麦肯锡面试经验

麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）一天来了一顾客买了30元货物（进价是20元），顾客给了100元。

但老板找不开，就到邻居那换了100元零钱。

不过多久，邻居过来说刚才那一百元是假钞，老板只好重新给他换掉。

请问：这位老板因这笔生意共亏了多少钱？虽不是很难，却是决定成败的一题．答案：鉴于如此简单易想的一道逻辑应用题论坛上的各位大大居然答错率在７０％以上，我不得不为中国的应试教育感到悲伤，毕竟我也是受毒害的一员．由于万恶的楼主给题目不给答案的做法使回复高达１００多页也争论不出个结果，所以我现在来用理论而非数字仔细的来分析一下这道题，使大多数人能真正理解明白这道题，得出正确的答案．将老板的行为划分成2个方向分析价值流向即可：1.老板与客户方向：收到假币，价值为0，付给客户鞋子标价30，加上找零70元真币，0-30-70=-100；2.老板与邻居方向：拿出价值0元的假币（还不知是假）换回邻居100零钱真币，-0+100，后被发现是假币又还给邻居100真币，变为-0+100-100=0，不亏不赚，白忙活；3.答案是不是上诉两个方面代数和： -100+0= -100 即亏100呢？还不是，还差一点,,,,,(３０元的货物中有１０元的利润，实际成本只有２０元，利润可以算到亏损里吗，当然不可以，利润没有亏损一说，只有成本的损失才可以叫亏损，换个方式想想，假设老板进一批货由于各种原因最终只能以成本进货价格全部卖出你能说老板亏损了吗....)新闻联播里面常说某大型国企去年亏损或盈利**万元，可以知道这是两个完全对立的概念，不应把那本来有可能得到而没有得到的10元利润算进去，亏损多少只是相对于“不亏不赚，一年白干来”说的，而不是相对于预期收益来说的，所以应该将与客户之间的交易盈亏计算写成：0-20-70= -90，即售出的鞋子按成本价计算，最后答案：亏损90元。

[海归找工作]麦肯锡面经大全访谈【海归找工作】麦肯锡面经大全访谈 Q ：首先感谢学姐能够参与到我们这次活动中，能否先简要介绍一下你加入麦肯锡公司的求职经历？A ：我是06年7月加入公司的，应该是05年底参加面试的，我们当时面试的时间很长，我是面试JIA 的，我们这界面试7轮大概拖了有2个多月快2个半月，我们以后的面试就和我们不一样了，我们下一届应该是面试2天就可以了。

你是想知道我的面试流程还是之后的？Q ：还是希望了解一下您个人的经历。

A ：第一轮是Pretalk ，就是打个电话简短地聊一下。

那个其实也蛮突然的，我好像还在逛街，突然接到这个电话。

几个tips, 第一个是你的声音要比较正定，你要找个安静的地方。

因为当时接电话之后他说要和我Pretalk 那时我在商场里面比较吵，那我就和他说可不可以过5分钟再打来，然后我就马上在商场里面找了个安全通道那里比较安静，而且我觉得这样给对方听起来印象会比较好吧，如果你在电话那方乱哄哄的对方也觉得不是很清楚，这样会比较重视。

我记得他当时问题大概就2、3个吧，大概首先让你用英文简短地介绍一下你自己，然后问你为什么申请这个职位，反正就是3个最简单的问题。

其实我觉得第一个打来的人是最开始的HR ，他也不会对你有什么特别高的要求。

我觉得他就是看这个人的说话态度感觉是不是很诚恳，是不是一个比较沉稳的一个人；第二是看你英语是不是比较好，第三是看你是不是能够说出一点内容而不是愣在那边什么都说不出来。

我觉得主要是考察语言和你这整个人说话流露出来那种感觉，他觉得ok ，那就过了。

第二轮好像是在公司里面对面见了一个比较有新一点的同事，过去之后每个人都很短暂大概15到20分钟的样子，就是让你先介绍一下自己，然后做了2个很小的Case, 反正面试咨询的同学应该都知道有这种Case Interview, 一个是想考察一下你的思维角度，他当时问的问题是比较常见的那种，一个是“请你衡量一下上海有多少个加油站。

我在麦肯锡的笔试面试经历转载我在麦肯锡的笔试面试经历11/14和大麦上海签了约，还是恍惚觉得像在做梦。

潜水三年多，从没在这个版上发过任何文章，只是索取没有付出总是不大对。

当初面试前在精华版找大麦面经，也只有plapla jj的一篇，所以决定趁还记得就写点经验体会，希望对今后申请麦肯锡或者其他咨询公司的ddmm有点帮助启发，有说得不对的地方欢迎大家的指正。

