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1、McKinseyGuidelinesfCasePreparationKelloggstudentswhoparticipateinMcKinseytheinterviewerprovidestheinfmationthatisaskedfhelpstheintervieweestayontracktodevelopanapproach.Attheendoftheinterviewtheintervieweeshouldbeabletor

2、ecommendasolutiontotheiginalproblempresentedbytheinterviewer.Understthattheintervieweeisnotoftenexpectedtofindasolutiontotheproblemalogicallystructuredfactbasedrecommendationisusuallyenough.Rememberthecaseinterviewisdesi

3、gnedtomimicatypicalMcKinseyclientengagement:clientshireMcKinseytomakearecommendationaboutaproblemthattheyarehaving.Theobjectiveoftheintervieweeistoidentifythekeyissuesoftheproblemdeveloppotentialapproachestomakingarecomm

4、endationifpossiblehypothesizeasolution.HELPFULGUIDELINESFPREPARINGYOURCASEThefollowingsectionsprovideguidelinesdevelopedbyMcKinsey&Companytoassistyouduringyourcasepreparation.ingYourCaseMcKinseyinterviewerschoosetheircas

5、esbasedonpastbusinessexperiences.Whendevelopingyourowncasewesuggestifpossiblethatyoudothesame.TrytodrawonrealwldexperiencesbusinessproblemsthatyouhavebeenexposedtoaspartofyourKelloggcourses.Theseexperiencesproblemsprovid

6、eagreatfoundationfacase.Youcanalsopickaninterestingsituationbeingcoveredinthemedia(e.g.BusinessWeekTheWallStreetJournaletc.).3ElementDeionProblemdefinitionBeveryclearintheproblemthattheclienthasaskedyoutosolve.IndustryUn

7、derstwhatindustrytheclientcompetesinwhatindustrywearehelpingtoevaluate(ifdifferent).CompetitiveenvironmentUndersttheenvironmentincludinghowconcentratedtheindustryiswhyithasbeengrowingshrinkingstayingthesame.Understtherel

8、evantchangestothecompetitiveenvironmentincludingchangesinregulationpressurefromnewcompetitsimpactoftechnologyimpactofdemographictrendsetc.CustomerssegmentsUnderstthesizeprofitabilitygrowthofthekeycustomerpetitsUnderstthe

9、marketsharegrowthprofitabilitystrategicstartingpointsofourleadingcompetits.Understwhatthebestplayersintheindustrydowhythisissuccessfulfthem(youshouldalsounderstwhythesestrategieswouldwkfailfyourclient).Client’sstrategics

10、tartingpointUndersttheclient’sdistinctivecompetenciescapabilities.EconomicsofbusinessdecisionHavedetailedsupptoftherevenuescostsfthecompanymajbusinessunitscustomersegmentsasnecessary.Havedetailedsupptoftherevenuescostsca

11、pitalexpenditurespotentialNPVofanybusinessstrategyalternatives.Understthebreakdownofrevenuecosts(e.g.fixedversusvariable).Thislistisbynomeansexhaustivebutwehopeitgivesyouagoodstart.Ifyouhavedifficultypreparingyourcaseple

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