贝恩咨询贝恩《CaseInterview》

一起分享下Bain面试的流程：在3月18日PTA申请截止的前几天邮件递交了PTA的申请（Bain的PTA职位是通过邮寄的方式mail到Bain的上海所，具体的申请时间和邮寄地点可以通过关注BAIN的微信公众号获得，Bain每年会分春秋两个duration的PTA申请，大致是在9月和3月份）面试通知在3月27日悄无声息地发到邮箱里，等我发现的时候已经在邮箱里躺了两天了LOL..不过好在BAIN的面试安排还是很人性化的，给了一天星期的schedule availability填写..填写面试时间发送之后，就等啊等，整天提心吊胆，就怕洗澡的时候打过来。

后来才知道，Bain会安排好某日的一个时间点给我，只要在那个时间点等待即可。

至于面试的内容：是个很有亲和力的上海所大哥哥给我面的，可以看出来他很忙，就直接说快速地做个interview，看他这么仓促瞬间我就淡定了，哈哈：1.Tell me about yourself(as always...)然后,就省略了简历的部分LOL2.一个小小的market size问题（有些童鞋是mini case，有的童鞋也可能不会问）3.最后问了一个关于时针分针角度的问题，考验自己的临场应变能力和基本的算术及分析能力吧4.Do you have any question:1)问了一个关于经济形势和Bain发展所关联性的问题，非常有耐性地做了解答2)又问了一个入职时间的问题（这方面的经验是至少问一个有逼格的问题，既体现自己对行业实时的关注，又表现对申请公司情况的关心；做了铺垫之后可以再问一个自己想知道的内部信息）整个面试不长不短，正好15分钟：前部分只占了7,8分钟，最后对Bain的问题占了另一半的时间整体而言，面试的时间较短：需要在较短的时间内展现稳健，准备充足的一面，也要在短时间内让面试官和你有小小的互动，让他对你留下印象刺猬实习。

Case interview分析工具/框架来源：张旭的日志最近在准备CASE INTERVIEW，刚接触这个，对里面涉及到的FRAMEWORK和STRATEGY非常不熟悉，偶获珍宝，与诸君共享。

顺便攒RP！！案例面试分析工具/框架一．Business Strategy1．市场进入类●行业分析（波特5力，市场趋势，市场规模，市场份额，市场壁垒等）●公司宏观环境（人口，经济，自然，技术，政治），公司微观环境（公司，供应商，市场中介，顾客，竞争对手，大众）●3C（Competitor, Consumer, Company/Capabilities）●Cost-revenue固定成本，可变成本收入怎么计算？时间序列估计，可比公司估计●市场细分很重要，niche marketA.地理细分B.人口细分（年龄及生命周期阶段细分，性别细分，收入细分）C.心理细分（社会阶层，生活方式，个性特征）D.行为细分（购买时机-柯达，利益细分-牙膏，用户状况，使用率，忠诚度）2．行业分析类●市场（市场规模，市场细分，产品需求/趋势分析，客户需求）●竞争（竞争对手的经济情况，产品差异化，市场整合度，产业集中度）●顾客/供应商关系（谈判能力，替代者，评估垂直整合）●进入/离开的障碍（评估公司进入/离开。

