国际知名咨询公司招聘面试案例分析样题和答案英文审批稿

可编辑修改精选全文完整版英文面试1 "What are your goals for the future?" or "Where do you see yourself in five years?" 最佳答案：* My long-term goals involve growing with a company where I can continue to learn, take on additional responsibilities, and contribute as much of value as I can.* I see myself as a top performing employee in a well-established organization, like this one. I plan on enhancing my skills and continuing my involvement in (related) professional associations.* Once I gain additional experience, I would like to move on from a technical position to management.* In the XYZ Corporation, what is a typical career path for someone with my skills and experiences?2 第一个问题一般都是这个 Tell me about yourself/ How would you describe yourself? Your Unique Selling Proposition (USP)说出你的卖点What a difference you've made with this statement. Your interviewer is now sitting forward in her chair giving you her full attention. At this point, you might add the following sentence: "I'd like to discuss how I might be able to do something like that for you." The ball is now back in her court and you have the beginnings of a real discussion and not an interrogation process.“My background to date has been centered around preparing myself to become the very best financial consultant I can become. Let me tell you specifically how I've prepared myself. I am an undergraduate student in finance and accounting at _________ University. My past experiences has been in retail and higher education. Both aspects have prepared me wel l for this career.”首先要明确他们想了解的是哪方面的内容Do they want to know about your career so far, about your hobbies or family life? If in doubt, ASK them to clarify what they wish you to talk about. Then give a short factual answer, ending with "is there anything else you'd like to know about me?"* How would you describe yourself?这个问题的答案应该是和他们的招聘广告上对于雇员的要求的基本一致，所以，看看你有哪些特质满足了他们的要求吧Start with "I am.." and not with "I think..." or "I believe.." so that you sound selfaware and confident.内部职位竞聘常会被问到如果你没有得到这份工作的话你将会怎么办的问题。

Firm: . KearneyCase Number:Case setup (facts offered by interviewer):❑Your client is a . based manufacturer of branded cookies (cookies that carry the name of the manufacturer)❑Recently private label cookies (those carrying the name of the retailer) have emerged and threatened branded cookies➢Private label cookies emerged five years ago➢Two and one-half years ago they made up 10% of the overall cookie market (brand being the other 90%)➢Today they make up approximately 20% of the overall cookie market ., there has been a steady, linear increase of private label portion of the overall cookie market during the past five years)➢The overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:➢Your client, who makes only branded cookies➢ A second major player, that makes both branded cookies and supplies cookies for private labelers➢ A collection of small outfits, that make both branded cookies and supplyprivate labelers❑Distribution occurs primarily through one of two types of outlets:➢Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies. This represents approximately 90% of total cookie sales➢Mass merchandisers (ex. Walmart, Sam’s, etc.): sell only branded cookiesQuestion:❑How large would you estimate the overall . cookie market to be in terms of $❑How large of a threat do you believe the trend in private label cookie sales to be to your client❑Based on your assessment, what is an appropriate strategy for your client to followSuggested solutions:The first question, estimating the size of the . cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of . households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project out for one year. In this case, after an estimate has been made, the candidate would be told to assumethe market size is $1Billion to simplify any future calculations. As stated in the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gathered pertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sales, and what the likeli hood is for the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller playersThe smaller players combined had 100% of the private label subsegment five years ago. Two and one-half years ago your client’s main competitor began supplying private labelers. Today, this main competitor owns 40% of the private label subsegment, the smaller playersown the remaining 60%❑How has market share of the branded segment been split over the past five yearsYour client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In response to this, your client’s main competitor entered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is required to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookieConsumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label productsIt costs approximately $ to manufacture a bag of private label cookies which will sell for $ to retailers. It costs approximately $ to manufacture a bag of branded cookies which will sell for $.❑How do the same numbers translate at the retail levelA retailer, paying $ for private label cookies can sell that product for $. The $ bag of brandedcookies can be sold for $.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain (manufacturer, retailer, consumer). The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label productsNo❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label productsThere was some excess capacity at the smaller competitors and your client’s main competitor (your client is unsure as to how much).. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a result of it not supplying private label productsNot noticeably❑Are grocery stores using private labels in other food categoriesYes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocersGenerally increasing. Grocer chains are expanding and the number of grocers to be found servinga given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years The economy has been slowing over the past five years. There is concern about recession The above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest in utilizing excess capacity, grocer’s desire to sell products with t heir name on it (they may believe this creates return customers in an increasing competitive environment), consumers concerns about a troubled economy (price vs. quality tradeoffs).At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basis of competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operation➢Utilize all existing excess capacity➢Gain maximum product knowledge as quickly as possible➢Understand low cost positions on product ingredients and mix➢Review process improvement/ manufacturing efficiency opportunities ➢Undertake overhead reduction efforts(Any of these points could be discussed in great detail)❑Ensure there is no customer confusion between private label offering and branded product ❑Seek partnering agreements with retailers➢Joint advertising and promotions❑Explore deals with mass merchandisers to enter private labels (remember, mass merchandisers presently sell no private label)If the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful: ❑Pursue a maximum differentiation strategy➢Invest in brand image to support premium price➢Make it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the product ➢Manage price gap: explore price increases where appropriate ( Again, any of these points could be discussed in great detail)❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as available➢Customers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit. ➢Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answer. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge What is driving it How has it affected manufacturers, retailers and consumers。

考察个性展示：例：What is your strongest trait(s) ?回答：Helpfulness and caring . Adaptability and of humor . Cheerfulness and friendliness .乐于助人和关心他人，适应能力和幽默感，乐观和友爱。

考察求职者自信与能力(Confidence and Ability)例：Can you se11 yourself in two minutes ? Go for it .你能在两分钟自我推荐一下吗？大胆试试吧！回答：With my qualifications and experience, I feel I am hardworking , responsible anddiligent in any project I undertake . Your organization could benefit from my analytical and interpersonal skills .依我的资格和经验，我觉得我对所从事的每一个项目都很努力、负责、勤勉。

我的分析能力和与人相处的技巧，对贵单位必有价值。

考察与同事相处(Going with Colleagues)例：How do you handle your conflict with your colleagues in your work?你如何处理与同事在工作中意见不一致？回答：I will try to present my ideas in a more clear and civilized manner in order to get my points across .我要以更清楚文明的方式，提出我的看法，是对方了解我的观点。

考察为公司着想(All for Company)例：What do you think you are worth to us ?你怎么认为你对我们有价值呢？回答：I feel I can make some positive contributions to your company in the future .我觉得我对贵公司能作些积极的贡献。

