how to tackle a case study interview

• 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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Secrets to a successful case-study interview

January 9, 2023

Prepping for (and maybe fretting) the case-study interview?

While this kind of interview may appear intimidating, consider this: The interviewer really wants you to do well.

So, shake off the nerves, relax and have fun.

Tips for standing out in the case-study interview: 

• Take your time; don't rush it.  Talk through the problem. If you can't make sense of it, take a moment and allow yourself some time to process what you've been missing. If you get stuck, get creative. Don't let yourself get bogged down; rely on your ingenuity. 
• Ask questions.  You can always ask your interviewer to define an acronym or to repeat or confirm details. If the interviewer asks, “How do we achieve success?”, don’t be afraid to ask, “What does ‘success’ mean to you? Is it turning a profit? Raising the company’s profile?” When you work on a client project, you need to ask questions to figure out what the problems might be, and the same applies here. The interviewer is your biggest asset in the room. They have the information you need to “solve the case” successfully. Use them wisely!
• Be flexible.  The focus of a case-study interview may vary. So, be prepared to participate in whatever discussion the interviewer has in mind. They may spend the first half of the interview asking about your previous experience, or they may dive right into the case study at the start. The bottom line: Be flexible, and be ready to discuss the work you do and how you do it.
• Use visual aids.  Don’t be afraid to use pen and paper, sketch out your thoughts, and talk through the problem at hand if it helps you get your ideas across. What matters most is demonstrating that you can solve problems.
• Focus on impact.  Inventory the information you have, and then dive in where you can have the most impact. Don’t forget to discuss your thought process and explain your assumptions.
• Tell a story.  Your experience has helped you progress in your career and education; use that experience. For example, in a business case study, you could bring your experience as a traveler to a case about a hypothetical airline. Your individuality is important. Your unique insights will serve you well when you’re interviewing.
• Pay attention to cues.  If the interviewer says something, it probably means something. Don’t dismiss seemingly extraneous details. For example, the interviewer might say, “The case is about a retailer who wants to increase the value of a company it purchased, and the owner loved the brand when growing up.” The purpose of that detail is to indicate that turning around and selling the asset is not an option for making it profitable, because the owner is attached to it.

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How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)

Let’s talk about case study interviews.

Case studies allow brands to demonstrate exactly how they can help resolve specific pain points, how customers are using their products or tools, and an exact example of what kind of results people can expect. 

This is important because plenty of businesses make big claims, trying to outshine their competition. There isn’t a marketing agency out there that won’t promise to get you more reach or a law firm that doesn’t like to appear confident in their ability to win cases.

Every brand will proclaim that they can best solve their customer’s needs, but those claims on their own rarely mean much. They want to know that you can live up to what you promise, and seeing case studies from existing clients can win them over.

To create high-value case studies that can help you attract and convert customers, it only makes sense that you’ll need to start with a killer interview.

In this post, we’re going to look at how to conduct a case study interview that will help you create high-value case studies to draw attention and quality leads to your business.

Why Interviewing Clients Directly for Case Studies Is So Important 

We’re all busy, so it can be tempting to put off case studies or relegate the case study interviews to a quick Google form that asks specific questions.

While you can create basic case studies off of this information, especially if you only want to showcase quick results, it won’t be nearly as impactful as case studies created off of more in-depth interviews.

These interviews can take place by email, phone, Zoom, or in person, but the idea is that there is plenty of room for open discussion. Actual interviews can help you go beyond basic information so that you can get to the story and the pain points of how your clients have been impacted. 

There’s also a great chance that they’ll share more during an open conversation that can be a crucial component to the case study that they may not have thought to share on a form because you may not have thought to ask. 

Strong case study interviews are an essential part of creating dynamic, engaging content that can actually convince your target audience that you’re the right business to purchase from.

How to Prepare for Case Study Interviews 

Conducting a rocking case study interview all comes down to great preparation, so let’s take a look at how to do exactly this. 

Think About Your Target Audience’s Pain Points 

Before you start formulating your case study interview questions, you want to think about what you want your case studies to convey. 

Case studies allow you to go beyond sharing simple results (which are powerful enough on their own and should still be an important part of the content), allowing you to dive into more nuance to address the pain points of potential leads fully. 

For example, a virtual phone line company may want to consider going beyond stressing their 99% service uptimes and touch on additional features they offer. Emphasizing that offer call scheduling to give business owners more of their time back on an automated basis, for example. 

This case study from AdEspresso is an excellent example of what to look at when considering your audience’s pain points. There’s a client who ran highly seasonal campaigns who didn’t want to leverage discounts to drive sales to keep it fair for pre-order customers. It discusses her specific challenges and pain points and addresses the overall solution instead of simply listing results. 

As pain points can be a crucial part of writing compelling case studies , break down your audience’s niches and different needs that they may have. You can ask your interviewee questions that can help you tap into the pain points for the case study. We’ll look at specific questions for how to tackle this in a moment.

Expect Interviewee Objections 

When you first reach out to a potential case study subject and start discussing the idea of featuring their brand, know that you may encounter objections from the subject themselves.

They may be alright with you using some part of their story, strategy, or results while still being concerned about protecting their own or their business’s privacy. 

As a content marketer, for example, I know exactly how many of my posts are performing across some of my client sites, how much they drive in revenue, how much traffic they’re getting, and what’s bringing them there. 

A client may be okay with me talking about working with them or sharing samples but might be less than thrilled about me divulging information about their specific site pattern trends, the custom-for-them strategy we used, or their revenue. For example, the case study from SEMRush below is extremel y specific; not all clients may be comfortable with this.

Be prepared for this before you reach out, and consider what you can do to accommodate requests. These objections may arise before the case study interview, but they may pop up during as well.

Here are a few examples of common workarounds: 

• Instead of saying that my post for Bob’s Blog helped the site go from $100 in revenue to $200, I can say that it doubled the revenue or doubled conversion rates (whatever is accurate).
• Maybe I can share the general strategy I used for Bob’s blog without actually naming them and omitting key identifying details, like the keywords used. 
• They may be alright with you sharing the detailed strategy and general results (2x conversion rate instead of 5.6% conversion rate) and the brand name , OR they may only be okay with sharing their story and results. 

Each client is different and comfortable with sharing different information. While it is typically most beneficial to be able to name the client’s brand name, if this isn’t an option consider settling for a more specific industry tag like “a client in the women’s sustainable fashion industry” instead.

Watch what our customers say

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Christie Horsman, VP of Marketing, Thinkific

Ready Your Case Study Interview Questions 

After you’ve thought about potential objections and any key notes you really want to focus on with your case study, you can put together your case study interview questions.

We’ll discuss specific case study interview questions and templates a bit later on, but prepare these in advance. Ideally, research each individual case study subject in advance and try to ask questions that will be relevant to them. 

This is important- write your questions down, even if you’ll be having a phone call. Organize them with the natural progression you expect the call or conversation to take so you don’t lose your train of thought, and check back before the call is over to make sure you’ve asked everything you need to.

