Demystifying case interviews Interview preparation
Case interviews seem to be one of the biggest sources of stress in relation to the interview process, but they do not need to be … Preface
Purpose of this material
• Many candidates are nervous about case interviews. The specific case cannot be prepared for in advance – as you do not know what the case will be – therefore, many candidates feel that case interviews are more challenging than traditional job interviews
• This presentation aims to demystify case interviews and to give you guidelines and advice about how to prepare for them
• Yet, case interviews are to an increasing extent used to recruit master candidates. Consultancies led the way in using them, but more and more companies are adding case interviews to the recruiting process • Why? Because more and more candidates are doing project-related work, and because the case interview is an effective tool for judging a candidate's ability to approach and solve real-life issues.
My biggest fear about the case interview was that I'd be asked a question I simply couldn't answer. Even though you can't be 100% prepared for what will happen in a case interview, I could reduce my fear by preparing thoroughly and by talking with others about what they had experienced Anne, consultant 2
3
Purpose of the case interview
A.1
A real-life case interview
1.1
Why do we use case interviews?
A.2
Frameworks
1.2
What do we look for when recruiting?
A.3
Sources of further information
2.
How do you prepare for and approach case interviews?
2.1
Prepare for the interview
2.1.1
- Review methods and frameworks
2.1.2
- Review your tables and practise mental arithmetic
2.1.3
- Practise cases with fellow students
2.2
How to crack cases
3.
Getting down to cases
3.1
What types of cases will you face?
3.2
How to structure and communicate a case?
Appendices
Contents
ďƒ¨ 1.
Case interviews are used to evaluate candidates' reasoning skills in a structured manner Rationale for using case interviews • We do problem solving for a living! Cases resemble our daily work as consultants
Cases are a quick and concrete way of testing candidates' skills
• We impose very high demands on our candidates and for this reason, "real life" case solving is the best way to simulate a work situation
• Professional skills are hard to assess through a standard dialogue with newly educated candidates • Case solving – with all its aspect – is a complex skill, which is not a matter of course, even for candidates with impressive grades and resumes • Case interviews are designed to test your ability to solve problems in a time effective and structured fashion
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• The goal of the case interview is not to find the right answer • The purpose of case interviews is to demonstrate "how you think"
The skills we use to create results for our clients are directly related to those we look for in a candidate … Can the candidate solve problems for our clients? • The most important asset of consultants is problem-solving skills, i.e. the ability to combine e.g. logical reasoning, creativity, quantitative skills and business acumen with commercial judgment and pragmatism as well as the ability to structure problem solving
Can the candidate work with our clients?
• Show the recruiter that you can insightfully think through the problem, reach a reasoned conclusion supported by evidence and clearly synthesise the discussion
• Problem-solving skills alone do not make a consultant – the consulting industry also greatly values communication and presentation skills • Be ready to present arguments that support your points, but be ready to discard them too • Show that you are tactful and friendly, and that you can present your thoughts in a clear, concise language • Remember to connect with the recruiter and establish a positive rapport: smile, be pleasant and maintain eye contact. A welcoming and attentive attitude goes a long way
During case interviews recruiters are trying to answer three questions Will the candidate burn for our clients' problems? • You may not believe it, but case interviews can and should be fun. If you seem ill at ease or seem to be struggling uphill, the interviewer will probably infer that you will not enjoy serving the company's clients • Show interest in the case and empathy for the client. And do so with enthusiasm and energy
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… candidates are thus evaluated on both analytical, presentational and personal dimensions … You should be able to …
Therefore, we look for … • Ability to show understanding of various interpretations of the problem scope
Frame the problem
• Ability to ask relevant and clarifying questions to understand the actual problem and scope hereof
• Ability to structure and decompose the problem/issue into a meaningful problem-solving approach
Structure the problem solving
• Ability to drive the problem-solving approach consistently and independently • Ability to build rational/sound arguments for fundamental assumptions (on both insights/execution) • Ability to show sound business acumen and triangulate calculations "on-the-fly" • Ability to independently conclude upon the problem at hand and build a recommendation convincingly
Formulate a pragmatic solution
• Ability to think implementation and execution combined with insights into a recommended solution • Ability to define the key sensitivity areas of the solution (e.g. critical assumptions, where implementation could go wrong, etc.)
