estimate the expected profitability from entering

Merger & acquisition case : A company is trying to decide whether or not they should acquire or merge with a particular company.

• Determine whether the company is attractive
• Assess potential synergies and risks
• Estimate the financial implications

New product case : A company is trying to decide whether or not they should develop and launch a particular new product.

How to solve:

• Determine whether the market that the product targets is attractive
• Assess whether the product meets customer needs and is superior to competitor products
• Determine whether the company has the capabilities to successfully develop and launch the product
• Estimate the expected profitability from launching the product

Pricing case : A company is trying to decide the best way to price a particular product or service.

• Determine the cost to produce the product. This is your minimum price.
• Estimate the customer’s maximum willingness to pay by quantifying the value the product provides. This is your maximum price.
• Investigate the price that competitors are setting for similar products. This will help you determine the optimal price between your minimum and maximum price.

Profit Formulas

• Profit = Revenue – Costs
• Revenue = Quantity * Price
• Costs = Total Variable Costs + Total Fixed Costs
• Total Variable Costs = Quantity * Variable Costs
• Profit = (Price – Variable Costs) * Quantity – Total Fixed Costs

Investment Formulas

• Return on Investment = Profit / Investment Cost
• Payback Period = Investment Cost / Profit per Year

Operations Formulas

• Output = Rate * Time
• Utilization = Output / Maximum Output

Market Share Formulas

• Market Share = Company Revenue in the Market / Total Market Revenue
• Relative Market Share = Company Market Share / Largest Competitor’s Market Share

General Statistics

• Global population: 8 billion
• Average household size: 2.5 people per household
• Average life expectancy: 80 years

Country Population Statistics  

• United States: 320 million
• Canada: 40 million
• Mexico: 125 million
• Brazil: 200 million
• United Kingdom: 60 million
• Germany: 80 million
• France: 60 million
• China: 1.4 billion
• India: 1.4 billion
• Russia: 150 million
• Japan: 125 million
• Australia: 25 million

Tip #1 - Make sure you understand the business problem and objective : Answering or addressing the wrong business problem is the quickest way to fail a case interview.

Tip #2 - Don’t rely on using memorized frameworks : Interviewers can tell when you are regurgitating memorized information and not thinking critically.

Tip #3 - Structure your approach before doing any math calculations : This helps you avoid making unnecessary calculations or reaching a dead-end.

Tip #4 - Talk through your calculations out loud : This decreases the likelihood of making a mistake and helps the interviewer follow what you are doing

Tip #5 - Structure your answer to qualitative questions : Use a simple two-part framework such as internal/external, short-term/long-term, or economic/non-economic.

Tip #6 - Answer “so what?” after every question : Throughout the case, connect each of your answers back to the case objective. What implications does your answer have on the overall business problem?

Tip #7 - Have a firm recommendation : Do not have a flimsy recommendation that switches back and forth between two different recommendations. Pick one and provide support.

Tip #8 - Be 80/20 : You will not have time to answer every single question. Focus on the most important questions that have the greatest impact on your answer. This is the 80/20 principle which states that 80% of the outcome comes from 20% of your effort.

Tip #9 - Be coachable and easy to work with : Interviewers look for people that they would personally want to have on their team. Demonstrate that you would be a great teammate.

Tip #10 - Be enthusiastic : Interviewers want to hire candidates that love their job and will work hard. Displaying enthusiasm shows you are passionate about consulting and working at the firm.

Check out our complete list of case interview tips .

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Here are the resources we recommend to learn the most robust, effective case interview strategies in the least time-consuming way:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

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Career in Consulting

Case interview prep: The definitive guide

This is the complete guide to boosting your case interview prep in 2023.

In this in-depth guide, you’ll learn:

• How to effectively prepare for case interviews
• How to turn your case interviews into job offers
• How to avoid the mistakes that lead to rejection
• And lots more

So, if you want to secure offers at McKinsey, BCG, or Bain & Company, this guide is for you.

Let’s dive right in.

Table of Contents

Case interview fundamentals.

In this section, you’ll get a handle on the fundamentals.

Whether you are new to case interviews or want to ensure you are on the right track, you’ll love this section.

Then, in later sections, we’ll cover advanced tips, techniques, and strategies to ace your management consulting interviews.

But first, let’s cover the basics of case interview prep.

What is a case interview?

A case interview is a job interview technique.

A case interview – or case study – is a job interview technique to assess a candidate’s potential to become a successful consultant.

To do so, management consulting firms ask candidates to solve real-life problems their clients face .

Hence, this perfectly simulates the job you must do as a Consultant.

For instance, here are two sample case questions from Bain & Company’s website .

And here are more examples from the McKinsey & Company website .

A case interview is a problem-solving test

To solve these real-life problems, you must go through a certain number of steps, such as identifying the key drivers of the problem, asking the right questions to walk your way through the case, analyzing data, and presenting a solution to the problem.

But don’t worry: I’ll detail these steps later in this guide.

The problems you have to solve in a case interview are diverse both in terms of industry (Hospitality, Transportation, Chemical, Banking, Oil & Gas, Private Equity, etc.) and business situation (improving sales or profits, decreasing costs, rethinking an organization, acquiring a company, etc.)

And they are usually taken from real-life projects done by the interviewers .

Another important rule in a case interview:

There is no right answer (but plenty of wrong answers).

Hence, what’s important for your interviews is your reasoning.

And this means they are more interested in your thinking process than a solution for the problem.

Here is an example from Bain’s website:

What is NOT a case interview?

I’ve been coaching candidates for over a decade.

And I’ve seen this misunderstanding too many times:

A case interview is NOT an exam .

Case interviewers are NOT testing your KNOWLEDGE or your memory.

They are testing your COGNITIVE SKILLS .

Which means:

Your ability to effectively use and adapt your knowledge to solve complex problems.

That’s why memorizing frameworks or formulas is useless… and often counterproductive.

There is no shortcut to ace a case interview.

Instead, you must develop your problem-solving and communication skills.

Remember this:

A case interview should be a conversation between 2 consultants solving a business problem.

This is far from being a student answering exam questions on a piece of paper alone.

Who uses case interviews and why?

All top management consulting firms use case interviews to assess a candidate’s problem-solving skills.

So, why do consulting firms use case interviews in their interview process?

You must understand this:

Management Consultants consider themselves professional problem solvers.

And during the case interview process, they want to see if you are one of them .

They want to see if you think and speak like them.

Here is a non-exhaustive list of consulting firms using case interviews in their interview process:

McKinsey & Company

Boston Consulting Group

Bain & Company

Oliver Wyman

Roland Berger

Strategy&

Monitor Deloitte

Note: This list is by no means exhaustive. Lots – if not all – boutique consulting firms use case interviews as well as part of their interview process.

The formats of case interviews differ from one firm to another.

And that’s what we are going to discuss in the next paragraph.

What are the different types of case interview formats?

Now, it’s time to discuss the two formats of case interviews:

Candidate-led case interviews

Interviewer-led case interviews

More specifically, you’ll learn what are the differences between a candidate-led and an interviewer-led case interview.

Also, you’ll learn what are the implications of these formats for your case interview preparation.

The first case interview format: Candidate-led case interviews

Most firms use a candidate-led format.

What does candidate-led mean?

In candidate-led interviews, the candidate is expected to drive the case from start to finish.

This means they are responsible for structuring the problem, asking the right questions, and leading the discussion towards a solution.

In other words, the candidate is in the driver’s seat.

They must proactively identify issues, prioritize them, and decide on the next steps.

Therefore, there’s often more room for creativity and exploration.

If the candidate decides to explore a particular area of the case in-depth, they have the freedom to do so.

The second case interview format: Interviewer-led case interviews

McKinsey uses interviewer-led interviews (so do – sometimes – Oliver Wyman and Strategy&).

In interviewer-led cases, the interviewers are more active in guiding the discussion.

After the candidates present the key topics to be analyzed to solve the business problem, the interviewers lead the direction on where to start diving into the analysis. 

While the candidate must still showcase their problem-solving skills, the interviewer largely determines the case’s direction.

The interviewer might direct the candidate to specific areas they want to test, making the case feel more structured and segmented.

The implications of the case interview format for your case interview prep

For Candidate-led Interviews, you need to be comfortable with taking the lead.

This means you should practice deciding which areas to probe further and which to deprioritize.

And I’ve created a free consulting case interview preparation course to show you how to do it:

Get 4 Complete Case Interview Courses For Free

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

For Interviewer-led Interviews, you must be quick, adapt to new information, and change your approach as needed.

Therefore, active listening is crucial to ensure that you’re addressing the issues raised.

However, while there are distinct differences between candidate-led and interviewer-led case interviews, the core skills being tested are consistent across both formats .

What to expect in case interviews?

Most candidates hear “case interviews” for the first time when they decide to apply for consulting jobs.

And for most candidates, this is the biggest obstacle between them and their dream job.

So, in this section, we will go through the 5 steps of a case interview.