At the end of the interview, ask if there’s anything else they’d like to share. Don’t forget this: some of the best parts of case studies can surprise the interviewer at the time!

Look for a Story 

When you’re putting together your questions and interviewing the case study subject, keep your eyes open for a “story.” 

Stories don’t have to be long and complex; they should center your brand whenever possible. 

If your automation software helps a business owner save time, that’s an appealing benefit. But if they’re happy to share that it meant that they could put more time into expanding their business or that they could be at home more with their newborn child, that takes a simple fact and makes it more emotionally compelling. 

You can build an entire case study around a great story, and you can see exactly how effective this is with the headline of this case study from Freshbooks , reading “How Freshbooks Helped Marc Keep His New Year’s Resolution.

4 Case Study Interview Mistakes to Avoid

When you’re preparing for and conducting case study interviews, there are a few common mistakes that you’ll want to avoid. These can cause you to miss out on potential interviews or lessen the impact of the interviews themselves.

Make sure to avoid the following mistakes:

• Using a single form that’s emailed to case study subjects. Whenever possible, back-and-forth conversations can typically yield much more dynamic case studies. While some clients may firmly want to stick to email, try to opt for zoom calls or at least several emails if you can. 
• Not being clear on what information you can use in the case study. Make sure they know that you’ll publish it on your site, and get their permission in writing (email is fine!) to feature them and their results. It’s considered a good practice to let the client review the case study before you publish it if they’re concerned. 
• Trying to shoehorn a client into a predetermined story. I once worked with another content writer on a case study project, and during the interview, it was so clear they were trying to fit a subject’s experience into this perfect story the writer had concocted. This typically doesn’t work, however, and it can prevent you from finding the great and unique parts of each individual’s story and success. Go in with an open mind if you can. 
• Skipping small talk. If you go in all-business, the case study subject may be more likely to answer only what’s asked. When you start on the basis of enjoying the conversation, however, they’ll share more, and that can be where the magic happens.

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Case Study Interview Examples: What This May Look Like 

Need a case study interview template with plenty of questions to draw inspiration from? What you ask will vary depending on your industry, your client, and the type of case study you want to create, but there are some set questions you should ask across the board.

It’s good to break these down into different sections while asking open-ended questions so that there’s plenty of room for the subject to share more. 

Start by asking about the brand with questions like the following:

• “Can you tell me about your brand and what you do?”
• “Is there anything you’d like us to make sure our readers know about your brand?”

Then move on to asking about how they use the product and their challenges. Some case study interview questions for this may include:

• “Why did you decide to use our brand/product/service? What feature made you choose us?”
• “What pain points and challenges did you have before coming to us?”
• “Have you tried other solutions before? If so, why did you decide to come to us?”

Next, focus on process and results:

• “Can you tell us how you’ve used our product/service and how it’s helped your business?”
• “What results did you get? Did it speed up your team/improve efficiency/drive more results/improve health/ insert use case here?”
• How long were you able to maintain these results, and how did the results help you?

Final Thoughts 

A case study interview can seem like a daunting task, but with a little bit of research ahead of time, it can be a smooth process that can yield exceptional information for outstanding case studies. Remember that case studies can only be as strong as the information you have, so the importance of a great interview can’t be overstated.

For best results, take a look at a few case studies online that you liked as a customer, and think about what you’d need to ask in order to get that information. That can help you cover your bases and ensure that you’re asking everything you need to.

Interested in identifying and converting potential high-value leads? Breadcrumbs can help. Start for free today!

2 thoughts on “How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)”

Very insightful tips on how to make case study interviews. Case studies can be crucial when it comes to testimonials of your product’s success and it can be tricky to ask the right questions – and avoid mistakes!

I’ve been researching about this topic for a while – thanks for the detailed plan you set out in this article about how to conduct case study interviews. Not only mistakes to avoid but also a communications plan to explain the benefits to clients giving interviews for case studies.

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Case study interview | tips from bain, bcg & mckinsey.

Bain, BCG, or McKinsey, the case study interview is a key part of the consulting interview process ©Philip McMaster

If you want to work in consulting, you’ll have to sit a case study interview. Here’s everything you need to know about the case study interview with tips from experts at Bain, BCG, and McKinsey

Mon Oct 11 2021

The consulting case study interview might just be one part of the application process, but it’s where you can stand out to your prospective employer and show you’ve got what it takes to crack cases day in day out.

Whether you have your eyes set on Bain, BCG, or McKinsey, or a smaller boutique consulting firm , here’s everything you need to know about the case study interview: 

What is the consulting case study interview?

The consulting case study interview requires you to solve a simulated problem for a client. There are two types of case interview: The interviewer-led approach and the candidate-led approach.

“We use a client-like problem such as how to reduce a carbon footprint, how to make a workforce more diverse, how to leverage technology, or how to grow a customer base, and ask you three questions that simulate the kind of problem-solving our teams do in a client engagement,” says Amy Ross ( pictured) , senior expert in McKinsey’s global assessment team based in New York.

The three questions aren’t in a set order, but you can expect to focus on identifying the issues, then doing analysis based on information the team collects (that McKinsey provide), then coming up with insights and developing a conclusion. The McKinsey case study interview is consistent across global offices.

The interviewer-led approach of the McKinsey case interview means you’ll be guided through the process by your interviewer. However, there’s a caveat, explains Eugene Goh, the cofounder of HR tech startup, HireQuotient, who worked as a principal for BCG for more than eight years.

“They’re expecting a lot more detail and depth,” says Eugene, who’s recently cowritten From the Interviewer’s Seat: The Insider’s Guide for Aspiring Consultants , a book on the consulting interview.

Candidate-led approach

The candidate-led BCG case study interview will similarly present you with a real BCG case from previous client work. You’ll then be presented with the client’s challenges and have 45 minutes to walk your interviewer through your solution, rather than being led question by question. The BCG case study requires you to build your solution step by step. 

“They’re looking for people who can structure their approach from end to end,” Eugene explains.

How can you stand out in your case study interview?

The case interview is supposed to simulate the problem-solving approach of the firm you’re interviewing with, which at McKinsey involves a lot of back-and-forth between team members, says Amy. You'll need to tackle case study interview questions that mimic a real consulting case. 

“Candidates should listen to the client context and think about what it means, rather than repeat back everything the interviewer says.

“If the case covers an industry that is unfamiliar, candidates might consider whether there is an analogous industry they are familiar with and see if that helps them think of good ideas.

You should ask questions to clarify your understanding of the data and the issues at hand. Amy advises that you take a moment before speaking to collect your thoughts. 

“Listen carefully, making sure you consider the information provided and the meaning behind the specific questions. You’ll stand out by putting the client front-and-center and by sharing interesting insights.”

The Bain case study, like the BCG case study, is often  candidate-led. To stand out, your interviewers are looking for your analytical skills; the ability to break down challenging problems into parts you can tackle in a sequence; strong communication skills; the ability to simplify complex concepts; teamwork; and the ability to work successfully among others. That's according to Keith Bevans, head of global consultant recruitment at Bain & Company. 