先想就所谓的咨询行业门槛谈几句。

经常听到的门槛不外乎是：学校、专业、绩点、实习或学生活动经历。

关于学校，能够通过简历删选的同学大多是复旦交大的和海归，但是也有一些非常优秀的来自其他学校（但也是很好的学校比如上外）的同学。

专业也不是一定要经管才行，我是学法律的，也有学电子、物理等等其他学科的拿到面试甚至最后offer。

绩点的话我不清楚有没有底线，不过我认识的进笔试的大都在3.5以上（也有例外的，比如某方面经历特别突出）。

实习和学生活动经历方面，很大一部分人都有在大公司或其他咨询公司实习的经历，或是学校里比较突出的活动经历。

我的实习经历其实很少，从大三下学期开始第一份实习算起，只在两个公司做过，但都是和咨询相关的实习经历。

一个是创业不久的本土咨询公司，断断续续做了半年，学了很多，还有就是贝恩，从暑假开始，因为一些原因没有做很久，只跟过两个case。

除了以上讲的那些，海外经历也很能够加分，比如交流生、参加国外的学生论坛或者是暑期学校等等。

后来进面试的人里，很多都有海外学习或生活的经历，一方面这些人可能英语交流比较流畅，另一方面视野往往比较宽广，心态也比较成熟。

复旦这样的机会还是非常多的，ddmm可以多多关注外事处的消息。

下面就报流水帐一样说说这次的应聘经历。

申请麦肯锡真是一波三折，很早很早就通过其全球网站投了BA(Generalist)的申请，还收到一封具体署名的确认信，以为肯定没问题了。

可是11月4日截至日期快到的时候已经有很多人收到笔试通知了，我却一点消息都没有。

麦肯锡英语面试经历第一篇：麦肯锡英语面试经历面试三点半开始。

长江中心。

我去过无数次的地方。

等了很久。

貌似behind schedule了。

大约四点我进去。

等了大概5分钟。

第一位面试官出现了。

乍一看。

不好。

中国人。

呵呵。

大家肯定觉得奇怪，中国人还不好。

呵呵。

因为在香港的无非是香港人或是新加坡人。

说实话。

两者面试官的英文我都听不太懂……据六六同学不成文的面试经历总结。

面试官外国人好过本土人。

男人好过女人。

sigh..进来给我一名片。

我一看。

恩。

果然是新加坡分公司的。

说一下。

Mckinsey还有很多大公司都采用跨地域面试。

就是一般面试的都不是本地的manager.比如我在pwc时就是伦敦office的人过来面。

坐下来先聊简历。

当然都是英文。

都是些很general的question.无非是对我的经历感兴趣的。

因为我之前在清华，后来在香港，中途又去美国。

我就一一作答。

然后被问到迄今为止最proud的一件事情。

我最讨厌被问到这个问题，因为老实说我就没啥proud的。

然后嗯了一下。

不知道哪根神经搭错了，忽然说age.后来发现。

哎。

果然不能说。

但说都说了，我只好解释说，因为我年龄小。

16岁进大学。

20岁毕业但是却已经走过了很多地方，一个人处理过很多问题。

blahblah...然后貌似那人挺吃惊的。

说阿。

你这么小阿。

我心里恨恨地想。

难道看不出来么。

哼哼。

然后就开始做case.第一个case是一个新加坡的sugar refinary company.简单介绍了一下公司的性质，然后说他们现在每年lose200万。

他们的competitor多半不是local company.而是一些国外的company import white sugar from say, thailand then sell them in singapore.现在有个公司approach你，说让你把公司move到印尼。

因为cost小，可以赢利。

麦肯锡面试全部过程麦肯锡公司之所以采用案例面试，是很有道理的。

麦肯锡是一个咨询公司，咨询最重要的就是跟人沟通，跟人协作，同时领导这种沟通与协作。

纯粹的笔试，以及纯粹的案例分析框架，是比较容易突击准备的。

但是面试中，你对案例细节分析的思路，对面试官的提问，提问的语气和时机，甚至你的表情达意，你的神态姿势，这些能让面试官以客户身份感觉到的内在品质，是无法准备的。

比如，有的面试者案例提问没有条理，对话眼神不和面试官交流，面无表情，或者表情夸张，分析时下笔潦草轻率，或者不敢提问欲言又止，作结论时犹豫不决或者武断作答，甚至有人在面试官纠正错误的时候发生争执，这些毛病单独拿出来，大家都会觉得很容易改正，不值一提，但是这些细节其实是最能反映面试者能力和性格气质的。

Mckinsey网页上写着对成功面试者的要求：1、有严密的逻辑分析能力，有创造力，商业判断力，数学推算能力和模糊信息的包容能力。

2、能积极的影响他人，能显示出对别人的热情和兴趣，自信且毫不自傲，耐心的倾听，理解同时应答他人。

3、能够担任领导的任务，抓住时机采取行动，可以建立一个分享共同理念的有效团体，并且对团队中他人的思想和感觉有敏锐的洞察力。

4、有高远的志向，充满激情，能切实实现一个远大的目标，并且愿意冒险。

这些话看上去非常空洞，甚至大部分是很多同学简历上对自己的形容词。

但是在案例面试中，这些都实实在在将你的真实品质呈现在面试官眼前：你能较为准确的估算一个地方的单车数量吗？你能想到去提问这个地方的地形吗？你坐车出去，考虑一倍车票还是两倍车票？聊天的时候，你是否注意到面试官说的细节？是否很有兴趣地和他谈论询问你的一些话题？是否在他长篇大论介绍自己以前经历的时候侧耳倾听并点头微笑？他说想去中国旅游问你有何建议时，你是否很热情地向他介绍中国的风土人情？在劝说他采用某种方案扩大销售额的时候，你是否在他疑虑的问你是否可行时，自信的拿出可行方案（虽然不一定真实可行），并且成功的有理有据的进行说服？当你对生物制药一无所知，面对“有人要建立一个生物制药公司”时，能否不慌不忙，镇定自如的提问产品价格、客户群定位、市场竞争对手分析、市场操作步骤等等，然后一步步提出建立方案，寻找合作伙伴，打开市场？而当面试官估计刁难你，说这些我都不知道的时候，你能否绕过这些找到其他突破口，或者采用另一种提问方式取得信息？面试官冷若冰霜，似乎要叛你死刑，你能镇定自若，马上顺着面试官思路完全推翻自己的起初设想吗？能够从头再来，在最短时间内重新一步步推理一番吗？最起码的，面试官称赞你口语不错，你腼腆矜持的笑，还是马上微笑的说“谢谢”？我想，并不是每个人都能做到这些，并且一一展现给面试官的，尤其是在使用英文进行叙述的时候。

我在麦肯锡第二轮面试惨遭淘汰_模板我是南京大学商院97级的，已经毕业一段时间了，这期间一直希望进入一家国际一流咨询企业，经历了很多面试和挫折，虽然都以失败告终，但收获还是有的。