对新加入者的反应，经济规模，预测学习曲线，研究政府调控）●资金金融（主要金融资金来源，产业风险因素，可变成本/固定成本）●风险预测与防范3．新产品引入类●营销调研●产品？价格？即4P●4C (Customer, Competition, Cost, Capabilities)●市场促销，分校渠道（渠道选择，库存，运输，仓储）●STP和4P（Product, Price, Place, Promotion）●产品生命周期二．Business Operation1．市场容量扩张（竞争对手，消费者，自己实力）2．利润改善型●Revenue, Cost分析，到底是销售额下降造成，还是成本上升造成●如果销售额下降，看4P了（是价格过高？产品质量问题？分校渠道问题？还是promotion的efficacy有问题？）●如果成本上升，看固定成本or可变成本是否有问题？（固定成本过高，设备是否老化，需要关闭生产线、厂房，降低管理者工资等，可变成本过高，看原材料价格是否上升，有没有降低的可能，switch suppliers? 还是人员工资过高，需要裁员等）●成本结构是否合理，产能利用率如何（闲置率）3.推销任何一种产品/服务●4P，3c4.定价●以成本为基础的定价成本加成定价，以目标利润（盈亏平衡定价）●以价值为基础定价●以竞争为基础定价三．Market Sizing/Estimation●市场趋势，市场规模，市场份额，市场壁垒等●市场集中度●市场驱动因素（价格，服务，质量，外观）●关键成功要素KSF四．M&A类●整合原因（synergy, scale, management impulse, Taxconsideration, Diversification, Breakup Value）●5C（Character, Capacity, Capital, Conditions, Competitive Advantage）●类型：horizontal, vertical, congeneric, conglomerate●估值方法：DFC，Market Multiple( EBITDA，P/E，P/B)●DFC：Pro Forma Cash Flow Statement，Discount Rate●Hostile VS Friendly takeovers所有咨询公司面试可能用到的分析结构Advanced concepts & frameworksMBAs and other candidates with business background, take note - interviewers will expect you to have a more detailed take on your case than an undergrad uate would have. Here are some commonly used case concepts.Net present valuePerhaps the most important type of decision company managers must make o n a daily basis is whether to undertake a proposed investment. For example, should the company buy a certain piece of equipment? Build a particular facto ry? Invest in a new project? These types of decisions are called capital budgeting decisions. The consultant makes such decisions by calculating the net pres ent value of each proposed investment and making only those investments tha t have positive net present values.Example: Hernandez is the CFO of Western Manufacturing Corp., an automobil e manufacturer. The company is considering opening a new factory in Ohio th at will require an initial investment of $1 million. The company forecasts that t he factory will generate after-tax cash flows of $100,000 in Year 1, $200,000 in Year 2, $400,000 in Year 3, and $400,000 in Year 4. At the end of Year 4, the company would then sell the factory for $200,000. The company uses a discount rate of 12 percent. Hernandez must determine whether the company should go ahead and build the factory. To make this decision, Hernandez must calculate the net present value of the investment. The cash flows associated with the factory are as follows:Hernandez then calculates the NPV of the factory as follows:Since the factory has a negative net present value, Hernandez correctly decide s that the factory should not be built.The net present value ruleNote from the example above that once the consultant has figured out the NP V of a proposed investment, she then decides whether to undertake the invest ment by applying the net present value rule:Make only those investments that have a positive net present value.As long as the consultant follows this rule, she can be confident that each inv estment is making a positive net contribution to the company.The Capital Asset Pricing Model (CAPM)In the above example, we assumed a given discount rate. However, part of a consultant's job is to determine an appropriate discount rate (r) to use when c alculating net present values. The discount rate may vary depending on the in vestment.BetaThe first step in arriving at an appropriate discount rate for a given investmen t is determining the investments riskiness. The market risk of an investment i s measured by its "beta" (?), which measures riskiness when compared to the market as a whole. An investment with a beta of 1 has the same riskiness a s the market as a whole (so, for example, when the market moves down 10 percent, the value of the investment will on average fall 10 percent as well). An investment with beta of 2 will be twice as risky as the market (so when th e market falls 10 percent, the value of the investment will on average fall 20 percent).CAPMOnce the consultant has determined the beta of a proposed investment, he can use the Capital Asset Pricing Model (CAPM) to calculate the appropriate disc ount rate (r):The risk-free rate of return is the return the company could receive by makin g a risk-free investment (for example, by investing in U.S. Treasury bills). The market rate of return is the return the company could receive by investing in a well-diversified portfolio of stocks (for example, S&P 500).Example: Shen, Inc., a coal producer, is considering investing in a new ventur e that would manufacture and market carbon filters. Shen's chief financial offic er, Apelbaum, wants to calculate the NPV of the proposed venture in order to determine whether the company should make the investment. After studying t he riskiness of the proposed venture, Apelbaum determines that the beta of th e investment is 1.5. A U.S. Treasury note of comparable maturity currently yie lds 7 percent, while the return on the S&P 500 stock index is 12 percent. The refore, the discount rate Apelbaum will use when calculating the NPV of the in vestment will be:Although this is an overly simplified discussion of how consultants calculate dis count rate to use in their cash-flow analysis, it does give you an overview of how consultants incorporate the notion of an investment's market to select the appropriate discount rate.Porter's Five ForcesDeveloped by Harvard Business School