玛氏面试案例分析培训(caseinterview)
玛氏面试
其实现在也还没有决定去玛氏，内心在强大的挣扎中，一面是自己喜欢的公司和事业，一面是更高的职业起点和薪水，所以我也不知道怎么做决定。
还是攒人品写玛氏的面经吧。
玛氏的宣讲会因为和荷兰银行重了，所以没有去，不过后来听说有巧克力发，后悔了。
笔试波澜不惊，因为对SHL还是比较有信心的，那时候也没有笔试被鄙视的经历，但是玛氏的笔试还是挺难的，虽然我数学做完了还有检查，但是阅读就还有2篇没有做完。
比较ft的是我那个考场有人作弊，就是还没有宣布开始就有人开始做，我可以很清楚地看到我前面一排人的行动。
在这里，我还是想说，诚信第一，个人和北大的声誉要紧。
然后就是一面。
Group discussion还是非常有趣的，我自然而然当了leader，我也不知道怎么回事从什么时候开始，就开始领导小组的进度了，其实我最怕被人12.2-12.4去北京参加玛氏的终面AC，是抱着一种不知所措的心情搭上的飞往京城的飞机。
此次北京之行的收获不仅在于一个沉甸甸的结果，更多的是，在这短短三天内，我认识了一个曾未认识过的自己，收获了一个让我自己以及我的beloved的family和朋友都可以安心的我。
背景：这次进京，我不是一个可以轻松的可以高昂着头一笑而过的candidate。
我着实是带着压力去的。
而且这个压力是在我终面的前一晚戏剧性地达到了顶峰。
我的Job Hunting真正进行的只有三家：玛氏、太古和英博。
太古：暑期实习的地儿，原以为是很稳健的拿到全职Offer。
国庆期间，在正式招聘的网申都尚未截至时，我们8个实习生奔到香港直接参加了Final Interview。
然而之后结果一直未出。
拖到10月底，接到通知，公司决定给我加一轮太古航空的final面，同时并未告知我太古地产的结果。
11.2面完航空后，等了两周，在以为要出结果的时候，得到通知，说要等到12月初正式招聘全部结束后，给我答复。
（这中间夹杂了更为复杂的过程，若干。
省略。
）英博：因为对太古Offer的过于自信，导致基本没有备胎。
玛氏面试案例分析题
MARS InterviewCASE STUDYTelekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers’ first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to get electricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately. Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance,lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable t.v., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis. PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine; 3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financialand operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.Questions：Do you believe you have enough information to develop an Business/IT strategy for this client? If no, what additional information would you require?What skills would the consulting team need to successfully complete this engagement?How would you structure the work for this engagement?What are the risks that Telekenesis faces?What types of business processes will be needed?How would you integrate the processes of the four existing local phone companies and Telekenesis?。