He explains that tackling a Bain case study is akin to playing in a jazz quartet. There’s no script, so you’re going to play a bit, and improvise. Improvisation is a key thing interviewers are looking for when you're solving a Bain case study. 

“I think some students want to be perfect and play classical music and don’t want to share their insight or preliminary analysis until it’s right," says Keith. "The truth is I need them to share because what they share may not be perfect, but it’ll spark something in somebody else. I need students who are comfortable in that sort of environment.”  

That's why MBA and business master's graduates are so well placed to enter consulting. They develop the skills that the Big Three consulting firms are looking for through live consulting projects, and constant group work that tests their ability to manage and lead diverse teams of peers to solve complex business problems. 

Skills that will help you stand out

How to prepare for your case study interview?

The best thing you can do ahead of your consulting case study interview is prepare. Make sure you work with real case study interview examples. 

Your business school will likely have a consulting club that offers consulting case study prep sessions, which will give you ample opportunity to work through mock case study interview questions. You may also have on hand a network of business school alumni who likely work in consulting, as well as professors—use them.

Amy from McKinsey recommends going to the website of the firm you’re applying to—McKinsey have case interview examples you can use to brush up on your casing. That way, you’ll know what to expect when you face your case study interview questions in real time.

She adds that there are many coaches and preparation services available to candidates, but the firm doesn’t expect you to use them. 

“Frankly, we are worried there’s a lot of misleading advice out there so, again, we advise to consult our website, and feel free to ask your recruiter to arrange for you to meet one of our consultants who can be your interview coach,” she asserts.

Approach the case study interview like a McKinsey consultant

→ Make sure you understand the information provided.  

→ Ask questions.

→ Collect yourself before diving into your answer.

→ Alongside logical ideas, challenge yourself to provide a few that are more ‘out there’, things you and a client team would want to test first. Sometimes, those bolder ideas are the best ones and often they really show McKinsey how you think.

Beware though, as you can see too many case study interview examples and overprepare. Angela Michalik, MBA recruiter at BCG, says that to avoid being overprepared focus on the quality not quantity of your prep.

Do one case, then get feedback, she says. At the end you should know where you were weak, and then in your next case go hard on the areas in which you’re weakest. 

“I feel by doing that, students really improve,” she says. “You have to reflect on what you need to work on and practice.” 

If you notice that you’re going straight into applying a framework to a case before you take the time to think, you might be overpreparing. 

“Each client problem is different and deserves an initial approach that meets their needs. We realize interviews are filled with uncertainty, but the link between preparation and success in our process is not so strong,” Amy from McKinsey notes. 

“Practice enough so you know what to expect, stay current with what’s new in the business world, and then bring curiosity and an open mind to your case interview.”

READ:  Bain, BCG, McKinsey: How To Get Hired By The Big Three Consulting Firms

Granted, you need to be ready for ambiguity, something that can be hard to prepare for. But there’s a step-by-step approach Eugene says can help break away from the fixed framework approach:

- Define the objectives. What are you trying to do? Understand a bit about the client’s constraints. What’s the timeframe for the project, their budget, for example.

- Dive into the diagnosis. Why does the client have a problem? 

- Option generation. What approaches could the client take?

- Option evaluation before coming to a decision

“It sounds generic but almost every problem, even in the real world, requires you to roughly go through those steps,” Eugene ( pictured ) says.

“That is a more helpful approach as it applies to all problems, therefore all cases.”

Case study interview prep is a key component of your overall application. But don’t stress. Focus on the quality of your preparation and lean on your business school network of MBA alumni in the consulting sector, as well as the resources available from your school’s consulting club.

Run through case interview examples from the firm’s you’re interested in and breathe before you approach a problem. That way, you’ll be best placed to ace your interview and launch your post-business school career as a consultant.

Where Do McKinsey, Bain, BCG Hire The Most MBAs?

Main image in this article is credited to Philip McMaster and used under this  license  

• MBB Consulting

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How to tackle consulting case study interviews

Brianne turk, business cases.

At most consulting firms, the case study interview will involve a real-life or fictional business scenario that you must problem-solve on the spot in front of your potential employer. The business scenario will likely be one that the firm typically consults on. The aim of this type of interview is not to see how much you know about the market or firm itself, but to uncover what skills and thought processes you use to arrive at your conclusion.

During the case study it’s likely you won’t be given all the information you need at once. Treat the interviewer like a client and ask relevant questions, but don’t be surprised if the interviewer continues to withhold information. They might be testing you to see how you cope and improvise under pressure. In this instance, stay focused and continue to work through the scenario aloud, explaining your processes and reasoning. If you need to make assumptions to move the case forward, articulate exactly what these are.

The fantastic thing about business case questions is that there are often multiple valid solutions. How you arrive at your answer provides more insight for the interviewer than the answer itself.

Let’s break it down

The analysis of any business case is complex, let alone when you’ve been put on the spot. Here are the most important things for you to think about on the day:

Take pen and paper

To help you clarify your thoughts (and complete maths sums if need be) make sure you have pen and paper. You don’t want to look unprepared by asking to borrow a pen before the interview has even begun!

Listen, take notes, and ask questions

Focus! Listen to what is being said and jot down any first impressions or questions you have. When you do formulate questions, make sure they are thoughtful and necessary. Most importantly, remember to listen to the answers you are given. If you become overwhelmed and miss a piece of information, ask for it again.

Decipher what the problem is

Be clear about what the problem is that you are being asked to solve. Summarise it back to the interviewer if you need confirmation.

Decide how you are going to approach the problem

If you have a number of problem-solving techniques up your sleeve, choose which one to use. If you don’t, articulate how you are going to go about solving the problem. You might say, “To begin with I will analyse ‘x’, then ‘y’, and then compare the two”. This provides both the interviewer and yourself with a structure to follow.

Talk aloud as you analyse the scenario

Start talking! This part takes some practice, so it’s best to have completed a few mock cases with friends, colleagues or family. Explain the steps you are taking and focus on the reasons why you are taking them. Back-up your choices with logic. Note any assumptions you are making.

Confidence, composure, eye contact

You’re being tested on how quickly you can analyse a case and present it on the fly in a high pressure situation. Speak clearly and concisely with confidence and good eye contact. Show the recruiter that you have the skills to communicate with clients of all ages and deliver presentations in a calm manner, despite how you are feeling inside.  

You won’t be doing yourself any favours if you rush. If you need a moment to collect your thoughts or even back-track, just ask for it. Having this self awareness, and returning with composure and a clear direction will be looked upon favourably. Work out which pieces of information are important, and what has been put there to bamboozle you. Pay attention to detail and ask more questions if you need further information.

Summarise findings and make recommendations

Before putting forward your conclusion, recap how and why you arrived at your solution. Then deliver your conclusion with authority, again showing your capacity to confidently deliver a presentation. You could also mention any areas where you got stuck, and what you might do differently if given the chance.