All interviewers from McKinsey, BCG, Bain, or other top consulting firms expect you to follow these 5 steps.

Note : The techniques and strategies to ace these steps will be discussed in the section “How to ace your case interviews.” later in this guide.

Open the case

A case interview starts with the interviewer sharing the case prompt with you.

In the case prompt?

The interviewer shares a client’s situation and the problem they are trying to solve.

While the interviewer speaks, you must take notes.

You must write down all the critical information and keywords of the case prompt on a piece of paper.

Don’t worry:

This guide will address how to recognize the “critical information and keywords” of a case prompt.

And after the interviewer finishes sharing the case question, it’s your turn to speak…

Clarify the problem

You can assume that all the case prompts will be ambiguous.

Some critical information will be missing.

Or some keywords will be ambiguous.

And it’s your first job to remove any ambiguity.

An example?

Imagine this case prompt:

Your client manufactures cars. They have been experiencing declining sales and are asking for your help .

In the above case prompt, you should clarify what types of cars they manufacture.

A mass-market model like a Toyota Corolla?

or a luxury model like a Ferrari Spider 488?

The case’s direction will be very different whether we discuss one model or another.

Consequently:

You must ask clarifying questions to understand precisely the situation and goal.

Also, if you don’t understand a word, ask your interviewer to define it.

Develop a tailored framework

For most candidates, this is the scariest part.

During this step?

You must develop a mutually exclusive and collectively exhaustive (known by its acronym: MECE ) issue tree.

An issue tree can also be called a case interview framework (or case interview structure ).

Now, let’s address the following questions:

What is a case interview framework?

Why is this important?

What are the characteristics of a good case interview framework?

First, let’s define what a case interview framework is.

A case interview framework is your plan to solve the problem.

In other words:

This is your roadmap to move from the problem to the solution.

And during the case, you’ll walk your interviewer through this roadmap.

This roadmap must include all the factors that influence the behavior of the problem.

For instance: volume and price influence the behavior of sales.

And these factors must be organized by following certain principles (the infamous MECE principle ).

All these factors must be organized in a mutually exclusive and collectively exhaustive way to ensure that there is no gap (no important factor is missing) and no overlap (no factor is counted twice).

Now, what makes a great case interview framework?

Watch this video detailing the three characteristics of a superior case interview framework:

MECE (mutually exclusive and collectively exhaustive)

Logic-driven

Solve the problem

After you’ve presented your roadmap, you must ask relevant and insightful questions to the interviewer.

Get data and information to solve the case.

Your interviewer can provide you with data in three forms:

Then your job is to interpret these data.

You must turn these data into business insights.

Note: an insight is the meaning of the data in the context of the problem (more detail on that later).

This is called the “so-what” in top consulting firms.

At this stage, your interviewers mainly test your analytical skills and business judgment.

For instance, they ask themselves:

Can you connect the dots between different sets of data?

And can you derive conclusions from these sets of data?

Besides, interviewers also test your quantitative skills.

They might ask you to perform quick mental calculations (also known as case interview math).

And when you have formed many conclusions from the data analysis, you can derive a recommendation.

Now, it’s time to move to the next step.

Close the case with a solid recommendation

The final step consists of delivering your recommendation to your client.

This is when you tell your client what to do, why they should do it, and why it’s important.

This is when you shift from an “analysis mode” to a “presentation mode.”

You are now talking to your client’s CEO.

To deliver your recommendation, you must follow the top-down communication principles popularized by Barbara Minto in her book “ The Pyramid Principle ” (a must-read if you want to have a successful business career).

Hence, you must:

Start with your recommendation (or your answer to the client’s question).

Provide supporting arguments, usually taken from the analyses you performed during the case.

Discuss the next steps your client must take.

At this stage, your interviewers mainly test your communication skills.

But they also test your business judgment.

For instance, by asking themselves if your recommendation is actionable or not.

And… that’s it!

You are now done with your case interview.

Or at least you have an overview of the different steps of a case interview.

Now, you can watch this video where I present the 5 steps in detail:

What do case interviewers look for?

In this section, you will understand how you’ll be evaluated .

There is no secret: You must understand the rules of the game to have a chance to win.

And most consultancies – if not all – use the same criteria to assess a candidate’s case interview performance.

But let’s be clear:

In a competitive sector like Consulting, you must be in the top 1% of candidates across all these criteria to land an offer .

So, if you’ve ever wondered what it takes to be in the top 1%, you’ll learn a lot from this section.

Hard skills: the 4Cs and business acumen

During the screening phase, HR professionals check your resume and cover letter to establish if you have the potential to be a good candidate.

And during the case interview process, Consultants test this potential to establish if you’ll become a best-in-class consultant.

Consultants want to see if you have the skill set to become this best-in-class consultant.

Case structuring

Interviewers assess your ability to identify all the relevant components of a problem, to organize these components in a MECE way , and to explain clearly how each of these components helps solve the overall problem.

Case leadership

Interviewers assess your ability to prioritize the issues to analyze. You must demonstrate your 80/20 thinking (your ability to identify the 20% of issues that will solve 80% of the problem).

Case analytics

Interviewers assess your ability to transform data into insights. If data is the “what,” then the insight should be the “so what.” In other words, your ability to say what the implications of data are.

Communication skills

Interviewers assess your ability to communicate your ideas clearly and keep the interviewer engaged and aligned with your thinking process during the entire case discussion.

Also, clear and concise communication shows your interviewers that you are client-ready.

Business acumen

Business acumen – or business sense skills- is the top 1% factor.

This is how:

An issue tree is more tailored to the problem to solve

Only the most impactful issues are addressed

The interpretations of data are more insightful

In short, this is your ability to understand what moves the needle in problem solving.

Soft skills: personal characteristics

Besides the above hard skills, consulting firms check if you have the personal characteristics demonstrated by the best-in-class consultants.

Coachability

Feedback is a significant part of the culture in consulting.

Consultants receive formal feedback every 3 months (after each project) and informal feedback throughout the project.

So, interviewers check how you react to feedback.

Do you listen well, understand, and implement feedback?

Or do you defend your opinion at all costs?

And be careful: lack of coachability is a red flag for many interviewers.

Are you excited about working on a new project (in a new industry) every 3 months?

If the answer is yes, consulting can be a good career option for you.

A curious mind (or “growth mindset”) is an important characteristic of being a successful consultant.

Therefore, your answers in fit interviews or your attitude during case interviews should showcase your burning desire to learn new things.

Comfort with ambiguity

In management consulting, you’ll have to solve tough business problems while having incomplete information.

So, your case interviewers test how you deal with ambiguity.

And a consulting case interview is full of ambiguities!

Check this article to learn how to clarify a case prompt .

Confidence & maturity

Consulting is a client-facing job.

And top consulting firm clients – corporations or public organizations – pay tons of money for their services.

So, interviewers ask themselves, “Do I feel comfortable putting this person in front of my client?”.

Important note : Since I sometimes get the question, you’ll have your chance regardless of your personality (introvert or extrovert).

Case interview examples from different consulting firms

I will share two in-depth case interview examples with you in this chapter.

That way, you can see the strategies and techniques from this guide in action.

Specifically, we will discuss the two types of case interviews used by top consulting firms:

Business cases

Market sizing questions

And for each type of case interview, I’ll share examples with you.

Note: per my experience, top consulting firms do not use brainteaser questions .

Therefore, this guide will not discuss this type of question.

However, I encourage you to check if your target company uses such questions (other consulting firms might still use brainteasers in their hiring process).

Business problem examples

Business cases are the most common questions you can have in a case interview.

You are asked to solve a business problem for a fictional client.

Similar to real consulting engagements, business cases are typically organized by industry and functional category.

The industries you might encounter in a case interview are:

Agriculture,

Automotive & Mobility,

Consumer Goods,

Electronics,

Energy (Oil, Gas, Power),

Financial Services,

Healthcare & Life Science,

Industrial,

Infrastructure,

Metals and Mining,

Paper and Packaging,

Pharmaceuticals,

Private Equity,

Public and Social Sector,

Real Estate,

Semiconductors,

Technology & Telecommunication,

Transportation,

Travel and Tourism

Utilities & renewables.

The functions you might encounter in a case interview are:

Corporate Finance,

Digital & Technology,

Manufacturing,

Mergers and Acquisitions,

Operations,

People and Organizational Performance,

Recovery and Transformation,

Risk and Resilience,

Sales & Marketing,

ESG & Sustainability.

The following topics, which are not MECE , could be covered in case interviews depending on the function and the industry:

Growth strategies

Market entry

Cost optimization

Organization optimization

Product launch

Profitability case interview

Here is a first McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/diconsa

Another example?

Here is another McKinsey case interview example:

Source: https://www.mckinsey.com/careers/interviewing/talbot-trucks

And here is a BCG case interview example:

Source: https://careers.bcg.com/case-interview-preparation .

Finally, over 250 case interview examples (with answers) are found on this page .

Sample market sizing questions

A market sizing question is a case interview where you have to estimate the size of something with no (or little) data available .