咨询公司面试案例分析指南咨询面试系列a 集团标准化办公室：[VV986T-J682P28-JP266L8-68PNN]Firm: A.T. KearneyCase Number:Case setup (facts offered by interviewer):Your client is a manufacturer of bicyclesThey have been in business for 25 yearsThey manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclists Mainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Small er, simpler versions of their mainstream bikes for childrenProfits at your client have decreased over the past five yearsQuestion:What is driving the decline in overall profits?What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.What are the client’s margins for a bicycle in each of the threesegments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unitWhat has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MMMainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increased at 3% growth rate per year to its present size of $400MMWhat has happened to our client’s market share in each of these segments?Racing: Market share has decreased from 60% to 30%Mainstream: Market share has increased from 0% to 5%Children’s: Market share has increased from 0% to 3%Who are the client’s major competitor’s in each market segment What has happened to their market share in each segment over the past five yearsRacing: There is one main competitor and a host of small firms. Your main competitor has increased market share from 30% to 50%Mainstream: There exist many, large competitors, none of which holds more than 10% of the marketChildren’s: As in the mainstream segment, there are m any competitors, none with more than 10% of the marketThe above information provides enough information to put together a picture of why profits have decreased over the past five years : Your client, with a commanding position in a flat market segment (ra cing), expanded into new segments (mainstream and children’s). As this occurred, market share decreased dramatically in the most lucrative segment (racing), creating an unfavorable mix.The extent to which profits have decreased can be deduced from some quick math : profits have slipped from $60MM five years ago (=60% x $300MM x 33% racing margin) to $44MM today ( = (30% x $300MM x 33% racing margin) + (5% x $1B x 23% mainstream margin) + (3% x $400MMx 20% children’s margin)).The dramatic decrease in market share in the racing segment is at this point still unexplained. Questions that would help formulate an explanation include:Have there been any major changes in product quality in your client’s racing product Or in its main competitor’s racing productNoHave there been any major price changes in your client’s racing product Or in its main competitor’s racing productNoHave there been any major changes in distribution outlets for your client’s racingproduct Or for its main competitor’s racing productYes. Previously your client and its main competitor in the racing segment soldexclusively through small, specialty dealers. This remains unchanged for the competition.Your client, however, began to sell its racing bikes through mass distributors anddiscount stores (the distribution outlets for mainstream and children’s bikes) as it entered the mainstream and children’s segment.How do the mass distributors and discount stores price the racing bikes relative to the specialty stores?Prices at these stores tend to be 15 to 20% less.What percent of your client’s racing sales occur in mass distributors and discountstores?Effectively none. This attempt to sell through these distributors has failedHow has the decision to sell through mass distribut or’s and discount stores affected the image of the client’s racing product?No studies have been done.How has the decision to sell through mass distributor’s and discount stores affected your client’s relationship with the specialty outlets?Again, no formal analysis has been performed.Although some analysis and/or survey should be performed to answer more conclusively thelast two questions, a possible story can be put together. There has been no appreciablechange in either quality or price (or any oth er tangible factor) of your client’s racing product relative to its competition. It is not the product that is the problem, but rather its image. As your client came out with lower end, mainstream and children’s products and began to push their racing segment through mass distributors and discount outlets, their reputation was compromised. Additionally, the presence of the racing products in the discount outlets has put your historic racing distributor (the specialty shops) in a precarious position. The specialty shops must now lower price to compete, thereby cutting their own profits. Instead, they are likely to push the competition’s product. Remember, your client has no direct salesforce at the retail outlets. The specialty shops essentially serve as your client’s sales force.The above analysis offers an explanation of what has affected the top side of the profitability problem. Still to be examined is the cost, or bottom side, of theprofitability issue. Questions to uncover cost issues would include:How does the client account for its costs?The client has a single manufacturing and assembly plant. They have separate lines in this facility to produce racing, mainstream and children’s products. They divide their costs into the following categories: labor, material and overhead. Overall costs have been increasing at a fairly hefty rate of 10% per year.What is the current breakdown of costs along these categories for each product segment?Racing: Labor = 30%, Material = 40%, Overhead = 30%Mainstream: Labor = 25%, Material = 40%, Overhead = 35%Children’s: Labor = 25%, Material = 40%, Overhead = 35%How has this mix of expenses changed over the past five years?In all segments, labor is an increasing percentage of the costs.Does the basic approach to manufacturing (i.e. the mix of labor and technology) reflect that of its competition?Your client tells you that there is a continuing movement to automate and utilizetechnology to improve efficiency throughout the industry, but it is his/her opinion that the ir approach, maintaining the “human touch”, is what differentiates them from the competition. (Unfortunately, he’s right!!)Is the workforce unionized?YesWhat is the average age of the workforce?52 and climbing. There is very little turnover in the workforce.What is the present throughput rating How has it changed over the past five yearsPresently the plant is producing at about 80% of capacity. This has been decreasing steadily over the last several years.What is the typical reason for equipment shutdown?Emergency repairDescribe the preventive maintenance program in effect at the client’s facility?Preventive maintenance is performed informally based on the knowledge of seniortechnicians.How often has equipment been replaced Is this consistent with the original equipment manufacturer’s recommendationsThe client feels that most OEM recommendations are very conservative. They have followeda philosophy of maximizing the life of their equipment and have generally doubled OEMrecommendations.The above information is sufficient to add some understanding to the cost side of the equation. Your client has an aging workforce and plant that is behind the times in terms of technology and innovation. This has contributed to excessive breakdowns, decreased throughput, increased labor rates (wages increase with seniority) and greater labor hours (overtime to fix broken machines).In proposing recommendations to improve the client’s situation, there is no single correct approach. There are a number of approaches that might be explored and recommended. The following are some possibilities:Abandon the mainstream and children’s segment to recover leadership in the racingsegmentIssues to consider in this approach:How much of the racing segment is “recoverable”What are the expected growth rates of each segment?How badly damaged is the relationship with the specialty outlets?Are there alternative outlets to the specialty shops such as internet sales?How will this move affect overall utilization of the operating facilities?Maintain the mainstream and children’s segment, but sell under a different nameIssues to consider in this approach:Is there demand among the mass and discount distributors for bicycles under their name?What additional advertising and promotions costs might be incurred?What are the expected growth rates of each segment?What is driving the buying habits of the mainstream and children’smarket?Reduce costs through automation and innovationIssues to be considered:What technological improvements are to be made?What are the required investmentsWhat are the expected returns on those investments?How will these investments affect throughput?To which lines are these investments appropriateAre the mainstream and children’s segments potentially “over-engineered”What impact will this have on the required workforce levels?If layoffs are required to achieve the benefits, what impact will this have on labor relations?Reduce costs through establishing a formal preventive maintenance programIssues to be considered:What organizational changes will be required?What analysis will be performed to determine the appropriate amount of PM?What training is required of the workforce?What technical or system changes are required?How will the unionized workforce respond?Key takeaways:This case can prove to be lengthy and very involved. It is not expected that a candidate would cover all of the above topics, but rather work through selected topics in a logical fashion. It is important that the candidate pursue a solution that considers both revenue and cost issues to impact profit. Additionally, a conadidate’s ability to work comfortably with the quantitative side of this case is important. The above recommendations for improving profitability are just a few among many. The candidate may come with their own ideas.。

国际企业招聘英语面试题In recent years, as globalization continues to thrive, international companies are increasingly looking for employees who are proficient in English. As a result, English language skills have become a crucial factor in the hiring process. To assess candidates' abilities, international companies often conduct English interviews. In this article, we will explore some common English interview questions asked by international companies during the recruitment process.1. Introducing YourselfIntroduce yourself in English, providing a brief overview of your background, education, work experience, and career goals.2. Familiarity with the CompanyWhat do you know about our company and why are you interested in working for us?3. Communication SkillsDescribe situations where you have effectively communicated in English, both written and orally. How do you manage language barriers when working with colleagues from different countries?4. Problem-Solving SkillsCan you provide an example of a work-related problem you encountered and how you resolved it? How do you approach critical thinking and finding solutions?5. Leadership AbilitiesHave you ever led a team? If so, describe the experience and the challenges you faced. How do you motivate and inspire your team members?6. Adaptability and FlexibilityIn an international work environment, unexpected changes and challenges may arise. Can you share an experience where you successfully adapted to a new situation or overcame a difficult obstacle?7. Cultural AwarenessHow do you navigate cultural differences when working with colleagues from diverse backgrounds? Can you provide an example of a time when your cultural awareness had a positive impact on a project or collaboration?8. Time ManagementTell us about a time when you had to manage multiple tasks or projects simultaneously. How did you prioritize and organize your work to meet deadlines?9. Conflict ResolutionDescribe a conflict you encountered at work and how you resolved it. How do you handle disagreements and maintain positive relationships with colleagues?10. Professional DevelopmentWhat steps do you take to improve your English language skills? How do you continue to develop professionally?These interview questions aim to assess candidates' language proficiency, communication abilities, problem-solving skills, adaptability, leadership potential, cultural sensitivity, time management, conflict resolution capabilities, and dedication to professional growth. Preparing thoughtful and well-structured responses to these types of questions will significantly enhance your chances of success in an international company's English interview.In conclusion, as international companies increasingly value English language skills, being well-prepared for an English interview is essential for job seekers. By familiarizing yourself with the common interview questions outlined above and crafting thoughtful responses, you can confidently showcase your abilities and increase your chances of securing a position in a global organization. Good luck!。

第1篇一、面试题目1. 请简单介绍一下你自己。

2. 你为什么选择加入SGS？3. 你对我们公司了解多少？4. 你在以前的实习或工作中，遇到的最大挑战是什么？你是如何解决的？5. 你认为你的哪些优点和特长适合这份工作？6. 在团队合作中，你通常扮演什么角色？7. 请举例说明你在时间管理方面有哪些经验？8. 你如何看待加班？你愿意接受加班吗？9. 你对未来五年有什么规划？10. 请用英语描述一次你解决问题的经历。