我写下来一是想和现在找工作的同学互勉；二是为了给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。

E-mail通知面试麦肯锡很奇怪，是E-mail通知面试的。

一共56个人被选出来参加第一论面试。

在第一轮面试之前有一个笔试，叫mckinsey caselets，居然是ETS出品的。

里面的很多case与几大咨询公司网站上提供的case比较相似，只要你能融会贯通，做题不难，但是阅读量挺大。

我考过gmat，提前20分钟做完。

考完笔试会有一个pre－interview reception，这和笔试一样都不影响你是否进入下一轮面试。

这个reception就是有些麦肯锡的大中小“牛”们出来和同学们见个面，介绍一下麦肯锡的case interview是什么样的，还有就是做广告。

个人觉得麦肯锡这样很人性化，很重视applicatant。

这时会发给你一张interview schedule，我看了一下，上面一半以上是海归，还有好多是什么牛津，剑桥毕业的，吓死人。

第一轮面试感觉良好我是第二天下午一点多面试的。

麦肯锡的面试一共3轮，每轮两个面试官。

每轮都包括behavior interview和case interview。

第一个面试我的是一个全球副董，聊的时候她很严肃，我就没话找话，把能说的都说了。

然后她就给我做了一个关于mobile phone manufactuer进入中国市场的案例，整个过程还算不错。

第二个是一个资深顾问，我觉得他是我在所有面试官面前发挥得最好的一次。

我先聊我的经历，期间他问了一些很tough的问题，我回答得非常好，而且让他觉得我非常“牛”，现在回想起来都不好意思。

因为聊得太久了，所以做了一个brain teaser的case。

麦肯锡面经[面试]【面经】麦肯锡一面，多亏了面试官的提示引导发表于2018-10-41.麦肯锡一面是什么流程？两个面试官，背对背面试，每个人一个小时。

每一轮面试都很标准，15分钟行为面试，35分钟案例面试，还有10分钟，面试官会说：你还有什么想问我的？2.行为面试是怎么问的？行为面试也很标准，就是一个自我介绍，再讲一个故事。

第一个面试官让我做一个五分钟的自我介绍，第二个面试官直接说，你用一分钟介绍你自己吧！算是比较有挑战了。

第一个面试官让我讲的故事是你碰到的最大的挑战是什么？怎样解决的？第二个面试官问的是，你有没有碰到那种跟人起了冲突、需要想办法解决的情况，是怎么解决的？这个回答的不是很顺利，面试官觉得我讲的是事情太小，让我临时换了一个有点影响力的事情。

3.案例面试难不难？首先，案例面试的形式也很标准，没有那种很神奇的、很开放的案例，还是那种有打印好的图表的形式。

但是我的两个面试都比较凑巧，都是政府类型的case，客户都是贫穷地区的地方政府，要提升交通和住房状况。

做题的顺序也很标准，第一题就是框架，基本上我讲完之后都会问我还有没有什么需要补充的，然后问，那你觉得从哪里开始？然后就到图表分析了。

我觉得第一题讨论结束大概就有10分钟了。

我的两个case都有很多图表，第一个case里面是以图表分析为主，要我从里面找出结论。

我其实没有做好！一个图表通常可以从横向和纵向两个维度去分析，但是我当时漏掉了纵向的分析，所以就少了一个结论。

于是面试官就用比较挑战的方式不断地问我问题，我至少花了五分钟才明白他想引导我去做的是什么分析，然后赶紧做完这个结论才往下走。

第二个case也有很多图表，但是以计算为主的。

因为一共涉及四个图表，很多数字，光是梳理和讲清楚计算的思路就花了三分钟。

其实计算这里，我也犯了一个错误。

我在计算完之后就开始讲，我觉得这个结果还可以通过几个方式进一步改善。

面试官立刻挑战我，也算是提醒我，说你现在已经开始给建议了吗？我们现在还没到时候，你现在只需要回头看看这些数据，告诉我你有什么发现就好了。

【英国留学生找工作】麦肯锡面经总结我在McKinsey的第一面也是最后一面！本来就没有想到McKinsey居然会给我一个面试的机会，不过给都给了，即使是做分母，好歹也是要挣扎一下，不过没想到今天居然Totally defeated了！介绍一下失败的过程，希望对后来者比较有帮助！我是10:30开始的，偶10：15到的嘉里中心，到了之后好多人已经在等着了，还有好多好吃的东西吃。

偶面的是BTO，要见两个人，据说一个是老外，一个是HK的，英文是免不了的。

两个Case，每个45分钟（实际情况往往不止45分钟）。

果然，没过多久来了一个老外把我叫了进去，意大利人，很nice。

开始闲聊了几分钟，他先自我介绍，据说自己在Bank行业做了很久，不过它的Italy腔的e文的确不大好懂的，不过也是自己e文太滥了！然后让我自我介绍，聊了一会儿，他可能是觉得我的e文太滥了，就让我开始做case。

我的Case是Bank方面的，问上海有多少个银行从业人员？我除了去ATM取过钱，都n久不去银行了，我哪知道亚！然后我就一个尽的想呀想，后来干脆就把银行给分类了（国有银行、外资、其他股份制），然后估计每个种类银行的平均人数，最后加总。

老外好像听不大懂我的e文，一个尽的问我Why? 我哪知道，就开始胡说了，老外实在听不下去了，就让我问了几个问题，把我赶了出来！我灰溜溜的跑了出来，然后就在休息室喝水，没过几分钟，HK的那位ssgg就进来把我叫了出去，跑到一个特别大的会议室里。

开始，他做了自我介绍，也没给我机会做自我介绍，就让我开始问他问题，问了几个问题，没过几分钟，就开始做case。

这次是一个Bank合并问题（又碰到了该死的银行），大意是：一个大银行的老总某天心情不爽，就把对门的小银行给买了过来，然后就问该怎么进行Synerge。

我当时就蒙了，我可从来没学过这个东东，毕竟不是学经管的！ssgg说要15分钟之后把答案给他，然后就把我一个人撂在一边；自己在那里玩自己的笔记本，他还时不时的偷笑；经历了上一次打击，偶也没什么信心继续做下去，就在纸上随手画了几个圈。

