VauｌtGuｉｄeＴoＣaｓeＩnterviewＣHAPＴＥR1:ＩＮTROＤＵCTIＯN

??HYPERLＩNK"／vstore/_ｐroｆileｓｅctｉonrediｒect.ｃｆｍ?ｃｈaｐter＝214＆proｆｉｌeｓectioｎ_nuｍ＝739&ｐａgｅ=1＆prｏｄuｃt_ｉｄ＝139０&moｄe=profilｅｃｏｎtents&objｅｃtｇroup_id＝252"Ｗhｙtｈecａse?

?ＨYＰERLINK"/ｖstore／_ｐrｏfilｅsｅctiｏｎredｉreｃｔ.cｆm?ｃhapｔer=21４＆profｉlesｅcｔion＿num=７４1&paｇｅ＝1＆prｏｄuct_id=1390&mode=pｒｏfｉlecoｎｔｅnts&ｏbjectgｒoｕp_id＝25２＂Wｈaｔiｓａｃasｅ???HＹPERLINK"/ｖｓtore/_ｐrｏfileｓectionreｄｉrｅct.ｃfm?chapteｒ=２14＆proｆileseｃtiｏn＿ｎuｍ=740&page=1＆product_id=1390&mode=profilecｏnｔｅnts&oｂｊｅcｔgrouｐ_iｄ＝252"Typesofｃaseiｎteｒviews??ＨＹＰERＬIＮＫ"/vsｔorｅ/_pｒｏfｉｌeseｃｔiｏnreｄiｒect.cfｍ?cｈapter=21４&pｒofileseｃtｉoｎ_ｎum=743&pａｇe=１&prｏdｕct_ｉd＝13９0&mｏde＝profiｌｅconteｎtｓ＆ｏｂjectgroup＿ｉd=2５２＂Ｓkillsaｓseｓsｅdinthecasｅinterview

?HYPＥＲＬINＫ"／vstorｅ/_ｐｒofilｅseｃtionｒeｄirect.cfｍ?ｃｈaｐｔer＝214&ｐrofiｌesectioｎ_num=74４＆page＝1&proｄuct_id=1390&modｅ＝prｏｆileconｔents&oｂjectgroup_id=2５２"WhatkindofcａsewillIgｅt？

CHAＰTER2:CASESTRATＥGIEＳ?

?HＹPERLINK"/vsｔoｒe/_pｒofileｓｅｃtioｎredｉrecｔ.cfｍ?chａpｔｅr=215＆profilesectioｎ＿ｎｕm＝745＆pagｅ=1&prｏduct_ｉｄ=1３9０&ｍode=pｒofilｅconｔｅｎts&obｊｅｃtgroup_id=2５2"Yoｕrobｊｅctiｖe

?ＨＹPERＬＩNＫ＂/ｖsｔorｅ/_proｆileｓectiｏnreｄirect.cfm?chaｐter=215&prｏｆiｌesectｉon_nｕm=7４６&page=1&ｐroduｃt_id=13９０&mode＝pｒofｉleconｔents&objectｇroｕp＿id=２52"Top１0cａseinｔervieｗtｉps??HYPERＬＩＮK"／vstore／_profｉlｅsecｔioｎrｅｄireｃt.ｃfm?cｈａpｔer=215&profｉlｅsｅｃｔｉon＿num=7４9&pagｅ=1＆product_iｄ=１39０＆ｍode=prｏfileconｔents&oｂjeｃｔgroup_ｉｄ＝252"Groｕｐｃａsｅs

?HYＰERLINＫ"/vｓtｏrｅ/＿pｒofiｌｅsｅctiｏnreｄirecｔ.cfm?chａｐter=21５&ｐｒoｆilesｅｃtioｎ_num=7５0&pａgｅ＝1&ｐroduct_id＝139０＆mode=profｉlecontents&objectgｒｏuｐ_iｄ=25２＂Coｍmonprobleｍsandtrｏubleshootinｇ

?HYPEＲＬIＮK"/ｖstｏrｅ/_proｆｉｌesecｔionredirect．ｃfm?ｃhａpteｒ=２１5&profilｅｓeｃtiｏn_nuｍ=75１＆pagｅ=１&ｐroduｃt_iｄ=139０＆mｏｄe=ｐrofilecｏntents＆ｏbjｅctgroｕp_ｉd＝２52"Thiｎkingaｂｏutthecasｅ

?HYPERLIＮＫ＂/vstoｒｅ/_profilesｅctiｏnredｉrect．ｃfm?cｈapｔer=215&ｐrｏfilesectｉon_nuｍ=75２&ｐage＝1&pｒoｄuct_id＝1３90&mｏｄｅ＝profilｅcｏｎtｅnts&ｏbjectgroup_id=25２"Ｓpecificｔypｅsｏfｂｕｓinesscasｅs

CHAPTＥR３:CＡSＥFRAMEＷOＲＫS?

?HＹPERLIＮK＂／vstｏｒe/_pｒofｉlesｅctiｏnｒｅdirect．cfm?chapｔer=２16＆ｐrｏｆｉｌesｅctiｏn_num=７66&page=１&pｒoduct_id＝13９0&moｄｅ＝profilｅconｔents&oｂｊｅｃtｇroup_id＝2５2＂Ｙourcｏoｋｂooｋ

?HＹＰERＬIＮK＂/ｖstｏre/_ｐｒofilesectionredｉｒecｔ.cｆm?chａpter=216&ｐrofileｓｅｃtiｏn_nｕm=767&pagｅ＝1＆pｒoduｃｔ＿id=139０&ｍode=profileｃontents＆objectｇroup_id＝252"Ｂasicｃonceｐｔｓ&frameworks??HYPERLINＫ"/vstorｅ/_prｏfｉｌesectｉonrｅｄirｅcｔ．cfｍ?cｈａpter=２16&prｏfiｌesｅctｉｏn＿nuｍ=768&paｇｅ＝1&pｒｏdｕcｔ_iｄ=1３9０&modｅ=prｏfilecontents&oｂjecｔgroup＿iｄ=252"Basicaccouｎtiｎgconcｅpｔs

?HYPERLINＫ"/vstore/_profilesectｉoｎredｉrect.cfｍ?chapｔer=2１6＆profｉlｅｓectioｎ_ｎum=8８8＆pagｅ=１&produｃt＿ｉｄ=13９0＆mode＝profiｌｅcontentｓ&objｅctgroup＿iｄ＝252"TｈeBalaｎceＳheｅt??ＨＹPERLＩNＫ"／vstoｒｅ/_proｆiｌｅｓectionreｄireｃt．cｆｍ?chapter=２1６&profｉlesｅctｉon_num=889&pａge=1&product_id=1３90&mode=proｆｉｌeｃontents&ｏbjｅctgｒoup_ｉd=252＂ThｅＩｎcomeStateｍｅnｔ??HYPERLINＫ"/ｖsｔore/_proｆｉleseｃtionrediｒect.ｃfm?cｈａptｅｒ＝216＆prｏfiｌesｅctｉon_num=89１&page=1&prodｕcｔ_id＝1390&moｄe=profilｅcｏntents&oｂjectgroup_id=252"ThｅStateｍentofReｔaｉnedEaｒｎiｎgs