11. 你如何看待压力？你如何应对压力？12. 请用英语描述一次你与同事或上级发生冲突的经历，以及你如何解决冲突。

13. 你如何看待失败？你如何从失败中吸取教训？14. 你认为自己的职业发展道路是怎样的？15. 请用英语描述一次你参加的志愿者活动或社会实践活动。

二、面试答案1. 请简单介绍一下你自己。

Answer: Good morning/afternoon, my name is [Your Name], and I amcurrently a graduate from [Your University] with a degree in [Your Major]. During my college years, I have been actively involved invarious activities and projects, which helped me develop strong teamwork and communication skills. I am passionate about [Your Field of Interest],and I believe that my background and experiences make me a suitable candidate for the position.2. 你为什么选择加入SGS？Answer: SGS is a globally renowned company with a strong reputation in the field of quality control and inspection. I have always admired the company's dedication to providing reliable and professional services to clients worldwide. By joining SGS, I believe I can contribute my skills and knowledge to help the company achieve its goals and grow further.3. 你对我们公司了解多少？Answer: I have learned about SGS through various channels, such as the company's website, industry reports, and social media. I know that SGSis committed to delivering high-quality services in fields like food safety, environmental management, and product certification. I am particularly interested in the company's philosophy of "Zero Defects" and its focus on continuous improvement.4. 你在以前的实习或工作中，遇到的最大挑战是什么？你是如何解决的？Answer: In my previous internship, I faced the challenge of adapting to a new work environment and meeting tight deadlines. To overcome this challenge, I actively communicated with my colleagues, sought guidance from my supervisor, and managed my time effectively by prioritizing tasks and setting realistic deadlines.5. 你认为你的哪些优点和特长适合这份工作？Answer: I believe that my strong analytical skills, attention to detail, and ability to work under pressure make me a suitable candidate for this position. Additionally, my previous experience in quality control and inspection has equipped me with the necessary knowledge and skills to excel in this field.6. 在团队合作中，你通常扮演什么角色？Answer: I consider myself a team player who is always ready tocontribute my ideas and efforts to achieve common goals. Depending onthe situation, I can either take on a leadership role or work closely with my team members to ensure smooth collaboration.7. 请举例说明你在时间管理方面有哪些经验？Answer: In my previous job, I was responsible for managing multiple projects simultaneously. To ensure efficient time management, I used a to-do list to prioritize tasks, set deadlines, and allocate resources accordingly. This helped me stay organized and meet project deadlines without compromising on quality.8. 你如何看待加班？你愿意接受加班吗？Answer: I understand that sometimes work may require extra hours to meet tight deadlines or deal with unexpected situations. While I prefer to maintain a work-life balance, I am willing to accept reasonable overtime when necessary to ensure the success of a project.9. 你对未来五年有什么规划？Answer: In the next five years, I plan to further develop my expertise in quality control and inspection. I aim to gain more practical experience through internships and projects, and eventually take on a leadership role in a reputable company like SGS.10. 请用英语描述一次你解决问题的经历。

Firm: . KearneyCase Number:Case setup facts offered by interviewer:❑Your client is a . based manufacturer of branded cookies cookies that carry the name of the manufacturer❑Recently private label cookies those carrying the name of the retailer have emerged and threatened branded cookies➢Private label cookies emerged five years ago➢Two and one-half years ago they made up 10% of the overall cookie market brand being the other 90%➢Today they make up approximately 20% of the overall cookie market ., there has been a steady, linear increase of private label portion of the overall cookie market during the past five years➢The overall cookie market has been relatively flat over the past five years❑Private label cookies are made by the same manufacturers who make branded cookies, they are just sold under the name of the retailer❑There are essentially three major competitors to consider:➢Your client, who makes only branded cookies➢ A second major player, that makes both branded cookies and supplies cookies for private labelers➢ A collection of small outfits, that make both branded cookies and supplyprivate labelers❑Distribution occurs primarily through one of two types of outlets:➢Grocery outlets: all grocers sell branded cookies, most also carry their own private label cookies. This represents approximately 90% of total cookie sales➢Mass merchandisers ex. Walmart, Sam’s, etc.: sell only branded cookies Question:❑How large would you estimate the overall . cookie market to be in terms of $❑How large of a threat do you believe the trend in private label cookie sales to be to your client❑Based on your assessment, what is an appropriate strategy for your client to followSuggested solutions:The first question, estimating the size of the . cookie market, has no right or wrong answer. It is a test of a candidate’s ability to make reasonable assumptions and work quickly with numbers on an “order of magnitude” level. One acceptable response would be to estimate the number of . households, estimate household consumption over some period of time, estimate the average cost of a bag of cookies, and project out for one year. In this case, after an estimate has been made, the candidate would be told to assume the market size is $1Billion to simplify any future calculations. As statedin the upfront information, the market is assumed to have been flat for the past five years.The second question is more involved. It involves determining to what extent your client is threatened by the increasing percent of the overall cookie market represented by private label sales. To better answer this question information should be gathered pertaining to what is driving the demand for private label cookies, to what extent this has already affected your client’s sales, and what the likelihood is fo r the trend to continue. The following are questions and answers that would be provided in an interview scenario.❑What are the sales trends for the client over the past five years Your client’s sales have been flat at $600M for the time frame of five to two and one-half years ago. Over the past two and one-half years, sales have decreased steadily down to a present level of $560MM.❑How has market share of the private label segment been split over the past five years between your client’s main competitor and the other smaller playersThe smaller players combined had 100% of the private label subsegment five years ago. Two and one-half years ago your client’s main competitor began supplying private labelers. Today, this main competitor owns 40% of the private label subsegment, the smaller players own the remaining 60%❑How has market share of the branded segment been split over the past five yearsYour client held 60% of this segment five years ago, 67% two and one-half years ago and 70% today. Its main competitor held 30% five years ago, 25% two and one-half years ago and 23% today. The combined smaller players owned 10% five years ago, 8% two and one-half years ago and 7% today.Analsis of the above information tells a very important story. The private label segment was launched five years ago by the smaller players. As private label first cut into the branded segment, it came at the expense of your client’s main competitor and the smaller players, not your client. In response to this, your client’s main com petitor entered into the private label segment two and one-half years ago. This further hurt their own sales and those of the smaller players, but also began to hurt your client’s sales. Additional information is required to understand what is driving the demand for private label cookies❑How does the quality of a private label cookie compare to that of a branded cookieConsumer studies have shown that there is a noticeable difference in taste, texture and quality in favor of the branded cookies❑At the manufacturing level, what is the difference in cost of production and price between branded and private label productsIt costs approximately $ to manufacture a bag of private label cookies which will sell for $ to retailers. It costs approximately $ to manufacture a bag of branded cookies which will sell for $.❑How do the same numbers translate at the retail levelA retailer, paying $ for private label cookies can sell that product for $. The $ bag of brandedcookies can be sold for $.The key finding is that from a cost-price-margin perspective it is advantageous for both the manufacturers and the retailers, with all else equal, to sell a bag of branded cookies. Other factors must be contributing to the demand for private label cookies. Think about the incentives at each level in the chain manufacturer, retailer, consumer. The following questions can help fill in details❑Have any of the manufacturers been able to gain additional shelf space for branded products by supplying grocers with private label productsNo❑Has their been excess capacity at your client, its main competitor or the smaller competitors that has been used up through the manufacturing of private label productsThere was some excess capacity at the smaller competitors and your client’s main compe titor your client is unsure as to how much.. There is little excess capacity anywhere in the industry today..❑Has your client’s relationship with its retailers suffered as a result of it not supplying private label productsNot noticeably❑Are grocery stores using private labels in other food categoriesYes, there has been a major push by grocery stores to populate shelves with private labels❑Is competition increasing or decreasing among grocersGenerally increasing. Grocer chains are expanding and the number of grocers to be found servinga given area has generally increased over the past five years❑What general macroeconomic trends have occurred over the past five years The economy has been slowing over the past five years. There is concern about recession The above information begins to expose a clearer story. A number of factors have contributed to the emergence of the private label segment: manufacturer’s interest in utilizing excess capacity, grocer’s desire to sell products with their name on it th ey may believe this creates return customers in an increasing competitive environment, consumers concerns about a troubled economy price vs. quality tradeoffs.At this point the candidate would be encouraged to state what they believe the magniturde of the private label threat to be to the client. There is no right answer. One can argue either way.If the threat is seen as high, the likely recommendation is for your client to begin supplying private label products. The candidate should recognize that in competing in the private label segment, the basis of competition is primarily cost. At the same time, the client’s branded product should be protected. The following tactics might prove appropriate:❑Seek to wring costs out of all phases of the operation➢Utilize all existing excess capacity➢Gain maximum product knowledge as quickly as possible➢Understand low cost positions on product ingredients and mix➢Review process improvement/ manufacturing efficiency opportunities ➢Undertake overhead reduction effortsAny of these points could be discussed in great detail❑Ensure there is no customer confusion between private label offering and branded product ❑Seek partnering agreements with retailers➢Joint advertising and promotions❑Explore deals with mass merchandisers to enter private labels remember, mass merchandisers presently sell no private labelIf the threat is seen as low, the likely recommendation is for your client to stay with branded cookies only. The candidate should recognize that in competing in the branded segment the basis of competition is one of differentiation. Additionally, your client should do all it can to halt or reverse the momentum of the private label segment. The following tactics might prove useful: ❑Pursue a maximum differentiation strategy➢Invest in brand image to support premium price➢Make it difficult to copy product: innovate wisely through product advances, smart product line extensions, frequent changes to the product ➢Manage price gap: explore price increases where appropriate Again, any of these points could be discussed in great detail❑Explore exclusive partnering with mass merchandisers❑Consider alternative distribution channels❑Seek partnering agreements with grocers regarding branded products❑Educate grocers as available➢Customers who buy private labels are the most price sensitive. They also tend to be the least loyal customers and spend less per store visit. ➢Grocers financial stake in private label products extends beyond the product margins. There is lost profit from branded products that could occupy the same shelf space, advertising costs of the private label products, etc.Key takeaways:This case has no right or wrong answer. It forces the candidate to take a stand in a “grey” situation and defend it. It also provides a large amount of data upfront which the candidate must quickly sort through and determine what is important and what is not. The key is to understand the story behind the data. How did the private label segment emerge What is driving it How has it affected manufacturers, retailers and consumers。