McKinsey1st Round:1) We are back in the 80s, and Daewoo wants to enter the Italian market. They approachyou and say that they want to sell 100,000 cars after one year. What do you tell them?Its own productivity and the Capacity of the local market2) A steel producing company wants to cut costs. It currently operates 2 large mills at 75% capacity and four small ones at 100% capacity. It is experiencing profitability issues. What action would you recommend it takes?Compare the Cost/Profit index---Fixed Cost---Operating Cost---3) Our client is a retail brokerage. We have seen our customer base decline over the past 18 months. Why this happening is and what can we do about it?Why--- Market Change(New Suppliers, New Policies, New Products immerge)Competitors(New One/ Old one grew fast)Inside Operation(Strategy/Process/structure/system/人员流失……)4) The client owns mines that produce high and low grade ore and processes it into an alloy that is then sold as an additive to strengthen steel (sold directly to steel manufacturers). A new foreign competitor has shown up in the market and the company is losing profits. A general manager of one of the processing plants asks what he should do to maintain profits.Find our characters and position5) The past few years a Health Insurance Company has been growing at a rate of about 15%a year. This past year it only grew by 1%. Costs are rising 12% each year. What is the problem and what should the company do?6) Company X is a chemical manufacturer. They make a product that is very similar to Company Y’s product. Company X and Y are direct competitors in many geographic markets, but each also has unique areas in which the sales forces do not face direct competition. Company X buys Company Y. How do you integrate the sales forces?7) You are working for a Brazilian soda manufacturer that is experiencing declining profits over the last two years. Why is this occurring? [competition from generics] What is the size of the market for canned cola? What are the company's options for improving profitability? What are the possible effects of a change in the cola's price?8) Our client is a mid-Western HMO. They have 300 doctors and 300,000 subscribers. They handle mostly checkups and routine visits. The HMO outsources specific cases to local specialists. Over the last two years the HMO has seen their profits decrease. They've called us in to find out why.2nd Round1) A European iron mining company bought a piece of land in ffice:smarttags" />Australia with a high content of iron. Should they proceed with extraction of the ore or not? /2) A PC manufacturer wants to add a new line of pocket PCs. Should they do it? What doyou tell the CEO?3) A health and fitness center, a chain of gyms, like Bally's is considering building more tennis courts. The cost of the land development isgh occupancy rates averaged 80 percent. - charts given3) a music company is bringing out a cd for a new artist. how would you market and price, knowing that you''d like to charge a premium for the cd?final round (nov. 2002)1) you are consulting to the manufacturer of airplane engines (2 main engines: for wide body planes and narrow body planes ——> regional and low cost airlines, which are growing, use the narrow body planes). the client is considering entering the airplane leasing market, because one of its competitors (ge) is already there, and the client hypothesizes that ge''s presence in leasing helps its engine sales. what do you tell him?2) last year, lawsuits cost corporations $200 billion compared with $70 billion in 1990. how would you advise a roundtable of ceos to attack tort reform?3) the u.s. post office lost millions last year. how would you advise the new ceo to turn the post office around?4) we have been hired by a mexican company that has a dominant position in all of its markets but one: ketchup. although its ketchup sales have been increasing, its market share is stagnant (10%) and its profit margin remains below that of its competitors. what do you think might be happening? what would you suggest the client do in order to increase market share and profits?a small pharmaceutical research company is about to start clinical trials for a new and promising molecule. the trial process has three phases, with different associated costs and probabilities of success:costs (million) pr. success- phase 1 $10 .40- phase 2 $5 .2- phase 3 $80 .105if the process is successful and the new drug is introduced in the market, it would generate total income flows of $300 million.+ draw a graph showing the income stream for the next ten years (assume that full adoption is reached in year 7)+ the pharmaceutical company is looking for a buyer. how much should it ask for?booz1st round1) our client is a magazine publisher. they are considering a new pricing program where the price for subscriptions would increase every year. evaluate how such a decision would impact their business. would you advise they do it?bain1st round (nov. 2003)1) our client is apple publishing, the largest publisher of children’s fiction in the industry. seven years ago the ceo became concerned that childhood literacy rates were low and decided to make a difference. he entered the telemetry textbook market. he thinks they are the best now, but hasn’t been rewarded. seven years later he has 70 million dollars in sales and 20 million dollars inlosses. they are less than 5% of the market, but the ceo wants to stay in the market, how can he do it?2) our client produces 2-inch wrenches. they sell to home depot and also toauto-mechanics directly. if you were a store manager at home depot, how many varieties of wrenches would you display to sell and at what price points? how are the home depot wrench buyers different from the auto mechanics? if you wanted to provide discounts to the auto mechanics, which of them would you target and why? what information would you want from them first?3) university town has a population of 40,000 students. currently there are nine restaurants. you''re client is thinking about opening up the tenth. is this a good idea and should she open up a fast food or a specialty restaurant?4) a major airline is thinking about going head to head with the discount airlines by offering "cheap" fares. does this make sense? estimate the size of the european "discount" airline market.5) your client sells coffee on the five japanese bullet trains (high speed trains). estimate the size of the market. how would you advise them to increase sales?6) our client, a private equity firm, is considering an investment in a manufacturer of digital inkjet printers (printing large billboards). the manufacturer wants to enter the screen printing market (printing signs and point-of purchase posters, e.g. for supermarket sales). how big is the screen printing market? which particular segment is the most attractive?7) estimate the market size of printers in hong kong. a u.s.-based pc manufacturer now wants to get into the printer market. assess the opportunity.8) we have been hired by a global wealth management company that has 2 divisions: asset management and private banking. our asset management profits have been decreasing, and our private banking profits have been increasing. we need to help our client determine strategy to increase all his profits.9) we have been hired by the board of a company that is loosing money. the board has asked us to determine whether any of this loss can be attributed to the leer jet that the management team uses.10) we have been hired by a company that has just finished making the millennium eye,a large ferris wheel that will be placed in the middle of london. our client wants to know how big the market is and how much we should charge per ticket.a.t. kearney1st round (oct. 2003)1) the cfo of a top 3 retailer wants you to evaluate the viability of developing exclusive contracts with distributors. the three questions you should address are:1. pro''s and con''s of pursuing exclusive contracts2. identify the categories that should be explored for exclusive contracts3. how would you operationalize these contracts?2) case setup (facts offered by interviewer):your client is a u.s. basedq oil refinery. the refinery has a single location and is a small to medium-sized refinery. your client, although profitable, believes it is lagging behind the competition and could improve. you are brought in as part of a joint consultant-client team that will review overall operations and make recommendations on ways to improve the bottom line.you have been assigned to work with the maintenance division. the maintenance depa rtment’s primary objective is to prevent equipment failure and to repair equipment when it does fail. understanding of its organization is important. it consists of three primary areas: nine assets areas, one central maintenance area and one group of contractors. the first two areas are employees of the client, the third an external source of labor. an asset is a physical area of the plant that contains various pieces of equipment (pumps, heat exchangers, etc.). there are nine assets. each asset has a maintenance supervisor who is responsible for all maintenance to be performed in his/her asset. working for the maintenance supervisor in each asset is, on average, eleven “craftsmen”. the craftsmen are the actual workers that perform the maintenance. the craftsmen are unionized and divide into twelve different craft designations (e.g. electricians, pipefitters, welders, etc.). each craft designation has a defined set of skills they are qualified to perform. they are not allowed to perform skills outside of their defined craft, or help in the performance of activities involving skills beyond their craft. collectively the twelve different crafts