玛氏面试题目加经验
【一面】迷迷糊糊在笔试过了很久之后收到了一面的通知。
一面就是群面啦。
六个人一个小组。
take it easy。
英文材料题，然后中文讨论，中文展示，写在白板上面。
时间不够的话，可以几个人一起分开写。
所以一般难度不大。
本人四六级低空飞过，但是英文材料里面的词基本都懂。
就是拼在一起有点不懂而已。
哈哈！所以，这个时候如果组里有个学外语的，真心爽！材料说的是一间啤酒厂在面临着种种危机与转机，然后让我们为这个啤酒厂制定明年的计划之类的。
突然发觉4P原则好实用。
我们组就是因为有会英语的，然后又有会4P原则的。
所以基本框架都不错。
然后我们组里有三个人进了二面。
这是本人第一次没有在一面群面的时候被刷的。
因为，俗话说，不怕神一样的对手，就怕猪一样的队友。
所以我真的很感激能够在一面的时候让我遇到不错的队友。
然后可以让我过了极容易坑我的一面。
【二面】时间大概一个人为半个小时以上吧。
我比较爱说话，二面面了将近一个小时。
囧。
大概也是因为HR的缘故。
而我二面中最后一个面试的，面试完已经十二点了。
我知道HR姐姐都很疲惫了。
所以到了让我提问环节的时候，我竟然问了一个很BT的问题。
我问HR姐姐，“在整个二面过程中谁给你留下最深刻的印象”然后HR姐姐含糊其辞了。
我以为我要因为这个被刷了。
结果面完不久就收到短信通知下午三面了。
二面刚才在上面网申环节有说到一下下。
就是针对你的简历提问问题。
而且，HR真的很会打破沙锅问到底啊啊啊啊啊啊！我都差点被问到木有底气了，但是我全程还是保持笑容。
谁叫我爱笑呢。
这个环节啊，还真的是很靠个人能力的。
记得要真诚待人啊！细节决定成败！！【三面】很意外地，竟然收到了三面通知。
三面就是传说中的摆货架。
貌似是有三分钟审题时间。
所谓审题，就是摆货架的背景和要求。
然后有20分钟（额，貌似是25分钟？不好意思，我记忆力差）讨论怎么摆。
然后就是1分钟将箱子里的产品拿出来，记得多拿点。
剩下就是5分钟让我们摆货架。
这个过程，记得大家都要动手。
玛氏箭牌综合管理培训生小组面试小贴士!
玛氏箭牌综合管理培训生小组面试小贴士！玛氏-箭牌综合管理培训生小组面试小贴士各位亲爱的同学，截止到今天，我们已经完成了通知信的发放，希望大家及时登陆网申系统的“消息中心”查收。
由于个人邮件常常会被邮箱屏蔽，我们建议大家始终选择“消息中心”为第一沟通渠道。
同时，参加11月3日、4日的补测同学的小组面试通知信也已经发出。
请注意，由于各面试场次名额有限，所以部分上海的同学被安排到北京的考场参加面试。
由于同学的数据信息量大，目前场地安排已经完毕，我们现在不承受面试城市和时间的调整，请大家理解并确保参加。
申请玛氏综合管理培训生的同学通过该轮小组面试后将在北京参加Mars-YES! (Mars-Youth Excellence Summit) 玛氏卓越青年峰会和最终甄选(12月4-7日)。
申请箭牌综合管理培训生的同学将在广州参加最终甄选。
最后再次祝贺大家进入我们的小组面试环节，也感谢大家两个月以来给我们的充分理解与支持。
相信大家现在正怀着忐忑的心情，尽可能地为面试做着准备。
看到大家在BBS上热火朝天地寻找同一天甚至同一时段的面试同学，玛氏-箭牌综合管理培训生工程组在这里给大家一些官方小贴士，供大家参考，希望有所帮助。
1. 着装我们的着装要求是Business Casual, 不强求大家穿着非常刻板的职业套装。
但是，一定要大方得体，符合职业惯例。
2. 面试表现有些同学过分依赖面经来准备面试。
首先且不管写出面经的同学是否真正了解自己的表现，就给出建议和本卷须知。
其实对其他人是一种误导和负面影响。