McKiney On line case studyTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.∙Attract more applicants at the same cost∙Review the list of campuses targeted (e.g., optimize resourceallocation across schools). The review may result in adding certainhigher potential campuses and eliminating other ones that appear tohave more limited potential.∙Review recruiting approach at each campus (e.g., optimizecost-effectiveness of messages and approaches at each school).∙Extend offers to a higher percentage of applicants while maintaining quality(e.g., reduce the number of people who are turned down who would haveperformed equally well in the job)∙Improve acceptance rates among offerees (e.g., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.∙Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potentialcampuses and eliminating other ones that appear to have more limitedpotential.∙Review recruiting approach at each campus (e.g., optimizecost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:∙Estimate the hiring potential across schools∙Analyze the number of hires by school over the last several years∙Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits∙Survey seniors at these schools to determine interest in anentry-level position with the client∙Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could besegmented by discipline or segmented based on career interests inresponse to the survey), then calculate the size of each segment ∙Estimate the optimal cost-per-hire across schools∙Compare the current cost-per hire across schools∙Identify opportunities to decrease the cost-per-hire at each schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue asdirectly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hires The number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:∙What are the components of costs at these schools (why is it so expensive to recruit there)?∙What opportunities exist to reduce costs?∙How much cost savings would result from implementing each of the opportunities?∙What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:∙Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?∙If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the money elsewhere vs.where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs,what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:∙Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)∙Utilize referrals (e.g., faculty, alumni)∙Come up with creative ways to target specific departments/clubs of the school∙Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. TypeB (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS∙There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost:∙Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increaseapplicants significantly without increasing costs. At one of thecampuses we've looked at, University 4, the number of applicantswould go up more than 100 percent∙The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certainplaces or reallocate resources more efficientlyNEXT STEPS∙We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schools∙After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning down quality applicants) and to increase the acceptance rate∙We will examine additional methods for attracting more applications from our current campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on campus。

外企测试面试常见问题及回答（英文）第一篇：外企测试面试常见问题及回答(英文)外企测试面试常见问题及回答（英文）1.Tell me about yourself自我介绍It is really my honor to have this opportunity for a interview.I hope I can make a good performance today.I’m confident that I can succeed.Now I will introduce myself briefly.My name is Chen Manyuan.I am 25 years old,born in HuNan Province.I was graduated from ChangSha University of Science & Technology.My major is Mathmatics and Applied Mathmatics,and I got my bachelor degree after my graduation in the year of 2006.I spend most of my time on study.I have passed CET-4,and I have acquired basic knowledge of my major during my school time.In duly 2006,I begin work for a small private company as a technical support engineer in ChangSha city.Because I’m capable of more resposibilities.So I decide to change my job.And in Augest 2008,I left ChangSha to ShangHai and studied for software testing training.Because I want to change my working environment.I’d like to find a job which is more chanllenging.Your company is a global company,so I feel I can gain the most from working in this kind of company environment.That is the reason why I come here to compete for this position.I think I’m a good team player and I’m a person of great honesty to others.Also I am able to work under great pressure.That’s all,Thank you!2.What can you offer us that other candidates can't? 为什么你是这份工作的最佳人选？You need the person who can produce “efficiency”, while my background and experience can prove my ability, I can quicklyintegrate into a role of team, I also believe in the meantime, I will be acquainted with the business of your company,and I can work right away, contribute my strength for your company.3.What are your strengths?你的优势是什么？I can make a great repeated work,and I have professional test technical ability,My ability well-trained of the operation automate testing tools.and I have a good logic thinking ability.4.How successful have you been so far?未来的计划I have been all drawing up for I and plan for each five years, after finishing university, the first five years, the plan is to become anoccupation agent, at this is in the farsighted programming, I will divide three the step walk strategy, I have already exceeded forward square one, and succeed and carry out from a muddled graduating student,have certain theories and practice an empirical test engineer till now, at future three the middle of the years, I will toward my target exceed second step, at connect and become an item group in time of coming down one and half years of leader, can only block one side for company, my third step is to become an ideal medium item manager.I of so choose Shanghai, because I can learn in this rapid rhythm more, the achievement is faster and quickly promote for oneself, in order to can carry out ownly the first five yearses to plan smoothly.5.What are your limitations?(What are your greatest weaknesses?)你的缺点是什么？Working to pursue too much is perfect and result in thus plenty of time all on some businesses that don't close general situation, the cost's peacetime likes to investigate a root again, the teachers who had a class before usually looking at me afraid.6.How much are you worth?你的期望薪资是多少？We can put this problem till the last and see first I can do for the company what.I would like to make great effort to work and find out fun and happiness from it.I also believe to will get to pay equal guerdon with myself.7.What are your ambitions for the future?Indicate your desire to concentrate on doing the immediate job well-and your confidence that the future will then be promising.You do not want to convey that you have no desire to progress, but you need to avoid statements that are unrealistic, or that might threaten present incumbents.8.What do you know about our company?You've done your homework, and have studied all that is publicly available about Acme and are thus aware of many published facts.However, you might state that you would like to know more;then be prepared to ask intelligent questions.Avoid a recitation of the facts, incorporate personal remarks and specific questions to facilitate a lively exchange of information.9.Why are you seeking a position with our company?你为什么选择我们公司？Why I compete for this position in your company, the reason of the mostcover three areas:1)I am much optimistic about the industry of your company,I think I can gain the most work in this kind of company environment.2)In the corporate culture of your company I understand something, your company pretty much values a talented person and pays attention to the occupation development of each employee, and can provide a good development terrace for employee.3)I cautiously checked your company's request to this position,I’mconfident that I am the best candidate, I believe I will enjoy this work by myselfdefinitely.10.Give an example of high priority and low severity,low prority and high severity.举个例子高优先级低严重，低优先高严重。

McKiney On line case studyTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.•Attract more applicants at the same cost•Review the list of campuses targeted ., optimize resource allocation across schools). The review may result in adding certain higher potential campusesand eliminating other ones that appear to have more limited potential.•Review recruiting approach at each campus ., optimize cost-effectiveness of messages and approaches at each school).•Extend offers to a higher percentage of applicants while maintaining quality ., reduce the number of people who are turned down who would have performedequally well in the job)•Improve acceptance rates among offerees ., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative toalternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.•Review the list of campuses targeted ., optimize resource allocation across schools).The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential.•Review recruiting approach at each campus ., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:•Estimate the hiring potential across schools•Analyze the number of hires by school over the last several years•Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in an entry-level position with the client•Consider the size of the graduating class at each school, determine how that class might be segmented ., each class could be segmented by discipline orsegmented based on career interests in response to the survey), thencalculate the size of each segment•Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates ., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools ., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:•What are the components of costs at these schools (why is it so expensive to recruit there)?•What opportunities exist to reduce costs?•How much cost savings would result from implementing each of the opportunities?•What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:•Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?•If we reduce costs at the least efficient schools, what will we do with the cost savings ., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising ., advertisements/flyers on campus) does not yield any significant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:•Improve/enhance recruiting messages ., understand target candidate group, refocus message on this group, understand competitive dynamic on campus)•Utilize referrals ., faculty, alumni)•Come up with creative ways to target specific departments/clubs of the school•Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B ., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates ., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'd considerourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost:•Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increase applicantssignificantly without increasing costs. At one of the campuses we've lookedat, University 4, the number of applicants would go up more than 100percent•The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certain places orreallocate resources more efficientlyNEXT STEPS•We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schools•After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate ., ensure we're not turning down qualityapplicants) and to increase the acceptance rate•We will examine additional methods for attracting more applications from our current campuses ., referrals, clubs) in addition to assessing the impact of improved messaging on campus。