Market sizing questions can be embedded in business cases or can be asked as standalone questions.

For instance, here are some sample market sizing questions:

How many coffee cups does Starbucks sell in a year?

What volumes of beer are sold during an LA Lakers basketball game?

How many iPhones are currently being used in China?

What is the monthly profit of an average hair salon in the UK?

Market sizing questions are a very popular type of case interview at top consulting firms.

So let me be clear:

You can NOT land an offer at McKinsey, BCG, or Bain if you don’t know how to solve market sizing questions.

That’s why I’ve written a comprehensive step-by-step guide on market sizing questions here .

In this guide, you’ll learn my best strategies to solve the 3 types of market sizing questions .

Also, you’ll find plenty of examples to see how these strategies work.

Old vs. New cases (2021 - present)

For the past few years, case interviews have changed.

Until a few years ago, case questions looked like this:

Declining sales

Declining profits

In short, the types of questions you can find in books like “ case in point” or “ case interview secrets.”

Less than 40% of case interviews are questions from the above list.

The other 60%?

Non-traditional case questions.

For instance, McKinsey recently asked this question:

Your client is a fictional country. They want to develop a plan to fight climate change. How would you help them with this question?

So, why have consulting firms decided to use this new type of question?

Because the goal of case interviews is to understand how you think.

And more precisely:

How you think outside your comfort zone.

Have you learned all the well-known business frameworks?

👉 They test your ability to solve business problems where these frameworks are irrelevant.

Do you have an Engineering degree?

👉 They will give you a case involving lots of business concepts.

Don’t have quantitative experience?

👉 They will give you a case with lots of math, charts, and numbers.

And it makes a lot of sense.

Because it mimics the day-to-day job of a consultant:

Consultants are constantly outside their comfort zone.

And they are constantly exposed to new topics.

Now, the implications for you are very important.

You can’t only rely on well-known frameworks.

Instead: you must learn how to build your own tailored frameworks.

You must learn how to think with First Principles and top-down logic.

You must learn how to organize your ideas in a MECE way .

Even for non-traditional case questions.

And I’ve created 4 free consulting case courses to learn just that:

How to ace your case interviews

In this section, I’ll show you how to turn your case interviews into offers.

In fact, the strategies in this section have helped over 350 candidates land job offers at McKinsey, BCG, Bain, or any boutique consulting firms.

And the strategies I share here can be used in all types of cases: market entry, profitability case interview, M&A, etc.

Let’s start with how to open a case like a pro!

Acing the opening: remove ambiguities

There is a lot of misleading information online about how to open a case:

Paraphrase the case prompt (aka repeat information your interviewers already know).

Ask a maximum of 3 clarifying questions.

End by asking if there is any other objective you should know.

But there is a better way to open a case:

Add business colors.

Take the lead.

Ask clarifying questions (as much as necessary).

Do a smart recap.

Here’s the truth:

How you open a case sets the tone for the entire case.

Start poorly, and your interviewer won’t guide you much during the case.

On the other hand:

Give a strong first impression, and your interviewer will see you as one of them from the first seconds of the case.

And that can be a game changer in your performance and chances to land an offer.

Therefore, this must-read guide will show you how to start your case interview correctly.

Acing the case structuring: create the perfect issue trees

We discussed this before:

An issue tree is the strategic framework that guides your analyses and helps you answer the client’s question effectively.

Before we dive into the nitty-gritty, let’s revisit the three essential characteristics of a robust case structure:

1. MECE (Mutually Exclusive, Collectively Exhaustive): Your structure should cover all possible areas without any overlaps.

2. Logic-Driven: The structure should follow a logical flow, making the logical connection between the different areas and the problem clear.

3. Tailored: Your framework should be customized to the specific problem at hand, not a one-size-fits-all template.

It shows that you can think strategically, organize your thoughts, and approach problems methodically—all essential skills in consulting.

Take Your Case Structuring Skills to the Next Level

Ready to master the art of case structuring?

Sign up for our free 4-hour video case interview training course .

This comprehensive course will walk you through the intricacies of developing a winning case structure, complete with real-world examples and actionable tips.

Acing quantitative questions: conquering numbers!

The mere mention of case interview math questions can send shivers down the spines of candidates with weaker quantitative backgrounds.

But hold on!

These questions aren’t just about doing quick mental calculations.

In fact, interviewers are looking for three crucial elements:

Structured Approach : Can you systematically break down the problem?

Numerical Comfort : Are you at ease with numbers and capable of swift mental calculations?

Business Sense : Can you interpret the results in a way that makes business sense for the client?

In the realm of case interviews, math questions often serve to calculate data that fills in the gaps in a given problem.

For example, you might be tasked with:

Market Sizing : For instance, estimating the potential size of a market.

Financial Metrics : For instance, calculating performance indicators like Payback Period or ROI.

Solution Impact : For instance, assessing the potential cost savings or productivity gains from a particular initiative.

The Truth About Mental Math

The world of mental calculations in case interviews is fraught with myths.

Let’s debunk some:

Reality : Calculators are a no-go. You’re on your own.

Reality : A significant math mistake is often a one-way ticket to rejection.

Reality : While some may tell you it’s okay to round numbers, most interviewers would disagree.

The rules can vary depending on who’s sitting across the table from you, so always be prepared for the strictest guidelines.

Follow This 4-Step Approach to Ace Quantitative Questions

Step 1: Define an Arithmetic Equation

The first step is to translate the business problem into an arithmetic equation.

This is where your structured approach comes into play.

Step 2: Do the Math

The data needed to solve the equation are usually provided by the interviewer.

If not, don’t hesitate to ask.

Occasionally, you’ll need to make educated estimates.

When calculating, remember: accuracy trumps speed.

Step 2bis: Do a Sanity Check

Before you share your answer, do a quick sanity check.

Does the result make sense in the context of the problem?

If something feels off, revisit your calculations.

Step 3: Share Your Insights

This is where your business sense shines.

Interpret the numbers and discuss their implications for the client’s situation.

Step 4: Lead the Case

Based on your calculations and insights, guide the conversation toward actionable recommendations.

Here is an example:

Interviewer : “How many units does a car manufacturer need to sell to break even?”

Candidate : “To find the breakeven volume, we can use the equation: Fixed Costs / (Selling Price – Variable Costs). Given that the fixed costs are $10 million, the selling price per unit is $20,000, and the variable costs are $15,000, the breakeven volume would be 1,000 units.”

How to Practice Math Questions

To sharpen Your Skills:

Mock GMAT Tests : These tests are excellent for practicing a wide range of quantitative problems.

Case Interviews : Simulate the real experience by going through case interviews that include math questions.

But don’t limit yourself to traditional methods.

Various online platforms and apps are designed to help you practice mental calculations and case-specific math problems.

By mastering case interview math, you’re not just showcasing your ability to crunch numbers.

You’re proving that you can think critically, make data-driven decisions, and lead a case to its logical conclusion.

Acing chart interpretation questions

Knowing how to interpret charts should be part of your consulting toolbox.

And to crack the case, you’ll have to analyze data presented in the form of charts or data tables.

While it looks straightforward, the challenges are numerous:

The quantity of data presented can be huge, and your time to analyze these data is limited. And some firms – like BCG – like to present charts with lots of irrelevant data…

Charts can come in many forms: bar charts, line charts, pie charts, scatter plots, etc. You must know how to decode each type of chart.

The game you’re playing here is not to read the data correctly but to turn these data into insights (the “so-what”). Your business judgment will make the difference here.

You sometimes need to use data presented 5 minutes ago in another chart to complete the actual analysis.

Understand the different types of charts

A chart is an immensely powerful way of presenting numerical data. All the information is summarised in one go in a way that the eye can readily absorb.

Trends, proportions, and other relationships are revealed at a glance.

If you are unfamiliar with the different types of charts, I recommend reading the book: “Say It with Charts” by Gene Zelazny.

This book is a masterpiece when it comes to explaining why a type of chart is used to convey a certain type of message.

But if you don’t have time to read these books, remember just this:

Each chart has one (and one only) objective.

The main objective a chart can have is:

Identifying a trend (line charts or column charts)

Showing the relative contribution of different categories to a whole (pie charts)

Comparing different items against a metric (bar charts)

Identifying the correlation between 2 data sets (scatter plots)

So, the next time you see a chart, ask yourself:

What’s the chart type (pie chart, line chart, etc.)

What’s the objective of this chart (showing a trend, comparing items, etc.)

What do data say?

Let’s discuss how to master the exhibit reading.

Follow this 5-step approach to ace chart interpretation questions

Here is a 5-step approach to ensure you’ll never miss any insightful information from a chart:

Step 1: Understand the data represented.

Take the time to read the information about the chart (titles, labels, X-axis, Y-axis, units, footnotes, etc.)

And clarify any word or information that is not clear. Asking questions is part of the consultant’s job!

Per my experience, 80% of the chart interpretation mistakes come from misunderstanding the data represented.