而且有同学可能会揣测，玛氏(或者其他公司)一定对候选者的"style"有偏好，比方喜欢"aggressive"的，"teamwork"的，"creative"的，等等，进而想在面试时把自己包装成这样的人，希望靠自己的“演技”来博得面试官的青睐。
玛氏面试感受分享南京大学小百合站
玛⽒⾯试感受分享南京⼤学⼩百合站相关推荐玛⽒⾯试感受分享（南京⼤学⼩百合站） 信区: JobAndWork 标题: 玛⽒⾯试归来，与各位分享感受(from UIBE) 发信站: 南京⼤学⼩百合站 (Mon Dec 10 22:49:29 2007) 转⾃对外经贸同学的blog 昨天结束了玛⽒的终⾯回到学校，两天的AC(评估中⼼)轻松⼜紧凑，公司提供了豪华的温 泉套房和丰盛的⾷物，虽然我是抱着度假的态度过去的(因为基本已经决定签下我更喜欢的 强⽣医疗)，但是还是很认真的对待了整个⾯试过程，也从中学到⼀些新的东西，衍⽣出⼀ 些新的想法。
下⾯做⼀个简单的分享，希望能对今后⾯试的朋友们有所启发。
关于Case Study 我今年AC的第⼀部分就是个⼈的Case Study, 90分钟时间，⼤概8页的英⽂材料，主要是 让你作为⼀个咨询顾问为⼀家公司提出新的市场和销售策略以提⾼公司的销售业绩和财务 表现。
材料中的内容⾮常全⾯，涵盖了公司财务，销售，市场，⽣产以及物流等等内容， 也包括⼤量的财务数据以及竞争对⼿的情况。
你需要在90分钟内分析材料并且写下你想要 Present的内容，时间⼀到所有的材料上交，在最后演⽰前没有机会再看，所以记忆也⾮常 重要。
我的建议： 1，不要过于注重每⼀个细节，但Present的内容尽量要有数据⽀持!⼀般的Case Study 中都会有不少数据，并且很多都需要进⾏计算。
但是在时间有限的情况下，想要⽤很精确 的计算结果以及数学模型来解决问题是不太可能的，所以建议⼤家不要将所有精⼒都集中 在复杂的数据上，挑那些最能⽀持⾃⼰最终⽅案的数据并且做⼀些简单的计算，这样既能 节省时间，也不会显得结论过于主观。
2，说出材料中没有的东西!由于信息量⽐较⼤，阅读就需要⽐较长的时间，⽽且还要动 笔写，所以留给我们分析的时间并不多。
但分析的过程在我看来最为重要。
⾯试官希望听 到材料中没有的`东西，希望听到新的⽅案和观点，⽽不是对于材料内容的总结和概括。
咨询业面试必看 case interview 及其经典案例分析
(1) 什么是Case Interview?一般来说，Case Interview主要针对咨询公司面试而言。
也有一些公司如Dell二面会用一些小case来考察面试者的应变能力、考虑问题的全面性以及逻辑分析能力。
咨询公司的Case Interview可以分成两个部分，一开始先是Warm-up。
在这一部分，你可能需要自我介绍，然后大致回答一下面试官针对简历以及个人选择提出的一些问题。
接下来才是真正的Case Interview。
简而言之，Case Interview就是现场对一个商业问题进行分析的面试。
但是和大多数其他面试不同，这是一个互动的过程。
你的面试官会给你提出一个Business Issue，并且会让你给出分析和意见。
而你的任务是向面试官有逻辑的提出一些问题以使得你能够对这个Business Issue有更全面，更细致的了解，并且通过系统的分析最后给出建议。
一般而言，Case Interview是没有绝对正确的答案的。
面试官看重的不是答案，而是从面试过程当中你表现出来的分析能力和创造力。
对于大学毕业，没有工作经验的学生来说，大多数情况下Case不会很难，也不会需要你对那个行业有系统的了解。
Case Interview一般是一对一的，一轮会有两个Case Interview，由两个不同的面试官来负责，每个Interview持续45分钟，包括10-15分钟的warm-up以及一些Behavior questions，剩下的30分钟就是讨论Case。
10-15分钟的Warm-up一般用英文，Case可能是英文，也有可能是中文，不同的公司以及不同的面试官对语言是有不同的偏好的。
(2) 为什么使用Case Interview?由于咨询师在工作上的不少时间都是在和客户以及同事进行相互的沟通，同时咨询工作本身的特点要求咨询师必须具备一系列的特质才能够成功。