2023年特斯拉招聘面试案例分析样题和答案英文2023 Tesla Recruitment Interview Case Analysis Sample Questions and AnswersIntroductionThis document presents a set of sample questions and answers for the Tesla recruitment interview in 2023. These questions provide an opportunity for candidates to demonstrate their knowledge and skills in various areas related to Tesla's operations and the electric vehicle industry.Sample Questions and Answers1. Q: Can you briefly explain the mission and vision of Tesla?Q: Can you briefly explain the mission and vision of Tesla?- Its focus on electric vehicles and renewable energy solutions.- The integration of cutting-edge technology in its vehicles, such as Autopilot and over-the-air updates.3. Q: How do Tesla's Supercharger stations contribute to the advancement of electric vehicles?Q: How do Tesla's Supercharger stations contribute to the advancement of electric vehicles?4. Q: As a Tesla owner, how would you describe the benefits and challenges of driving an electric vehicle?Q: As a Tesla owner, how would you describe the benefits and challenges of driving an electric vehicle?A: Benefits of driving a Tesla electric vehicle include: Benefits of driving a Tesla electric vehicle include:- Lower environmental impact with zero tailpipe emissions.- Reduced operating costs due to lower maintenance and electricity costs.- Access to over-the-air updates, enhancing vehicle performance and adding new features.Challenges may include:- Limited charging infrastructure in certain areas.- Potential range anxiety on long trips.5. Q: Can you explain Tesla's approach to autonomous driving and its implications for the future?Q: Can you explain Tesla's approach to autonomous driving and its implications for the future?ConclusionThese sample questions and answers offer a glimpse into the types of topics that may be discussed during a Tesla recruitment interview in 2023. It is important for candidates to prepare and showcase their knowledge and understanding of Tesla's mission, innovations, and the electric vehicle industry as a whole.。