?HYPＥＲLＩNK"／vｓtore/＿ｐrofileｓectionredｉreｃt．cfｍ?ｃhapｔer=２16&pｒofilesection_num＝８93&page=1&ｐroduct_ｉｄ=1３90&ｍｏde=profilecoｎtents&objectgroup＿id＝２52"ThｅＳtateｍentofCａshFloｗs

?HYＰERLINＫ"/vstore／_proｆileｓecｔｉｏnrｅdｉrｅct.cfｍ?ｃhapter＝216&ｐrｏfｉｌeｓectｉoｎ_num=8９５&ｐage＝1＆ｐroｄuct＿id＝139０&mode=proｆｉlｅｃonteｎｔｓ＆obｊeｃtgrouｐ_iｄ=25２"Ａdvａｎcedcoｎcepts&fｒａmewｏrkｓ:ｎｅtpresｅntvａlｕe

?ＨYPERLINＫ"/vsｔore/_ｐrofilｅsecｔｉoｎｒedｉrect.ｃfm？ｃｈapｔer=2１6&ｐrofiｌeseｃtiｏn＿nuｍ=８97&pagｅ=1&produｃt＿ｉd=1390＆mode=ｐrofiｌｅcｏntentｓ&ｏbjｅcｔgroup＿id=252＂TheＣapｉtalAssetＰｒｉcingModel(CAPＭ)??ＨYPＥRLINK"/vstoｒｅ/_profilesｅｃtionrｅｄireｃt.cfm?chapter＝216＆pｒofiｌｅｓectｉon_num=８99＆pａgｅ=１&product_iｄ＝13９0&ｍode=ｐrｏfilｅcoｎｔeｎts&ｏｂjectgroup＿id=2５２"Pｏrｔｅr'sFivｅFoｒceｓ

?HYPEＲLＩNK"/vstoｒｅ/_ｐrofilesectionredｉrect.cｆｍ?ｃhａpter=2１6＆prｏｆilesectioｎ_num=901&page=1&prｏduｃt＿id=1390＆mode=profｉｌecontenｔs＆objｅcｔgｒoｕp_iｄ＝252"Prｏduｃtliｆecycleｃurｖe??HＹPEＲＬＩＮＫ"/ｖstorｅ／_ｐroｆiｌesｅcｔｉoｎredirect.cfｍ?ｃhapｔeｒ=2１6&proｆｉlesｅctｉon_num=902＆page=1&pｒodｕct_iｄ=1390&mode=ｐroｆilecontｅnts&ｏbｊeｃtgrｏup_id＝252"Ｓｔrateｇｙtｏol/fraｍeworkchart??HＹPERLIＮK"／ｖstore/＿prｏｆilｅｓeｃｔｉｏnｒｅｄirect.cｆｍ？ｃhapter＝2１6&profileｓectioｎ_ｎuｍ＝903&paｇｅ＝１&product_iｄ=１３90&mode=ｐrofileconｔeｎts＆oｂjectgroup_iｄ=25２"ＴheFourＰｓ

?HYPＥＲLＩNK"/vstoｒe/_profｉlesectiｏnredｉrect.cｆm?chaｐter=216&prｏｆilesectioｎ_nuｍ=904&pａgｅ=1&prｏducｔ＿id=1390&mｏｄe=pｒofiｌecontentｓ&objectgroup_iｄ=2５２＂ThｅFoｕrCｓ??ＨＹPERLＩNK＂/vstore/_prｏfiｌesｅctiｏnrediｒｅct.ｃfｍ?cｈaｐter=216＆ｐｒofｉlesｅctｉon_num＝905＆page=1&ｐroduct＿id=13９0&mｏｄe=ｐrofiｌeｃontｅnts＆objectgroup_id=２5２"TｈeFiｖeCs

?HYPERLINＫ"/vstｏｒe／_ｐｒoｆilesectionrｅdireｃt．ｃｆｍ?chapter=216&ｐｒofｉlesectｉon_ｎｕm=906&page=1&pｒoduct_ｉd=1390&mｏde=pｒofｉlecontｅnts＆ｏbjeｃtgroup_ｉd=252"VaｌueＣhａｉｎA(yù)nalyｓis

?HYＰERLIＮK"／vｓtoｒe/_prｏｆileseｃtiｏnredireｃｔ.cｆm?chapｔｅr=2１6＆pｒofilｅsection_num=907＆pａge=1&prｏdｕct_id=1390&mｏde＝ｐrofilecontents＆oｂjｅctgrｏｕp_iｄ=25２"Coｒecompeｔenｃiｅｓ??HＹPERLINK＂/ｖｓｔore/_profｉleｓectionredirｅct.cfm？cｈapｔer=２16&ｐｒoｆileｓection_num=908&page=1&ｐｒｏｄuｃt_id=１390&mode=profiｌecoｎｔenｔｓ＆ｏbjectgrouｐ_id=2５2"Ｂencｈｍaｒkingａnd"beｓtｐrａctices"??HYＰERLINK＂/ｖstore/_ｐrofilesｅｃtiｏnrediｒｅct.cfm？chapｔｅr=216&pｒofilｅsecｔｉon_num=９0９＆ｐage=1＆ｐrｏduct_id＝1390&mode=ｐrｏfiｌecoｎｔenｔｓ&objectgrｏup_ｉd=25２"Ｔhe２x2matrix??HYＰERLIＮK"/vstｏre/_proｆilesｅctionredirect.cfm？chapteｒ=21６&ｐrｏfｉlesection_ｎum=９12&page=１＆producｔ_id=1３９0&mode＝profilecｏnｔents&ｏｂjeｃtgroup_id＝2５2"ＴｈeBＣＧMatｒix??HYPＥRLINＫ"/ｖstｏｒe／_prｏfileseｃtionｒedｉｒect.cｆm?chapter＝２16＆profilesection_ｎum=91３&page＝１&prｏｄuct_ｉd＝13９0＆mｏｄe=pｒoｆileｃｏnteｎts&objeｃtgroｕp_iｄ=２５２＂M&Acaｓes:Dｅtｅrminingthevａｌuｅoｆaｎacquｉｓｉtｉｏn??HYＰＥRLINＫ＂/vｓtore/_ｐrofileｓｅcｔioｎrｅdｉrect.cfm?chapter＝21６&proｆiｌesectｉon_num=9１6&page=1＆prｏｄuct_id=１３9０&modｅ=prｏfiｌecontenｔs＆objeｃtgroup＿ｉd=252"Afrａｍｅworｋｃauｔiｏn

CHAPTER4:ＢEINGTHERＥ??ＨYPＥRＬINＫ"/vstore／_ｐrofileｓectionｒedirｅct.cfm?ｃhaptｅr=217＆profilｅｓectioｎ＿num＝７7２&ｐage=1&proｄuｃt_id=1390＆mｏde=ｐrofilｅｃｏｎｔeｎts&ｏbjectｇｒｏup_ｉd=２5２"Lｅt'spreｔｅnd??HYPERLＩＮK"/vstoｒe／_ｐrofileｓectｉonｒeｄirecｔ.ｃfm?chaptｅｒ=217&prｏfｉleｓecｔｉon_ｎｕm=773&page=1&proｄｕcｔ＿id＝1３90&moｄｅ=ｐrofｉlecontents&oｂjeｃtgroup_id=252"Ｔhｅcase?CHAPTEＲ5：BUSINESSCASEＳ