Engage the audience/ demonstrate personal impact
• Ability to articulate assumptions, recommendations etc. in a clear and convincing manner, both in terms of oral communication and use of available remedies (e.g. whiteboard) • Ability to bring energy into the setting in a constructive manner – a convincing, engaging personality • Maturity of candidate in terms of his/her personal ethics
Thrive in the Quartz+Co culture
• Level of empathy and ability to develop relations • Drive and entrepreneurship • Personality/behaviour – matching our culture and diversity
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… all prerequisites for delivering on our client proposition, creating results and building long-term relationships with clients and colleagues First-tier consulting skills – insight and experience delivered with integrity
Our client proposition
People-centrism – mobilising client organisations' energy and capacity
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• Our problem-solving skills must be on par with the best
• Ability to affect outcomes and communicate clearly
People drivers
The interview process aims at revealing to what extent a candidate meets the principles guiding the way we lead, operate and engage
Impact drivers
Flexible approach – matching team and skill configuration to client needs
• Ability to solve tough problems and set and achieve challenging goals
• Ability to affect outcomes and communicate clearly
• Ability to understand people issues and respond to them
• Ability to understand people issues and respond to them
• Ability to help others achieve results and keep them motivated
• Ability to help others achieve results and keep them motivated
• We strive to leave behind memorable consulting experiences
• Ability to be creative and entrepreneurial in the approach to people and problems
So, what do we expect from candidates in connection with cases?
We expect the candidate to … • Demonstrate strong performance in the skill set sought for
• Drive the problem solving on their own with only limited guidance from the interviewer from beginning to end • Answer the interviewer continuously about problem solving methods, preconditions, etc.
We do not expect the candidate to … • Begin without a brief moment to think and reflect on the task at hand
• Possess all business and financial frameworks (depending on his/her line of studies) • Make it ALL the way through a case without hints and guidance on the way • Be completely calm and not the slightest bit nervous
• "Own" the problem solving by approaching the whiteboard or put intermediate results/illustrations on a piece of paper • Show overall knowledge of/interest in society in general ("What does Novo Nordisk do …")
Remember that the case interview is also a chance for you to get a better feel for what we do and to test your gut feeling about the job Christian, consultant
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1.
Purpose of the case interview
A.1
A real-life case interview
1.1
Why do we use case interviews?
A.2
Frameworks
1.2
What do we look for when recruiting?
A.3
Sources of further information
9
How do you prepare for and approach case interviews?
2.1
Prepare for the interview
2.1.1
- Review methods and frameworks
2.1.2
- Review your tables and practise mental arithmetic
2.1.3
- Practise cases with fellow students
2.2
How to crack cases
3.
Getting down to cases
3.1
What types of cases will you face?
3.2
How to structure and communicate a case?
Appendices
Contents
ďƒ¨ 2.
Depending on how familiar you are with case solving methodology and practice, you may want to begin preparing in advance of the interview
• Most test situations in life have in common the fact that the more you prepare, the better you will perform – preparation is critical in any job interview – case-based or not • Rehearsing your CV, education and extracurricular activities, and researching the company, its offerings and recruiting process are just as important as preparing for and rehearsing case cracking • The recruiting process in a consulting company often contains several interviews and types of interaction with the company. Even before the recruiting process, you are probably acquainted with the company or some of its employees through student marketing events, the press or other sources
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Prepare for the interview by …
1
Review methods and frameworks
2
Review your tables and practise mental arithmetic
3
Practise cases with fellow students
A number of methods and frameworks are useful for structuring your thinking Some things to remember 1
Review methods and frameworks
A number of methods and frameworks are useful for structuring your thinking. Many of these models and concepts come straight from your marketing and economics classes. Frameworks have the benefit of providing a logical approach to your story when analysing a problem
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ďƒ¨
Don't assume there is a framework that will solve every type of case. No framework is 100% applicable to a real-life situation. Be pragmatic. The interviewer wants to see you adapt your knowledge to the real world
ďƒ¨
Don't say: "I'll be applying Porter's five forces" or "I will do a SWOT on company A" - this indicates that you are to bound to the theory you have learnt. Try to adapt and use the framework creatively to fit the case, if it is possible. Motivate why you have chosen the specific framework. If the interviewer feels your approach leans too heavily on a textbook framework, he will often introduce facts or questions to force you to follow your own methodology
ďƒ¨
The recruiter knows your background well enough to know which frameworks you are expected to know. He will evaluate your approach accordingly. Economics students, for example, will not necessarily know much about organisation theory; engineers may know little of marketing. But do not be surprised if you are presented with a case relating to areas or frameworks that you are not familiar with
We expect you to be at ease with numbers and have a sense of the proportions you are working with 2
Review your tables and practise mental arithmetic
Can you do mental arithmetic or do calculations on a whiteboard without getting lost in the numbers? Do you have a sense of proportion? Are the results reasonable compared to what you would expect?