professor Michael Porter in his book Co mpetitive Strategy, the Porter's Five Forces framework helps determine the att ractiveness of an industry. Before any company expands into new markets, di vests product lines, acquires new businesses, or sells divisions, it should ask it self, "Is the industry we're entering or exiting attractive?" By using Porter's Fi ve Forces, a company can begin to develop a thoughtful answer. Consultants f requently utilize Porter's Five Forces as a starting point to help companies eval uate industry attractiveness.Take, for example, entry into the copy store market (like Kinko's). How attract ive is the copy store market?Potential entrants: What is the threat of new entrants into the market? Copy s tores are not very expensive to open - you can conceivably open a copy store with one copier and one employee. Therefore, barriers to entry are low, so th ere's a high risk of potential new entrants.Buyer power: How much bargaining power do buyers have? Copy store custo mers are relatively price sensitive. Between the choice of a copy store that ch arges 5 cents a copy and a store that charges 6 cents a copy, buyers will usu ally head for the cheaper store. Because copy stores are common, buyers hav e the leverage to bargain with copy store owners on large print jobs, threatening to take their business elsewhere. The only mitigating factors are location a nd hours. On the other hand, price is not the only factor. Copy stores that ar e willing to stay open 24 hours may be able to charge a premium, and custo mers may simply patronize the copy store closest to them if other locations ar e relatively inconvenient.Supplier power: How much bargaining power do suppliers have? While paper p rices may be on the rise, copier prices continue to fall. The skill level employe es need to operate a copy shop (for basic services, like copying, collating, etc.) are relatively low as well, meaning that employees will have little bargaining power. Suppliers in this situation have low bargaining power.Threat of substitutes: What is the risk of substitution? For basic copying jobs, more people now possess color printers at home. Additionally, fax machines h ave the capability to fulfill copy functions as well. Large companies will normal ly have their own copying facilities. However, for large-scale projects, most in dividuals and employees at small companies will still use the services of a cop y shop. The Internet is a potential threat to copy stores as well, because som e documents that formerly would be distributed in hard copy will now be post ed on the Web or sent through e-mail. However, for the time being, there is s till relatively strong demand for copy store services.Competition: Competition within the industry appears to be intense. Stores oft en compete on price, and are willing to "underbid" one another to win printing contracts. Stores continue to add new features to compete as well, such as e xpanding hours to 24-hour service and offering free delivery.From this analysis, you can ascertain that copy stores are something of a com modity market. Consumers are very price-sensitive, copy stores are inexpensiv e to set up, and the market is relatively easily entered by competitors. Advan ces in technology may reduce the size of the copy store market. Value-added services, such as late hours, convenient locations, or additional services such as creating calendars or stickers, may help copy stores differentiate themselve s. But overall, the copy store industry does not appear to be an attractive one.As dot-coms come under fire, one case question we've heard increasingly is " How would you create barriers to entry as an Internet Startup?"Product life cycle curveIf you're considering a product case, figure out how "mature" your product or service isStrategy tool/framework chartHere's one way to think about the choice between being the lowest-cost provi der or carving out a higher-end market niche - what consultants call differenti ation.The Four PsThis is a useful framework for evaluating marketing cases. It can be applied t o both products and services. The Four Ps consist of:PriceThe price a firm sets for its product/service can be a strategic advantage. For example, it can be predatory (set very low to undercut the competition), or it can be set slightly above market average to convey a "premium" image. Consi der how pricing is being used in the context of the case presented to you. ProductThe product (or service) may provide strategic advantage if it is the only prod uct/service that satisfies a particular intersection of customer needs. Or it may simply be an extension of already existing products, and therefore not much of a benefit. Try to tease out the value of the product in the marketplace bas ed on the case details you have been given.Position/PlaceThe physical location of a product/service can provide an advantage if it is sup erior to its competition, if it is easier or more convenient for people to consu me, or if it makes the consumer more aware of the product/service over its c ompetition. In the context of a business case, you may want to determine the placement of the product or service compared to its competition.PromotionWith so much noise in today's consumer (and business to business) marketpla ce, it is difficult for any one product/service to stand out in a category. Promo tional activity (including