?ＨYPERLINK"/vstorｅ／＿pｒｏｆilesectionｒedｉrｅcｔ.cfｍ?chaｐｔeｒ=2４３&pｒofiｌeｓection＿num=917&ｐagｅ=1&ｐｒodｕct_id=１390＆mode＝prｏｆｉlecoｎtｅnts&oｂｊeｃtgrouｐ_id=２5２＂Practiｃeqｕｅstｉons

?ＨYPERLIＮK"/vstore／＿pｒofilesectionｒｅdｉrｅct.ｃｆｍ?ｃhaｐter＝243&profｉlesectｉon_num＝９19&paｇe=1&prｏduct_iｄ＝1３90&mｏde=profilecontｅnｔs&objｅcｔgrｏup_iｄ＝252"Tｈinｋingstｒａt(yī)egicalｌy??HYPＥRＬＩＮＫ＂/vstorｅ／_profileｓeｃtionrｅdｉreｃt．ｃｆｍ？cｈapｔeｒ=243＆profｉｌeｓectiｏn_ｎum＝920&paｇe＝1&ｐroducｔ_id=１39０&mode=profｉlｅcontents＆ｏｂjｅctgroｕｐ_id=252＂ＵｓinｇtｈeFｏｕｒPs??HＹＰＥＲLIＮK＂／vsｔore/_prｏｆilesｅｃtioｎredirect.cfｍ?chａpｔｅr=243&ｐｒofilesectｉon_num=92１&pagｅ=1&prｏｄuct＿id=1390&mode=profiｌecｏntｅntｓ＆obｊectｇroup_iｄ＝2５2"ＳａilｉｎｇｔheFｉveCs

?HYPEＲLINK"／vstｏre/_profileseｃtｉonｒedｉｒect.cfm？ｃhaｐtｅｒ＝243&prｏｆilｅｓeｃtion＿num=9２２&paｇe＝1&produｃt＿ｉｄ=１390＆mｏde=proｆｉlecoｎｔents&oｂjｅctgroup_id=２５2"Moｒｅsａｍpleｃases

?HYPEＲLIＮK"/vsｔｏre/_profilesｅctionrｅdｉrect.cfｍ?chａpter=243&profilesecｔion＿num=９2３＆pagｅ=1&product_id=1390&moｄe=ｐrｏfileｃｏｎtents&objectgｒｏｕp_id=25２"Preｓsurｅ／sｔresscaｓes

?HYＰERLINK"/ｖstore/＿ｐｒofilesectｉonrｅdiｒect.cｆm?ｃhapｔer=24３&prｏfｉlｅsｅcｔiｏn_num＝９24＆paｇｅ=1＆ｐｒodｕct_id=1390&mｏｄe=profilｅcoｎtｅnts&objｅctgroｕp_id=2５２"Awｒｉttｅncａse??HＹPERLINK＂／vstore/_ｐrｏｆiｌｅsｅctｉonreｄｉrect．cfm?chａｐter＝243＆proｆilesｅction_ｎum=925&ｐage=1&product＿iｄ=1390＆modｅ=prｏｆｉｌeｃonｔeｎts&ｏbjeｃtgroｕp_id=252"Thefiｎａncialcaseｉnterｖiｅｗ??ＨＹＰＥＲLINＫ＂／vstore/_ｐrofilesectionｒedirecｔ.ｃｆm?ｃhaｐtｅr=243&ｐrｏfｉｌesectｉon_num＝９2６＆page=1&produｃt_ｉd=1３9０&modｅ=prｏfilｅcontents＆objecｔgroup_id＝252"M&Acａses??ＨYＰEＲＬINK"/vstoｒｅ/_profｉｌｅsectionrｅdｉrecｔ.ｃfm?cｈapteｒ=2４３&proｆilesｅction＿num＝９２７&ｐage＝1&ｐｒodｕct_id＝1390&moｄe=profiｌｅcｏntｅntｓ&obｊｅｃｔｇroｕｐ_ｉd=252"Ａdｄｉｔionalｐｒacticequeｓtionｓ?CHAＰTER6:GUＥSＳＴIＭＡTES

?ＨYＰERLIＮK"／ｖｓtore/_prｏｆiｌｅsecｔｉonredirect．cfm?chaｐter=244&prｏfｉleseｃtion＿ｎｕm=928&paｇe=1&ｐｒoducｔ_id＝1３90&mode=profｉlecｏntｅnｔs&objectgroｕp_id=252"＂Guesstｉmａt(yī)ｅ＂caｓequeｓtｉons??HＹPEＲLＩNＫ"/vｓtoｒｅ/_pｒofｉlesectｉonreｄireｃt．cfm?cｈａpｔer=244&pｒofｉlｅseｃtiｏｎ_nｕm=929&page=1&prｏｄuｃt＿id=1390&mｏde=pｒofｉleｃｏｎtenｔs&objｅｃｔgroｕp_id=252"Ａcinｇguesstｉｍateｓ??ＨＹＰＥRLINＫ"／vstoｒｅ/_prｏfilesectｉonredｉreｃt.cfm?ｃhapteｒ＝２４4＆ｐrｏfｉlesectioｎ_num＝9３０＆page=1&produｃt_id＝１390＆ｍoｄｅ=pｒｏfilecoｎｔｅnｔs＆ｏbｊectgroｕp_iｄ＝252"Ｔｈeextrastep

?HＹPＥRLＩNK"/vｓtorｅ/_profilesectｉonrediｒecｔ.ｃfm?chapｔer=２44&pｒoｆileｓectｉｏｎ_ｎuｍ=９３1＆page=1&ｐroduct_id＝1390&ｍｏdｅ=pｒofｉlecｏnｔents&objecｔgroｕp_id=2５2"Practｉceｇｕesstimatequestｉons

?ＨYPEＲLINK＂/vｓtｏre/_profilesｅcｔionredireｃt.ｃfm?chａpter＝24４&profilesectiｏn＿num=93２＆pａge=1＆pｒodｕct_id=13９0&mode=pｒofiｌecontｅｎｔs&objectｇroｕp＿id=252"Otｈｅrgｕesstimatｅs

?HＹPERＬINK"/vｓtorｅ/_pｒｏfiｌesectionrediｒect.cfm？chaｐｔer＝24４&profilesectiｏn_nuｍ=9３３&page=１&proｄuct_id=１390&mode=pｒofileconteｎts＆ｏbｊecｔgrouｐ_id＝252＂Ａndtrｙthesefｏrprａcｔice.．.?CHAPＴER7:BRAINTＥAＳEＲＳ

?ＨYPＥRLＩNK"/vｓtoｒe/＿pｒofilesecｔｉoｎredirｅｃｔ.cfm？chapｔer=24５&pｒofｉleｓecｔiｏn_nｕｍ=9３4&ｐage＝1&produｃt＿id=1390&mode＝profｉｌecｏｎtenｔs&ｏｂｊectgｒoup_ｉｄ=252＂Ｔｈｅdrill

?HYＰERLINK＂／vｓtore／＿ｐrofiｌｅsｅctioｎredireｃt.cfm？ｃhapｔeｒ＝245&proｆｉlｅsｅｃtiｏn_num=９3５&ｐaｇe=1＆pｒoｄuct_ｉd=1390&modｅ=profilecｏｎtentｓ&obｊecｔgroｕｐ＿iｄ=252"Ｐractｉｃebraiｎｔeaseｒｓ?CHAＰTＥR8：FIＮALANALYSIS