can perform any maintenance job that might arise at the refinery. the maintenance supervisor and his/her assigned craftsmen are “hardwired” to their asset. that is, they work only on equipment in their given asset.central maintenance is a centralized pool of maintenance supervisors and craftsmen, who are dispatched to support the different assets during times of high workload. they are employees of your client and fit the description contained in the above asset explanation. the only difference is that they may work in any of the different assets as determined by workload. there are a total of 11 maintenance supervisors and 100 craftsmen that comprise central maintenancecontractors are a group of outside supervisors and craftsmen who support your client during times of high workload. they also are capable of performing any maintenance job that may arise, but differ f rom your client’s craftsmen in that they divide the collective skills required into five designations rather than twelve. thus, the craftsmen of the contractor are capable of performing a broader set of skills. they, like your client’s craftsmen, don’t per form skills outside of their defined craft but do allow different craft designations to help each other. there are an average of 7 contractor maintenance supervisors and 140 contractor craftsmen at the refinery on any given day.question:whatq opportunities exist to increase profits?what recommendations can you make to capture savings related to the identified opportunities? what is the cost savings associated with your recommendations?suggested solutions:the first question involves identifying opportunities to improve profits. the candidate must start with either revenues or costs. although one could make the argument that maintenance supports revenue by maximizing the operating time of the refinery equipment, maintenance should be seen to be a support function. thus, it is more appropriate to focus on costs and cost reduction. the following questions will help the candidate gain insight into cost reduction opportunities.how does the maintenance department track its costs?if the candidate phrases the question about material or overhead costs, the interviewer would inform the candidate that detailed reviewed showed no major opportunities. the candidate would be steered toward labor costs and given the following tables regarding maintenance labor costs forthe past year.to support understanding of the following tables, turnaround work is long term preventive maintenance (e.g. complete rebuilding of a boiler) that may be performed once every few years. all other work (short term emergency repairs, small scale preventive maintenance, other routine work, etc.) fits into the category of daily workcraftsmen daily work turnaround totalclient $ 8mm $ 2mm $ 10mmcontractor $ 5mm $ 9mm $ 14mmtotal $ 13mm $ 11mm $ 24mmsupervisor totalclient $ 1mmcontractor $ 0.5mmtotal $ 1.5mmsince the craftsmen table represents a larger dollar amount than the supervisor table, it is logical to pursue cost savings opportunities in this area first.what is the utilization of craftsmen in the assets?in central maintenance?and for contractors?assume each area is utilized 100% of the time, 50 weeks per year, 40 hours per week.how does the labor cost of craftsmen ($24mm) on a refinery-sized basis (i.e., $cost / per barrel of crude oil processed) compare with industry averages?consulting your industry data base shows that costs appear to be about 20% above the average of peer refineries.this is an important question to determine if there is a problem with costs (don’t assume there is, the client may be performing better than industry average!)is there any particular reason why turnaround work is so heavily skewed toward contractors? turnaround work tends to be more cyclical. an external workforce is used to absorb some of this additional work. keep in mind that both client and contractor craftsmen are capable of performing any maintenance job at the plant.after further analysis of the tables the key fact that should become appear odd is the large difference in the cost per unit of labor between your client’s craftsmen and the outside contractor’s craftsmen. often candidates will ask for the hourly wage rates of these two groups. there is sufficient data to calculate these numbers. the calculation is:annual cost of client craftsmen = $10mm/ (11 craftsmen/asset x 9 assets + 100 craftsmen in central maintenance) = $50,000 / yearannual cost of contractor craftsmen = $ 14 mm/ 140 contractor craftsmen = $100,000 / year again, this difference should provoke a series of questions to understand the difference.is there any difference in the work performed by the client and contractor craftsmen?no, other than the different levels of turnaround work vs. daily work performed as noted in the previous table. both groups are capable of doing any job with roughly equal levels of quality.is there any difference in efficiency between the two groups of craftsmen?the candidate would at this point be asked how they would measure this.after reaching an understanding of the difficulty involved in measuring the efficiency of aworkforce (especially a unionized workforce), the candidate would be told that through a series of interviews with maintenance supervisors, there is a consensus that contractor craftsmen are roughly twice as productive as client craftsmen.this is a critical point in the case. the candidate must recognize that in the present environment the client is largely indifferent about units of labor. you can have a client worker who is half as efficient or a contractor worker who is twice as expensive. the key now is to determine if there are ways to create an opportunity where the client would no longer be indifferent.what is cau sing the inefficiencies associated with the client’s labor?again, the candidate would be encouraged to offer their own ideas.after some discussion the candidate would be told that many of the maintenance supervisors complain endlessly about restrictions placed on them by the existing union labor contract and the tightness of craft designations.the interviewer would probe to ensure the candidate understands why the present craft designation creates the inefficiencies. essentially work is too finely divided. it makes planning and supervision extremely cumbersome. as an example, if one of six crafts required to perform a job is absent or late, the entire job must shut down, as craft designations are not allowed to support other craft designations.is it possible to change the existing union contract?the present labor contract is a three year contract that is due to be renegotiated/renewed in six months.will the union resist changes to the existing contract?indeed!!at this point, the candidate should recognize a major (albeit difficult) opportunity to reduce labor costs. the client would essentially like to have its own employees look and function like its contractors, but continue to get paid at present rates. in reality, management will need to make wage concessions in order to change present work practices. however, through planned negotiations a scenario can be created which presents a favorable opportunity for your client to begin to replace outside contractors with its own craftsmen.there are several ways to address the third question of the case, the actual savings that might be achieved. one quick method is to assume that these changes would bring maintenance costs back in line with industry average. utilizing the cost benchmark mentioned earlier, one could assume costs could be reduced to $24mm/1.20 = $20mm, a $4mm savings.a second, and more detailed, method would be to take the extreme scenario where the client’s craftsmen is paid its present rate, but is made as efficient as the contr actor’s craftsmen. in this case, you begin with the present level of 200 client craftsmen who are functioning as 100 equivalent contractor craftsmen (they’re one-half as efficient). by improving their efficiency, you are effectively “creating” 100 equivale nt contractors. thus, you are immediately able to replace 100 contractors and save $10mm. this could be taken one step further by assuming you would want to replace all contractors. this would save an additional $2.5mm ($4mm existing contractor expense - $2mm required to hire additional client craftsmen + $0.5mm in contractor supervisors). as noted earlier, in reality, this approach would require wage concessions to the union, so actual savings may be something significantly less.key takeaways:this case requires the candidate to quickly digest a large amount of organizational issues and then quickly check some ratios to uncover the basic problem (the client workforce is inefficient). creativity must then be used to structure a recommendation that would create a more favorable situation for the client. as in other cases, acceptable solutions need not follow the exact method above nor cover all of the above points.mercer1st round1) a new england telephone company is thinking of entering the home security market. what is the potential market size and what would you recommend they do?2) if i gave you $10 million dollars to invest in any one business, which would it be?3) should kraft foods expand and incorporate ice cream into their product mix? if yes, how should they enter this market?4) you are starting a new business, a gourmet coffee shop. the shop is located next to a train station. you''re building the business with the hope of selling it within two years. what is your strategy?5) how big is the market for window display marketing books?2nd round(nov 2004)：we have been hired by a client to help her evaluate his product mix and determine the best one going forward. refer to graphs.。