Example questions

There are many different types of business scenarios that you might be asked to perform a mock consult on. Here are some of the most common scenarios for you to practice with:

• Introduction of a new product: recommend a strategy for introducing a new product into a market. E.g. Cadbury have released a new range of chocolate bars. How should it be introduced to the market?
• Entering a new market: an existing company wants to enter a new market. Analyse if this is viable. E.g. A female clothing brand is considering opening a menswear line. Provide an analysis of the market, and the company’s capacity to successfully deliver to this market.
• Entering a new geographical market: should a company expand to a new area? E.g. Myer are considering an expansion into New Zealand. Is this viable?
• Falling profits case: why have the profits of a company fallen? E.g. investigate why there has been a sharp decline in iPhone sales in the last 12 months.
• Mergers and acquisitions: investigate the likely success of a proposed merger or acquisition. E.g. Two high profile gyms are considering merging. Report on the likely success of this merger.
• Site location case: provide the company with recommendations for new site locations. E.g. Provide recommendations for five alternate site locations within a 20km radius of a company’s head office.
• Change in legislation: inform your client of what a change in policy or regulatory environment means for their business. Propose strategies to manage this. E.g. The maximum class size for Victorian school’s has been decreased. How does the client (school) best navigate these changes?
• Competitive response: propose what a company should do next, in response to their competitor’s actions. E.g. An adult clothing retailer (competition) has expanded their range to childrenswear. What action should the client take?

Get together with friends and have a go at practice case studies for different types of questions. The more you practice, the easier they will become.

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Guesstimates

While nearly all firms like to see how you problem-solve your way through a mock business case, some firms also like to see how you respond to other types of problem-solving situations.

Guesstimates are questions that require you to reach an estimated answer through analytical and logical thinking. They are, as their name suggests, an estimated guess.

Like business cases you’re required to talk through your problem-solving process aloud, however you’re only given a small amount of information so you’re not expected to reach an exact answer. That said, if your answer is not plausible then obviously your common sense will be questioned!

Guesstimates have the potential to throw people off their game due to their seemingly irrelevant nature. You might be interviewing for a technology consulting firm but asked “How many burgers does Red Rooster sell each year?”. It’s no wonder candidates can be caught off guard! In this instance it's vital to forget about the obscurity of the question, and simply focus on solving it.  

When working on a guesstimate, it’s handy to follow a similar process to that of the business scenario.

Let’s use the question: How many ping pong balls can fit into a Boeing 747?

Firstly decide and communicate to the interviewer how you will structure your problem-solving process. Begin talking aloud as well as jotting down any maths equations used to analyse the problem. For example, you could estimate L x W x H to roughly gauge the volume of a Boeing 747 cabin. Next, estimate how many ping pong balls fit side by side in a metre line. Now you can cube this number and you have an estimate of ping pong balls per cubic metre. Finally, you can multiply this number by your estimate of the Boeing 747 cabin volume (in cubic metres) to give a guestimate answer to how many ping pongs balls should fit into the plane.

Note that even though your answer will not be exact, you have demonstrated to the interviewer your ability to break down a question into its components, and problem solve with a logical and structured approach.

When completing guesstimate questions, here are a few tips to remember:

Round up and down

Rounding numbers up and down will allow you to work with simple numbers that are easy to calculate. This will help you work faster and with fewer mistakes.

Write out your equations

You might be speedy with sums in your head, but if you need to backtrack because the interviewer gives you further information, or because you have found yourself stuck, it’s helpful to have the sums written down.

Remember all the basics from your business scenario

Be calm, clear and logical, articulate any assumptions, take your time and most importantly explain your reasoning.

Most guesstimate questions are fairly similar. A few examples to practice on are:

• How many dogs are there in Australia?
• How many people fly in and out of Heathrow airport each day?
• How many kgs of bananas are sold in Australia each day?

Brainteasers

Brainteasers are not as common in case study interviews as they once were, but just like guesstimates they have the potential to catch you off-guard. Don’t let this show!

Brainteasers are problems and puzzles that often appear unsolvable at first, but always have a solution - or multiple valid solutions! While some require mathematical skills and logical thinking, others test creativity, lateral thinking and the ability to ‘think outside the box’. Firms are very interested in seeing the latter.

Brainteasers come in the form of questions, riddles or puzzles, and allow the interviewer to see what processes are used to reach an answer when only minimal information is supplied.

There are an infinite number of brainteasers out there! Here are just a few:

• Jane is going to offer a job to the wisest candidate. She has asked them all to bring something to their interview that could fill the entire room, but is also small enough to fit in their pocket. What would the wisest candidate bring?
• In a room there were 66 handshakes. If everyone shook hands with each other only once, how many people were in the room?
• Is there anything interesting about the following numbers: 88, 11, 5, 4, 9, 1, 7, 6, 3, 12, 2, 0?
• Five people are found dead in a cabin in the woods. The cabin is not burned, but the woods around it is. How did the men die?

A lot of people don’t know where to start when approaching these types of questions. To help get you going, we think it is worthwhile to:

Note your assumptions

As these questions are designed to fool you, it’s always worth noting your assumptions. This might be an assumption of what the question is asking you to find out, or your assumption of what a word means. For example, did you assume that the third example above was asking for a numerical pattern? Or did you assume that the cabin in the fourth question was a wooden cabin built in the woods?

Look for alternate meanings

Once you’ve identified your assumptions, it’s time to think outside the box and find other ways to consider the question. For example, if you assumed there to be a numerical pattern in the third example, what else could be ‘interesting’ about it? If you read the numbers out loud you might discover that they are written in alphabetical order. Likewise in the fourth example, are there any other meanings for the word ‘cabin’? The question could be referring to an aeroplane cabin that fell from the sky, killing the passengers and burning the woods around them.

The answers may not come straight away, but we guarantee that the more stressed you become, the less likely you are to arrive at a possible solution! Take a breath and come at it from a different angle. Think of the bigger picture.

Oh and if you wanted answers to the above examples, here they are:

• A box of matches (fills the room with light) / ipod (fills the room with music)  
• They are listed in alphabetical order
• In a plane crash, they are in the cabin of a plane.

One final thought

Regardless of how many case study interviews you are required to do, or whether you are given a business scenario, guesstimate or brainteaser (or all three!), everyone gets stuck at some point or another. It’s almost a rite of passage!

When this happens, either explain to the interviewer that you are going to backtrack, ask a question to gather more information, or simply admit to the interviewer that you are stuck and need assistance. Each of these options is better than losing your composure and confidence! Show initiative by changing the direction of your problem-solving process, and demonstrate flexibility by taking on suggestions that are offered to you. Use this opportunity to impress the interviewer with your capacity to keep it together and deliver a conclusion even when you’re feeling overwhelmed.

And always remember, in a case study interview the firm is more interested in the skills you use to solve problems, navigate challenges and keep yourself together, than your arrival at the ‘perfect’ solution.

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How to prepare for case interviews

Case interviews are an important part of the recruitment process for hiring management consultants . Management consultancies, including the Big 3 — McKinsey, BCG, and Bain (MBB in short) — conduct case interviews that challenge even candidates with impeccable academic records.