?HYPERLINＫ"/vstｏrｅ/_ｐroｆileｓectionrｅｄireｃｔ.cfｍ?chaptｅr=246&profileｓection_ｎｕm=93６&pａge=1&proｄucｔ_iｄ=1３90&modｅ=prｏfileｃｏnｔｅnts&obｊｅｃｔｇｒoup_id＝2５2"Finalanalyｓis

CHＡPTER9:APＰENDIX

?Coｎｓultｉngglossary??HYＰERLINＫ"／vstore/＿profilesectｉoｎredirｅct.cfm?chapter＝2４７&profilｅsecｔion_num=９38&page=1&ｐｒodｕct_ｉd=13９０＆ｍodｅ＝profiｌecoｎtenｔs＆obｊectgｒｏup_id=252"Ｒeｃｏmmendedreadｉng??Chａpｔeｒ1:INTRODUCTＩON?

SUB-CHAPTERS:<Ｗhythｅcａse?>HＹＰEＲLINK＂/vstoｒｅ/_prｏｆilesectionredｉrecｔ．cｆｍ?chapter=2１4&profileｓeｃｔion＿nuｍ=741&pａge=1＆product_id=1３90＂Whatisacasｅ??HYＰERLINK"／ｖｓtoｒe/_profilesｅctiｏnredｉrect．cｆｍ?chaｐter=２1４&pｒofilesection_num=740&ｐaｇe=１&ｐroduct＿id＝139０"Ｔｙpesofcａｓeintｅrvｉeｗs?ＨYPERLINK"/vstｏrｅ／_proｆileｓｅctionredirect．cfm?chaptｅr=214&profｉｌesｅcｔｉoｎ_num=7４3＆ｐage=1&pｒodｕｃt_id＝１３90"Skilｌsassesｓedintｈecaseinterviｅw?HYＰＥRLIＮK＂／vstｏre/_pｒofilesectiｏnreｄiｒecｔ．cfｍ?ｃｈaｐter=214＆ｐrｏfiｌesectioｎ＿num=7４４＆ｐage=1&ｐroｄuct_id=1390＂Whａt(yī)kｉndｏfcasewiｌｌIｇet？Ｗhytｈecasｅ?

Yourimｐrｅssiveresumｅmaｙgetyｏuaninｔerｖｉeｗwｉthａcｏnsultｉngｆiｒm，butiｔwon'tgetyｏuｔhejｏb.Coｎsｕlｔantsknowthatａresume,ａt(yī)itsverｙbｅｓt，ｉsonｌyatwo-dｉｍensioｎalreprｅseｎtationoｆａmuｌti-faceｔｅｄ，dynamicperson．Aｎｄbecａuseｃｏnsulｔingfiｒｍsdeｐendｏnemployiｎgｔhｏsｅmｕlｔi-faceｔed,dｙｎamiｃｐeｏplｅ,thefiｒｍsreｌｙhｅavilｙｏnthecaseinteｒviewtoscreeｎcandiｄates．Ｔhｅinterviｅwprocesｓｉsesｐeciａlｌyｐerｔｉnentｉｎtheconsultingindustry,sinceconsuｌtｉnｇprofeｓsｉonalｓspenｄtheｌiｏn'ssharｅoｆtheirbusinessｄayｉnｔerａcｔｉnｇwithclｉｅntsandcolleａｇuｅs,anｄmustthemsｅｌvesconstａｎtlｙinｔeｒｖiｅwclienｔeｍpｌoyeesanｄexecuｔiｖes.Furｔhｅrmore,coｎｓultanｔｓｍusthavｅａselectseｔofpersoｎaｌｉｔyａnｄlｅａdｅrshiｐtraｉtsinordｅｒtoｂesｕｃｃessｆｕl.Acｏnsｕlｔａｎt＇sｗoｒkeｎvironmentiｓｅxｔremｅｌytuｒbulent.Tｈｅrearenonsｔopenｇaｇeｍentteamｃhangｅs,hostｉｌｅｃlｉｅntenｖiｒｏｎmenｔs,couｎtｌesspolitｉcaliｎｆlｕencｅs,aｎｄｎｅar-perpetuａlｔｒavel.Thesｅｆａctorｓdｉｃｔａt(yī)ethatａｎiｎdiviｄｕaｌbecoolｕｎdｅrpressure,bｅｉnflueｎｔialwitｈoｕtbeingcoｎdescｅnding，ｂehｉgｈlｙａnalｙtical,havｅtｈeａbilitｙtｏｕｎderstaｎdtｈegranuｌａｒaspecｔｓｏfaｐrｏbｌｅmｗhilｅsｉmｕltaneousｌyａgｇｒｅgaｔiｎgthemtoseｅthebiｇpicture，andｈavｅtheabiｌitytoseｌf-policeaｂalａnｃebｅtｗeenperｓonａlandpｒofeｓsionalｌiｆeｓtyｌe．Consuｌｔaｎtsareoｆtenｓｔａｆfｅdｉｎｓmallgroupsinfar-flunｇareas.Aｓarｅsult,theｉndividualｍustｂｅabｌｅｔｏfuｎｃtｉｏn,andfunｃtioｎwｅｌl，wiｔhouｔmanyofｔｈｅtｒａｄiｔionalworｋplaｃｅsｔandaｒdｓ:aｐｅｒmaｎenｔwoｒｋinｇspａce，theaｂiliｔytoretｕrnhomeeaｃhnighｔ,easilyａccｅssedserviceｓｓuchasadminiｓtｒativeasｓistance,faxing，anｄphoｔocopｙiｎg,andtｈecａmaraderietｈatdevｅｌｏpsamｏngcｏ-ｗoｒkerｓａssignedtoｔhｅsaｍeｂusｉnesｓunｉt.Allthｅsｅfactｏrsnｅceｓsitateaｕniqｕeintｅrviewstｒuctuｒefｏｃuseｄonassessingacaｎdidate＇sａｂｉlitｙｔomanaｇｅｔhesｅparｔicularciｒcumsｔanceswｉthprofessiｏnalismａndeｘcelｌｅnce.Thｅcaseｉnterviｅwｈasevｏlvedaｓaｍethodforevaｌuatingtｈesechａｒacteｒisticｓ.Whａｔｉsacasｅ?

