Case Talking with.

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Graduate Business Career Center. Carlson School of Management. 2. Plan. Why case interviews? ... A case meeting reproduces correspondence around a business issue ...
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Case Interviewing Graduate Business Career Center Carlson School of Management

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Agenda Why case interviews? What are they? Drawing nearer a business case Takeaways

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Case interviews help organizations evaluate your critical thinking skills.... Scouts say: "How a man believes is most vital" Case meeting gives bosses a level assessment field "We\'re searching for nuance and insightfulness" "We get the opportunity to test hopefuls in a certifiable environment" "The questioner needs to realize that you\'ll perform well before a customer, regardless of the possibility that you\'re asked something you don\'t have the foggiest idea"

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… and attributes for achievement in business Characteristic Description Problem understanding How you handle vagueness, think innovatively and/or deliberately Provides complete photo of competitor\'s capacities and fit with position Process more essential than discovering "right" answer Analytical abilities How you manage interrelated numbers Structuring How you think and compose Leadership How you deal with the case and manage dissatisfaction; how you introduce yourself Communication aptitudes How you associate with the questioner

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A case meeting mimics correspondence around a business issue Conversation amongst you and questioner Common sorts of cases Real-life business situation Group case Guesstimate Brainteaser Applicable to all capacities - not only for advisors any longer!

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Approach a case meeting utilizing 4 fundamental strides Clarify Structure Analyze Conclude Develop way to deal with tackle issue Be theory driven Communicate methodology and suspicions (if vital) Prioritize speculation Ask inquiries to test speculation Synthesize discoveries and their connection to the inquiry Make proposals Identify suggestions Ensure complete comprehension of inquiry Take notes and compose question

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What to do: Listen precisely to question Take notes Confirm time accessible Understand destinations of customer/organization Confirm issue proclamation with questioner Helps guarantee you\'re noting the right question! Guides you to organizing your examination Clarify the issue and affirm with questioner

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Develop and convey your system BEFORE plunging into the case investigation What to do: Take a moment peacefully to gather your considerations and break the issue into pieces Write approach/system on paper Describe general way to deal with questioner Use speculation and clarify how every bit of theory identifies with general inquiry Demonstrates organized way to deal with critical thinking Allows questioner to give you extra data or direction

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Use an issue tree as a decent broad approach to structure your investigation Business Situation/Client Objective Each issue ought to contain theory for answer to question Issue Each sub issue is speculation that could offer response to issue Sub Issue Sub Issue Sub Issue Sub Issue Sub Issue Output

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Use systems specifically to cover applicable issues Common systems: Profit Model Porter\'s Five Forces BCG Growth-Share Matrix Four P\'s Five C\'s Value Chain Cost-Benefit Analysis Order-Winning Criteria Remember: structures are apparatuses to help you arrange your reasoning, NOT answers for issues

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Prioritize the issues and start investigation Broad methodology: Walk the questioner through your reasoning Prioritize issues Ask pertinent inquiries Do the math! State discoveries for every investigation, and how they identify with inquiry Other recommendations: Alternate oftentimes amongst theory and information Keep examination as straightforward as would be prudent: recollect 80/20 principle!!

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Use issue tree to keep your examination on track Business Situation/Client Objective After finishing investigation of one branch, convey the "so what" Communicate theory of arrangement taking into account past branch and why moving onto next branch Eliminate all non-key issues B C Issue A Sub Issue Sub Issue Sub Issue Sub Issue Sub Issue Output

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Be inventive in your investigation and proposals Think about expansive technique issues: Should the customer even be in the business? Are there critical hindrances to usage? Are there social as well as between individual issues? Use pictures to convey wide patterns or keys to achievement: 2X2 framework Relationships between things 80/20 Rule Cost Millions Revenue Millions 50 80 Seg A 70 \'01 100 Revenue Potential 50 Seg B 70 \'00 70 20 70 \'99 50 % of Profit % of records Service Rating Year

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Finish with particular, significant suggestions and relate them back to the issue articulation At the end of the case: Synthesize discoveries Build your contention Discuss exchange offs Develop general proposals that identify with the issue explanation Communicate how you would manage any open issues You will never have enough information! Settle on the best choice you can with what you have

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Takeaways: main 7 things to DO Enjoy the procedure!! Listen and trust what the questioner says; use verbal and non-verbal signals Manage your time Organize your answer to begin with, then clarify it Explain your perspective so questioner can see where you are going and why Be imaginative in your reasoning Stay quiet if questioner challenges some portion of your answer - it\'s generally part of the test

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Takeaways: main 7 things to NOT to do Try to drive fit a system to the issue Label your structures Hide from the points of interest or numbers Ask a ton of inquiries without clarifying why you\'re asking Work against your questioner Forget what inquiry you\'re attempting to answer Panic

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Takeaways: key to achievement PRACTICE! Assets: Case Interview Toolkit Harvard College Guide to Consulting Case Questions Case in Point Wetfeet guides Vault guides Company sites (BCG, Capital One, Bain and numerous others)

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