Investment banks and other industries use case interviews to select professionals with strategic business thinking skills. If you have been invited to attend a case interview, you can give your best through preparation and practice.  

What is assessed in a case interview?

At a case interview, the interviewer tries to evaluate your quantitative, qualitative, and analytical skills, critical thinking, creativity, communication skills, and understanding of business concepts. For these are the skills that you need for solving specific problems related to industry sectors, organizations, and businesses once you are hired.  

Examples of case interview questions

The interview topics can be real cases handled by the firms or manufactured cases designed just for the interview. The interviewer is not looking for “the right answer,” though you may breeze your way into the next round of the hiring process if you manage to come up with it.

The interviewer is trying to find out how you approach the case, whether you ask the right questions, use structured ways of problem-solving, and can think out of the box. Do you use the data to quantify your recommendations and do you review your own solution realistically before suggesting it?

A case interview may last 30 minutes to an hour, and you may be put through half-a-dozen case interviews in a couple rounds or more, depending on the position applied for.

After an ice-breaking light banter, to find out whether you are a good fit for the organization, the interviewer will present the case question. You will be given time to study the case and can come up with questions to clarify it.

Here are some examples of case interview questions:

• Motorola is your client. The year is 1980. The company has invented the mobile phone three years ago. They want you to find out whether there will be a demand for mobile phones and the market size over the next three decades.
• Your friend runs a lemonade kiosk. Last Monday, he kept it open from 2 pm to 5 pm but sold only two cups. What should he do differently to improve business?
• Your client is a $300-million copper mining company. This year it lost $50 million. How do you turn the company around?

Also read Sample questions and tips for Case Interviews in Mergers and Acquisitions  

Business school resources to help students prepare for case interviews

“At Georgetown McDonough, MBA students preparing for case interviews have numerous resources available to them. The MBA Career Center and the Georgetown Consulting Club (GCC) collaborate on the effort. GCC conducts an initial training session followed by weekly lunch and learn sessions to go over different types of cases. The club also assigns cases each week to members who sign up for the training to practice in pairs throughout the fall semester. The MBA Career Center brings in David Ohrvall, MBACASE.com, and Marc Cosentino, Case Questions.com, to conduct workshops about a month apart from each other. GCC helps share the cost of bringing in these outside experts.”

“Additionally, the MBA Career Center has several highly qualified career coaches and fifteen compensated 2nd year MBA student coaches who are available to practice cases and provide feedback to students through scheduled appointments. Several employers also get involved by scheduling company-specific case workshops for students. Lastly, MBA alumni get involved by practicing cases with students and also participating in two evaluated case interview Super Days that are designed to assess each students’ progress and level of preparation.”

“The most important thing for a first-year MBA student is to recognize that a lot of time is necessary to become very proficient with case interview questions. Some students think they are ready and try to wing it with only a limited amount of preparation. In those circumstances, they will rarely, if ever, do better on the interview than the majority of students who have spent a lot of time preparing and doing many practice cases of all different types over a period of weeks and months.”

Different types of case interviews

  Case interviews can be broadly candidate-led or interviewer-led, while some may have a few features of both types. In a candidate-led interview, the candidate structures the problem, creates the framework, notes the findings, and proposes solutions. This is the most suitable interview type for candidates applying for senior positions, as the methodology is given prominence over the quality of the solution suggested.

When the interviewer leads the interview, he/she controls specific parts of the problem. The focus is not on finding answers to the bigger problem but in solving each sub-question. Business intuition is required to do well in this type of interviews.

In a candidate-led interview, you need to define the problem clearly, identify possible root causes of the problem, hypothesize to identify the most probable root-cause using the data available, and suggest a solution.

In an interviewer-led interview, you need to tackle each question from the interviewer. The best approach is to take each question as a mini-case and categorize it under the following types:

  Business cases, estimating cases, and brainteasers require a knowledgeable approach and detailed analysis. Business cases deal with a company’s profitability and investment opportunities, estimation cases revolve around the potential profitability of a product or a market, and brainteasers require you to do some out-of-the-box thinking.  

More on Candidate-led (Interviewee-led) vs Interviewer-led case interviews

  Lawrence Verbiest from the McDonough School of Business explains the difference between candidate-led and interviewer-led case interviews, and shares some ideas to tackle them.

“A typical case interview question will have a prompt that provides a bit of information on the client followed by a short description of the client’s problem and what the client would like the consulting firm to help with. The case question is read aloud by the interviewer and the candidate will be expected to take notes and then summarize the case aloud in order to demonstrate a full understanding of the question. The candidate will also have an opportunity to ask a clarifying question or two in order to verify some of the information, as well as to gain a better understanding of the client’s intent. ”

“After summarizing the case prompt and asking any clarifying questions, the candidate will lay out a structure of relevant areas to explore and brief those areas back to the interviewer. If it is an interviewee-led case, the candidate will also be expected to state a hypothesis and drive the case by asking for relevant data needed to come up with an actionable recommendation.”

“For example, the candidate will need to ask a lot of probing questions based on the areas the candidate would like to explore. If the candidate does not ask for something relevant, then the interviewer will assume that the candidate did not think of it and the candidate would not have that data available as input for making a recommendation. This back and forth is how an interviewee-led case will shape up.”

“Some consulting firms prefer to have interviewer-led case questions. The main difference is that the interviewer will ask the candidate questions and move the candidate through the case. For both formats, the candidate will need to be able to demonstrate self-confidence, communications skills, logical thinking processes, and business acumen.”

“There will always be data to analyze and there will also usually be a quantitative portion where math calculations will be necessary. For all data discussed during the case, the candidate should be able to articulate some insight about the data and also synthesize new data with the data from earlier in the case.”

“After discussing all of the relevant areas, the candidate will be expected to deliver an actionable recommendation and back it up with the data from the case. The candidate should also mention the key risks and mitigating factors, as well as mention some immediate next steps that should be taken should the client accept the recommendation.”

“Lastly, the candidate should be ready to defend the recommendation if challenged by the interviewer. However, if the interviewer points out legitimate shortcomings with the recommendation, the candidate should demonstrate the flexibility to acknowledge those shortcomings and state that those areas should have been addressed in the recommendation.”

Tips to tackle the case interview

Whatever the style, you would need to keep a cool head and focus on the case. Take the case interview as a business discussion. Listen carefully, and make sure that you have understood the case by asking relevant, concise, and clear questions. Outline your approach, which would show that you are purposeful.

Watch out for feedback signs from the interviewer, such as facial expression or body language, which could tell you whether you are on the right track or not even close. Try to buy time by repeating the facts about the case, which could also suggest to the interviewer that you understand it well.

Form a hypothesis only when you are certain that you have adequate information. Ensure that your hypothesis is based on the facts given. Be pragmatic, and ask yourself whether your recommendations are realistic and can be implemented.

Don’t make wild guesses, and don’t be flustered when presented with some new information. Take structured notes that are clear and coherent, so that you can refer to them and you don’t lose sight of the case information. But be wary of concentrating too much on writing things down lest you miss some of what the interviewer is saying. Polishing your mental math skills by learning a few shortcuts before going for an interview will enable you to solve some problems quickly.