Sｉmpｌyput,acaseｉntervｉeｗｉsｔhｅａｎalｙsｉsoｆaｂusineｓｓquestion．Unlikｅｍｏsｔotheｒｉntｅｒvｉｅｗquｅstｉons,iｔisａninteｒaｃtivepｒocess.Youｒinterｖｉｅwerｗillpｒｅseｎｔyouwitｈaｂｕｓｉｎeｓspｒobｌemanｄaskｙoufｏryoｕropinion.Yｏuｒｊｏbiｓtoａsktheiｎtｅrvｉeｗerlｏgicａｌｑｕesｔionｓtｈatwｉllpｅrmitｙｏutomaｋeａｄｅｔailedrecｏmｍｅnｄａt(yī)ion.Themajorityofcasｅｉnteｒviｅwersｄon'thaveaｓpeciｆiｃａnswerthａt(yī)yｏu,thecａnｄidate,areexpeｃtedｔoｇｉve.Wｈａt(yī)theinｔeｒvｉｅwerｉsloｏｋingforisathｏｕｇhtprocｅsｓthａt(yī)isatonceａnalyｔiｃaｌａndｃｒeaｔivｅ(ｗhatcｏｎsuｌtａｎtsｌｏｖeｔｏｃall"ｏuｔ－oｆ-thｅ-ｂｏx＂tｈｉｎkinｇ）．Ｓpecifiｃknoｗｌedgeoftheinduｓtryinquestionｉｓabonｕsbutｎotnｅｃessａry．Businesｓschoolstudentｓandcaｎdidateｓｗｉthｓignificａnｔbｕｓinessｗｏｒｌdexperieｎcerｅｃeiveｃasｅquesｔiｏnｓｔhａｔrｅqｕirｅａdeｅｐeｒuｎderstandｉngｏｆbuｓineｓｓmodelsandｐｒｏcｅｓseｓ.Theiｎterviewwiｔhacoｎsｕｌｔｉngｃompanynoｒｍａｌlylastｓaboｕthalｆanhouｒ.Ofthｉstimｅ,abｏut１0miｎuｔesistakeｎupwｉtｈprelｉｍｉnaryｃhatandbehavｉoraｌquestiｏnｓandfiveminutesofyourasｋingquestionsabｏｕｔｔｈｅcｏmpany．Thｉsleaｖeｓ１5ｍinuｔesforｙouｒcaseinterviｅwquｅstionｏrｑuｅstions.Ｍakethｅｍcount！

Ｔyｐｅsｏｆcaseｉntervｉeｗs

Whatcaseｉｎteｒvｉｅwｓaｒenoｔdesigneｄtodoistoeｘｐlｏreeducaｔional，ｐrofｅssiｏnaｌoｒexpｅrientiａｌqｕalifｉcatｉｏns．Ifyou＇vereaｃｈedｔｈecasｅiｎtervｉｅwstage,tａkｅaｄeepbreath-ｔhｅconsulｔingfirmｈasalreadyweigｈeｄyouｒbackｇroｕnd,GPＡanｄｅxｐerienｃｅandfoundyｏｕworthyｏfadｅe(cuò)perskｉｌｌassessmｅnt.Thisｍｅansthａｔthｅcaseｉｎｔeｒvieｗｉｓyｏｕｒstｏｌose.Triumｐhoveryourcaseintｅrviews，anｄchａnｃｅsarethaｔaslｏtaｔｔhefirmwillｏpenfｏｒyou.Caseinterviewｓｖａrywidely,butｉngeｎｅｒaltheyｆallintotｈreegroｕｐs:businｅsscａseｓ，gｕesｓｔimaｔes,ａndbｒainｔｅasｅrs.Tｈesequesｔｉonｓaredesiｇnｅｄｔoａssｅssapａrticulａrｓetofｃanｄidatecｈaracｔeristicｓthatａniｎｄｉviduaｌwoｕlｄberｅquｉrｅdｔopｏssessaspaｒtｏｆｔhetａcｔicalａnd/orlifestyleａspｅｃtｓoｆｂeｉngａcoｎｓuｌtａnt．??CaseintervieｗsCaseｉntervieｗsvarysｏｍewhaｔiｎtheｉrfｏrmat．Theclaｓsicandmｏstcomｍonｔypeｏfcaseinｔeｒviｅwiｓｔhebuｓinesｓcase，inwhicｈyou'rｅｐresentedwiｔhaｂusinesssceｎarioａndaｓｋｅdtｏaｎalyzｅｉtaｎdmakeｒeｃoｍmendaｔiｏns.Ｍoｓtcaｓｅsarｅpreseｎｔedinoraｌforｍ,thｏughｓomeinvoｌvｅhandouts，ａndａｆｅw(likeMonitoｒComｐany＇s)arｅe(cuò)venｅｎｔiｒelｙｗritｔen．(Ｔhatｉs,theｉnｔeｒvｉewerwilｌｎotcｏｎtribｕteanyotheｒinfoｒmationbesｉdeswｈat'sontｈehandｏuｔ．）Anotｈeｒvariatioｎonthecaseintervieｗthatｉｓbecomingmｏｒｅpopｕlaｒisｔhegroupｃaseinｔervｉew,wheｒethreｅtosixｃａｎｄｉdaｔｅｓaregrｏupedtoｇeｔherａndtolｄtosｏlvｅacaｓecooperativelｙ.Cｏnsultantsfｒoｍthｅfiｒmwａt(yī)chａssiｌｅｎtobservers.Tｈouｇhｙｏushoｕldceｒｔａinlybeprｅparedｆorthesevariａt(yī)ionｓｏncａseinｔerｖiews,yｏｕａreｍｏstlikelytｏcomｅaｃrossthetｒaditiｏｎａｌ,ｃｌaｓsicmａno－a-maｎocａｓeｉntｅrｖiew.ＧuesstｉmａｔesWhｅtherfree-ｓtandinｇoraｓｐaｒｔofaｃasｅ,lｅarninghowtomake"bａcｋ-of－thｅ－envelope"ｃaｌcuｌatioｎs(ｒouｇｈ，yeｔbasｉcａllｙaccuｒatｅ)ｉsaneｓsｅnｔialpaｒtoｆthｅcaseinterview．Ａsｐａrtoｆaguｅssｔｉmatｅ,yｏumigｈtbｅａskｅｄｔoｅstiｍatehｏwmanywａt(yī)eｒｍeｌonsarｅsoldintｈeUnitedStａt(yī)eｓｅａcｈｙear,orwｈａt(yī)themarketsizｅfoｒanewcompuｔｅｒpｒoｇｒamｔhatorganｉzesyourwaｒdrobemｉghtｂe.Youwｉlｌnotbeexpｅｃｔedtｏgeｔｔｈeexactnｕmbeｒ，ｂuｔｙousｈｏulｄcoｍeclｏse-ｈｅｎcetｈeguesstimatｅ.(Ｆorexampｌe,yoｕmiｇhtneedｔｏfｉgureoｕｔthemａrketsｉzeｆoｒthewarｄｒｏbesoftwareasａfirststepindetｅｒmｉninghowｔoｅntｅrthｅEurｏｐeａnmarｋeｔ.)Non-businessschoolstudentｓandotheｒｓwhoappeartobeweaｋquantitaｔivelymaygetstand－aｌｏneguesstｉmaｔes-gueｓstiｍateｓgiveｎiｎdｅｐendentｌyｏfaｃaｓe.ＢraｉnteasｅrsBｒaｉnteａsersaｒｅnoｒｍalｌylogｉcpuｚzlesoｒriｄdｌes.Theyｍaybeｔｉmed.Ｏｆtｅn，bｒainｔeaseｒｓaremeａnｔtoｔesｔbothanalyｔicand"ouｔ-of-tｈe-bｏx"ｔhｉnking,aswellaｓｇｒaceｕｎdeｒpressｕre.Sｋｉllｓassesｓｅｄinthecaseintervｉew?Folloｗｉngyoｕｒｃaｓeinｔervieｗ,yourｃonsultiｎginterviｅwerwｉllcoｍpleteaｗrittenevaluationfoｒm.Theevaｌuａｔｉｏnfｏrｍｓofteninｃluｄeaｌｉsｔｏfｑuaｌｉtiｅｓ，trａitsaｎｄabilitieｓ,aｎｄaｓｋtｈｅinｔｅrvｉｅwertoassessthｅcandidateagainｓtｔhelist.Ｆollｏwingｉsalisｔoftｈeｓespecialtraｉｔsthａt(yī),ａccoｒｄinｇｔoconｓuｌtingiｎsiｄers，intervｉewerｓwillbｅｋeeｐiｎgａneｙeｏutfoｒaｓyｏuwoｒkthrouｇhtheｃasｅinterview:Leadersｈipskiｌls?You'lｌheａｒthiｓfｒｏmeｖeryconsuｌtｉngfirｍｏｕtｔheｒｅ-tｈeywanｔｌeaderｓ.Why,ｙｏumightａsk，ｗｏｕｌdａconsultiｎgfiｒｍｎeedaleadeｒ?Afterall,manybｅgｉnningｃonsuｌtanｔｓaｒｅcoｎｓｉgｎedtoiｎdeｐendｅntnumbｅr-crｕｎcｈｉnｇandresearｃh．Ｔhｅfactｉｓ,ｈoｗｅver,tｈatｃoｎｓultanｔsａreofｔencａlledｕpontｏｗoｒkinｄepenｄentｌy,shapeproｊeｃtswithverylittleｄｉｒｅctiｏn,anddｉrecｔｏｔhｅrs．Yｏｕshoulｄdｅmoｎｓtrａｔeyourlｅadeｒshipsｋiｌlsbytakinｇcｈargeｏfthecａsｅinｔerｖｉew.Aｓkyourquestionｓcoｎfｉdeｎｔlｙ.Iｎquiｒｅｗhetｈｅｒthecａsｅinｔerviewrｅlatｅstotｈeiｎｔｅrｖieｗer'sownexpｅrｉｅnce.Ｗhileyourresumeanｄpｒｅｖｉｏusleadeｒsｈipeｘpeｒｉenceｗｉlｌprobablyｍｏstsｔｒonglycoｎveyyoｕrleadershｉpａbility,yourdeｍeａnorｉntｈｅcaseinｔeｒviｅｗcanhelp．Aｎaｌｙticalsｋillｓ?Ｔｈecｏｒecompetencyofｃｏnsｕltiｎgｉsaｎａlysis-breakｉｎgdｏwndatａ,foｒmｕｌaｔingitintoapａｔｔernthatmakeｓsense，andｄｅrivingasensiblｅｃonｃlｕsionｏrrｅcｏｍmendaｔion.Ｙousｈｏulddisplaｙthisｓｋiｌltｈｒoughyourefficient,on-ｔargｅtanｄaccｕrａt(yī)eｑuestionsｗhiｌewreｓtlingyouｒｃaｓetoaｓolutｉoｎ．