advertising, discounting to consumers and suppliers, c elebrity appearances, etc.) can be used to create or maintain consumer aware ness, open new markets, or target a specific competitor. You may want to sug gest a promotional strategy in the context of the case you are presented relati ve to the promotional activity of other competing products/services.The Four CsThe Four Cs are especially useful for analyzing new product introductions and for industry analysis.CustomersHow is the market segmented?What are the purchase criteria that customers use?CompetitionWhat is the market share of the clients?What is its market position?What is its strategy?What is its cost position?Does he/she have any market advantages?CostWhat kind of economies of scale does the client have?What is the client's experience curve?Will increased production lower cost?CapabilitiesWhat resources can the client draw from?How is the client organized?What is the production system?The Five CsThis framework is mostly applied to financial cases and to companies (althoug h it can be applied to individuals). You may employ it in other situations if yo u think it is appropriate.CharacterEvaluate the dedication, track record, and overall consumer perception of the company. Are there any legal actions pending against the company? If so, for what reason? Is the company progressive about its waste disposal, quality of l ife for its employees, and charitable contributions? What sort of impact would this have on the case you are evaluating?CapacityIf you are dealing with a manufacturing entity, are its factories at, above, or below capacity, and for what reasons? Are there plans to add new plants, imp rove the technology in existing plants, or close underperforming plants? What about production overseas?CapitalWhat is the company's cost of capital relative to its competitors? How healthy are its cash flows, revenues, and debt load relative to its competition? ConditionsWhat is the current business climate the company (and its industry) faces? W hat is the short- and long-term growth potential in the industry? How is the market characterized? Is it emerging or mature? These questions can assist yo u in evaluating the facts of the case against the environment that the compan y/industry inhabits.Competitive AdvantageThis is the unique edge a company possesses over its competitors. It can be an unparalleled set of business processes, the ability to produce a product/ser vice at a lower cost, charge a market premium, or any number of other asset s that create an advantage over other market players. Whatever the case, the se advantages are usually defensible and not easily copied.In evaluating business cases using the Five Cs framework, you should look for those unique qualities that a company possesses and identify any that meet t he criteria mentioned above. You may suggest that the company leverage its competitive advantage more aggressively or recommend alternatives if that co mpany has no discernible advantage.Value Chain AnalysisThis approach involves assessing a company's overall business processes and i dentifying where that company actually adds value to a product or service. Th e total margin of profit will be the value of the product or service to buyers, l ess the cost of its production, as determined by the value chain.In most cases, a competitive advantage is only temporary for many of today's products/services. Being first to market, having a unique formula or configura tion, or having exclusivity in a market were once long-term defensible strategi es. But today, businesses are globally connected by lightning-fast communicati ons and knowledge-sharing systems and manufacturing technologies are gettin g better and faster at reacting to and anticipating market conditions. Thus the se advantages are only fleeting or may not exist at all.Value Chain Analysis attempts to identify a competitive advantage by deconstr ucting the various "changes" a company's business processes perform on a set of raw materials or other inputs. Most can be easily copied by other competit ors, but there is usually a unique subset that represents the "value-added" qu alities only the company under scrutiny possesses. This set is that company's competitive advantage, or "value chain." Sometimes this set can be copied, bu t a unique set of circumstances may still allow the company in question to per form them at a lower cost, charge a premium in the market, or retain higher market share than its competitors.In the context of a business case, you can use this framework to identify a co mpany's overall business processes set and then determine if one or more of t he processes are defensible competitive advantages.For example, a manufacturer of fruit juice might have the following value chai n elements:•Research and development (Will mango really taste good with cloudberry juic e?)•Cost of goods sold (How much does it cost to manufacture the fruit juice? Is there a frost in Florida that drives up the costs of oranges? Is the currency c risis in Indonesia making papaya very cheap? Are per-volume purchases lower than, for example, those of Tropicana?)•Packaging and shipping (How much does that new banana-shaped container c ost? Are many bottles lost in transit? What are the fixed costs of shipping?) •Manufacturing (How much do those juice pulpers cost? How often do factories need to be reengineered?)