Show that you are interested in the field and the firm by asking good questions. Ask about the interviewer and his/her professional background, experience with the firm, and the work that consultants do.

Wikihow gives tips on how to do well at case interviews. It says you need to realize that the interviewer would be impressed more by your knowledge of consultancy-related topics, such as economics, rather than your math skills. Try to understand the problem thoroughly and boldly ask for any clarifications that you might want.

See how the business has responded to its problem, and identify which of its responses were effective and which were not. Suggest alternative solutions, using data and calculations, to support your ideas. Speak about the changes that you would make, for example, in strategy and management, to implement the solutions that you have suggested.

It makes sense to use a simple problem-solving structure. Communicate your answers effectively. As the interviewer is not looking for the right answer as much as your approach to the problem and thinking process, keep communicating with him/her. Summarize, so that you can go over your key points and also are able to limit them to three to avoid confusing the interviewer about your main conclusions. Conclude by emphasizing your findings and solutions to show your understanding of the case.

Take the case interview as an actual problem-solving task at your workplace with the interviewer as your colleague; relax, and make your interview a fun experience.

Apart from your problem-solving skills, interviewers also try to assess your character and knowledge. They may try to pull your leg to see whether you lose your cool easily. They may try to behave rudely to see how you tackle stress. Hold your ground and respond with equanimity.  

Practice makes a winner

Doing well at a case interview is no mean feat. There should be a lot of practice — some experts suggest spending 50 hours over six weeks. Devote some time to reading business sections of newspapers to know about the markets. Also go through business publications, especially those from Bain and Co., BCG, and McKinsey, to improve your business intuition.

Master your problem-solving skills before practicing case interviews or trying out mock interviews. Watch sample case-interviews available on YouTube, uploaded by consultancy firms, interview prep companies, vloggers, and b-schools (see our post Case study method: Why and how the best b-schools use it. ).

Companies also have case-interview resources online: for example, BCG and Deloitte have interactive case libraries on their websites. The more you are familiar with the various types of business situations and case frameworks, the better you will be able to assess the interview question and provide a solution.

What if you only have four or five days to prepare? Cancel everything and focus on your preparation. This means you will be preparing ten hours a day. But get enough sleep, particularly on the night before the big day. Get a friend who can give you a case interview question and play the role of the interviewer.

It helps to research the firm that is interviewing you. Find out who its clients are and gather information about the clients’ businesses. Look back at your own experience for an example to narrate, and practice telling the story. Management consultancies put up information about their interview process online, including typical case interview questions. Familiarity with their procedures improves preparation and confidence. Pick up some acronyms and terms widely used in consultancy.

Management consultants meet top executives from a number of client companies, many of whom prefer formal, traditional attire. Turning up for an interview in informal clothes may not be a good idea. A dark, plain suit is often the best choice.

Here’s McKinsey’s advice to tackle its case interviews: “Practice case studies. Prepare with a friend. Then take a nice long run, meditate, or do anything that helps you feel calm, confident, and collected. If you feel nervous, remember that [by inviting you for a case interview] we [already] think you have what it takes to join McKinsey.”

Also read: – Case competitions benefits and preparation tips – Management consulting vs Investment banking – How to become a management consultant at McKinsey, BCG, Bain – How I got into BCG and what I did in my consulting job – From an Ivy League MBA School to McKinsey – Management consulting cover letter – How to answer brain teasers in interviews for Consulting and Investment Banking jobs – Job interview tips for international MBA students – “Tell me about yourself.” How to answer this common interview question?   References: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14

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Approaching a Case

How to solve a case study – a structured approach.

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Key takeaways:

• Follow the 4 Commandments
• Get a feeling and true  understanding  of the problem and the objective
• Lay out an exhaustive, well-thought-through  structure
• Build an initial  hypothesis  and  prioritize  the different areas
• Gather data  based on your hypothesis and priorities
• Evaluate  the data keeping in mind your problem and goal
• Track down  the root cause and the area which would have the biggest impact
• Develop possible solutions,  weigh them, and choose the best one. Make sure your solution is based on the data irrespective of whether it is positive or negative. Keep in mind that the  best feasible solution  is truly the best solution!

Do you need more insightful tips on how to approach your case interview in management consulting? Read our comprehensive case interview guide that gives you tips for your case interview preparation, step-by-step explanations to solve the case, and lastly 13 valuable tips for your actual interview day.

Questions on This Article

Is there an easy way yo think about hypothesis:issue tree:proving&disproving ..., related cases.

MBB Final Round Case - Smart Education

Bain 1st round case – blissottica.

BCG - YodaPhone

Bain case style - growth offensive at chemcorp [new], bain 1st round case – airservice [new].

Written Case Interview - Everything You Need to Know [2024]

• Last Updated February, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

Why Do Firms Use the Written Case?

How Should Candidates Approach the Written Case?

Bain Written Case - What to Expect

Tips to Feel Confident in the Written Case

Are Written Cases Different from Case Questions?

The written case interview is less common than the typical case study interview, which is conducted one-on-one with an interviewer. But even top firms like Bain and BCG use them in some geographic regions, so you’ll want to be prepared for them.

The good news is that the written case is just a different form of the case interview. If you’ve been preparing for the case study interview , then you have the foundations to pass the written case as well. But the things you need to do to ace a written case are not exactly the same as a normal case.

In this article, we’ll provide:

• An overview of the Bain and BCG written case interviews,
• Tell you how they’re structured,
• Share our 9 tips on written case study interviews, and
• Tell you how you should prepare for these types of cases.

Why Do Bain and BCG Use Written Case Study Questions?

Some people are great at talking. Some people are great at writing. To succeed in consulting, you need to be pretty strong at both.

Bain and BCG use written case study interviews to make sure they hire consultants that can absorb key facts whether the data is provided in a conversation or in writing. They’re also looking to see whether you can go through large amounts of data quickly and whether your written communication is effective.

In a written case interview, your interviewer is still looking for the same key problem-solving skills:

• Can you frame the question that needs to be answered?
• Can you drive the discussion of the options open to the client?
• Can you do the quantitative analysis required to support your problems solving?
• Do you display good business judgment in your recommendation?

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• 3 strategies to pass the case in under a week;
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• Tips from a McKinsey Engagement Manager on how to land the offer.

Bain Written Case Study Questions — What to Expect

Your written case study at Bain will start with you receiving 20-30 PowerPoint slides that describe a client’s situation .

You’ll have 55 minutes to read the slides, pull key data and insights from the material, and handwrite missing data into 3-5 slides provided to you.

You’ll then meet with one or more Bain interviewers  for about 40 minutes to discuss your analysis and recommendations. During the first half of this time, you’ll present your slides. During the second half, your interviewer will ask questions.

Your interview may challenge your assumptions or conclusions. This does not necessarily mean that you got the “wrong” answer. It only means that your interviewer wants to test whether you can support your recommendations when pressed. 

Over the course of a 6-month study, things change. Your interviewer wants to know that when they do, you’ll be able to react to the situation in a way that shows your insight into the problem, not panic.