Preseｎｔａt(yī)iｏnskｉlls

Thecａsepreseｎtationisanessｅntｉalｐartｏfcｏnsulting.Onｃeｃｏnsultａntsｈaｖeａnaｌyzedthｅirｃａｓｅe(cuò)ngａgｅmeｎtanddeｃidｅｄonthepropeｒｃoｕrseofaｃtｉｏn,theｙmusｔpresentｔｈeirfindingｓandｒｅcｏmｍendatｉonstoｔheiｒｃaｓeteａmanｄｔｏtheirclients．Ｉnｔｅｒviewerswilｌbewatｃｈingyｏucloseｌyｔoseeｉfyouｓtumbｌｅｏverｗoｒｄｓ,useinａdvisａｂlefilｌerslikｅ＂ｕｍ＂or"likｅ"ｆｒeqｕenｔly,orappeａrｊitteryundｅrclｏｓeqｕesｔioninｇ.Remｅmbeｒ:Wｈenyou'reｓpeａｋｉng,ｓｌoｗdoｗnaｎdsmile．Ifaskedaｑuestｉｏnthattemporａrｉlyｓtumpsｙoｕ,tａkeadeeｐｂreathandpause.Ｉt'salwayｓbettｅrtopausｅthaｎbabble.Eｎeｒgy?Evenｔhemoｓtｑualifｉedandanａlyticalcoｎsultantwon'tbeｍuｃｈgoodifshｅquitｓat5ｐ．m.durｉｎgａloｎgａndａｒｄuouｓｅnｇagｅmｅnｔ.Inteｒｖiewersloｏkforｚeｓｔanｄenerｇy-fｉrmhandshaｋe,siｎcereandｗarmｓmｉｌe,brｉghteｙesanｄbｕｓhyｔaｉl.Ｒeｍemberｔhatｃonｓulｔingfirｍsｅxｐｅｃtｙoｕtｏtakea1０－h(huán)ouｒｆlｉghｔanｄshowupａt(yī)ｗorkthｅnextｄａｙ,alert，ｐerkyandrｅaｄｙtｏｇｏ.Atteｎtiontoｄetail／Ｏrｇanizatｉｏｎ

Ｃｏｎsultanｔsｍustbeａspainｓtakingasｓcientiｓtsinthｅiｒatｔｅnｔiontodｅtaｉl．Ａｎｄcoｎｓultantswhojuｇgleｔｗoorｍoｒｅfliｇhｔsａweｅkanｄeｎgａgｅmentsaｌloverｔhewｏrldmuｓtｂｅe(cuò)xtremｅlyorｇaniｚｅｄ．Youcａnｄisｐlaythisｓkｉllthrｏuｇhadisｃipｌｉｎed，logｉcalapprｏachtoyｏuｒcaseｓｏｌuｔioｎ,anｄbysｈoｗinｇｕpforyoｕrinｔｅrｖｉewprepａrｅd．Yｏu＇llwanttotakenoｔes,ｓobriｎgａｐａdｏfpapｅraｎdaｐen.Intervｉewersｎoｔｉcewｈencandidatesmustaskforthesemateｒialｓ.Ｑuantiｔativｅsｋills

Thｏseｓpreadshｅｅtsｙoｕ＇llbｅｗorkingwiｔｈasamanaｇｅｍentcｏnsuｌｔａｎtneednuｍｂerｓtofｉｌlthem．Conｓｕltｉngintｅrviｅｗsｗillinevｉtablytesｔyoｕrgraｓpofnumbersａnｄyoｕrabilｉtytomanipulａｔetheｍ.Ｍanyiｎtｅrvieｗersｗiｌlaｓsessyourｑｕaｎtiｔativesｋｉllsbygivinｇyoｕa"ｇｕｅsstｉmaｔe,"eitｈｅrwitｈｉnｔｈeｃasｅｑuｅstionｏrｓeｐａｒately.Fｌexibility?CｏnｓultａntsmaｙhavetｏａｒriveattｈｅoffｉceoｎedaｙanｄｂepaｃｋｅdｏｆftｏWｉnnｉpeｇｆorsｉxmｏｎｔhｓthenext.Tｈisｋindｏｆｆlexibｉlityｏfｓcheduleismｉrｒoreｄinｍenｔalflexibｉｌity.Totestyoｕrgｒaｓｐofacaseinterviｅw,thｅiｎｔeｒvieweｒmaysｕddenｌyiｎｔrｏduｃeanewpｉeｃｅoｆｉnforｍatｉoｎ（"Okay,let'sｓａythｅfａctoｒｉesmustbeopenedｅitheｒinCanａｄaｏrChina"）orfｌｉｐthetermｓoftｈecaseｉnterview（"Whatifthｉsｌabｏｒcontｒactisnotgｕarａnｔeｅd,asIsaidearlier?")aｎdthenｗatchｈowquicｋlyyｏu'reabletoａlteryourtｈinkｉｎg．Ｍaｔｕritｙ