这些特质包括：在压力之下保持冷静，对问题能够很快的根据细节建立假设，并且运用很强的逻辑分析能力来解决问题等等。
玛氏面试培训题目-开放性问题
玛氏官方发布的开放性问题命题（原题）：玛氏3人团队开放（open）问题：请在你们团队中拿出一个最理想的毕业生培训项目。
要求不可以抄袭其他公司（包括玛氏）的设计方案，而是你本人和团队成员讨论得到的想法。
设计时，可以包括以下几个方面：项目的目的是什么？项目的目标学员是什么样的群体？项目应有的机制？经过项目培训，学员的职业路径是怎样的？这项培训计划应提供什么样的职业机会来支持学员的发展？该项目的成功标准是什么？该项目对于公司的投入会有怎样的合理回报？如何确保该项目的市场竞争力？参考作业【培训题目】：储备管理人员应具备的观察与发现能力【培训目的】：做一个好的管理者，首先要学会正确的观察方法，继而形成快速发现问题的能力，接下来才能对症下药解决问题。
而所谓管理，实际上就是管理者以独特的视角发现问题并解决问题的过程。
在这个过程中，观察和发现是最具感性的能力，而解决问题是理性较强的环节，后者能够较为轻松地通过学习而习得，唯有前者需要从各种生活细节及习惯去培养。
本课题就是让学员尽快形成这种观察与发现的行为态度，为未来晋升为合格管理者做好充分的准备。
【培训对象】：本培训主要面向志在成为管理者的、具备一定独特视角的潜力型学员【培训系统】：1、培训方式：生动的理论讲解结合沙盘实战理论讲解，是将观察与发现能力就行形象的拆解，主要通过各种案例来表述，比如援引公司内部、知名企业的典型管理案例以及部分管理寓言来展开阐述，通过这些生动的案例，学员会对观察和发现有一定的感悟，比枯燥的理论知识更加容易学习和融会贯通。
沙盘实战，这是学以致用最关键的一环，也是检验学员阶段性学习效果的重要工具。
本案培训中，沙盘实战环节将会安排两个场景：卖场现场实战演练和项目小组讨论。
卖场现场实战演练又包括对静态陈展的观察训练和对路演的组织发现。
静态陈展的观察会训练其站在顾客角度发现陈列与购买欲之间的关系，从而使其发现陈列的造型和位置对顾客购买动机的影响。
【留学生招聘网】玛氏GMT群面面经(流程+建议)
【留学生招聘网】玛氏GMT 群面面经（流程+建议）一、关键词：Smile & Just be yourself！∙无论男，女微笑都是你最好的标签，也是最有力的武器。
请时刻带上你友善的微笑，无论对组员还是HR都非常受用！∙不仅仅是对玛氏，所有的面试都请记住“Be yourself”。
只有做你自己，才能最好的表现自己的才能。
不要听信“面经”而妄想在一天内改变自己（收敛or夸张），你做不到也不需要。
面试是一个双向选择，只有你做最真实的自己而被该公司HR赏识的时候，你才适合这个公司。
换一个角度讲，这个公司也才适合你！找一份自己喜欢而且能发挥真实潜能的公司，各位闭眼体验一下那种舒爽的快感（尽在不言中。
二、流程1. 门口签到，做名牌。
管理签到的人是51job的，质素一般。
2. 小组6人（一人缺席）。
都是可爱的姑娘，面试前在一个放满巧克力的小屋子里候考，可能妹纸们一起真的是永远不会冷场，初一见大家就觉得很友善很投缘。
建议：①。
在此阶段熟悉小组其他成员的名字（英文名），争取在面试讨论时可以流利叫出。
（卤煮自己记名困难症晚期+脸盲，但却现在还记得每一个小伙伴的名字和样貌）②。
此时可以自然，委婉的向大家提出“讨论时应该小组/公司利益至上”。
3. 面试开始：a）. 30s自我介绍建议：30s自我介绍非常重要！30s说长不长说短也并不短。
例：我们组一个姑娘，Tammy，自我介绍准备充分表现优异。
不仅说出了名字，学校，专业还适当的提了为什么来玛氏和自己的一个主要优点，每个点一句话。
各位看官注意，在标准语速下30s足够完成这些内容。
人对一个陌生人的第一印象形成只需要30s。
所以还认为只需要随便说说就过去的小伙伴请慎重！（个人认为她的自我介绍+真诚微笑给在场的所有人留下了非常好的印象）b）. 小组讨论流程：8min看材料，40min讨论，2min选代表总结发言。
材料：我们这次的问题是3张纸，2张company introduction，一张question sheet。