X X
X X
X X X X X O O
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O O O O O O O
X
Some things to remember
It may have been a long time since you were asked to do arithmetic without a calculator. However, in a case interview you will not be allowed a calculator – only pen and paper or whiteboard is available
Revisit basic mathematical disciplines such as fractions, calculating percentages, currency translation and gleaning information from graphically displayed data is a good way to prepare for both the case interview and the numerical test
We do not expect you to be a mathematician or a financial expert (unless you are!), but we expect you to be at ease with numbers and have a sense of the proportions you are working with. At client meetings, you should be able to mentally calculate "5 per cent market share of 720,000" or "effect of a 3 per cent change in the exchange rate on product price" without using a calculator
Role play can be the best way to practise case interviews Suggestion for practising cases 3
Practise cases with fellow students
Many consulting companies and business schools offer tips, tricks and practice cases. Review their websites to gain an idea of what sort of questions you can expect and how you are expected to approach the case. However, remember that simply reading cases have little to do with real case cracking: you are under no time pressure, you cannot demonstrate your communication and presentation skills, and the feedback is generic
Team up with a fellow student – or a consultant, if you know one – and take turns playing the roles of the interviewer and the candidate • The "interviewer" should thoroughly read the case question before starting the interview. This will help him or her make up facts and ask additional questions along the way • When adding facts or additional questions, the "interviewer" should make sure the new material is consistent with what has been revealed so far • At the end, the "interviewer" gives feedback to the "candidate" about what went well and what could be improved about the case solution, body language, whether the "candidate" listened well, repeated himself, etc. • If you are several persons practising together, the observers should also be prepared to provide feedback about what worked and what did not • Switch sides and try again!
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Case content varies, but the overall case cracking process is similar in most cases. The standard approach and supporting hints are shown below 1 Steps in the standard approach
2 Identify key issues
3 Structure the analysis
4 Conduct the analyses
Synthesise findings and build argument Presenting solution and wrapping up
Work through the case
Presenting approach
Receiving and processing info Actions and supporting hints
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• Listen and take notes if relevant • Think • Ask clarifying questions • Disaggregate the problem
• Describe approach/ frame the problem • Explain choice of selected approach • Pinpoint the most critical areas to address • Investigate alignment on/acceptance of approach
• Analyse prioritised areas, one at a time • Develop hypotheses and test through questions • Use facts provided or estimations to develop or support your analysis
• Conclude on each area • Summarise findings and present overall conclusions • Present recommendations • Ask what really happened (if relevant)
Keep the hints in mind and use them when appropriate – but don't "overdo it" The steps
Ensure that …
Listen – avoid the temptation to answer halfway through the question
Think – it is okay to take a minute to structure your thoughts
Establish the big picture before you jump to details
Not force fit frameworks to the case unless they are appropriate
• Develop hypotheses and test them one by one in a prioritised way
Not make use of estimates without stating assumptions
• Use provided facts or estimates throughout your analysis
Do not get caught up in too many details – your time is limited
• Summarise key findings and the related conclusions
Answer the main issue
Point out if you find your results unrealistic, and explain what went wrong
• You have thoroughly understood the case complication
1. Identify key issues
• Verify with the interviewer that you have understood the case properly
• You break the problem into parts that can be supported by evidence
2. Structure the analysis
• Explain how you will approach the problem at a high level
X X
3. Conduct the analysis
4. Synthesise findings and build argument
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X X X X O O O O O O O O
Remember to …
• Present recommendations in a structured manner
Contents
Purpose of the case interview
A.1
A real-life case interview
1.1
Why do we use case interviews?
A.2
Frameworks
1.2
What do we look for when recruiting?
A.3
Sources of further information
2.
How do you prepare for and approach case interviews?
2.1
Prepare for the interview
2.1.1
- Review methods and frameworks
2.1.2
- Review your tables and practise mental arithmetic
2.1.3
- Practise cases with fellow students
2.2
How to crack cases
ďƒ¨ 3.
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Getting down to cases
3.1
What types of cases will you face?
3.2
How to structure and communicate a case?
Appendices
1.