Step 2: Ask for time to structure your thoughts.

It’s okay to ask for 30 seconds to 1 minute to structure your thoughts.

Don’t be afraid of the silence… your interviewer prefers to have a structured and insightful conversation rather than rambling.

Step 3: Define your goal (top-down vs. bottom-up approach)

This is the biggest mistake I see:

Candidates use a bottom-up approach instead of a top-down approach.

The difference?

With a bottom-up approach, candidates jump into the data and hope to find something insightful.

In other words, they start their analysis without a plan.

Candidates with a top-down approach start with a plan before jumping into the data presented in the chart.

Their plan?

They start with the issue they were analyzing.

And list the data they need to solve this issue.

Finally, search for these data in the chart presented.

With this top-down approach, you will be able to sort the relevant data from the irrelevant information easily.

Step 4: Communicate your key insights and implications.

During this step, you tell your interviewer what the data means regarding the client’s problem.

Do NOT say obvious observations!

“This data is going down…”

“The value of <any metric> has been stable for the past 2 years…”

These are not insights… but obvious observations.

Your job is to interpret the data.

Here are some questions to ask yourself:

What do these data mean for the client? 👉 Insights

What does the client should do? 👉 Implications

  Step 5: Lead the case.

Regardless of the format of the case interview (interviewer-led or interviewee-led), I recommend proactively saying what the next steps are.

Discuss, based on your findings, what you want to discuss next.

How to practice chart interpretation questions?

First, you can practice with GMAT tests.

Here are some examples .

Besides, visit websites full of charts like The Economist, The Wall Street Journal, etc.

Find charts, draw conclusions from these charts, and read the article to check if your conclusions make sense.

Also, practice with the case examples you can find in these case books .

Acing market sizing questions

Do you struggle with market sizing questions?

This can include: How to start the case? Which clarifying questions to ask? How to organize my thoughts and build an issue tree? Which assumptions to make? Do I have to check if my estimate makes sense? If yes, how?

Answering a market sizing question can be very SIMPLE.

Actually, it is very simple: there is a PROVEN FORMULA for solving market sizing questions.

This PROVEN FORMULA is like a comprehensive guide: if you follow each step, you’ll QUICKLY answer ANY market sizing questions SUCCESSFULLY.

In this guide, I’ll reveal my PROVEN FORMULA to answer market sizing questions and show how to use it with two full examples (with answers).

You can find this comprehensive guide here .

Acing the closing: The Art of giving a Winning Recommendation to the CEO

You’ve analyzed the data, solved complex problems, and navigated through the case interview.

Now, it’s time to wrap it up with a compelling recommendation for the client’s CEO.

Your closing remarks can make or break your chances of landing that coveted consulting role.

Here’s how to avoid common mistakes and structure an impactful recommendation.

Mistake #1 When Closing the Case: Repeating the Analyses You've Done

You’re now speaking to the CEO, not a fellow analyst.

The CEO doesn’t care about the number of Excel models you’ve built or interviews you’ve conducted.

They want a clear, actionable solution to their problem.

So, skip the methodology and get straight to the point.

Mistake #2 When Closing the Case: Not Being Assertive

This is not the time for ambiguity or hedging.

CEOs seek decisive, confident recommendations.

If you’re not assertive in your closing, you risk losing the CEO’s trust and, consequently, the case.

Mistake #3 When Closing the Case: Not Having a Clear Recommendation

If the CEO is left wondering, “Okay, but what should I do?” after your presentation, that’s a red flag.

Your recommendation must be crystal clear, leaving no room for interpretation or doubt.

How to Close the Case: The Structure of an Amazing Recommendation

To craft a recommendation that hits the mark, follow this structure:

Step 1: Initial Question Asked

Begin with a one-sentence summary of the question you’re answering.

For example, “You asked us to determine whether you should launch this new shampoo?”

Step 2: Your Recommendation

Provide a straightforward answer to the initial question.

For instance, “You should launch this new shampoo.”

Step 3: The Supporting Arguments

List all the logical reasons that back your recommendation.

For example, “This new shampoo will add $10 million in profits and doesn’t require significant investment in R&D or new production equipment.”

Step 4 (Optional): The Next Steps

If applicable, outline the immediate actions the CEO should take to implement your recommendation.

The Role of Risk in Your Recommendation

While some coaches advise discussing risks separately, I believe risks should be integrated into your supporting arguments.

If you can’t mitigate the risks, your recommendation loses its value.

The Timeframe for Impact

Lastly, ensure your recommendation can deliver impact within the CEO’s tenure—typically less than five years.

A great recommendation is not just insightful but also timely.

Where to start: A comprehensive case interview preparation plan

Are you feeling overwhelmed by the thought of case interviews?

You’re not alone.

With all the resources available online, knowing what’s relevant and how to separate the wheat from the chaff is difficult.

But with the right preparation plan, you can make it!

This 3-step plan takes you from discovery to mastery, ensuring you’re well-prepared for your case interviews:

Step #1: Discovery

Step #2: Practice

Step #3: Mastery

Bonus step: Mastery+

Step 1: Discovery

The first step is all about understanding the landscape. You need to know what you’re up against before conquering it.

Key Activities

Research different types of case interviews and consulting firms.

Identify the skills commonly tested.

Conduct informational interviews with current consultants (this can also be an opportunity to validate whether consulting is a good fit for you).

Major Pitfalls to Avoid

Don’t assume all case interviews are the same.

Avoid neglecting the importance of networking early on.

Don’t underestimate the emotional job; build your confidence from the start.

Step 2: Practice

You’ve done your homework; now it’s time to get your hands dirty. Practicing case interviews is where you turn knowledge into skill.

Work on mock case interviews with peers or mentors.

Use case interview prep books and online resources to practice cases.

Track your performance to identify areas for improvement.

Don’t practice going through the motions; make each session count.

Avoid practicing only with friends who might not give honest feedback.

Don’t ignore your weaknesses; confront them head-on.

Step 3: Mastery

This is the final stretch. Mastery is where you develop and fine-tune your skills to become a top 1% candidate.

Think using first principles .

Seek feedback from industry professionals.

Develop your business acumen:: while you are not expected to have an in-depth knowledge of an industry, a high-level understanding will help to generate better ideas and insights.

Practice with a diverse set of cases (different situations and industries).

Practice with recent cases (read the section Old vs. New cases).

Conduct mock interviews under timed conditions.

Do you know the Dunning-Kruger effect?

If not, read this article because it can be what you need to land offers in consulting.- Don’t get complacent; always look for ways to improve.

Therefore, avoid the trap of overconfidence; humility can be your greatest asset.

Step 3bis: Mastery+

Think you’re ready?

Mastery+ is your chance to test your skills in a lower-stakes environment by practicing with Plan-B firms.

Yes, you read me well: practice case interviews with Plan-B firms.

Apply to consulting firms that are not your first choice.

Go through their interview process as if they were your top choice.

Use the experience to identify any remaining gaps in your preparation.

Don’t treat these interviews as mere practice; give them your all.

Avoid burning bridges; you never know when a Plan B could become a Plan A.

Don’t ignore feedback; even a rejection can be a valuable learning experience.

From Discovery to Mastery+, each step is a building block towards your ultimate goal: acing that case interview and landing your dream consulting job.

Many candidates without business or consulting experience did it, and so can you.

So, are you ready to embark on this transformative journey?

Start by learning how to solve case interviews and get tips to help you navigate this exciting path.

Finally, watch this video about how to prepare for case study interviews on the BCG website :

Frequently Asked Questions

How much time is needed to prepare for case interviews.

This is a tricky question.

Because it depends on factors such as:

Your strengths and weaknesses

The time you can dedicate to your preparation

Your learning pace

However, there is an important rule:

Start as soon as you can.

It takes time to be ready.

A case interview is NOT an exam: you can’t cram your consulting interview preparation in a week or two.

What are the most common case interview mistakes?

Check this article to find out what are the 16 case interview mistakes to avoid at all costs.

What are the differences between Round 1 (R1) and Round 2 (R2) cases?

Here are the main differences between first round interview and second round interview:

The seniority of your interviewers : R2 case interviewers are often Directors or Partners, while R1 case interviewers are Senior Consultants or Managers

Stress : Second-round interviews are usually more stressful. The reasons are numerous: the offer is getting closer and closer, interviewing with a Partner from a prestigious firm, etc.

Competitiveness : R2 candidates are competing with other R2 candidates. This tautology means that all the candidates who have made it so far are good, and the selection will be made on details.

The weight on assessment criteria : R2 assessment criteria are the same as R1 criteria (see the section “What do case interviewers look for?”). However, the importance of these criteria differs. Partners tend to value more criteria such as communication, confidence, leadership, and maturity.

Focus on your weaknesses : after an R1 case interview, the consulting firm lists your strengths and weaknesses. Therefore, an R2 case interview includes questions to validate (or invalidate) any doubt about your capacity to be a world-class consultant. For instance, if your quantitative performance was not positive, you can expect an R2 case interview with many quantitative questions.