As mentioned above, you’ll get a few slides that contain some pre-filled information but they are not complete. These slides might have a title and be otherwise blank. In this case, you’ll be required to find the appropriate information to support the title and to create the page. 

Alternatively, these slides might have graphs and tables that require data to be filled in. In this case, you need to find the information required and do the appropriate calculations to provide the missing numbers.

The good news is that because you’re provided direction on what belongs on the page, you don’t need to create a storyline for the presentation or decide how many pages to present.

During the Bain case interview you are not allowed to use a calculator.  

The quantitative problems in the written cases are not complicated, but your interviewer is looking to see that you can do basic analysis correctly.

Which Candidates Get a Bain Written Case Interview?

Not all Bain recruits are given written case interviews. They’re primarily used in the European and Asian offices, not in North America. They’re very common in Bain’s Greater China offices.

Any recruits—undergraduates, business school students and people looking to transition to consulting from jobs in other fields—could all be given written case interviews. People applying for summer internships could as well.

Bain uses written cases in final round interviews , not the first round. The final round interviews will include a fit interview as well as a written case.

The written cases count as much as “normal” cases do. They can involve any industry and any type of client problem

BCG Written Case Study Questions — What to Expect

The BCG written case question is structured like an email written by a partner at the firm. In the email, the partner asks you to answer 3-4 questions. He or she wants you to prepare slides that could be used to discuss the issues with the client. 

Along with the email, a slide packet of about 40 pages will be provided. These slides will include data charts, graphs, and text. 

You’ll have 2 hours to go through the information you’re provided on your own and create the slides. However, with 40 slides of dense information in your hands, you could easily spend the entire 2 hours just reading and not have anything to show your interviewer. 

Use your time efficiently , skimming for information that’s directly relevant to the questions you were asked to answer. 

Your packet will include a few blank pieces of paper to use to create the slides that answer the partner’s question. Because these pages are blank, you’ll have to decide how many slides to create and how to structure them. This puts a lot more pressure on you to decide how to shape the story about the solution to the client’s business problem than in the Bain written case.

A couple more small but important points:

You’re allowed to use a calculator during the BCG written case interview.

You’re not allowed to write on the slides you’re given because BCG uses the se same slides with other candidates. This can be challenging because you won’t be able to make notes on the slides you’ve pulled data from in case you want to go back and reference it.

After the 2 hours working on your own, you’ll have a 40-minute discussion with an interviewer . 

• During the first 20 minutes: you’ll present your slides to the consultant.
• During the second: they’ll ask you questions about your analysis and conclusions.

Which Candidates Get a BCG Written Case Interview?

BCG does not use written cases in all of its locations. We’ve heard of BCG using written cases in U.S. offices, Russia, Sweden, the Netherlands, and South Africa.

When they do use written cases, it’s always in the second round of interviews and you will know well ahead of time to prepare for them, so no need to worry if it will be a surprise come interview day.

What Are the Differences Between the Bain and BCG Written Case Study Interview Assessments?

The Bain written case is shorter both in terms of the number of slides you’ll need to sort through for information and in terms of the time you have to work on your own. 

The Bain written case also provides slides that are partially filled in, which you will need to complete.

You are not allowed to use a calculator on the Bain written case interview but you are allowed to on the BCG written case interview. 

For the BCG written case, you’ll have more slides to sort through and more time to do it. You’ll be provided with blank slides on which you can provide your answers to the questions from the partner’s email.

Are Written Case Questions Different from Normal Cases?

Written cases are similar to normal cases. The interviewer is still assessing how you structure and solve a business problem.

There are 4 key differences though:

• There’s too much information. The 20-40 slides you’re given will provide more information than you need. Sift quickly through the data to find the information most relevant to the question you need to answer. This tests a skill that is directly applicable to real-world consulting. Clients have tons of data, but if you ask for everything that could possibly be relevant, you’ll take so long answering the question that it could be irrelevant by the time you reach it. You need to sort through what is worth your time and what to set aside.
• You’ll need to focus on your recommendation. In our article on Case Interview Examples , MyConsultingOffer.org founder, Davis Nguyen, discusses the 4 key parts of the case interview , the opening, the structure, the analysis, and the closing. In written cases, focus on the closing or recommendation for the client. You’ll discuss other aspects of the case when you meet with your interviewer.

Don’t use the slides to describe how you did the work.

Don’t document every step you went through to reach your conclusion or every calculation you did. Use headings that speak to the steps you recommend the client takes. On graphs or charts, headings should speak to the implications of data, not simply regurgitate what the chart shows. 

What Written Case Study Questions Tell You About the Job of a Junior Consultant

Look at the structure of the Bain and BCG written cases:

• You get an email from a partner who’s not available to answer questions when you start your work, or
• You’re given a huge pile of data with slides that roughly outline the analysis to be done,
• You’re responsible for quickly finding the key data, doing the analysis and creating the PowerPoint slides for the client meeting.

This is actually a fair representation of the work new consultants do at any of the top consulting firms. Partners work with multiple clients so they will not be around to tell you exactly what to do and how to do it. 

A great consultant will work independently finding and analyzing data and creating slides.

Because of this, a written case is a great second round interview. It will tell your interviewer a lot about how well you’ll perform in the job. It will also give you good insight into what the job is like.

Written Case Study Interview Examples

• Which market should the client enter? Why is this market attractive?
• What would the competitive advantages and disadvantages of the client’s product be in the new market?

A written case study question could focus on any industry and any geographic region, just like a normal case study can.

Writing PowerPoint Slides – The Best Approach

In our intro page on Case Study Interview Prep , we talk about the 4-part process for answering a case. 

The one time we don’t recommend you use this approach is on written case study questions.

If you go through the 4-part process for answering a “normal” case in your PowerPoint slides, you’ll spend too much time on less important topics and not enough on your recommendation for the client. Instead, turn the structure around and start with your conclusion or recommendation. We recommend your written slides follow the following 5 R outline:

• Recap the question.
• State your recommendation.
• Provide the reasoning behind your recommendation.
• Outline any risks to your recommendation.
• Retain the client by suggesting next steps.

Below, we’ll provide more detail on each point.

1. Recap the question.

This is a simple step but it ensures that everyone is focused on the same goal. Don’t skip this step even though it seems obvious.

2. State your recommendation.

The best way to move the discussion forward efficiently and keep the interviewer (and your future consulting clients) focused on what you’re saying rather than on guessing what’s coming next is to simply lead with your answer. 

3. Provide the reasoning behind your recommendation.

Now is the time to show that you thought through your solution and crunched all the necessary numbers. Create a slide with the data behind each supporting argument.

4. Outline any risks to your recommendation.

Many recruits can do steps 1-3. Their computations are correct and they come up with a reasonable recommendation. What will set your written case study answer apart? 

Going above and beyond the average answer. One way to do this is by outlining risks.

Whoa, you might say, if I talk about risks won’t my answer sound weaker?

First of all, any senior business leader knows that all business decisions come with risks. There is risk in doing nothing because your competitors will act faster and come out with better products or better marketing plans. 

