Case Workbook案例面试方法（PPT 31页）英文版

1、来自中国最大的资料库下载©2005AccentureAllRightsReserved.CaseWorkbookuscareers.accenture.com/strategy2©2005AccentureAllRightsReserved.5142629163TableofContents•WhatisaCaseInterview?•TheCaseInterviewProcess•“Soft”EvaluativeCriteria•TypesofCaseInterviews•SampleFrameworksandApplications•PracticeCases来自中国最大的资料库下载©2005AccentureAllRightsReserved.WhatisaCaseInterview?uscareers.accenture.com/strategy4©2005AccentureAllRightsReserved.WhatisaCaseInterview?•Acaseinterviewisatypeofjobinterview,usedmostfrequentlybystrate。

2、gyconsultingfirms,thatallowsanapplicanttodemonstratehis/herabilitytosolveagivenbusinessproblem.Duringacaseinterview,aninterviewerpresentsasituationorcaseandthenaskstheapplicanttoexploretheunderlyingcausesoftheproblemandsuggestrecommendationstoremedytheproblem.Thecasesgiventendtoberealbusinesssituations,oftendrawnfromtheinterviewer’sactualprojectexperience.Caseinterviewstypicallylastfromthirtytoforty-fiveminutesandanapplicantcanexpecttohaveseveralintheinterviewprocessatanygivenfirm.•Yoursuccessin。

3、acaseinterviewwillnotdependonidentifyingthe“correct”answer,butratheronhowclearlyyoudefinetheproblem,howlogicallyyoustructureyouranalysis,andhowwellyoucommunicateyourthoughtstotheinterviewer.Strategicconsultingfirmsarelookingforintelligentpeoplewhocanapproachbusinesssituationsinananalyticalfashion,thinkunderpressureandmaintainaprofessionalpresencewithclients.Acaseinterviewprovidesexcellentinsightintohowwellyouwouldperforminastrategyconsultingsituation.•Thepurposeofthisguideistofamiliarizeyouwitht。

4、heprocessofacaseinterview,introduceyoutosomepotentialmethodologies,andprovideyouwithsamplecasestopractice.Learningaboutcaseinterviewsisalsoahelpfulmeanstodetermineifstrategicconsultingisrightforyou,asthesecasesreflectthetypesofbusinesssituationsandstructuredthinkingstrategyconsultantsencounteronadailybasis.来自中国最大的资料库下载©2005AccentureAllRightsReserved.TheCaseInterviewProcessuscareers.accenture.com/strategy6©2005AccentureAllRightsReserved.CommonMisconceptionsaboutCaseInterviewsTherearemanymisconcep。

5、tionsaboutthecaseinterviewandwhattheinterviewerislookingfor.Myth•Thereisonerightanswerorapproachtothecase•Theinterviewerexpectsyoutogettherightanswer•IndustryknowledgeisrequiredtodowellonthecaseFact•Usuallythereareseveralcredibleapproachesandsolutions•Theinterviewerexpectsathoughtful,structuredresponse•Theinterviewerexpectsyoutobeeffectivewiththeknowledgeyouhaveandmakehypothesesbasedonsoundcommonsense7©2005AccentureAllRightsReserved.CaseInterviewSuccessFactorsCaseinterviewsuccessdependsonprovidi。

6、ngathoughtfulandstructuredresponsetothecaseproblem•Understandthecasesituationandwhatisbeingasked•Analyzethecaseissuesandpotentialsolutionsinastructuredmanner•Makecertainyourthoughtprocessesaretransparenttotheinterviewer•Becreative,yetpractical-useyourbusinessjudgmentandgivespecifics•Listenforsuggestionsandhintsfromtheinterviewer•Engagetheinterviewer-itisokaytoaskfordirectionandclarification•Managetimeeffectively-maintainyourmomentum,don’tgetboggeddownononepoint8©2005AccentureAllRightsReserved.Th。

7、eCaseInterviewProcess:StructuredProblemSolving•Theprocessofacaseinterviewparallelsthatofaconsultingengagement.First,youwillbegivenadescriptionofacaseproblembytheinterviewer.Thisdescriptionmaybeasshortasonesentenceoraslongasapageofdetailedinformation.Oncegiventhecasedescription,youwillneedtounderstandtheproblembyaskingwell-thoughtoutquestionsoftheinterviewer.Theanswerstothesequestionsshouldallowyoutodevelopanapproach(framework)thatyoucanusetoanalyzethesituation.•Afteryoulayouttheframeworkforthein。

8、terviewer,youshoulddiscusstheanalysesyouwouldperformtodeterminepotentialsolutionstothebusinessproblem.Theinterviewermayaskyoutoperformsimpleanalysestotestyourhypotheses.Finally,youshouldsummarizeyourmethodologywithanyrecommendationsyoumayhave.ListentoCaseClarifyProblemDecomposeProblemTestHypothesisSummarizeFindingsStateHypotheses9©2005AccentureAllRightsReserved.ClarifytheProblemGoal:ArticulateKeyCaseProblemActivities:•Askclarifyingquestions•Probeforadditionalinformation•Assesscasefacts•Pausetost。

9、ructureyourthinking•SummarizeissuesfordiscussionClarifytheProblem•Inconsulting,understandingtheclientsituationisfundamentaltodevelopingsolutionstoimportantproblemsaswellasrecommendationsforhowabusinesscouldberunmoreeffectively.Acaseinterviewmodelsthisbypresentingyouwithinformation,askingyoutomakesenseofit,anddeveloppotentialsolutions.Clarifyingthenatureofthebusinessissue(e.g.,decliningprofitability,lossofmarketshare,ornewcompetitivethreats)isanimportantstep.•Basedonyourquestions,theinterviewerwi。

10、lloftenprovideyouwithmoredetailsaboutthecase.Bystructuringyourquestions,youwillcuetheinterviewertohowyouplantoworkthroughtheproblem.Itisimportanttobeflexibleinyourapproachandopentomultiplesolutions.Ifthequestionsyouareaskingdonotyieldusefulanswers,tryswitchingtoanalternateapproach.Remember,youarebeingpartiallyevaluatedonyourabilitytoaskinsightfulquestions.ListentoCaseClarifyProblemDecomposeProblemTestHypothesisSummarizeFindingsStateHypotheses10©2005AccentureAll。