•Labor (How many employees do we have? Where are they located? Are they unionized?)•Distribution (Where are the distribution centers? Where are the products distri buted?)•Advertising (Billboards, TV, magazines?)•Margin (How profitable is the juice company?)For more detailed information on this type of analysis, you may want to consider the authoritative text on competitive strategy: Competitive Strategy: Tech niques for Analyzing Industries and Competitors, by Michael E. Porter.Core competencies"Core competencies" is the idea that each firm has a limited number of things it is very good at (that is, its core competence or competencies).When restructuring or reengineering, one of the starting points for a company should be identifying its core competencies. A firm should define its core com petencies broadly in order to be flexible enough to adapt to changes in the m arketplace. (For instance, when Xerox defined itself as a "document company," rather than a maker of copy machines, it was able to take advantage of the more lucrative business of document handling and outsourcing for major corpo rations, as well as of the market for fax machines, scanners, and other docum ent-handling equipment.)Companies should seriously consider selling/spinning off business units that ar e not part of their "core" business. For instance, Pepsi recently spun off its re staurant operations after it concluded that its expertise was in manufacturing and marketing beverages, not in managing restaurants.Benchmarking and "best practices"A commonly used concept in consulting (especially in operations and implemen tation engagements) is "benchmarking." Benchmarking basically means researc hing what other companies in the industry are doing (usually in order to evalu ate whether your client is operating efficiently or to identify areas where the c lient can cut costs). For example, if a mail-order company wants to reduce its order-processing costs, it would want to compare its order processing costs w ith those of other mail-order companies, breaking down its costs for each part of the process (including order-taking and shipping) and comparing them with industry averages. It can then pinpoint those areas where its costs are higher than average for the industry.A related concept is "best practices": once you've benchmarked what other co mpanies are doing, you want to focus on those companies that have particular low costs or which otherwise operate particularly well. What are they doing ri ght (i.e., what are their "best practices")? And how can our client (in the case) emulate or copy what they're doing? Remember to look outside your client's particular industry, if necessary, to find the best practices for a particular proc ess or operation.The 2x2 matrixThe 2x2 matrix is a good framework to use any time you have two factors th at, when combined, yield different outcomes. A very rudimentary example wou ld be what happens when you turn on your bathroom faucets, as follows:A more business-appropriate example would involve acquiring a company. Let? s say a company is interested in understanding the difficulty of acquiring or b uilding a distribution center and it is considering financing this decision with ei ther stock or debt. The potential outcomes might look like this:The BCG MatrixThe BCG Matrix, named after the Boston Consulting Group (BCG), is perhaps t he most famous 2x2 matrix. The matrix measures a company's relative marke t share on the horizontal axis and its growth rate on the vertical axis.M&A cases: Determining the value of an acquisitionCase interviews aren't just for consultants. Mergers & acquisition cases are wil dly popular at investment banks. Here's how to analyze a potential acquisition.Value Drivers (M&A) FrameworkIn order to understand value, we need to understand the three primary value drivers:The value components can be further broken out into specific "value drivers":M&A Cases: Data Gathering and AnalysisMarket Analysis Tools• Competitive position framework• Relative value versus competitors to customer through supply chain• Product life cycle• Supply and demand analysis- Industry capacity- Industry utilization- Demand drivers- Regressions• Segmentation analysis• Porter's Five Forces• Experience curves• Trends and outlook• Key success factorsTarget Analysis Tools• Business system - comparison with competitors• Market share (over time and by segment)• Capacity (growth and utilization of)• Customer's key purchase criteria and relative performance• Financial history• Sales and profitability by segment• Cash flow analysis• Margin and expense structure• Relative cost position• Cost benchmarkingYour data gathering strategy will vary depending on industry:A framework cautionAll the frameworks detailed above are widely used, and most U.S. business sc hools teach them as part of their core curriculums. Your interviewers will insta ntly recognize when you are applying them, since they are already familiar wit h the techniques. While this is OK, consider that you are trying to demonstrat e your unique analytical and deductive reasoning skills that set you apart from other candidates. You must be creative and original in analyzing case questio ns. Use these frameworks sparingly. (Another note: No interviewer will be imp ressed if you proudly proclaim, "I'm going to apply Porters Five Forces now." Apply frameworks without identifying them.)第 11 页。