However, I believe these differences should NOT influence your interview prep.

And, as discussed in this article, your goal is to be in the top 1% across the 4 main performance assessment criteria.

Finally, since we are talking about R2 interviews:

I can not stress enough the importance of fit interviews.

Your answers to questions such as “ Why consulting? ” or “ Why McKinsey? ” greatly influence the final decision.

Will my case interview be in person or via Zoom?

Check with your HR contact to validate this point.

Besides, you can read this McKinsey guide about virtual interviews.

Do you recommend practicing with a coach?

Being a coach myself, I’m obviously biased.

But I tried to give you a fair answer to help you decide what’s best for you.

First, let’s define what a good coach is.

A coach is someone with an extensive experience in consulting and in helping others land offers.

For instance, your friend who just got an offer at McKinsey is NOT a coach.

Receiving an offer and explaining to others how to receive offers are two different things.

Therefore, the first criterion to decide if a coach can help you is to look at how much time they spend in:

Consulting,

Supporting candidates.

That being said, I recommend using coaching services if you can afford it.

Because this is the best way to get qualitative feedback.

You’ll know PRECISELY:

What is the distance between your performance and the performance of the top 1% of candidates.

How to quickly reduce this distance and become a top 1% candidate yourself.

At careerinconsulting.com, we have a unique coaching model:

We coach and support our clients until they receive an offer.

Interested?

If yes, check this page .

What are the basic business concepts to know?

I’ve written an article discussing some basic business concepts that might be helpful in acing your case interviews.

Any final tips?

Check these 16 case interview tips to move your skills to the next level.

For instance, you’ll learn the mistakes to avoid when developing an issue tree.

Also, check these case interview examples by clicking here .

How to get a case interview?

You get it:

Acing case interviews require a ton of hard work.

And you don’t want to put all this hard work into the trash by not being invited for interviews .

Unfortunately, the odds are against you: less than 30% of applicants are invited for interviews.

And don’t fool yourself:

Your prestigious college name and high GPA are insufficient.

Consulting firms look at a combination of factors to select the applicants invited for interviews.

So, how to pass the screening phase and be invited for interviews ?

But don’t worry, I’ve written comprehensive guides that tell you how to do it.

Write a consulting resume

How to make your resume stand out?

By writing EPIC bullet points!

So, check this step-by-step guide to turn your resume into an outstanding resume.

In this comprehensive guide, you’ll learn:

What matters the most to recruiters in consulting

How to stand out from the hordes of other applicants

What are the most common mistakes that lead to rejection (and how to avoid them)

Also, you can download templates for McKinsey, BCG, and Bain & Company.

And here is the best part:

You’ll get an exhaustive checklist to assess the readiness of your CV.

Write a consulting cover letter

At the beginning of the interview process, recruiters from top consulting firms want to know you better.

They want to know who the person is beyond the amazing achievements on your CV.

So, if you wonder how to express your motivation to join a firm, this step-by-step guide is for you.

Also, you can download winning cover letter examples that passed the screening phase at top consulting firms.

See you there !

Beyond case interview prep: Fit interview questions

Your case interview performance counts for 50% of the interviewer’s decision.

The other 50%?

Your fit interview (aka personal experience interview) performance.

So, you can’t overlook your personal experience interview preparation.

Are you in one of the following situations?

I’ve just been accepted at [fancy MBA program]. So, I know how to present myself.

I’ve just been accepted at [fancy non-consulting company]. So, I know how to present myself.

I’ve had lots of job interviews in the past. This is not new to me. Instead, I prefer to spend my time on case interview preparation because case interview is new to me.

Your preparation must be aligned with the specific requirements of consulting firms.

In other words, even if some questions are typical job interview questions (e.g., “Tell me about yourself”), their expectations are different.

For instance, consulting firms assess your strategic thinking skills even in fit interviews.

Besides, they want to understand why you are genuinely interested in pursuing a career in consulting.

Thus, here is a series of articles to help stand out during your fit interviews:

How to answer the “ Tell me about yourself ” question

How to answer the “ Why consulting ” question

How to answer the “ Why Mckinsey or BCG or Bain ” question

How to answer behavioral interview questions using the STAR framework

Read these articles, and you’ll be covered for the main personal experience interview questions.

Case interviews mimic what consultants do: solving business problems.

And often, there is no right answer.

What’s important is to show how you think.

So, I hope this guide will help ace your consulting interviews and start your career in management consulting at Boston Consulting Group or any top consulting firm.

I’d love to hear from you: What’s your biggest challenge in case interview prep?

Let me know by leaving a quick comment below right now.

-Want to know all the secrets of the consulting interview process?

👉 Check this article about the McKinsey recruitment process .

👉 Also, check this article about the Boston Consulting Group recruitment process .

Want more case interview examples? Or start to practice cases?

👉 Check this page: https://careerinconsulting.com/case-interview-examples/

You’ll find plenty of Bain case interview examples, for instance.

Finally, want to ace personal experience interview questions?

👉 Check this page: https://careerinconsulting.com/mckinsey-pei/

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4 thoughts on “Case interview prep: The definitive guide”

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Hi Sebastien, thank you for your informative article. I do struggle to assign 7 McKinsey cases into the above-provided groups, they seem to get a bit more creative every year! Do you mind commenting or advising on those?

Case/Type: 1) Case: Beautify, Potential Type: Take a strategic decision 2) Case: Diconsa, Potential Type: Take a strategic decision 3) Case: Eletro-Light, Potential Type: Take a strategic decision) 4) Case: National Education System, Potential Type: ? 5) Case: Talbot Trucks, Potential Type: Take a strategic decision 6) Case: Shops Corporation, Potential Type: ? 7) Case: Conservation Forever, Potential Type: ?

Hi. thank you for your message. Where can I find the above cases?

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You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Enroll in our 4 free courses and discover the proven systems +300 candidates used to learn these 4 skills and land offers in consulting.

28 Case Interview Examples for Consulting Interview Prep (2024)

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

How to Use Case Interview Examples

Video Case Interview Example: Questions & Answers

Tips for Acing Your Case

Free Case Interview Examples (Consulting Firms)

Free Case Interview Examples (Consulting Clubs)

Practice is the key to passing your consulting interviews. To practice, you’ll need some examples of case interview questions and answers to work with.

We’ve got links to loads of them below.

In addition, we have:

• Tips on how to use case interview examples to prepare for your consulting interviews,
• A video case interview example with My Consulting Offer founder Davis Nguyen, and
• Insight into the difference between average and exceptional answers to case interview questions.

Get ready to dive deep into structuring your analysis of business problems, identifying the key issues, and recommending solutions!

Keep reading to find out how to use case interview examples to ace your case.

How to Use Case Interview Examples to Ace Your Case

1. start your case interview preparation early..

You’ll need to practice dozens of case interview examples to get good enough to receive an offer from one of the top consulting firms. This is not something you can cram the night before an interview.

Start as soon as possible.

2. Don’t Read Straight through Sample Case Interview Examples or Passively Watch Videos.

Some people think that the best way to improve their chances of passing a case interview is by reading as many cases interview examples as they can.

This is like reading about how to play tennis but never picking up a racket. To get better at tennis, for example, you need to actually pick up a ball and be active. The same applies to your interview preparation.

Stop and think at each step in the case interview question. Come up with your own answer and say it out loud. Practice driving each part of the case interview example yourself.

• How would you structure your analysis of the problem?
• What questions would you ask the interviewer?
• How would you set up the case math problem?
• What recommendation would you make to the client?

After you’ve developed your answer, compare it to the suggested answer for the case.

What did you get right?

How did your answer and the case interview example answer differ?

Are there things you miss consistently across multiple case interview examples?

The answers to these  case interview examples can look simple when you just read through them, but it’s not easy to come up with all the key aspects of the solution on your own.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

3. Find Partners to Practice Case Interviews with.

Teamwork is an important part of consulting work, so get ready for it now. Find a case interview practice partner, preferably someone else who’s applying to jobs in the management consulting industry because they’ll know more about what recruiters are looking for.

Practicing cases with a partner provides the opportunity to get feedback from someone else on what you’re doing well and what you need to improve. Additionally, you’ll learn a lot by watching how your partner solves sample case studies.

Look for aspects of their approach that are effective as well as what they could do better. Working with a partner will make your consulting interview practice feel more real.

Similar to how you need a tennis partner to feel what is like to play tennis, you need a case partner to experience what a case interview is like.

4. Master the 4 Parts of the Case Interview.

In our article on Case Interview Prep , we discussed the 4 parts of the case interview: the opening, structure, analysis, and conclusion. As you practice with consulting case interview examples, practice each of these 4 parts to ensure you’re strong at them all.

5. Avoid Case Burnout.

A case zombie is someone who’s grown tired of casing from doing too much of it. Their answers feel rehearsed, not conversational. 

They may seem bored, not engaged in solving the problem. They’ll be less creative in their solutions. They certainly won’t pass the airport test!