Cases fall into three main categories: market-sizing cases, business cases and interpersonal cases Market-sizing cases
Business cases
Interpersonal cases
Case areas
• Market-sizing cases are about performing estimates of market sizes, usually based on a large list of assumptions which the candidate is expected to propose without any aids
• Business cases can come in many different shapes and sizes, but they can usually be categorised as either operational or strategic in nature
• Interpersonal cases are cases that test how you react in different situations and how you make decisions, testing both personal and leadership skills
• Industry analysis
• Cases can focus on how you work in a team, and how you think other people perceive you. Personal reflection on previous situations and performances can be expected
• Pricing
• There is often a large amount of arithmetic involved in this type of case, and the candidate is expected to structure calculations and assumptions in a presentable way
• When solving a business case, a candidate is expected to show business acumen and solve the case in the most relevant way which does not necessarily include any specific framework
• Competitive response • Business turnaround • Market sizing • Improve profitability
• Organic growth options • Market entry • New business venture • M&A • PE & investment cases • Operations and supply chain • New product development • Organisational design
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Case examples Market-sizing cases
Business cases
Interpersonal cases
• How large is the market for roadside assistance in Denmark?
• Company X wants to enter market Y. What do they need to know in order to decide whether to go ahead or search for other opportunities?
• A client agreed to provide you with key data, but didn't deliver on time. What do you do?
• What is the demand for airline tickets between London and Copenhagen? • How large is the online market for fast food in Copenhagen?
• How can company Z increase its market share in a declining market? • Company X is considering outsourcing production. Which key elements would you analyse in order to make a recommendation? • How would you organise a group of experts who currently spend half their time on research, and the other half on projects?
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• Describe a bad experience that you have had in a team, what went wrong and why? • You are on a project with a very tight deadline, and you are responsible for the presentation this coming Monday. You have the opportunity to get an extra team member for the next couple of days. Do you accept the offer – if so – how do you plan to use him/her?
Every interviewer has a different interview style – when explaining a case you must feel comfortable with each of the different approaches and be able to adapt your approach Detailed • Detailed introduction of case • Specific problem to be solved • A few starter facts • Many additional facts available, if asked There are different types of cases and interviewing styles
• Conversational feel throughout case interview Conceptual • Brief introduction • Very broad description of problem (e.g. poor performance) • Few, if any, facts available • "What do you think" responses to many questions
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Think about your communication – an issue tree can bring structure and clarity in your thinking, problem solving and communication Use an issue tree to structure your main problem by dividing up and limiting its parts Why/how? Why/how?
Supporting element 1
Logical element 1
Why/how? Supporting element 2
Logical Problem element 2 Why/how? Supporting element 3 Logical element 3
Why/how? Supporting element 4
20 Source:The Minto Pyramid principle by Barbara Minto
Example of issue tree-based communication for a business case
A private equity company is considering buying company Y … the structure of the recommendation could be the following Why? Why?
Relevant – the right problem
Company X will grow faster than the industry
Purchase company Y for USD xx million
Will be financially attractive
Main player – driving market Why? Weak competition Second level breakdown Why? Industry knowledge
Skills to manage the acquisition First level breakdown
21 Source:The Minto Pyramid principle by Barbara Minto
Ability to lead the changes needed
Why?
Contents
Purpose of the case interview
1.1
ďƒ¨
A.1
A real-life case interview
Why do we use case interviews?
A.2
Frameworks
1.2
What do we look for when recruiting?
A.3
Sources of further information
2.
How do you prepare for and approach case interviews?
2.1
Prepare for the interview
2.1.1
- Review methods and frameworks
2.1.2
- Review your tables and practise mental arithmetic
2.1.3
- Practise cases with fellow students
2.2
How to crack cases
3.
Getting down to cases
3.1
What types of cases will you face?
3.2
How to structure and communicate a case?
Appendices
22
1.
Business case example: Entering a new market (1/4)
Introduction Solution Feedback
About the example
The following example describes
what a case interview might be like
It illustrates both good performance
and areas for improvement. After the case, we summarise the strengths and weaknesses of the solution
The case You are working on a project for a Scandinavian company selling paper-based calendars. You are asked for your perspective on three questions
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Clarifying questions • The company faces some significant challenges. What do you think are the major strategic challenges? • The company is considering entering the Danish market. What must be considered before deciding whether to enter the Danish market? • How big is the Danish calendar market?