【最新资料,Word版，可自由编辑！】案例面世真题1:Help! Our Profit Margins are Shrinking!You are the consultant to a company that produces large household appliances. Over the past three years, profit margins have fallen 20 percent and market share has tumbled to 15 percent of the market from 25 percent. What is the source of the company's problems?This is an example of the type of question an undergraduate student (or an MBA student in an early interview round) might receive. The interviewer has done you the favor of defining the problem - your client is in something of a slump! This dialogue illustrates how you, the perspicacious candidate, might drill down into the core of the woes besetting the firm.You: How would you characterize the current marketplace for these products? Emerging? Mature?Interviewer: The product line is considered mature.You: How would you characterize your manufacturing process relative to your competition? (You're looking to see if the company has a strategic advantage.)Interviewer: Can you be more specific?You: Do you benefit from an advantage in technology, economies of scale, exchange rates, or other manufacturing element over your competition?Interviewer: We have not updated our manufacturing process since 1988. We manufacture our products exclusively in the United States. As one of the oldest manufacturers of these products, we have a reliable customerbase and a good reputation. As for price, we are one of the lower-priced in the market, though not the lowest.You: Do any of your competitors manufacture overseas?Interviewer: Our number one competitor produces all of its appliances in Indonesia. (Here's your clue - manufacturing outside the country significantly lowers costs.)You: It probably suffices to say that some of your decline in profit can be attributed to the increased costs you are facing relative to older manufacturing techniques and higher costs associated with manufacturing domestically. This is especially toxic in a mature market where consumers are mostly aware of the product category and the product may be considered a commodity. (A commodity marketplace is one in which customers make their purchasing decisions largely on price. For example, toilet paper is largely a commodity market, where consumers buy whatever's on sale.)案例面世真题2:Cost-savings analysis for food services companyCost-savings analysis for food services companyIn this case, we will provide you with information regarding a client situation and ask you questions regarding the case issues. After you submit your answer, we'll provide a detailed Bain answer that you can compare with your ideas.Remember, in case interviews there is no "right answer": interviewers look for problem-solving skills, creativity and common sense. You will not be able to skip questions in this online case, so take your time and have fun!Question 1The client situation:A large fast food chain has hired Bain to improve the company’s profitability. You’re about to have an initial brainstorming session with your team around your clien t’s options, and you want to collect your thoughts first.How would you begin to tackle your client’s profitability problem?Your answer:Bain recommended answer:Your interviewer wants to know that you have a structure in mind. An appropriate structure for this case would be the profit equation. Be sure to state that to your interviewer.For example:"Profit is: total revenue – total cost.Where Revenue = Price * Quantity and Costs = Fixed Costs + Quantity * (Variable Costs).In order for the company to improve its profitability, management needs to increase revenues and/or decrease costs.So to begin tackling my client’s profit problem I am going to look at these two sides of the equation:* Could the client increase prices? How would customers react?* Could the client sell more meals, either at existing branches or through opening new ones?* Are there other creative ways to grow revenue (enter into large-scale catering contracts, for example)?* Could the client decrease our fixed costs by selling some of our branches or real estate?* Could the client reduce the quantity of products they buy, such as ingredients for their meals?* How else could they reduce their costs?"Question 2At your case team meeting, your manager informs the team the customer is price sensitive, the market is fairly saturated, and that the fixed costs are pretty stable. Thus Bain and the client agree that the team should focus on lowering variable costs. Specifically the client wants to reduce their spending on purchased items (items the client buys from others and then uses or offers to their customers, like the meat in the hamburgers or the ketchup packets).Without knowing much more about the situation, what would you suggest are some ways to do so? Which ideas seem the most attractive and why?Your answer:analyse the supplier of purchased items to see if there exist the space to reduce the purchaseing cost. Then contacting several similar suppliers, and get the reasonable price of raw materialsBain recommended answer:Purchased goods in this business fall primarily into 2 categories: food and packaging. Variable costs are a function of: price and volume. Therefore, the client needs to reduce volumes purchased or negotiate lower prices.Food:* We could negotiate lower food prices with our suppliers (consolidate our purchasing, etc.).* We could look for cheaper ingredients. This sounds risky because it could lower the quality of the food that we sell.* We could reduce the volume used. For the same reason, this sounds risky because it would change our recipes, one of our competitive advantages in producing winning recipes.Packaging:* We could negotiate lower prices with our suppliers or look for cheaper alternatives.* We could reduce the volume used.Recommendation:* Most attractive ideas are: negotiating lower food prices or packaging prices, looking for cheaper packaging materials, or reducing the volume used.Question 3At this point in the brainstorming session, the VP adds that two years ago, the company launched a program to centralize purchasing and successfully negotiated much lower prices. Therefore, it is critical to determine if you could reduce the volume of goods that the client purchases. How could you reduce the volume of purchased goods?Your answer:11Bain recommended answer:Some good creative answers here include (but are in no way limited to):* Can the client change the shape or size of food containers?* Can the client packaging for families be consolidated?* Can the client reduce the weight of the packaging while still protecting the food?* Can the client reduce other qualities of the packaging including degree of color or logo prevalence without sacrificing their brand?* Can the client lock bathrooms so that non-customers do not waste toilet paper and towels?* Can the client charge for extra condiments?* Can the client reduce the size or number of napkins they purchase? Question 4Bain focus es on components that make up large portions of a company’s costs: reductions in these areas will have the largest impact on a client’soverall costs. Bain’s philosophy is to always focus on where the value is. At first glance, napkins would not appear to fall within this category because they are so low cost. But there is a new napkin dispensing technology on the market that you have heard about and think could save the client some money. You decide to investigate.One way to reduce volume is to reduce how many napkins a customer takes. Customers in fast food chains often take many more napkins than are needed for the meal, or actively hoard them to take home. One action some chains have taken to combat this is to switch their napkin dispensers from small metal dispensers (from which you pull napkins out in bunches) to larger plastic dispensers (from which you pull napkins one at a time, like a reverse Kleenex box). These dispensers are produced by major paper manufacturers.Let’s assume your chain came to you with the following question:* How much money could we save per year in the US from using the new type of napkin dispenser in all restaurants?What information would you like to know from the company? (Do not take into account the cost of the dispensers for now.)Your answer:number of customers per day, the average paper usage per mealBain recommended answer:Key information that would be necessary includes:* Number of restaurants* Number of customer visits per store per year* Number of napkins used per customer now* Number of napkins used per customer after the switch* Price per napkinQuestion 5As you talk through the data points that you would need to gather with your colleagues, you learn from a fellow AC who worked for a local restaurant that a case of 6000 napkins cost his client $28. Thus, a reasonable price per napkin is about $0.005.Conduct your estimates as if your client is similar to McDonald's in terms of the number of outlets.Your manager calls you for a quick estimation of the market size before getting the actual data from your client. Use creative approaches to hypothesize values for each of the above pieces of information and then calculate the estimated savings.Your answer:10000*365*100*(3-1)*0.005=3650000Bain recommended answer:The interviewer is not looking for you to know the values of each of these buckets, however it is important for you to make reasonable estimates and be able to defend your answer. Were your estimates near these, or did you at least take similar approaches?Number of restaurantsActual answer: ~12,000 McDonald's in the US.One estimation approach:Think of your hometown: How many McDonald's are there for the number of people? Assume there is a McDonald's for every 20-25,000 Americans, with a population of ~275 million people in the US, that would be11-13,750 McDonald's.Other approaches:* Estimate the entire fast food market and then estimate McDonald's share* Estimate the area covered per McDonald's across the United States.Note: With this approach, be careful to account for population differences between 10 square miles of NYC and 10 square miles of Utah.Number of customers per restaurant per dayActual answer: Fast food restaurants expect around 1,500 customers a day.One estimation approach:Assume the 20,000 people per McDonald's visit an average of twice a month, that's 24 times a year per customer or 480,000 visits / 365 days = 1,315 customers per day.Other approaches:* One might take this a step further during a case interview and attempt to segment these customers. For example, one might assume 50% of the restaurants customers are drive-through and 25% of the remaining take their food "to go." Drive-through customers do not take, but aregiven napkins. "To go" customers may be more likely to "hoard napkins" as they can not go back to the counter for more.Note: This would influence potential answers to the next question - but for now, assume you did not take this step and all customers are the same.Number of napkins used per customer per visitActual answer: Five napkins with old dispensers and two napkins with prohibitive dispensers for a savings of three napkins per customer.One estimation approach:During a case interview you would most likely just use personal experience here - how many napkins do you take or see others take when you're at a fast food restaurant?Other approaches:* Bain would send people to the chain to watch napkin taking behavior or call fast food restaurants with both kinds of dispensers to find out how many napkins they go through a day.Calculations$0.005 per napkin * 3 napkins * 1500 customers * 365 days per year * 12,000 restaurants = $98.6M dollars saved in napkin purchases.Question 6Does this estimate sound reasonable?* How would you go about feeling comfortable with this figure and pressure checking your assumptions?* What would you want to flag for your manager as factors that might significantly alter the answer?Your answer:11Bain recommended answer:To check the magnitude of the overall number some options include:* Looking at a comparable company’s operating income to see what percentage of the expense napkins account for.* Find out what your client currently spends per restaurant per year on napkins.Keep in mind that with a company of this size any small changes in assumptions will significantly alter your answer. Some things to flag for your manager:* The chain you work for probably gets a significantly better deal on napkin pricing due to the magnitude of their orders (in contrast to the single-location restaurant napkin price estimate you received) * Up to 50% of customers are drive-through and their napkin behavior should not change. This would reduce the savings by up to 50% * The three napkin reduction estimate needs refining. Perhaps a pilot program would need to be done to see if the dispensers really have the desired effectQuestion 7Assume you would need 10 dispensers per store for a total of 120,000 dispensers. Also note that napkins in these dispensers cost more at a price of $.01 per napkin (remember it is the paper companies that make the new dispensers).At what price per dispenser would the investment not be worth doing?Your answer:11Bain recommended answer:120,000 * cost of dispenser + 2 napkins * .$01 per napkin * 1,500 customers * 365 days * 12,000 stores = 5 napkins * .005 per napkin * 1,500 customers * 365 days * 12,000 stores120,000 * cost of dispenser = $32.85MThe most you would be willing to pay per dispenser would be $273.Note: In an actual case interview you can use round number estimates so that mental math is easier.Question 8The actual cost of these dispensers is around $50.* Can you see any other factors your client should consider before making a decision?* What other advantages and disadvantages might there be to this switch? (Impact on costs and customers.)* How might you evaluate the impact of the extraneous factors?Your answer:11Bain recommended answer:Some potential ideas include:Advantages:* Fewer napkins used per day leads to less restocking which may mean better customer service or lower labor cost.* Better relationship with paper manufacturer (potential for better pricing).Disadvantages:* With the new dispenser locking you into a paper provider you may lose buyer power. There is the potential for additional napkin price increases in the future.* Customer reaction: Will a customer find this to be poor service? What if he or she needs to grab a handful of napkins after a spill?Implementation:* Management will need to negotiate a contract that includes limits on future pricing.* Bain will need to do customer research and pilot programs to evaluate customer reaction.And many, many more! As you can see, the keys to a good case interview are logical assumptions, creative thinking, and basic quantitative ability. Take time to think through problems and share your thought process with your interviewer and you will do great.案例面世真题3:Market SizingDuring your case interview, you may be asked to make estimates or solve a problem. You'll find two examples below that will help you think through the process of arriving at reasonable estimates. The third question is a brainteaser — a reminder to think creatively when tackling any case interview problem.Q: How many pay phones are there on the island of Manhattan?A: A logical place to begin your analysis might be to ballpark the number of pay phones on Manhattan street corners. If you think of New York City as a grid of streets, you might guess it is about 300 streets long (north to south) by ten streets wide (east to west), so it has approximately 3,000 intersections. You might then assume there is one pay phone for every two intersections, for a total of about 1,500 pay phones.If you’re feeling really creative, you might subtract the number of intersections that are “invalidated” because they fall in the area of Central Park. Say Central Park is ten blocks long by two blocks wide, or 20 intersections. Using your one-pay-phone-for-every-two-intersections assumption, you would want to subtract ten pay phones from the original 1,500.You might then add to the 1,490 the number of pay phones that might be found in restaurants, hotels, schools, hospitals, and office-building lobbies.Q: How many hotel-sized bottles of shampoo and conditioner are produced each year around the world?A: You might begin by assuming that hotel-sized bottles are produced for two purposes only:1. To supply hotels and upscale motels2. To provide samples for gift packs, salons, and so onYou would then want to start by estimating the number of hotels and motels around the world that offer the products to their guests. One way of estimating the number of hotels is to assume that hotels are found predominantly in major cities and resorts. Figure that there are 2,000 major cities and resorts around the world, an average of ten for each of the wor ld’s approximately 200 countries. Assume that each city averages 20 hotels that offer bottled hair products to their guests. Multiplying 20 by 2,000 gives you 40,000 hotels around the world that require shampoo and/or conditioner for their guests.To understand how many bottles of shampoo and conditioner the 40,000 hotels require, you now need to estimate the total number of uses each hotel on average represents. You can arrive at that number through the following calculation: assume that there are 100 rooms in each hotel, and that those rooms are occupied 50 percent of the time. Multiplying 40,000 by 100 by 0.5 by 365 (don’t forget the number of days in the year!) gives you approximately 750 million.However, it is probably reasonable to assume that a guest staying for longer than a day will not use a whole shampoo bottle every day. If you assume that an average of one shampoo bottle is used for every two occupied days in a given room, you can now divide your 750 million estimate in half to 375 million. To get to the number of bottles of conditioner, estimate a ratio between the use of shampoo and the use of conditioner. Since many of us do not condition every time we shampoo, you might assume that the ratio is 2:1. Dividing 375 million in half gives you approximately 190 million. Your conclusion would then be that 375 million bottles of shampoo and 190 million bottles of conditioner are required for hotel use every year.To estimate the total market size, you can probably make things easy on yourself by assuming that the number produced for sample purposes is a small percentage of the total, say ten percent. Combining your two markets would give you approximately 400 million bottles of shampoo and 210 million bottles of conditioner.Finally, you might want to “reality check” your total figure. Assuming 610 million bottles are produced and sold each year at an average price of 25 cents each, the worldwide market for miniature bottles of shampoo and conditioner is about $150 million. Does that sound reasonable?Q: You are in a room with three light switches, each of which controls one of three light bulbs in the next room. Your task is to determine which switch controls which bulb. All lights are off. Your constraints are: you may flick only two switches and you may enter the room with the light bulbs only once. How would you set about determining which switch controls which bulb?A: To solve this riddle you must do some out-of-the-box thinking. The best way to determine which light bulb is which is to flick one switch on, wait for five minutes and flick it off. Then flick one of the remaining two switches on and leave the other off. When you enter the room with the bulbs, you can determine which switch controls which of the two lights that are off by feeling to see which of the bulbs is hot (from having burned for five minutes).Other creative solutions involve pushing the constraints of the game. You might ask if the room you’re in has a phone, so you could call somebody to help you. You might ask if the rooms have a connecting window. You might assume you can leave the first room a number of times, and therefore go out, buy a drill, and bore a hole through the wall so you can see which light bulb is connected to which switch. Or, you might buy a mirror and place it strategically outside the door to guide you.Remember, you are limited only by your imagination.案例面世真题4: Famous Skin Care Whitening Products in ChinaCase Background: You are the product manager at famous skin care's whitening division and you are asked to whether to launch the product in ChinaKey questions:1) What's the size of the skin care market in China? And growth rate?2) What's the size of the whitening produce in china's market? And growth rate?3) What are the consumer behavior patterns?4) Who are the competitors and how has market share changed?5) Can famous skin care operate profitably? Make local vs. import?Options and Hypothesis:1) Consumer goods demand pattern(correlates well with income)- see how well this can be used to project future demands2) 4P of marketing in analyzing competitors - and see what they have done3) Profitability model to see the economics impact of the different options Data Requirement1) Total size of skin care market and growth rates2) Total size of whitening products and growth rates3) Market share by competitor and historical market share4) Consumer behavior surveys/studies5) Regulations on foreign company investment in China6) Profitability model for make local vs. importData Collection and Analysis:After you collect the data, then you can look at how your questions are answered:1) China's skin care market is worth over $10 Billion, with whitening product accouting for 40% of it. There are currently6 major competitors- with only one clear market leader. Consumers are extremely receptive to new skin products and customer loyalty can be established when the products really delivered the results. Even at a high premium, customers are willing to pay for it2) Based on profitablity model - the import model is more feasible during the first 5 years - then when demand really picks up, the make-local model would be more profitable案例面世真题5: Famous shoe maker's decition to change supplierCase Background:You are the purchasing manager at famous shoe maker and u've learned reports of unfair wage rates at one of your key supplier. You need to decide whether you should discontinue your relationship with this supplier.Key questions:1) What is the labor rates that are currently paid to the employees?(VC. the market rates vs. int'l standards)2) What are the reasons for discrepancies (i.e. are employees compensated in othe ways?)3) How much does fanous shoe buy from this supplier and what would be the impact of switching to another supplier?4) What is famous shoe maker's internal policies regarding labor conditions of suppliers? How will this action impact different stakeholders? Options and Hypothesis:1) Economics argument - lowest cost wins2) Universality - if you were placed in the different stakeholder's shoe, would you make the same decision and feel fair?Data Requirement1) Labor wage rates for your supplier, its competitor, local market rates, int'k rates2) Company policies regarding supplier labor policies3) Cost analysis of switching suppliersData Collection and Analysis:After you collect the data, then you can look at how your questions are answered:1) Labor rates appears to be much lower than int'l standards. But it's comparable to local wage rates, the working condition is also not comparable to int'l standard again, similar to local working conditions 2) Famous shoe maker;s company states that each supplier must fairly compensate its workers and it doesn't work with suppliers that have abusive labor pratices. Supplier does seem to operate below int'l standard3) Economics argument says there is nothing wrong there - supplier legally operates and has the lowest cost - hence, no need to switch4) Universality- feels fair because the supplier provides livelihood to local community, famous shoe maker enjoys a good margin and the workers get a fair wage in their local community5) cost of switching supplier implies severe disruption to supply chain6) Action item: Continue communication with supplier to make ensure no labor standards are violated案例面世真题6: Martket Entry reportcase background:I: 德国某制镍nickle集团,在中国设立了一个代表处,有一个首席代表和三个员工主要负责中国区的业务,业务量不大,每年300万左右的规模,但是可以赚的远远不止这些.因为这个首席代表是德国人,他觉得中国的空气环境不好,所以一直没把家人接过来,经常往返于中国和德国,以至于没有更好的开展中国业务.现在德国总部决定任命你做首席代表,然后要求你写一份报告你打算在中国怎么做.A: 那你能简单介绍一下镍这个产品嘛?I: 中国是一个缺镍的国家,市场需求量比较大. 镍是一种金属,用途比较广,可以用于手机,眼镜框,开关,灯泡丝等等. 我可以告诉你的是, 在中国对于镍肯定是有很大的需求.现在总部需要你写一份报告,你应该写点什么?A: 首先我会对中国市场进行调查,获得信息并作一定的分析,然后结合公司自身的情况,提出我的建议.I: 那就从市场调查开始把,你会做些什么?A: 恩, 你刚才告诉我中国对于镍的需求很大而且很有潜力, 那到底有大多有潜力,这是我从市场调查需要得到的.所以我会去获知market size, market growth, 以及我们公司在市场中的market share, 以及宏观环境的情况, 比如政策限制阿.然后我会去了解一些行业内的现有的Player,他们各自的竞争地位和market share, 看一下有没有也有一些foerign player like us,他们做的怎样接着我会去了解一些customer的情况,看看我们的客户对于产品的需求以及购买因素获得了这些信息后,我会结合我们自身的capabilities, 来提出我的建议.I: 对阿,你获得了这些信息后, 不能只在report里面只写这些, 要给出你的建议, 那你的建议是什么呢? 业务模式是什么呢?A: 可能出于试水的考虑, 我会提出先不在中国生产产品, 而是直接在中国销售德国的成品. 出于对中国市场不是十分熟悉, 我会考虑通过代理商帮我们sell我们的产品. 当然同时我们需要培养自己的销售队伍.I: 那你怎么来搞好在中国的销售呢?A: 首先我会改变中国的组织架构, 因为原先只是一个representative的office, 现在我打算改成以地域来分的组织架构来组织销售队伍. 比如华东区,华南区, 华北区等等.I : 还有没有别的方式来组织销售?A: 还可以按照客户来分把, 比如眼镜客户销售, 手机客户销售, 灯泡客户销售等等. 或者按照产品来分.I: 那你为什么会首先想到地域来分?A: (笑), 其实我也想到了按照其他方式来分,只不过首先说了按照地域来分, 呵呵.I: 那然后那,你的报告就完了么?A: 还没有, 因为现在只是在中国销售在德国制造的成品, 这样成本肯定会高, 所以以后我会打算在中国制造产品后销售.I: 那你觉得在德国制造和在中国制造的成本差异主要在哪里?A: 我觉得可能是原材料吧, 以及运输成本, 而在本地制造的话这些成本肯定会降低.I: 你说对了一半, 其实最显而易见的成本差异就在于人力成本, 中国的人力成本明显低于德国的人力成本,当然还可能会牵涉到关税, 所以成本差异主要可能就在运输, 人力, 关税等等. 好! 那你如果打算在中国制造的话, 你会考虑些什么?A: 首先考虑选址吧, 然后可能会考虑生产线的问题I: 再往前一点呢?A: 采购, 原材料供应吧I: (笑)看来你很喜欢原材料阿, 再想想看A: 哦, 那就是我前面提到的到底是自己造厂,还是和local player合资.I: 如果是合资的话,你需要考虑些什么呢?A: 我会列一张potential的JV Partner的list, 因为有一些国企公司非常愿意和国外的很强的制造商合作, 来获取国外先进的技术以及管理经验.然后我会考虑partner的market position, company financial performace (revenue, volume, debt, AR), 接着我可能会考虑有没有合资上的政策限制, 然后再看一下我的partner的产品线是不是符合我的产品, 再接着我会去看一下partner的销售,营销网络以及服务能力.我还会考虑股权的结构, 比如我们占多少Equity share, 以及看一下partner的管理层是否能够很好的接受西方的领先技术和管理经验(management fit), 因为有的国企管理层是40几岁的中青年,他们非常愿意接受西方先进的理念,这样也便于以后更好的沟通.I: 非常好, 那我们的讨论就到这吧, 谢谢案例面世真题7: ATK Case 1Case setup (facts offered by interviewer):Your client is a manufacturer of bicyclesThey have been in business for 25 yearsThey manufacturer and sell three categories of bicycles:Racing bikes: High end, high performance bikes for sophisticated cyclistsMainstream bikes: Durable, but not overly complicated bikes for everyday ridersChildren’s bikes: Smaller, simpler versions of their mainstream bikes for childrenProfits at your client have decreased over the past five yearsQuestion:What is driving the decline in overall profits?What recommendations might correct the situation?Suggested solutions:The first question is to determine what has caused overall profits to decrease. To accomplish this the candidate must first understand what has transpired in each of the three product categories over the past five years during which profitability has slipped. The following are questions and answers that would be provided in an interview scenario.What are the client’s margins for a bicycle in each of the three segments?Racing: Cost = $600/unit, Profit=$300/unitMainstream: Cost = $250/unit, Profit = $75/unitChildren’s: Cost = $ 200/unit, Profit = $50/unitWhat has happened to the market size of each of the three segments over the past five years?Racing: Has remained constant at its present size of $300MM Mainstream: Has increased at 2% growth rate per year to its present size of $1.0BChildren’s: Has increa sed at 3% growth rate per year to its present size of $400MM。