Avoid becoming a case zombie by practicing smarter, not harder.

Video: Case Interview Examples – Questions & Answers

In the following case interview example, Davis Nguyen, founder of My Consulting Offer solves McKinsey’s SuperSoda case.  The video is broken into 4 parts of the case interview.

Remember, don’t just watch the video. Stop the video and provide your own answer before listening to Davis’s  answer to the case question.

Step 1: Case Interview Example Opening – Ensure you understand the client and the problem you’ll be solving in the case.

Step 2: case interview example structure – break the problem down into smaller parts. make sure you cover all key case issues., step 3: case interview example analysis – ask questions, gathering information from graphs and charts provided by the interviewer, do case math, and provide insight into the client’s business problem based on what you learn., step 4: case interview example recommendation – develop a rational recommendation for the client based on all you’ve learned throughout the case interview., tips for acing your consulting case interviews – the difference between average & exceptional, case interview opening.

The opening is a great point to ask “dumb” questions because, at this point, you’re not expected to know much about the client and their business. 

Here your goal is to understand the client, their business, and what a successful project will look like.

Don’t shy away from asking for clarification on things that will help you better understand the business problem and solve it. For example, if you don’t know how life insurance works and the case is about life insurance, then ask.

After ensuring you understand the client and their problem, the next thing to ask about is key metrics of success. 

For example, the client may want to find new avenues for growth. Are they looking for a 5% increase in revenue or to double their business?

Finding out what success looks like in the client’s eyes will ensure you work to deliver a solution that meets their expectations, not one that’s underwhelming.

After you find out what success looks like, ask further probing questions to better understand the client, their business, and any constraints on solving the case.

Examples of Relevant Questions to ask Your Interviewer 

Examples of relevant questions about the client might include the geography they operate in or the sector of their industry they are strongest in. 

Examples of relevant questions about their business might include what products or services are most profitable or most important to their customers. 

Examples of relevant questions about the problem might include whether there are any costs that can’t be cut or what the maximum amount the client is able to invest in developing a new product. 

Asking these types of questions up front will give you a better context for solving the client’s problem and make it more likely that you will solve the case interview.

Case Interview Structure

You’ll need a framework to make sure your analysis covers all key aspects of the consulting case. 

You can use one of the many standard Case Interview Frameworks we’ve outlined , but top interviewees develop their own framework for analyzing the case interview question. 

Their frameworks may include pieces of one or more of the standard frameworks but are tailored to the particular business problem they’re discussing. 

Good frameworks are hypothesis-driven, that is to say they can be tested similar to the science experiment, so that the answer is either a “yes” or “no.” For example, examining your bank account to see, “if I have $400 for a ticket” is an example.

Second, good frameworks cover all topics relevant to the answer. For example, if the client is opening up a new hotel in a foreign country, checking out the existing competition should be part of the framework.

As you study more about interactive case interviews and practice them you’ll develop a sense for what factors are relevant or not relevant to the case at hand.

Finally, a good structure will be  MECE  or mutually exclusive and collectively exhaustive.

This means the framework will break down the market or population being analyzed into segments that include every part of the whole (collectively exhaustive), and each segment of the market or member of the population will show up in one and only one category without overlap (mutually exclusive). 

For example, if you divide the target market for a retail product into segments by age, these segments would be MECE:

•  10-19,
• 40-49, etc.

The categories 15-25, 20-30, 27-35 would not be MECE because people could be counted twice. 

Case Interview Analysis

In the analysis phase of your case interview example, you’ll ask questions to get the information you need to solve the client’s business problem. Your questions will likely lead you to one of the 4 types of analysis that are common in consulting interviews: market sizing, brainstorming, quantitative reasoning (case math), or reading exhibits. 

No matter which of these types of analysis comes up, there’s a 4-step method that ensures you can crack the case. 

This 4-step method is:

• Ask for data,
•  Interpret the data,
•  Provide insight, and 
• Outline next steps. 

The data you ask for will depend on the case interview question you’re solving. For example, if the question is about profitability, you’ll need to know about the client’s finances: dig into revenues and costs. 

For example, if you find that the client’s revenues are flat while their costs have been rising, you’ll know that the problem is in the cost structure and that you’ll need to examine costs more closely.

Next, provide insight. As you examine costs further, you’ll find out why they’ve grown faster than revenues. 

This insight will naturally lead to the next steps. What does the client need to do to get costs under control and fix their profitability problem? 

You may need to go through this 4-step method a couple of times, focusing on different aspects of the client’s business problem. 

Once you’ve examined and developed insight into all key aspects of the problem, your next step will be to conclude the interview with a recommendation for the client.

Case Interview Conclusion

At this point, you’ve hopefully cracked the case and are ready to present your recommendations to the client (your interviewer). 

The best way to do this is to use the 5R approach:

• Recap – restate the business problem you’ve analyzed. In consulting this is done because a CEO might have hired 5 McKinsey teams and can’t remember which one you are on. 
• Recommendations – Provide the solution your analysis led to. We lead with the recommendation because it is the most important piece of information. Stating it first and clearly puts everyone on the same page.
• Reasons – Summarize the key facts and insights that lead you to your recommendations. 
• Risks – Outline any risks the client should be aware of as they implement your recommendations. No recommendation has a 100% probability of success. Clients need to be aware of business risks in the same way patients need to understand the side effects of drugs.
• Retaining the client – Provide next steps for how you can help the client ensure success. As consultants, we are paid for helping our clients. If there is a natural extension of the work as the client implements the team’s recommendations, we should tell them how we can provide further assistance (and ultimately make money for your firm). 

While most candidates will address their recommendations and possibly the reasons for their recommendations, few will hit all these points. 

In particular, outlining risks and further ways you can help the client will differentiate you from other candidates and help you to advance  to the second round of interviews or get the offer.

Free Online Case Interview Examples from 7 Top Consulting Firms

Now that you’re familiar with how you should use case interview examples and what differentiates an average answer from an exceptional one, you need sample questions to practice with.

Below, we provide links to dozens to help you hone your business problem-solving skills.

1. McKinsey Case Interview Examples

Disconsa – Help a not-for-profit develop better financial-service offerings for remote Mexican communities.

Electro-Light – Help a beverage manufacturer prepare for a new product launch.

GlobalPharm – Help a pharmaceutical industry client manage with its merger and acquisitions strategy.

Transforming a National Education System – Help a country’s education ministry develop a new strategy for educating the country’s children. 

2. BCG Case Interview Examples

Climate Challenge – Help a global consumer goods company reduce its environmental impact.

Driving Revenue Growth at a Healthcare Company – Help a medical devices and services company to increase revenues following an acquisition. (The same one that is highlighted above in our example)

3. Bain Case Interview Examples

Coffee Shop Co. – Help a friend decide whether they should open a coffee shop.

F ashionCo. – Help a fashion company understand why its revenues have been going down.

Private Equitas – Help a private equity company maximize its investment in a portfolio company.

4. Deloitte Case Interview Examples

Footloose  – Help a footwear company improve their market share in the boots category.

Recreation Unlimited – Help a global apparel and sportswear company improve its digital customer experience and its revenue.

Agency V – Help a large federal agency recover from a front-page scandal that sparked investigations and congressional hearings.

Federal Benefits Provider – Help a federal agency that provides benefits to millions of U.S. citizens prepare for a major expansion of its mandate.

5. AT Kearney Case Interview Examples

Promotion Planning – Help a national grocery and drug store chain improve its product promotion strategy.

6. PWC Case Interview Examples

Modernizing a Hotel’s Loyalty Platform – Help simplify and modernize the platform, providing customers with immediate access to their data.

Green Energy – Help an energy company transition to net zero greenhouse gas emissions.

Nonprofit Impact – Help a community organization respond to client needs during the pandemic.

Love at First Byte – Help a data management client comply with new regulations.

Prioritizing Ethics and Integrity – Help a software company leverage data analytics to comply with regulations.

7. Accenture Case Interview Examples

Sustainability – Help drive sustainability for an auto manufacturer.

IT integration strategy – Driving merger integration by linking technology systems.

We have more on how to Accenture Case Interviews in our article.

8. Capital One Case Interview Examples

Ice Cream Corporation – Help the president of Ice Cream Corporation grow profits.

9. Oliver Wyman Case Interview Examples

Wumbleworld – Help a China-based theme park operator identify the reasons for declining profits and develop options for reversing the trend.

Aqualine – Help a manufacturer of small power boats determine why its sales growth has slowed and identify opportunities to boost sales.

10. LEK Case Interview Examples

Theater chain – Help a large theater chain identify revenue growth opportunities.

Free Online Case Interview Examples from Consulting Clubs

Need more case interview examples? Here are links to MBA case books compiled by INSEAD, Harvard, Wharton, Darden, and several other business schools.