咨询公司的case interview题库
1.一家快递公司在市场份额上遭遇了困境，请你提出一些解决方案。

2. 一家餐饮公司想要扩大市场，你有什么建议？
3. 一家银行遇到了财务问题，请你分析原因并提供解决方案。

4. 一家零售商想要提高销售额，请你提出一些策略。

5. 一家医疗保健公司想要增加知名度，请你提出一些推广计划。

6. 一家汽车制造企业想要推出一款新车型，请你进行市场调研
并提出建议。

7. 一家电信公司想要提高客户满意度，请你提出一些方法。

8. 一家房地产开发企业想要在竞争激烈的市场中脱颖而出，请
你提出一些竞争策略。

9. 一家新兴科技公司想要扩大业务范围，请你提出一些扩展计划。

10. 一家航空公司想要提高飞行安全性，请你提出一些改进措施。

- 1 -。

贝恩咨询公司面试经验贝恩公司历史贝恩公司是一家全球领先的管理咨询公司，基于“咨询顾问为客户提供的是结果，而非报告”的理念，为客户提供战略、运营、技术、组织以及兼并购方面的专业咨询业务。

自1973年成立以来，贝恩致力于帮助企业提升价值，并以客户的业绩衡量贝恩咨询顾问的成绩。

贝恩客户的业绩超出市场平均水平的四倍之多。

贝恩公司的办事处遍布全球50个主要城市，为全世界各行各业超过4900家跨国公司、私募基金和其他机构提供了专业的咨询。

2021年，在第三方评价机构Valut公布的世界咨询公司排行中，该公司位居全球第一。

该企业品牌在世界品牌实验室（World Brand Lab）编制的2021年度《世界品牌500强》排行榜中名列第四百三十四。

贝恩OFFICE地点总部位于波士顿，北京、上海均有office贝恩薪资待遇贝恩公司提供同行业内极具竞争力的薪酬，在大中华地区，应届毕业生毕业后以助理顾问职位加入贝恩，他们的年薪在第一年会达到14.9万人民币/年，而整体薪酬加各种奖金。

分红等大约可以达到23万人民币/年的水平。

贝恩的薪酬处于同行业的领先水平，但是在三大咨询公司中稍偏低。

贝恩晋升制度应届毕业生员工发展首先从助理咨询开始，依次为：助理咨询——高级助理咨询——咨询——项目主管——经理——主任——合伙人贝恩加班情况同一般咨询一样，加班可能是常态，具体还是根据项目来决定。

贝恩面试经验贝恩一面是集中在一天内进行，英文面试，共两轮，每轮换一个面试官，每个面试官面会让申请人做两个case。

1. 自我介绍，中英任选2. 当场抽题目，辩论。

正反方面试官规定，所以你的角色已经订好。

分队是提前安排好的。

3. 讨论15分钟，中英任选。

两组人分开2个房间，各由一个面试官surpervise.4. debate.每队各2个人opening speach,英文，然后自由讨论，中文，最后由每队另2个人closing speach,英文。

附上一份来自贝恩咨询过往的面试题目及建议，可能具体有变化，但是还是总体上有很多值得借鉴的地方。

【招聘海归硕士】刚拿到贝恩暑期实习的offer，和大家分享一下求职经验刚刚拿到Bain 的offer －Summer Associate Consultant Intern -Hong Kong office 。