Business case example: Entering a new market (2/4)
Introduction Solution Feedback
Quartz+Co: I have a case I would like you to solve for me. You are working on a project for a small Scandinavian company selling annual paper-based calendars. The company faces some significant challenges. Therefore, your team is developing a proposal for a six-week strategy project. What major strategic challenges do you believe this company is facing? Candidate: Challenges could be related either to demand or supply. Do we know anything about the character of the challenges? Quartz+Co: We know that they are in the middle of outsourcing their production to low-cost countries, so the challenges we have been asked to help with are related to the demand side. Candidate: On the demand side, I believe one of the most likely challenges is limited growth or maybe even declining demand, as consumers switch to mobile calendars or the calendar on their computer. There could also be some changes in the type of calendar people prefer – for example, many students use free calendars today. Quartz+Co: Why would free calendars be a threat? Candidate: I was thinking that free calendars are a threat if they replace ordinary calendars. I assumed that the company has significant sales to students today with higher priced products – but I guess I would have to test this before concluding that it is a threat and not an opportunity. Quartz+Co: I follow you on that one. Let us move on to a new issue. The company is considering entering the Danish market. What do they need to consider before entering?
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Candidate: Do we know why they are considering the Danish market in particular? Quartz+Co: They are looking at all Nordic markets outside their home market. Candidate: Before entering the Danish market, they need to know the market potential – that is, the size of the market and the growth rate. It is also important to understand whether it is a profitable market. Quartz+Co: When we have analysed the Danish market and found out that it seems to be a reasonably good market compared to our home market, what should be our next step? Candidate: To build a sales organisation in Denmark Quartz+Co: Okay, that could be relevant. But I wonder if we are missing a major point before reaching the decision to set up a sales organisation? Candidate: Hmmm, I'm not sure ...? Quartz+Co: I believe we are missing the evaluation of the competitive situation and the company's ability to compete in this market … Candidate: Yes, we need to compare our prices with the price on the Danish market and make sure we are competitive. Quartz+Co: Anything else we should consider? Candidate: I can't really think of anything ...
Business case example: Entering a new market (3/4)
Introduction Solution Feedback
Quartz+Co: Normally, we would investigate a few elements more before we can draw conclusions about the company's ability to compete in the Danish market. The relevant parameters in this case would be the demand for the products we can offer (for example compatible formats), access to sales channels and our ability to service the clients (for example retail) compared to competitors (selection, quantities, delivery time, etc.). [A follow-up discussion on this part of the case then takes place before moving on to a new part of the case.] Quartz+Co: You mentioned that the market potential is important. What is your best estimate of the Danish market for paper-based calendars? Candidate: In order to determine the market size I would split the market into three groups: 1. Student calendars 2. Calendars for business people 3. Calendars for households/private use I would define the student group as people from 10 to 25-26 years of age. Hence, the group is approximately 20 per cent of the population, assuming a fairly equal distribution of the population in different age groups from 0 to 80 years. This group amounts to about 1 million people. I do not take into account that some students do not study past secondary school, but I will include this in the demand per person in this segment. Almost all students have at least one calendar, and many have two due to the free calendars or half-year calendars. So I would assume an annual demand of 1.2 calendars per person in this group. That is 1.2 million calendars for the student group.
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The business group includes people in the work force. If we assume these are people from 25 to 65 years of age that would be 50% of the population – 2.5 million people. Of this group, fewer people have work-related calendars, I believe. 20% coverage would give a demand of 0.5 million calendars per year in this segment. I do not think it is higher than this, given the increased use of electronic calendars. Finally, there are calendars for private use. As far as I remember, there are something like 2.3 million households in Denmark, and I would imagine that at least one person in every second household has a calendar for private use. This gives a demand of about 1.15 million calendars for private use. This gives us 1.2 million calendars in the student segment, half a million in the business segment and 1.15 million in the household/private use segment. In total, it is a market of approximately 2.9 million calendars in Denmark. Quartz+Co: Thank you. I think we will stop the case here.