Consｕｌtaｎｔsmｕsｔoｆtｅnworkwitheｘecｕtｉveｓaｎdｃｏmpanyofficｉａlsdeｃadesolderthaｎtｈeyare.(Tｈisiswhycｏnsultantｓaretaｕgｈttheriｇhtwａyｔoａｎswerthequestion＂Hｏｗolｄareyoｕ?＂)Wｈaｔthismｅanｓinaｎinｔeｒvｉｅwisamｉnimumofgiggling,fidgｅtingａｎｄrefeｒｅｎcestoawesomｅfｒatｅrnityeveｎtsyoumayｈａveatｔendeｄ,eｖenifｔheinterｖiｅｗerseemsreceｐｔiｖｅ.Inｔｅlligencｅ,a.k.a.＂ｍentaｌhorsepower"?Ｒａｔhersｔrａｉｇｈｔfoｒｗaｒd-coｎsulｔingiｎteｒviｅwersaｒelookｉngfoｒquickｎｅssofanａlyｓiｓandｄｅpthofinsighｔ.Don'tｂeａｆrａidtｏaskqueｓｔionsｆoｒfeａroflooｋｉngstupid-smaｒtｐeｏｐlelearnbｙaskingqｕeｓtioｎｓandassimiｌatingｎeｗinformatｉon.Atthesamｅtime，ａｓｋingｙourinｔeｒｖiewerｔorｅpeatａｎeｌemeｎtarｙ(orｉrrｅleｖant)concept２0timeswiｌlnotbuｒnｉshｙourimagｅ.WhatkindofcaｓewillIget??Whｉleｔhere'ｓnoｗaytｏtellｆorsurewｈaｔcａsｅquｅsｔioｎyou'ｌｌgeｔ,thereａｒｅｓomethiｎgsthatcantipyouoffｔothｅｋｉｎdofｃaｓeyoｕ＇lｌrｅcｅive.Ｉｆｙou'ｒeaｎｕnｄergｒａduateorotｈerｎｏn-MBＡstudenｔ，yｏucanpｒobaｂlybeｓaｆelyaｓsuredofgettingａcｒｅativｅｏr"opｅｎ-endｅd＂question．＂Weｄｏn'ｔexpectourundeｒgradｕaｔecandidaｔestokｎoｗthatmucｈabouｔbusiness,＂confidesonｅｉnｔｅrｖiewer."Whaｔwｅｄoeｘpｅcｔistheabiｌiｔytoｂreakdownandarticｕｌａt(yī)ｅcoｍｐlexconｃｅpｔｓ．"UndergraduatesarealsｏmuchｍoｒeliｋelｙｔｏgetguesｓtimatesanｄbrａiｎｔｅaserstｈanＭBＡｓ．Ａreyoｕａbusiｎessschooｌｓｔｕdenｔorgraduatｅ？Thenyourcａsｅquestioｎｗillprobablybelessｏpen-endｅd,anddrivｅｔｏｗaｒdａｎactualsolutiｏｎ.Yoｕrｉnteｒvｉewermayposｉtsoｍｅｔhingfｒomｈerｏwneｘpｅrｉence-knowiｎgwhatｃoursｅoｆａctiontheconsｕltaｎcyaｃtuａlｌyendeduprecｏｍmending．Ｔhisdoesｎ＇tmeaｎyｏuhavetoｍakethesａmerｅｃoｍｍｅndatｉon－bｕtyou'dｂetｔeｒbｅａｂｌｅｔobackupyｏurrｅａｓoning!Alteｒnatｉveｌy，onethiｎgcasｅiｎtｅrviewersloｖｅtoｄｏiｓloｏkａt(yī)yourrｅsumeandgiveyouacasequestiｏｎｔhaｔrelatｅｓtoyoｕｒｐasteｘpｅrienｃe.＂Ｆorｅｘａmple,"ｓaｙｓoneconsultａｎｔ,＂ifyouwereoｎtheａdveｒtisiｎgstaｆffｏｒtheschoolnｅwspapeｒ,youｍightbegivｅnaｑuesｔioｎaｂoutinveｓｔinginadvｅrtisiｎgagｅnｃieｓ．"Fortｈiｓrｅasoｎ，aｄvｉsｅconｓultantｓ,"itｍａkessenseｔoｆoｌｌowuｐonｙourfieldiｎTheＷaｌlStreｅｔJｏｕｒnaｌｂｅcaｕｓeｙｏuｍaybeaskｅdａｂouｔrｅcentdｅｖelopmenｔｓinit.Ｉｆyoｕknowｗhaｔ＇ｓgoingonyou'lｌbeｔhatmｕｃhmoｒeimｐｒｅssive．"Someguesｓtimａt(yī)ｅs,forexamplｅ,ｆiguｒingouttｈeｔotalwoｒldwiｄｅrevｅnｕesofTａrｚan，aｒｅbroadｅnoughsothaｔmoｓtｐeopleｃanmaｋeareasｏnablｅaｓsumptionofnumｂｅrs.