Major steps in the recruitment process:1 CV screen◆Mention leadership traits and internship experience◆my intern experience is mostly in the financial industry , eg banking and capital markets2 Written Test◆CV 过到后, 就会收到Written test invitation in regional office. Its basically equivalent to Mckinsey's PST, theres no way you can find Bain's past tests online , so i recommend practicing Mck's tests. 因为人太懒的关系我只是练了3个online mock PST ，真正Bain written test的时候差点做不完... Just try your best to understand the questions and the reading materials quickly and you will be fine .3 Group Interview◆面试官是三个AC，每人自我介绍后就开始讲辩题◆~10 candidates divided into 2 groups to debate on a random topic which is impossible to prepare . 10 mins prep and then 15 mins debate , 2min per candidate ending speech.4 1st Round case interview◆2 middle-level consultants , 1 on 1 case interviews , 30 mins each , conducted consecutively.◆1st case : video interview with a consultant based in the Beijing office, 面试case 的部分以普通话进行( 可能他见我是香港人, 所以想考考我的普通话吧哈哈）我的普通话真的挺差，所以面试的过程不太通顺，中英夹杂，他有时说得快的时候我有点听不明白，只好硬着头皮尽量抄底重点lolthe case is about a global logistic company's performance enhancement in the China Market . 问答来来回回20分钟，最后他问我有什么suggestion，其实我真的不肯定，然后就说去acquire 内地的middle market players 吧，合并派货流程（cost synergies) 和有更好的market penetration and client network.fit方面他问了我几次为什么想做consulting，given that I have a much longer history in the financial industry. 然后问了我Mck vs Bain 怎么选择，banking vs consulting 怎么选择等等.. 还真的挺pushy..◆2nd case : 香港人senior associate consultant (SAC) , 是港大的师兄, 问了一个based on his own client experience 的case ，主要是关于cost reduction, 要看一些图表，market research等等，然后发现客户面对low margin compared to competitors 的问题。

[留学生就业网] Mckinsey, 贝恩和Lek的面经我是南大商院97的，已经毕业一段时间了，期间一直希望进入一家国际一流咨询企业，经历了挺多的面试和挫折，虽然都以失败告终，但收获还是有的。

我写一些给小百合的同仁，第一是想和现在找工作的同学互勉，（我还没有找到心仪的）；另外，最重要的是为了以后想进入全球顶尖咨询和投行的师弟师妹们一些经验和教训，因为南大的人不比上海人差，而欠缺的就是很早就能定下来的决心和经验。