世界知名公司英文面试题目1. Describe your greatest achievement in the past 4-5 years?2. What are your short & long term career objectives? What do you thinkis the most ideal job for you?3. Why do you want to join IBM? What do you think you can contribute toHongkong Bank代表性考题1. Please state why you chose to follow theseactivities and how they havecontributed to your personal development. You may wishto give details of yourrole whether anyone else was involved and anydifficulties you encountered.2. Please state how you have benefited from your work experience.3. How much is your present monthly salary including allowances?4. Do you need to pensate your present employer if you resign? If so,please give details.5. Other than academic suess, what has been yourgreatest achievement upto date? What do you see as your personal strength, why?6. Please state why the position you have applied foris appropriate foryou; why you have selected Hongkong Bank and what your career objectivesare.1. Describe an instance where you set your sights on a high demanding goaland saw it through pletion?2. Summarize a situation where you took the initiative to get others goingon an important task or issue, and played a leadingrole to achieve the resultsyou wanted.3. Describe a situation where you had to seek out relevant information,define key issues, and decide on which steps to take to get the desiredresults.4. Describe an instance where you made effective use of facts to secure theagreement of others.5. Give an example of how you worked effectively with people to aomplishan important result.6. Describe a creative/innovative idea that you produced which led to asignificant contribution to the suess of an activity or project.7. Provide an example of how you assessed a situation and achieved goodresults by focusing on the most important priorities.8. Provide an example of how you acquired technical skills and convertedthem to practical application.A.T. Kearney代表性考题1. Describe your greatest achievement in the past 4-5 years?2. What are your short-term and long-term career objectives? What do youthink is the most ideal job for you?3. Why do you want to join A.T Kearney? What do you think you cancontribute to A.T Kearney?4. Why are you applying for a position at Arthur Anderson?5. What are your expectations of our firm?6. Describe your hobbies and interests.Shell pany代表性考题1. How would your colleagues /classmates describe you in five words? Onwhat evidence would they base this assessment?2. If you are asked to recruit the best graduates for shell, what would youdo to attract them? What would you do to select them?3. Please describe a new activity that you haveinitiated and implemented.Please highlight your role out.4. Please describe your outstanding non-academic achievements.5. Please describe any other significant activities you have been involvedin including organizing people.6. Imagine that Shell has found oil in an inland province of China, near alarge river. You are responsible for planning how to transport the oil to thecoast thousands of miles away. What is the main issue you would consider, andwhat would you do?1. Please tell us about an achievement that you are especially proud ofbecause it was difficult or demanding.a) What the objective was?b) Why it is important to you?c) How you achieved it and the obstacles that you had to overe in orderto do so?2. What is your career plan? Three years after graduation, and five yearsafter graduation?3. Why are you interested in investment bank? What other industries do youalso have interests?4. Why do you think you can be a qualified investment banker? How can youcontribute in this industry?。