?Chapteｒ2：CＡＳESTRAＴEＧIES

SUB-CHAPTＥRＳ:<Yｏuroｂｊecｔｉve＞HYPEＲLIＮK"/vｓｔorｅ／_profileｓecｔiｏnｒeｄirect．cfm?chapteｒ=215&prｏfileseｃtion_num=7４6＆ｐage＝1&pｒｏduct_id=１39０＂Toｐ10caseinｔeｒviewtipｓ?HYPＥＲLＩNK"／vsｔoｒｅ/_profilesectｉｏnｒｅdireｃt．cfm?chapｔer＝215&pｒofｉlesｅctｉoｎ_ｎｕm＝74９&pａgｅ=1＆ｐｒodｕct＿id=1３9０＂Grouｐｃases?HＹPＥRLIＮK＂/vｓtorｅ/＿proｆilesectionrｅdirect.ｃfｍ？chapter=215＆prｏfilesection_nｕｍ=７5０&paｇe＝1＆ｐroｄuct＿id=139０＂Cｏmmoｎprobｌemsandtrouｂleshｏotiｎg?HYPＥRLＩＮK＂/vｓｔoｒe/_pｒｏfilesecｔionreｄirect.ｃfｍ？chａpｔer=２1５&prｏfｉlｅseｃｔion_nｕm=751&pａge＝1&proｄucｔ_id=1３９0＂Ｔhｉnkｉｎgａboutｔhｅcａse?ＨYＰERLIＮK＂/vstoｒe／_profｉｌesecｔiｏｎrｅdirect.cfm?chａpter＝2１5＆pｒofｉlｅsection_ｎum=7５2&page=1&ｐrｏｄuct_iｄ=１390＂ＳpecｉfｉcｔypｅsoｆｂｕｓiｎesｓcasesYourobjectｉveBusiｎｅｓｓcａsesｉnvolveｒeａl-ｗorlｄsituationsforwhichacanｄidaｔeisproviｄｅdwithaｓetofｆaｃtsaboutaｂuｓinｅssorbuｓiｎeｓsｐｒｏbleｍ.Ｂｕsinesｓcaseｓｃanbｅｐreｓentｅdasａｎarrativedetaｉledｂｙｔｈeinｔｅrvieｗer（mostcommon)oｒoｎpaper.Tｈｅｙmaｙalsoｔaｋｅtheｆｏrmｏｆacasestudy,wherｅthecａｎdidatｅisｐｒesｅntedwithａpacketoftextincluｄｉｎggrａphｓ，charts,ｆｉnａncｉaｌｉnformation,andotｈerexhiｂｉts.Rｅgａrdlessofthｅformａｔ,tｈeｏbjecｔiveoftheｂusｉneｓｓcaseｒｅmaｉｎstｈesａmｅ.Tｈeinterviｅｗerisattempｔiｎgｔoａｓｓessyourａｂｉlityｔosynthesizｅmａnydifｆeｒenｔsｉtuａt(yī)iｏnａleleｍｅnｔｓｉｎtoacoheｓｉveundｅrｓtandingoftheprｏblematｈand.Asacandiｄａt(yī)e,youwillnｅe(cuò)dtoｄｒａｗuponｙouｒanalytiｃaｌabilitieｓ，busｉnｅｓsexperiｅｎce,aｎddeｄucｔivereasｏｎinｇｔocrａcｋthecase.Iｎｍostcaｓｅs,ｔhebusineｓsｃasewilｌbetｉmed，ａndcａnlａstanywherｅfｒoｍ15minｕtestoaｎhour.(Ｗｈileyouwilｌusuaｌｌybeｇｉvenonlyonecａｓeｉnａninｔｅrｖiｅw，yｏuｍaybegivenｔwoormｏreshortｅｒcasｅs.)Insｏmesiｔuatiｏnｓ,bｕsｉnesscasｅｓmayｂeｐrｅsenteｄwｉthlittleｏrnoinfoｒｍａt(yī)ion．Ｔheｉnｔerｖｉewｅｒmaｙsiｍplytossoutaｆewｆactslike,＂Ｗｅｈａveaｍulti-ｂilｌionｄollarconｓumerpｒｏducｔsclｉenｔwｉthoperatｉonsin1５cｏｕｎtｒｉeｓ.Wｈatwouldｙouadviｓetｈem?"Thentheｉｎtｅrｖiewerfａllssiｌeｎt．Inadditiontoａppraiｓinｇｔｈeaforｅmｅｎtiｏｎedskiｌls,theintervｉeｗｅrmaydeliberatelychoｏsetｈisvaｇuenesstoassessａcａｎdidaｔe＇spoiｓｅ,reactioｎtoanｕｎｆamilｉaｒｓiｔuａt(yī)ion,overallconfｉdeｎce，ａndgraｃeｕndeｒｐｒｅssure.Ｄoｎ'tｆret?。詇ｅｒeaｒenｏ"corrｅct＂aｎsｗerstobusinessｃａsequestiｏｎs．Infact,mａnyｔｉmｅsyouｗillｎotreachａcoｎclｕsｉonbefｏｒethｅｉnｔerｖiewermovｅsontｏｏｔheｒｑuestions．Thiｓisnotasignthatsomethｉnghaｓgｏneｔｅrｒiblywrong.Tｈｅintervｉewｅrｉｓnoｔlｏokｉｎgforadｅfinitiｖeanswer,ratｈerhｅｉsasseｓsｉngｙｏurabilitytｏanalyzeandsyｎthesｉzevarｉousfａcｔs,cｌarifyｔｈｅsituatｉoｎ,aｎｄsetupaｆrameworkfｏrpursｕiｎｇoｔｈｅrinformation.Ifｙouｈaveａｌreadysｕｃｃessfｕｌｌyｄemonstraｔedthａｔyouhａｖeｔhecａｐabilｉtytoｐｅrｆormｔhｅｓeｔaskｓ,yｏｕrｉntervｉewermaｙwｉsｈｔomovｅｏntoadifｆeｒｅntｓuｂjeｃtorｃase.Ｔｏp10caseｉntervｉeｗtｉｐs?1.Ｔａｋenoteｓ?Aｓyouriｎｔerviewerprｅｓentｓyourcaｓe，besｕretotakecarｅfｕlｎotｅｓonthｅnumｂｅrsorｏｔｈｅrfaｃtｓgiｖen．(Alwaysbｒinganｏｔeｐadaｎｄａpentoａcｏnsultinginｔerview.）Ifyｏuplanonｄrａwinｇgraｐhs,addbrowniepoｉntsｂｙbrｉnginggｒaphpaper(whichshoｗsｍajorｆorｅsiｇht）.Youdon'ｔwanｔtｏbeputinthｅｐosｉｔiｏnofasｋingｙourinｔervｉewｅｒtoｌaterreｐeａｔiｎfｏrmaｔｉon．２.Makeｎoａssumptions!

Aｓacasｅinterviｅweｅ，yoｕsｈｏｕldneverｍakeanyassuｍｐtｉons.Yｏurinｔervieｗerｗｉｌlinevｉtaｂlｙleavetｈingｓoｕtoftheｃａsｅpresenｔedtoｙou.(Iｆａnapplejuiｃeｍａnufacturerhａsｓeenitsｅxpensesrisｅdrａmatiｃally,foreｘample,ｙourｉｎｔervieweｒprｏbablywoｎ'tmentｉonthｅtreeblｉghtthａt(yī)'sconｓtrictiｎgsuppｌyofappｌes.）Youｓhoulｄａssumｅtheｐｅrｓｏnaofａnactuａlcｏnsulｔanttｒyingｔｏlearｎaboｕtanassiｇnmeｎt.Itmiｇhtｓｅe(cuò)moｂviｏusthaｔｔｈereiｓnoprｅe(cuò)ｘｉstingwoｒｋｐｌａn(becａｕseiｆtｈerｅｗas,whywouldｔhiｓbｅａｃaseinteｒview？)butyoｕmayｗanttｏask.Youshouldalｓoaskiｆｔｈｅcoｍｐanyhaｓencoｕnteｒｅｄasiｍilaｒｐrobｌｅm,orwｈatｏtｈercｏmpaｎｉｅsｉnthefieldhａveｄｏnewｈｅnfacｅdｗitｈsimilaｒsｉｔuatioｎs．Yoｕriｎterｖiｅweｒmaynotreｌｅasetｈatinformationｂutwillbeimpresseｄｔhａt(yī)youａskeｄｔheｓeｓensiｂｌｅｑｕestｉoｎｓ.Soｍegｏodbasiｃ"prｏfessional"qｕeｓｔionｓtoask，ｗhｉｃhaｐpｌytｏmostcaｓes：Whｏhｉredus?Hｏwlｏnｇwｉllthiｓenｇagementｌａst？Isthereaworkｐlan?Hasthecompａnyｆacedthisproblｅｍ(orｏppｏrtｕｎｉty)before?Ｉｆso,hoｗdidｉｔreaｃｔ?Wｈaｔwaｓｔheｏｕｔｃoｍ