先谈一下简历，我作了无数份的简历，最后的一份版本就是被bain和mckinsey挑去的。

简历一定要短，两页最多了。

我见过很牛得人也只是一页，要浓缩精华。

精华哪里来？第一，就是你的成绩。

南京大学本身已经够了，但是想去著名公司，尤其是投行或者咨询，如果没有很强的实习经历，成绩一定要好。

（我本人就不是很好，汗）。

第二，你的经历。

这中间包括两个，一个是在学校的活动，记住一定要写的出彩要简练。

另一个是实习，这是最终要的。

要知道上海那些人拿到大咨询公司offer得人都是有过大咨询公司实习经验的。

这点南大人不能比，那么就要找别的来代替。

总之，最好是知名公司的，因为那么多分简历，人家看见熟人才会有印象。

如果实在没有国际知名公司的，那么你可以用一些修辞手法将你的经历写的亮一点。

一份很多亮点的公司才能打动知名咨询公司。

据我所知，麦肯锡就是先初选，这是hr作得，然后由顾问打分，最后汇总。

麦肯锡收了1千多份简历，只挑了56个人，所以大家一定要对简历认真对待。

好了，简历的事情也有很多人谈过了，上海很多bbs有人写顶尖公司的面经，南大还没有，我就作第一个把，虽然被拒了。

先说lek，这是去年的机会。

不过当时再北京出差，而且个人有点原因，发挥的很不好。

是一个电话面试，不是闲聊的那种。

那个女的非常tough，上来就问why consulting，why you are unique? 我听到第二个问题我就蒙了，因为从来没想过。

case interview secrets中文读书笔记《Case Interview Secrets》是一本由出版的关于咨询面试的指导书，由Stacy俾著。

以下是我的中文读书笔记：一、摘要这本书主要讲述了如何准备和应对咨询公司的面试，提供了大量的实用技巧和建议。

作者强调了面试前的准备工作，包括了解公司和行业、准备常见的面试问题以及建立良好的面试形象。

同时，书中还详细介绍了如何在面试中展现自己的分析和沟通能力，以及如何处理一些困难的问题。

二、关键信息1. 准备是关键：作者强调了准备的重要性，建议读者提前了解公司和行业，并准备好常见的面试问题。

此外，还建议读者练习案例问题和口头表达，以提高自己的自信心和表达能力。

2. 展现自己的实力：在面试中，作者建议读者要清晰地表达自己的观点，并能够用数据和逻辑支持自己的观点。

此外，还强调了团队合作和沟通技巧的重要性。

3. 处理困难的问题：当被问到一些困难的问题时，作者建议读者不要紧张，并尝试从不同的角度来回答问题。

此外，还建议读者在回答问题时，要给出具体的例子和细节，以使自己的回答更加有说服力。

4. 建立良好的形象：在面试中，作者建议读者要注意自己的形象和态度，要表现出专业和自信。

此外，还建议读者在面试中要注意细节，例如准时到达、保持清晰的语音和正确的语法等。

5. 后续沟通：在面试后，作者建议读者要主动与面试官联系，表达自己对公司的兴趣和感激之情。

此外，还建议读者在等待结果时不要过于焦虑，而是继续寻找其他机会。

三、个人感想读完这本书后，我深深地感受到了准备的重要性。

要想在咨询公司的面试中脱颖而出，不仅需要具备扎实的专业知识和技能，还需要做好充分的准备工作。

同时，我也意识到了沟通和表达技巧的重要性。

在面试中，我们需要清晰地表达自己的观点，并能够用逻辑和数据来支持自己的观点。

此外，建立良好的形象和态度也是非常重要的。

我们要表现出专业和自信，注意细节和礼仪，给面试官留下良好的印象。

优选贝恩电话面试问题及答案(共2页)-本页仅作为预览文档封面，使用时请删除本页-优选贝恩电话面试问题及答案这是一篇由网络搜集整理的关于优选贝恩电话面试问题大全及答案的文档，希望对你能有帮助。

答曰：从海外情况看，欧美 3G运行很差，日韩比较理想，原因在于欧美的手机应用多为语音，日韩则大部分是数据应用，从彩铃彩信在中国的火热来看，中国消费者更相似于日韩，整体来看是 promising的，但是关键点在于找到适合于中国的 killer application，而中国移动近期的作为(二维码的推广一类的)则是前期的尝试。

二、是认为 Blog能不能赚钱，能否有成功的商业模式答曰：目前看来 Blog赚钱大概是两种方式，在线广告和电子商务(后一个模式是在 Gobi时候亲自看到的，所以非常清楚，偷笑一个)。

在线广告涉及到 blogger和 BSP的分成问题(比如徐静蕾和新浪)，以及广告主对这一媒体渠道的兴趣不浓，基本没戏。

电子商务则存在从阅读者到真实购买之间转化链过长，转化率太低的问题。

看来两个商业模式都不行，博客很难赚到钱了。

三、是IKEA应该进入哪些除了北京，上海广州深圳外的城市答曰：IKEA考虑进入二线城市首先应该看市场容量和发展前景，如在二线城市中哪些有着蓬勃发展的房地产和购房需求，下一步则是看当地消费者群体与 IKEA的目标消费群体吻合程度。

(这个地方取了个巧，知道不能直接说要进入哪些哪些城市，更好的是给出筛选的.标准，就好像 MCK的笔试最后一个case，筛选进入的国家一样;此处后来觉得还应该加入考虑竞争情况，构 3C的framework)三个问题结束，HR提示该我问问题了，我之前没想过会接到 buddycall，脑中一片空白，于是厚着脸皮问：How do you evaluate this pre-talk?HR答曰：主要是看英语和logic, structure我说：怪不得三个问题看起来像三个 mini case(果然是咨询的面试，什么都要 structure，建议后来者可以用一些简单的 framework，当然十分钟三个问题，每个问题就是几句话的事情，基本上只要摆出来第一第二第三点，听起来就很有 structure了)。