Recent Consulting Case Interview Examples

• Darden School Of Business 2021-2022 Casebook
• NYU Stern MCA 2020-2021 Casebook
• The Duke MBA Consulting Club Casebook 2021-2022
• Notre Dame Casebook 2022
• Kellogg Consulting Club 2020 Casebook
• FMS Consulting Casebook 2021-22
• INSEAD Consulting Club Casebook 2021
• IIMC Consulting Casebook 2021-22
• UCLA Case Book 2019 – 2020
• Columbia Business School 2021 Casebook
• IIM Lucknow Casebook 2022
• Cornell MBA Johnson Consulting Club Casebook 2020-2021
• Darden School Of Business 2020-2021 Casebook

Older Consulting Case Interview Examples

• 2019 Berkeley Haas School of Business Consulting Club Interview Preparation Guide and Case Interview Examples
• The Duke MBA Consulting Club Casebook 2018-2019
• 2017-2018 McCombs University of Texas at Austin Consulting Case Interview Examples
• Columbia Business School Management Consulting Association Case Interview Examples 2017
• Duke Fuqua School of Business MBA Consulting Case Interview Examples 2016-2017
• NYU Stern MBA MCA Case Interview Examples: 2017
• UCLA Anderson School of Management Consulting Association Case Interview Examples 2015-2015
• Darden Consulting Club Case Interview Examples: 2014-2015
• Yale Life Sciences Consulting Case Interview Examples 2014
• ESADE MBA Consulting Club Case Interview Examples 2014
• Darden Consulting Case Interview Examples: 2012-2013 Edition
• Kellogg Consulting Club Case Interview Examples and Interview Guide: 2012 Edition

Even More Consulting Case Interview Examples

• The Cornell Consulting Club Interview Interview Examples
• Harvard Business School Management Consulting Club Case Interview Examples
• The MIT Sloan School of Management Consulting Club Case Interview Examples and Interview Guide – October 2001
• The Berkeley MBA Haas Consulting Club 2006 Case Interview Examples
• London Business School – The 2006 Consulting Club Case Interview Examples 
• Columbia Business School Management Consulting Association Case Interview Examples – 2006
• Torch the Case – The NYU Stern Consulting Case Interview Examples – 2007 edition 
• Michigan – the Ross School of Business Consulting Club 2010 Case Interview Examples
• Wharton Case Interview Examples by the Wharton Consulting Club – December 2010
• The Duke MBA Consulting Club Case Interview Examples – 2010-2011
• Case Interview Examples by the ESADE MBA Consulting Club 2011  
• INSEAD Consulting Club Handbook and Case Interview Examples – 2011

Still have questions?

If you still have questions on case interview examples, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

We have tons of other articles to help you get an offer from one of the top consulting firms. Check out our pages on:

• Case Interview Math
• Case Interview Types
• Case Interview Formulas
• Market Sizing Questions

Help with Case Study Interview Preparation

Thanks for turning to My Consulting Offer for advice on case study interview prep. My Consulting Offer has helped almost 89.6% of the people we’ve worked with get a job with top management consulting like Bain, BCG and McKinsey .  For example, here is how Conor was able to get his BCG offer after previously failing.

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• The 1%: Conquer Your Consulting Case Interview
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• Kearney Recruitment Test
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The prime resource to break into McKinsey, BCG, and Bain . By two former McKinsey consultants & interview experts with the best track record in the industry.

Cultivating the next generation of consultants

Welcome to the premier destination for your consulting career aspirations. We are dedicated to empowering students, fresh graduates, early professionals, and industry veterans to excel in job interviews with the world’s leading strategy consulting firms. Our primary focus lies on McKinsey & Company, the Boston Consulting Group (BCG), and Bain & Company.

Our team’s track record in this demanding field is second to none. In the past three years alone, we have reached more than 1 million consulting applicants and new hires and helped tens of thousands clients with our products and services.

Personally, I am the highest-rated McKinsey case coach on the web, having conducted the most meetings, generating the most offers, and amassed an unparalleled number of glowing reviews . This gives me the unique ability to guide you through the intricate labyrinth of consulting interviews, ensuring your success in this highly competitive field.

I have recently published the bestselling new case book “ The 1%: Conquer Your Consulting Case Interview”  and   a book on managing your entry into consulting, called “Consulting Career Secrets.”

Our influence extends far beyond the MBBs as our clients have secured countless offers from globally acclaimed consulting firms such as Kearney, Strategy&, Oliver Wyman, L.E.K., Roland Berger, and many more. Each offer represents a new story of success, further establishing our unmatched presence in the industry.

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We help you with networking, getting referrals, applications, and crafting your resume and cover letter to pass the screening stage and get the invitation for the McKinsey, BCG, and Bain interviews.

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We guide your McKinsey, BCG, and Bain aptitude and recruitment test preparation and show you how to ace case interviews and personal fit & experience interviews in the most elegant and effective way.

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Getting into top-tier consulting is tough. Only 1 applicant out of 100 receives the desired offer. At StrategyCase.com, we help you to turn the odds in your favor and land your dream job. We guide you and show you how it’s done from start to finish. We are your trusted partner in transforming your career dreams into reality, steering your success in job interviews with industry giants such as McKinsey, BCG, and Bain & Company.

Through our comprehensive coaching approach, we ensure our clients are not just well-prepared, but also well-rounded, excelling in all areas of the interview process. With us, candidates become more than just applicants; they become compelling prospects for any leading consulting firm, primed for a thriving and successful career.

SOLVE PROBLEMS LIKE A CONSULTANT

Our innovative teaching strategy is grounded in ‘first principles thinking,’ a technique that helps dissect complex problems down to their core elements. We encourage clients to build solutions from the ground up, eschewing standard, often restrictive frameworks. This enables our clients to demonstrate an unparalleled depth of analytical thought, setting them apart from other candidates.

TELL STORIES, NOT ANSWERS

We also emphasize the importance of the right communication across case and fit interviews. We polish your storytelling for personal fit interviews – critical yet frequently overlooked aspects of the hiring process. We guide our clients in crafting authentic narratives that highlight their unique journeys, skillsets, and values, helping them to align seamlessly with a company’s culture and objectives.

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Good guide at an affordable price. The big plus is the Excel file for the eco system game. The red rock sample tests are not 100% like the real ones layout-wise but with similar questions and difficulty.

I worked hard for my offers and the investment in the course paid off.

It has been a massive mindset shift and I became a big fan of the hands-on approaches taught in the sections. They do an excellent job of converting difficult problems for frameworks, charts and math into simple manageable tasks. This had 4 big impacts on my performance:

1 - I can create more exhaustive and targeted case frameworks in the same time or slightly less time than before 2 - I only need 20 seconds to analyze a chart thoroughly 3 - I have a more structured approach to math problems and calculate faster. I still have to work on getting the formulas right sometimes 4 - I feel more confident in the process

Succinct and useful guide

Coming from a nontraditional background I was frustrated with the confusing information on McKinsey interviews. Even McKinsey fails to explain how their interviews work - it is all very vague stuff like "we want to see your authentic self". What does that even mean?

I found help with this academy with tremendous content about the two parts of the interview with simulations and detailed feedback / explanations. Every aspect is broken down clearly and my doubts were indeed erased. Because of this a great amount of insights and tactical advice I can't recommend the content enough.

I would appreciate it if more practice were included.

Florian provided advanced-level feedback on my PEI stories and besides had very valuable tips to engage with my interviewer and build a connection.

Productive and illuminating meeting.

Very professional package that provided a lot of insights and structure in preparing for case interviews by outlining the tasks and strategic ways to tackle them. The courses and practice are clear and straightforward, translating how your performance is scored and what is necessary for improvement.

The large library of high-quality practice cases and drills was a huge help since I couldn't find similar cases before, only standard ones and with bad explanations and design. I used it alone but also with a study partner and it was fun grilling him with questions.

yields broad insights into many areas, lacking some depth but I am unsure if this is required for the sake of interviews.

This suite of products is extensive and Ive experienced many improvements in my cases. It helps you with learning and practice plans, courses on frameworking, charts, mental math and, most importantly, helps you practice with good materials. Doing these drills instead of relying on cases from books made a world of difference. The quality is just so much better.

Florian's 1% coaching package stands out due to his dedication and personalised attention. The time and commitment in each session surpassed my expectations with all meetings going way past the scheduled time. His support extends beyond sessions and I found myself bombarding him with questions to which he responded quickly and with patience.

He is a pragmatic coach and concentrates on strategies and critical thinking rather than memorization of frameworks. This approach and his mindset tricks have given me a sense of security and versatility for a diverse range of cases. Moreover, Florian's provides a preparation plan, complemented by targeted practice exercises and the opportunity to connect with like-minded coachees in his network.

Having worked with other coaches in the past for internship interviews, I can assert that Florian's approach and feedback, coupled with his vast experience across different firms, and his engagement is rare. I have not experienced this before.

I got everything out of the programme I wanted.

The case interview preparation package is very well crafted. It offers a deep dive into the nuances of the case interview parts and breaks them down into comprehensible steps. The drills closely mirror real scenarios and include a self-evaluation mechanism to help improve your approach. They feature a feedback loop helping you become better and understand why certain solutions work. This package is dense but a must have for anyone serious about nailing their case interviews.