Whiteboard notes
Business case example: Entering a new market (4/4)
Introduction Solution Feedback
Feedback At this point, your interviewer will usually provide feedback on your performance. If not, it is a good idea to ask for it – it gives you a better feel of your performance compared to the other candidates. And it gives you some good hints about what to be aware of in future interviews. The example above illustrates a generally good answer with both positive observations and areas for improvement. Positive observations • Shows good business understanding in most parts of the case • Uses questions well – especially in the first part of the case • Is able to listen • Is willing to enter into dialogue • Gives a clear statement of assumptions – especially in market-sizing part of the case • Uses whiteboard well • Is able to summarise and conclude – especially good in the market-sizing part of the case
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Areas to improve • Could benefit from pausing to consider and structure thoughts before answering – especially in the first part of the case • Suggested market analysis was too narrow. The company's ability to compete in the Danish market needed to be assessed in much more detail • Discussed only volume in market-sizing example. Could have extended to discuss size in terms of both volume and value since different average prices could be expected in the segments
Excellent Good Above average Average Below average
Interpersonal case example (1/1) The actual problem You work together with the sales department in company A. The sales manager has asked you to help change the bad relationships that their employees have with the department's external stakeholders. You agree with the sales manager to solve the problem through an including process, where both employees and external stakeholders are involved. You conduct some interesting interviews and co-ordinate a workshop with the employees, who are aware of the problems and committed to solve them. Throughout the process, it becomes clear that it is the sales manager who is the problem. The sales manager does not support the team in the day-to-day operations and does not support the inexperienced employees when it comes to handling the external relations. It also becomes clear that the sales manager is not aware of his own importance and role in the situation. Case question How do you approach the problem of the sales manager?
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Contents
Purpose of the case interview
A.1
A real-life case interview
1.1
Why do we use case interviews?
A.2
Frameworks
1.2
What do we look for when recruiting?
A.3
Sources of further information
2.
How do you prepare for and approach case interviews?
2.1
Prepare for the interview
2.1.1
- Review methods and frameworks
2.1.2
- Review your tables and practise mental arithmetic
2.1.3
- Practise cases with fellow students
2.2
How to crack cases
3.
Getting down to cases
3.1
What types of cases will you face?
3.2
How to structure and communicate a case?
ďƒ¨
Appendices
28
1.
Frameworks are useful for structuring cases, but should not be used too rigidly – depending on your background, interviewers will have different expectations to your knowledge of frameworks Expectations of familiarity with business frameworks
Examples of general frameworks or knowledge areas
• Business school graduates are expected to have a strong knowledge of frameworks and how these are used to structure and solve different business problems. Do not expect to do well just by relying on the frameworks specific to your degree. We value curiosity and expect you to be familiar with more than just the frameworks from your own academic area
• Company – how a company works
• Candidates with non-business school backgrounds are not expected to have the same knowledge of business frameworks. However, when applying for a job in management consulting, it may be wise to show interest in the type of work we do. Therefore, we advise non-business school graduates to familiarise themselves with a few business frameworks. Do not boil the ocean when preparing, but consider taking a trip to the library or using the Internet to gain a basic understanding of a few frameworks that are used to address business issues
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• Financial structure (profit or loss account, balance sheet, cash flow) • Market – what defines/characterises a market • Organisational structure alternatives
Examples of frameworks – and where to learn about them Examples of specific frameworks taught at business schools • 4-Ps/4-Cs frameworks (framework for addressing marketing parameters) • 7-S framework (framework for describing organisational dimensions) • Porter's five forces (framework for describing factors affecting industry competitiveness) • Porter's generic strategies (description of archetypical strategies) • ROCE tree (decomposition of a company's Return On Capital Employed) • Product lifecycle (description of typical phases from product launch to termination) • SWOT (assessment of a company's Strengths, Weaknesses, Opportunities and Threats) • The Ansoff matrix (addressing priorities according to existing/new products and markets) • The BCG matrix (addressing the product portfolio according to market share and market growth) • The McKinsey GE matrix (addressing the product portfolio according to market attractiveness and competitiveness) • Value chain (a framework for describing the main elements of a company's/ industry's value creation) 30
Inspiration Case in Point: Complete Case Interview Preparation, Cosentino, Marc P.
Sources of further inspiration Websites and books The Pyramid Principle
The Minto Pyramid Principle: Logic in Writing, Thinking, & Problem Solving, Minto, Barbara
Case in Point
Case in Point: Complete Case Interview Preparation, Cosentino, Marc P.
The Vault
International career site with extensive information about the consulting industry. Lots of free information
Inside Consulting
Provides information, advice and www.insideconsulting.com news related to the consulting industry, also about case interviews
Ace The Case Samples and e-books consisting of case questions and worked solutions Careers in consulting
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Overview of the industry, practice areas, salary levels, recommended books, etc. in management consulting
www.thevault.com
www.acethecase.com
www.careers-inbusiness.com/consulting/mc.htm
Many business schools and consulting companies have "crack-the-case" events as part of their student marketing activities