【海归找工作】麦肯锡面试程序及案例面试程序一般包括两个阶段。

第1轮:这一轮包括两个业务案例分析的口头面试，以及多项选择数字测试。

为了最大限度地利用面试机会展示自我，请做好如下准备：•回答关于自己背景的问题，说明自己的目标和个人发展动机。

•讨论业务案例。

这轮练习有助于发现您思考问题、解决问题的方式，您也有机会了解麦肯锡的工作。

案例分析不需要您已经具备业务知识，但是，如果您能够创造性地解决自己不熟悉的业务中复杂的问题，构筑自己的想法，并在短时间内得出合理的解答，您就有过关的希望。

下面示例是训练解决问题技能的。

During the first round of interviews, we may ask you to solve a series of problems. The test consists of about 34 multiple choice questions. The questions assume no maths knowledge beyond GCSE. However, calculators are not permitted.The following exercise features three questions similar to those used in the real test. Answer the questions as quickly as you possibly can.Sample questions:A supermarket chain has asked McKinsey to conduct a review of its overall strategy. QUESTION 1The team has been asked to look at a number of issues that the client is considering, including whether or not to start a customer loyalty programme. In helping the client decide on this issue, which two of the following arguments, if true, would lead you to favour introducing such a loyalty programme? Select TWO of the following optionsThe client has increased sales by 15% in the last year.It will lead to an increase in revenues with no significant cost increase.Loyalty programmes have successfully been introduced at retail electronics chains.It will allow customer behaviour data to be collected.It will benefit the partner companies of the loyalty programme.QUESTION 2A potential growth strategy for the client is to acquire a competing supermarket chain. You have been asked to create a list of most likely targets for the client. Which of the following is not a factor when compiling this list?Geographic location of the target''s stores.Target''s market share.Trget''s financial performance.Target''s store layout.Target''s distribution system.QUESTION 3The client''s current revenues are $1 billion. Its profitability is 12% of revenue. An acquisition target has been identified, a smaller supermarket chain with revenues of $500 million and current profitability of 7%. If the smaller company were to be acquired by the client, there would be immediate cost savings from eliminating duplicating activities of $20 million. What would be the combined profits of the two firms if the merger took place?$160 million$165 million$170 million$175 million数字测试为30分钟，多项选择可以测试面试者的数字能力(不允许使用计算器)。

【海归招聘】新鲜出炉的麦肯锡面经先报一下楼主背景：1.学习方面，2010年拿到全额奖学金到新加坡南洋理工大学就读信息工程与媒体专业（工科男），因为读了一年半的预科所以2012年才入学，基本可以一等荣誉学位毕业；2.实习方面，在阿里巴巴做过iOS开发实习生，暑期在国内一家小管理咨询公司做了一段时间实习，除此之外就是一些兼职了；3.社团方面，本科期间在学校一个社团呆了三年，办过一个1000人的晚会，最后一年做了主席。

其余零零散散的不提也罢。

很幸运的，LZ前两天刚刚收到麦肯锡大中华区的offer，不出意外的话会在2016年中入职。

因为LZ在准备面试过程中很焦虑，很希望多看到一些前人的经验，少走一点弯路；所以现在我来回报社会，把我个人的一些心得体会写在这里，希望能帮助到同样奋战在管理咨询申请路上的伙伴们。

下面进入正题。

（由于楼主在国内只报了大麦，以下内容可能和其他咨询公司的情况有出入）流程1.简历筛选（包括申请信）2.笔试（麦肯锡Problem Solving Test）3.一轮面试（2-3个面试官，每个人一个小时左右，内容都是PEI+Case）4.终面（也就是通常我们说的Par面，同样2-3个面试官，时长和内容和一轮面试一致）整体而言流程还是比较紧凑的，所以很多准备工作要尽可能提前做好。

∙做完笔试后1-2个工作日出结果（快的话当年就可以出），然后通知一轮面试时间；∙一轮面试前有两个星期的准备时间，中间会有一个培训（培训的形式世界各地好像不太一样，我听说伦敦是线下的还会发notes；LZ是参加了一个线上的Videoconference，两个consultant简单介绍了一下Case interview是怎么回事，然后模拟了一个面试）；∙一轮面试后2-3个工作日出结果，然后紧接着终面就来了（通知结果后2-3天）；∙终面可能是3个面试连在一起的车轮战，也可能每个面试中间会隔1-2天，LZ是后一种情况。

（我猜测后一种情况可能是根据你每一个面试的情况决定是不是继续给你面试，所以两种形式都各有利弊吧）简历筛选如果按照通过率来衡量的话，简历关无疑是最难的一关，所以花再多时间把简历写得好看都是值得的。