The missing puzzle piece for me. It's easy to find cases for frameworks and math but I found that when it comes to charts in consulting club case books and paid platforms like preplounge or rocketblocks they are unrealistic and too simplistic.

Great interviewer and coach.

We had our first introduction call and I felt that he fully understood my background and aspirations. I booked a session and was not disappointed:

I was somewhat at an intermediate stage with my casing with little time left before my first round and I was not sure if a coach can add value. I was fine with math but struggled with structuring. He used a case in an industry that I requested and immediately identified what I needed to change to become 'distinctive' in the interviewers eyes. In the feedback he guided me through the case and told me what I needed to do or where I had to change my approach. He went over a few big levers I needed to implement and many micro habits as he calls it and showed me how these changes would impact the score sheet. We ended the session by discussing practice tips and drills to work on these areas.

Passed the first round and will book one or two more before my final round.

Florian analyses your case skills in-depth in the first session and shows you how to improve in the different dimensions to meet the standards set out by the top consulting firms. The feedback is very organised into different skill dimensions and case elements and extremely detailed. I really liked his hands-on approach and down to earth coaching style. I constantly had the feeling he was working with me throughout the whole process even outside of sessions when he answered all my questions. He gave me practical guidance on negotiating my entry.

After my McKinseys interview today I received the feedback that my case structuring was "outstanding" and I attribute much of this success to this course. When I started cases, frameworks confused me. I struggled with understanding what to include, what to leave out, and how in-depth my analysis should be. Going through this course I had a breakthrough as the process was broken down in simple steps and terms. For the first time I understood what role the framework serves and how to narrow or widen my analytical lense based on the case objective. It all made sense. Following this insight, I diligently practiced with the exercises provided, leading to the positive feedback I received today.

The handbook helped me structure my thoughts on a couple of topics and industries I was unaware of.

Offers a clear and detailed analysis of the PSG. It presents a good overview of each game but also pushes you to actively think about each game's hurdles. Working with the Excel solver has helped me a great deal.

Florian is a great pleasure to work with, my CV has gone through multiple itirations by many industry professionals and coaches from PrepLounge. But he still managed to futher fine tune mine and was always quick to respond with an amazing turnaround speed.

I highly recommend this to anyone who is preparing for consulting interviews. It's a well designed prep program that covers not only the theory for each element of the case and variations but also all essential practice materials for creating MECE issue trees, analyzing charts from interviewers and cracking case math problems. Florian's offer to help with questions and case problems at all times adds significant value to the overall experience.

It gave me confidence because it lays out a plan. It is still a challenge but I don't think its possible to pass if you don't know how to tackle the stages in the short time you got without a Excel model to organize your thoughts and do the computations and checks for you. Both parts of my game were as expected. Thanks for the help.

We look back at 9 years with McKinsey & Company

Since we left the Firm, we have reached more than 1 million consulting applicants and new hires through StrategyCase.com and directly facilitated thousands of offers with our product and service range.

Dr. Florian Smeritschnig

Over recent years, Dr. Florian Smeritschnig has earned recognition as a renowned expert and bestselling author in MBB interview preparation, thanks to his extensive background and innovative approach. As a seasoned strategy consultant with McKinsey & Company and Kearney, his experiences have granted him an in-depth understanding of the industry from multiple perspectives. This expertise, coupled with his innate passion for the field, led him to the realization that top-tier consulting firms should be more accessible to everyone. Determined to bring about this change, he created StrategyCase.com and redefined case interviews and problem solving with a unique perspective, making the intimidating world of consulting interviews more approachable. Despite being emulated many times over, his original methodology continues to hold its own. In addition to his coaching endeavors, he remains an active consultant and advisor, living and breathing the principles and strategies that he teaches. This active engagement with the industry keeps him in touch with current trends, enhancing the practical relevance of his coaching and products. With now over 10 years in this industry, his immersive insider experience allows him to provide unique insights to clients globally.

Daniil Klubov

Daniel Klubov has built a robust reputation through his remarkable career that spans the dynamic worlds of elite consulting and international diplomacy. His unique experiences with Mckinsey & Company and the United Nations over seven transformative years have made him a truly global professional. Daniel’s wide-ranging career has not only allowed him to witness but actively participate in shaping significant trends in both business and global politics. His multifaceted expertise makes him a seasoned professional, well-versed consulting methodologies, international diplomacy and business growth strategies. In the early stages of our platform, Daniel was instrumental in developing our Mckinsey flagship course. His in-depth knowledge of case and fit interviews and his knack for breaking down complex concepts into accessible content have been invaluable in establishing our platform’s success. Daniel has since transitioned from his operational role to focus on expanding his second venture.

Benefit from a Global Perspective and Audience

I help clients from diverse backgrounds and across the globe, generating offers in all consulting markets through individual coaching sessions, group coaching, leading university programs and lectures.

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

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

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

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

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

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

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• 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)
• 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)

13. 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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To make sure you are one of the 1% of consulting applicants that gets the job, this course contains 20+ lessons with detailed information about the industry, interview Q&As, and networking tips . By the end of this, you will know how to build connections and ace interviews!

Who is this Course for?

Motivated college students and MBA students looking to break into consulting

Professionals looking to prepare for the recruiting process and transition to a career in consulting

Key Outcomes

Master all of the concepts.

Consulting firms want to know that you understand the industry, that you can solve problems, and handle stress… Master all of these concepts - even if you only have a few days to prepare...

Unlocking the Door to Consulting Success

After completing the Consulting Case Interview Course, you'll have a strong edge over other candidates in landing a position at a consulting firm

Boost Your Confidence and Earnings Potential

Once you finish this course, you'll feel more confident in your consulting interviews, which will increase your odds of earning a higher salary

This course has helped our students and young professionals land and thrive at positions across all top Consulting firms, including:

WHAT’S INCLUDED

A step-by-step course to help you ace you consulting interviews.

Module 1: Introduction and Overview

In this module, we introduce you to the various types of consulting firms and the types of cases you can expect based on the firm type. You will gain valuable insights into the industry and understand how the interview process works. 

Module 2: Foundation

In this module, we lay down the foundation by introducing you to the various frameworks to approach case studies and the logic to apply when asked to calculate metrics. We also give help you build a plan of action to tackle your interview prep.

Module 3: WSO Case Template

It's time to practice case studies using the foundations. In this module, we take you through 10+ case studies used at the top consulting firms in the world. You also get access to the flashcards module, where you can practice from 500+ questions.

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12 Month Access to 24,681+ interview insights, 51,233+ exclusive salary and bonus datapoints + 20,127 company reviews...

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50+ hours of consulting-specific videos: webinars, sample deals, 10+ PPT & Excel Templates, 5+ Networking Templates and more...

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150+ questions, 15+ hrs of tutorials, 3 proven resume templates, 14 LinkedIn templates, and Emailing and Cold Calling… Get 3x your response rate, land more interviews, and get support from consultants on the inside...

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You'll have access to over 2,037 consulting interview questions across 200+ consulting firms organized by position, so you can focus your preparation on what matters most...

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Demonstrate that you have put in the work outside of university courses to make yourself more efficient and master the most critical program for success in consulting careers. Easily share to LinkedIn and other social media sites to highlight your skills and strengthen your profile as a candidate.

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How much is the consulting case interview course worth, consider this your first investment in a long career....

After all, you've likely already spent tens of thousands of dollars on college (and perhaps tens of thousands more on an MBA)...

When you start your coveted consulting job, you'll be making well over $200,000.. .

...over $350,000 if you have an MBA...

And that's just the beginning of a long and very lucrative career that could easily net you millions...

Member Benefits

How much is the wso all access worth.

When you start your coveted finance job, you'll be making well over $100,000.. .

...over $200,000 if you have an MBA...

Even at thousands of dollars and your ROI would still be huge…

At a fraction of that price, the ROI is even better... When you do the math, it's a no brainer.

And that doesn't include the time you'd have to spend figuring all of this out and the hours of sleep these courses will save you.

Even if you used the free info online, you'd still have to find it, organize it, vet it and test it to get it to work. That would take months… and at that point, you may have missed your window.

The WSO Consulting Case Interview Course gives you everything you need to be super-efficient and get ready for your Consulting Case interview… quickly and easily.

But we're not going to charge you thousands...

We won't even ask for half of that..., get unlimited lifetime access to the consulting case interview course for, this offer (+bonuses) is limited-time only, 12 month money-back guarantee.

Your investment is protected by our 12-Month Risk-Free Guarantee -- easily the most generous in the market.

If, for any reason (or no reason), you don't think the WSO Consulting Case Interview Course is right for you, just do the following within 365 days of your enrollment:

• Email [email protected] letting us know

We'll refund every penny. No questions asked . We bear the risk and will eat the transaction fees because we're that confident you'll love it.

Unlimited Access To The Consulting Case Interview Course

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What else is Included? Everything.

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