四、 Position and Company 关于所申请职位和公司的问题 22. Why did you select this company? 你为什么要选择这间公司? 回答⽰范1： Mars is an ideal employer for almost every fresh graduate, partly because the starting salary is very competitive, hehe. But more importantly, Mars is well known for designing career paths for employees. And, I have a personal reason when selecting Mars: my cats love Whiskas (伟嘉猫粮)! My mom is a big fan of cats, so am I, and we’ve been buying Whiskas for our cats “Pipi” and “Lulu” for over five years! 点评1：这个回答体现了该申请⼈的两个特点：第⼀，他很诚实地告诉⾯试官，应届毕业⽣当然对Mars趋之若鹜; 第⼆，他因为爱猫⽽爱伟嘉猫粮，再因爱伟嘉猫粮⽽爱Mars。

回答⽰范2： To be honest, it would be ideal for me, a fresh graduate who specializes in Accounting, to join any of the “big 4s”(四⼤会计师事务所) because each of the “big 4s” has its own advantages. However, I’m particularly interested in KPMG for a very sentimental reason. I was completely fascinated by your career talk! Compared with yours, the other three companies are a bit boring, hehe. 点评2：这个回答体现了该申请⼈的两个特点：第⼀，实话实说，学会计的同学能进四⼤中的任何⼀个，的确都是求之不得的美事; 第⼆，善于巧妙地“拍马*”，告诉对⽅⾃⼰被他们的career talk感动了，所以对该事务所情有独钟，的确是⼀个很狡猾但是却很不错的回答。

McKiney On line case studyTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature).In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of approaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue.You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying questions.Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit.There are eight questions in this on-line case study. This case study is designed to roughly simulate one during your interview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the end, you can print the entire on-line case study at once.The caseQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budget constraints.Q1: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.•Attract more applicants at the same cost•Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higherpotential campuses and eliminating other ones that appear to havemore limited potential.•Review recruiting approach at each campus (e.g., optimizecost-effectiveness of messages and approaches at each school).•Extend offers to a higher percentage of applicants while maintaining quality(e.g., reduce the number of people who are turned down who would haveperformed equally well in the job)•Improve acceptance rates among offerees (e.g., better communicate the benefits of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.•Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potential campusesand eliminating other ones that appear to have more limited potential.•Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we are going to focus on these two levers.Q2: How would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:•Estimate the hiring potential across schools•Analyze the number of hires by school over the last several years•Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits•Survey seniors at these schools to determine interest in an entry-level position with the client•Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could be segmented bydiscipline or segmented based on career interests in response to thesurvey), then calculate the size of each segment•Estimate the optimal cost-per-hire across schools•Compare the current cost-per hire across schools•Identify opportunities to decrease the cost-per-hire at each school Helpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as possible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q3: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candidates20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budget - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the context of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:•What are the components of costs at these schools (why is it so expensive to recruit there)?•What opportunities exist to reduce costs?•How much cost savings would result from implementing each of the opportunities?•What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:•Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?•If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the money elsewhere vs.where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates that increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield anysignificant increase in hires.Q5: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:•Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic oncampus)•Utilize referrals (e.g., faculty, alumni)•Come up with creative ways to target specific departments/clubs of the school•Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic,targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A students to apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major campuses, and the message our client is using on campus.Q6: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question7University 4 graduates 1,000 seniors each year.Q7: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question8Q8: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information available at any point in an engagement is critical to the work we do. Even though we'dconsider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS•There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost:•Increasing blanket advertising is ineffective and costly, but changing the advertising message on some campuses could increase applicantssignificantly without increasing costs. At one of the campuses we'velooked at, University 4, the number of applicants would go up morethan 100 percent•The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certainplaces or reallocate resources more efficientlyNEXT STEPS•We plan to explore further ideas for increasing quality applications by changing the mix of schools, beginning with a more detailed review of theopportunities to reduce costs at certain schools•After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning downquality applicants) and to increase the acceptance rate•We will examine additional methods for attracting more applications from our current campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on campus。

外企公司英文面试问题及答案外企公司英文面试问题及答案在应聘外企公司的时候一般都会遇上英文，认知一些常见的面试问题可以帮助自己在面试过程中有更好的表现。

下面店铺整理了公司英文面试的问题及答案，希望对你有所帮助!公司英文面试的问题例题1what range of pay-scale are you interested in?(你感兴趣的薪水标准在哪个层次?)参考答案money is important, but the responsibility that goes along with this job is what interests me the most.(薪水固然重要，但这工作伴随而来的责任更吸引我。

)假如你有家眷，可以说：to be frank and open with you, i like this job, but i have a family to support.(坦白地说，我喜欢这份工作，不过我必须要负担我的家庭。

)例题2what do you want most from your work?(你最希望从工作中得到?)参考答案i hope to get a kind of learning to get skills from my work. i want to learn some working skills and become a professional in an industry.(我最希望得到的是一种，能让我学到工作的技能。

虽然我已经在学校学习了快XX年,但只是学习到了知识，在学校里，没有机会接触到真正的社会，没有掌握一项工作技能，所以我最希望获得一项工作的技能，能够成为某一个行业领域的人士。

)例题3why did you choose us?(你为什么选择到我们公司来应聘?)参考答案as the saying goes, "well begun is half done". your company is a famous one in the industry and boasts a high reputation. i hope to choose your company as the beginning of my career. i can not only learn new things, but set a solid foundation for my future career as well.(俗话说“良好的开端是成功的一半”。