解读麦肯锡为什么进不了世界500强的原因及其面试流程麦肯锡公司是由James O’McKensey于1926年创建的，同时他也开创了现代管理咨询的新纪元。

现在麦肯锡公司已经成为全球最著名的管理咨询公司，在全球44个国家和地区开设了84间分公司或办事处。

麦肯锡目前拥有9000多名咨询人员，分别来自78个国家，均具有世界著名学府的高等学位。

麦肯锡是全球咨询业的领导者。

可以说，哪里的经济活跃，哪里就有麦肯锡。

比如在大中华区，麦肯锡就有上海、北京、香港、台湾四个分公司。

，共有40多位董事和250多位咨询顾问。

在过去十年中，麦肯锡在大中华区完成了800多个项目，涉及公司整体与业务单元战略、企业金融、营销/销售与渠道、组织架构、制造/采购/供应链、技术、产品研发等领域。

麦肯锡的经验是：关键是找那些企业的领导们，他们能够认识到公司必须不断变革以适应环境变化，并且愿意接受外部的建议，这些建议在帮助他们决定作何种变革和怎样变革方面大有裨益。

国外许多行业的公司很早就知道，他们不可能在所有他们涉及的领域都处于世界先进水平，因此没有必要拥有那些在偶然情况下才会用到的专家。

但是，就是这么一家非常著名的公司，尽管它在全球有那么多分公司，尽管它是全球咨询业的领导者，但在 500 强的名单中, 我们却找不到它的名字。

为什么麦肯锡公司进不了500 强?很早以前，我还在上小学的时候，就听广播 说再有几年中国农村就要实现机械化。

我家在贵州山村，所以当时面对著沟壑纵横的山田，心里既兴奋，同时又觉得不可思议：拖拉机怎么能够爬上这么高的山呀?后来到美国做研究，对比中国和美国农业的不同，我对贵州这类山区的发展就有了清醒的认识：不仅在相当一段时间内机械化不可能，就是农业的组织形式，也不太可能出现美国那样的大农场。

道理很简单，在贵州这种山区，它的农业只要是以种粮食为主业，以家庭为单位的劳动生产率就是最高的，家庭承包制必将打败任何其它的生产组织形式。

比较幸运，莫名其妙的进入了第二轮。

所以连第一个面试官都问我，你的专业是新闻传播干吗跑过来做咨询？我只能说挑战性之类的应承着，不过心里着实的骂着，难道咨询不需要沟通呀？不需要了解客户心理？亲爱的面试官给我了一个地铁公司想要改善广告收入，如果给他制定方案的问题。

开始是英文的，后来自己是在驾驭不了又改回了中文。

其实现在想想应该换个题目的，这个题目自己太熟了，今年四月份我就自己带队做的北京地铁报的项目，对地铁广告的了解自负多过麦肯锡任何一个人，加上这个面试官不停的催促我拿方案，我就放弃了去思考问更多的问题。

自己认为真是旁征博引去证明地铁中各种广告存在的价值，并大力推荐DM，例如瑞典METRO和香港RECRUIT的模式，从上海/广州/北京的地铁谈到香港/东京的地铁，侃了四十分钟。

其间面试官和我探讨DM杂志的广告额估算以及发行量估算等等问题，还是因为太熟了，根本和他交流不够，直接告诉他我以北京娱乐信报的广告作为参考，同时给出了他西直门、建国门、复兴门客流量的数据、北青报/娱乐信报的广告价位，广告折扣，印刷成本等等。

但是面试官还是不太满意，我们又开始谈消费者构成，广告构成甚至我开始和他聊北京房地产广告和汽车广告的市场大小（因为我之前作过一个汽车的项目）总之，算尽聪明反害了卿卿性命，出来后悔死了，干吗弄得那么明白，我敢保证我的数据都是准确的而且合理的，但是麦肯锡一定认为我是经验主义。

最后考官对我的评价是“以自己的经验很好的平衡的回答了问题，但是缺乏对问题内部driver 的探讨，整个面试都没有看到，嗬嗬，我只能点头，其实我都不明白那个driver的意思。

第二个案例在说保险业，说银行与保险联合在柜台推出险种，是不是还可以保持百分之三十的增长。

经过三分钟的思考，我又开始回答问题了，面试官逼的又紧，一点不像第一面的面试官那么舒服。

我先回答了不可能这么高的增长（事实证明这么早回答结论是错误的）我从wto到客户需求，从信用卡逐渐普及到电子商务的问题谈了个遍。

【留学生就业】完美通过麦肯锡Case Interview，你需要这份材料清单以及这十个面试Tips为了麦肯锡的校招我准备了大半年，自己也总结出不少准备Case的方法。

下面和大家分享一下我自己的经验，推荐的准备材料以及面试建议。

为什么你需要大量的练习？有同学说30个case等于一个offer，Victor Cheng说一般拿到offer的人有50个case。

但是，我认识的去年的拿到offer的有40个的，有70个的，有上百个的。

大量的练习绝对是必不可少的。

因为练习到后面，解决case找到答案已经不是问题，主要是进一步完善自己对于各类case设计的issue tree和通过做case了解不同行业的信息。

为什么你需要和不同的人Mock？不同的人能从不同的角度给你意见，适应不同的人也能更充分地应对不同风格的面试官。

一个好的case partner是一笔巨大的财富。

我们学校有比较固定的4，5个人的组合，水平都不错，而且彼此信任度很高。

建议一开始不要约定长期合作关系，练一次观察好对方的水平和态度后再决定。

为什么你需要商业知识的累积？在激烈的竞争下，有这方面的积累绝对是脱颖而出的利器。

不然你解决case 的思路就太模板化，太死板。

面试时结合自己对于行业的了解言之有物绝对是个亮点。

牢记你解决的是real life problem，而不仅仅是个case! 我直接订了Wall Street Journal三个月，恶补商业知识。

解决Case只是一部分，另一部分是你如何解决是否用hypothesis-driven, fact-based approach? 是否能在压力下保持冷静和enthusiastic的态度（多微笑，多保持眼神接触）? It is not about what you say, it is about what they hear. 一定要确保你的思路以最清晰的方式传递给了对方。

另外，Victor Cheng说过一句话，我十分赞同：Even if you are uncertain about sth, you must be certain that youare uncertain about sth. 也就是任何时候都得充满自信。