There is also risk in acting fast because you might find that with imperfect information, you didn’t make the best possible decision.

But knowing what risks are the most relevant to a business situation will help the client minimize the risks or avoid them altogether.

5. Retain the client by suggesting next steps.

Like outlining risks, suggesting next steps is a way to go beyond the basic answer most recruits provide. In particular, you want to show how you can help with the next steps.

Consultants make money by providing support to their clients. If there are ways that you can help the client with the next stage of the project, that will also create more interesting work for you and continue to help your client’s business.

What Does this Approach to Writing PowerPoint Slides Look Like?

• 1st slide: Client Should Take Recommended Action for the Following 3 Reasons.
• 2nd slide: Outline reason #1. The slide should provide charts or data that support the statement.
• 3rd slide: Outline reason #2. The slide should provide charts or data that support the statement.
• 4th slide: Outline #3. The slide should provide charts or data that support the statement.
• 5th slide: Recap the Recommendation – emphasizing benefits but touching on risks and how the consultant can help with next steps.

9 Tips for Solving Written Case Study Questions

1 | Contact your recruiter or prior applicants to get a solid understanding of what’s expected. Will you be expected to complete slides provides or write slides from scratch? How long is the preparation time, presentation time, and Q&A time? Who will you be presenting to?

2 |  Focus on the question you need to answer. If you start with the end in mind, it will help you zero in on the information that will drive the answer to the client’s question. It will also help you discard irrelevant facts.

The question must be clear in your mind before you go through the slides. The question may be stated in the way that is nebulous or strategic. If so, you should reframe it into something more straightforward that can be answered with data.

Write your reframed question down.

You may think that you will clearly remember the question, but all the information on the slides will look important. Keep the question close to hand as you skim through the information on the slides.

3 | Develop a hypothesis you can prove or disprove. A strong hypothesis will keep you focused on finding data and anecdotes that are relevant.

4 | Prioritize relevant data. Not all facts or slides are equally important. Focus on the key issues and avoid getting lost in the weeds.

5 |  Analyze key numbers. Figure out what data is important for the decision the client must make and perform necessary calculations. Ignore the rest of the data.

6 |  Structure your slides as a client recommendation. While the “normal” case has 4 stages: the opening, the structure, the analysis, and the conclusion, your written case study answer should start with the conclusion or recommendation.

What should the client do?

Don’t waste time describing the tables you created or the calculations you did if they have no bearing on your recommendation. Everyone assumes you can do the math. What they care about is the “so what” that comes out of the math.

7 | Keep an eye on the time. It’s important to make sure you have enough time to write your slides. Allocate the time you’re given to skimming the slides provided for information, doing necessary calculations, and drafting slides. Make sure you don’t run over on reading slides.

Optimally, you’ll want to leave a few minutes to think through how you’ll present the slides to your interviewer as well.

8 | Remember there is no “right” answer. The key to this interview is to make a well-reasoned recommendation and have a rich discussion about how to achieve results for your client. 

Everyone gets nervous during an interview, but second-guessing whether your recommendation is right or wrong will only waste time. Instead, focus on making your argument for the recommendation you’ve chosen as strong as it can be.

9 | Conclude with insights that go beyond the average answer to the case. As mentioned above, most recruits will get the math right and present a reasonable recommendation. Go beyond this by highlighting risks that the client should be aware of as they implement your recommendation and ways your consulting team can continue to assist the client through the next steps. 

Risks and next steps are mentioned by few candidates and will set your answer apart from the rest.

How Should Candidates Approach Written Case Study Practice?

Learn to write presentations like a consultant..

The key to writing presentations like a consultant is to tell a story. Use the 5R framework from above t o create your story.

Start with your recommendation to the client. Back up your recommendation with supporting arguments and the data that lead you to them.

Use message headings rather than titles that just repeat the data in a  chart.

Chart Title: Product C has higher sales than products A or B.

Message Heading: Product C’s success in the domestic market indicated that it is the best product to launch into the new market.

Practice your consulting math skills.

If your basic math skills are rusty and making you nervous, that will slow you down in any case interview. Rusty math skills can be particularly problematic in a written case because there will be no interviewer to coach you that you’ve made a mistake until your slides are already written. Bad math could cause you to create slides with the wrong recommendation and that would be difficult to recover from. 

See our page on  Case Interview Math   for more information on what types of calculations case study questions typically ask for and tips on how to practice.

Preview written case interviews.

Just knowing what to expect in a written case interview is a huge advantage. Take a look at the resources listed in the next section. Reviewing a couple of BCG or Bain written cases will make you feel more confident and allow you to answer the question faster once you’re in the interview.

Additional Resources on Written Case Study Questions

For more information on written case study questions, see:

This Bain video or  BCG’s Guided Consulting Cases .

In this article, you’ve learned about both the Bain written cases and the BCG written cases. You’ve learned what the format is, what to expect and how to prepare for these written case study interview questions. 

We hope you ace that written case!

Still have questions??

If you have more questions about written case interviews, leave them in the comments below. One of My Consulting Offer’s Bain or BCG case coaches will answer them.

Other pages people preparing for written case study interviews found helpful include:

• Group Case Interviews
• BCG Online Case
• Market Sizing Questions
• Case Interview Examples
• Consulting Networking

Want to feel confident walking into your written case interview? Find out how.

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3 Top Strategies to Master the Case Interview in Under a Week

We are sharing our powerful strategies to pass the case interview even if you have no business background, zero casing experience, or only have a week to prepare.

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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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Learn About Consulting Case Interviews

If you are interested in pursuing consulting opportunities, take advantage of these workshops and resources to learn about and prepare for the case interview.

Upcoming Events: 

• Bain & Company 2024 Harvard Case Prep Workshop Thurs, April 4, 7pm-8pm @ Emerson 210
• Liberty Mutual Internal Consulting Case Workshop Thurs, April 18, 5pm-6pm @ MCS
• Case in Point Workshop with Marc Cosentino Mon, April 29, 3pm-5pm Virtual

Initial Case Interview Prep Resources:  

• Case Questions Interactive  (free through MCS) – Marc Cosentino, author of  Case in Point ,  has compiled resources and practice cases for students to access online.   
• Utilize   MCS Firsthand Advisors  to request a mock interview from an alum with consulting or related experience, and to access the  Vault Guide to Case Interviews .
• Management Consulted Free Case Interview Prep Course   – “This course will give you insight into what you need to know to ace the case interview, and it will give you a solid foundation on which to build the rest of your preparation.”
• Fast Math Resources   – Access free tools like a Quantitative Assessment Quiz and Mental Math Exercises put together by Matthew Tambiah  
• Case Questions Exchange Platform   – “Exchange was developed for students from around the world to practice cases with their peers from other schools.   When you register , your personal information will be protected.   Members will be able to sign up to give or receive cases with students from other schools.   You can request to be removed from the list at any time.”
• Consulting Case Practice Sign-Up Sheet   – Add your contact information to the sign-up sheet and reach out to others to start practicing.