麦肯锡面试题在面试过程中，麦肯锡公司通常会提出一系列挑战性的问题，以评估应聘者的思维能力、沟通技巧和解决问题的能力。

以下是一道麦肯锡面试题的概述，以便应聘者可以更好地准备面试。

问题描述假设你是一家麦肯锡咨询公司的高级顾问。

最近，你的团队收到了一份任务：为一家跨国电子零件制造商制定一个新的全球战略。

该公司面临着竞争日益激烈的市场环境，并希望找到一种创新的方法来增加其市场份额并提高收益。

你的任务是设计一种方法，以评估该公司在全球市场中的竞争优势，并提出相关的战略建议。

在解决这个问题之前，请回答以下问题：1. 在制定全球战略时，你认为哪些因素是最重要的？为什么？2. 同行业的其他公司可能具有什么优势？该公司如何应对这些竞争对手？3. 你将如何评估该公司在不同市场的竞争优势？你将使用哪些指标来衡量其绩效？4. 基于你的分析，你将提出哪些战略建议来帮助该公司增加市场份额并提高收益？解决方案问题1：全球战略的重要因素制定全球战略时，有几个关键因素必须考虑。

首先，市场需求与机会分析是至关重要的。

了解不同市场的需求、竞争情况以及潜在机会，可以帮助确定公司的全球战略。

其次，要研究法律和政治环境，了解各国的法规制度和政策对该公司业务的影响。

最后，了解文化差异以及国际贸易和物流等因素，以便在全球范围内进行战略决策。

问题2：竞争对手的优势及对策同行业的其他公司可能通过不同的方式获得竞争优势。

这些竞争优势可能包括技术创新、产品质量、品牌形象、供应链管理等。

该公司可以通过以下方式应对竞争对手：加强研发和创新能力，提高产品质量，改善客户体验，提升品牌形象，优化供应链管理等。

问题3：评估竞争优势的指标评估该公司在不同市场的竞争优势时，可以使用多个指标。

例如，市场份额是一个关键的指标，可以衡量公司在特定市场中的占有率。

此外，销售增长率、市场覆盖范围、客户满意度等也是评估竞争优势的重要指标。

问题4：战略建议基于分析结果，提出以下战略建议以帮助该公司增加市场份额并提高收益：1. 加强研发和创新能力，推出更多具有差异化竞争优势的产品。

麦肯锡面试经验麦肯锡是世界著名的管理咨询公司之一，其综合能力与专业性备受业界认可。

作为一家行业领军企业，麦肯锡对招聘的要求也非常高。

面试是每个应聘者在求职过程中最为重要的部分，因此掌握一些面试经验是必要的。

在这里，我将分享一些麦肯锡面试经验，希望对即将面试或正在面试中的同学有所帮助。

一、面试前准备在准备面试之前，应聘者需要充分了解麦肯锡的企业文化、业务领域以及行业动态，以及整个招聘流程。

此外，建议应聘者自我检查并评估自己的强项和弱项，并准备好自己的故事，以便在面试中能够简单、清楚地介绍自己的背景、专业领域和工作经验。

二、面试环节麦肯锡的面试通常包括个人面试、小组讨论和案例分析等几个环节。

1. 个人面试麦肯锡的个人面试通常持续60分钟左右，涵盖个人情况、工作历程及背景、能力和兴趣等方面。

在个人面试中，应聘者需要展现出自己的智商、情商和能力。

一些常见的问题包括：- 介绍一下自己的职业生涯；- 你认为自己最大的优点是什么；- 描述一个你在工作中取得的成就；- 你最喜欢的领域是什么，或者你最擅长的领域是什么；- 你在职业生涯中遇到过的最大的挑战是什么。

在个人面试中，应聘者需要清楚、明确地回答问题，并且以事实为依据，防止出现虚假言辞。

此外，还需要积极表现出对麦肯锡企业文化和业务领域的了解和认同。

2. 小组讨论小组讨论通常由4-6名面试者组成，持续时间为30-45分钟。

在小组讨论中，应聘者需要充分表现出自己的沟通和表达能力，在团队中起到积极的作用。

小组讨论通常涉及某个问题或主题，要求面试者在给定的时间内讨论解决方案。

建议应聘者在讨论中积极发言，并表现出自己良好的团队合作精神。

3. 案例分析麦肯锡的案例分析通常是面试的重点和难点环节之一。

在案例分析环节中，应聘者需要根据事实数据和现实情况来分析问题，提出可行的解决方案，并进行推销。

麦肯锡的案例通常包含数学、财务、市场、组织、战略等多方面知识，考验面试者的思考和分析能力。

麦肯锡初级助理面试经验麦肯锡初级助理面试经验和教训：这里有三种产品，分别是西红柿、豪华车和T恤衫，每一种选择一些则产品适用的增值税是多少?”看在眼里我相信我们每个人心里多少都会有些想法，直觉偏差豪华车最贵是不是要缴纳更多的增值税?这里就有程序化思维，从什么角度去探究。

那么吗适用增值税的增值税是多少呢?资源税这里回到一个问题什么是增值税，增值税有分几种?我的认真思考逻辑是这样的，西红柿，农业加工产品，卖出更多的西红柿可以帮助农业更好的发展，同时健康自然。

豪华车，买得起的人少，产品精致，更加侧重环保细节。

T恤衫，低成本，销量大，工厂生产破坏环境，科技含量低。

那么应该是T恤衫>豪华车>西红柿?我查了点资料，增值税是对销售货物或者提供加工、修理修配劳务以及进口货物实现单位和个人就其的的增值额征收的一个税种。

增值税税率分为五档：基本税率17%、低税率13%、7%、征收率和零税率。

那么我的答案是西红柿13%或者7%，豪华车17%，T恤衫17%。

：终于到了谈面试的部分了！我在这也详细描述一下，有同学说之前简历求职信篇的时候一直在说项目的介绍，而面试官真正看重的是技术啊？我在这做个解释，因为我写的这些文章主要针对的是软件测试的次要同学，所以其他职位的请根据自己的情况来改，比如你是面的下端或者java等，那当然要突出你在编程中恐怕的表现了！首先来说，可以很好的理解和完成前认同三篇介绍的任务，那么你问题所在接到面试电话！然而有的同学在这之前却因为收不到面试对于长期失业或者谋求换工作的人来说，在现在的就业本土市场中获得面试机会，可能将就像胜利了一样。

但是，一旦开始面试，问题面试官常常会用一系列具有迷惑性的问题来考验你，这些问题有着双重或是潜藏的目的。

你知道如何...你提前研究了心仪的各种背景资料，穿上自己老土最时髦得体的衣服，并且为面试精心准备了一番。

你机智缺陷地回答了面试官提出的所有问题，甚至一些奇怪的问题，诸如“如果你是一个pizza外送员，剪刀对你有什么用。