麦肯锡面试问题集合(37个基本问题+18个进阶问题)
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 department’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 from 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 perform 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 causing 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 contractor’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 areef fectively “creating” 100 equivalent 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.。
麦肯锡经典面试题1：老板究竟亏了多少钱？（附答案）
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。
常见面试管理知识问答
常见面试管理知识问答试题一：假设你被公司任命为一个新成立的团队的上级者，你的团队成员在此之前相互不认识，你如何迅速的使他们对团队产生认同感，增加团队的凝聚力？你可以结合自己的经历谈一谈。
答：介绍团队成立的目的，团队的目标，这个团队在整体目标中的作用，我们整个公司的远景规划，我们评价团队成员的标准，企业的文化。
组织必要的团队集体活动，与其他团队之间的交流。
树立团队近期的目标，团结大家一起完成任务，并结合实际评价工作情况，褒奖或点评不足，发挥其中优秀者的示范作用，鼓励大家完善不足的地方。
团队成员的一致目标是形成凝聚力的保证。
在这方面，我以前经验不多，我所经历的主要是项目团队，为特定任务而组织的项目组，具体工作协调较多，没有固定的团队成员。
试题二：有人说“失败的公司千差万别，然而成功的公司很相近”。
请你简述一下成功公司的特点，以及可能导致公司失败的原因？答：成功公司的特点是所有的方面都做的较好而没有什么比较大的缺陷，同时其核心竞争力较强。
公司的事务分为很多方面，只有各方面协调工作，整体上才取得成功，只要是任何一方面拖后腿，公司就不会取得成功。
导致公司失败的原因很多，要具体问题具体分析，有战略方面的，有执行力方面的等等。
试题三：你最不喜欢与哪类上级或同事相处？你是怎样与这类上级或同事相处的？答：比较难以沟通的上级或同事是我所不喜欢的，没有听别人说话耐心的上级是难以相处的。
目前为止未遇到这些表现较为明显的同事或上级。
试题四：有人说“表扬的方式往往比表扬的数量更重要”，请结合你的工作经历，谈谈实施表扬的方法和艺术。
答：表扬的目的是鼓励本人，影响他人，起示范作用。
对于出色完成工作的人需要给予表扬，以表示对其的认同和，使其获得一定的成就感、满足感，也给他人树立榜样。
在正式的场合采用较正式的方式进行表扬较好，比如在会议上对其工作的肯定，也需要注意非正式的表扬，比如眼神的肯定。
以前对于悟性较好的助理人员，在开会的时候我往往让他们多说一些，平时没事也多夸几句，遇到问题时也问他有什么意见，这也是一种表扬。
麦肯锡方法培训试题
麦肯锡方法培训试题（100分）感谢您能抽出几分钟时间来参加本次答题，现在我们就马上开始吧！1、姓名【填空题】________________________2、麦肯锡思考问题是哪三个原则？【填空题】（10分）________________________正确答案: 依据;思维;求证（回答包含答案即可得分）3、大胆假设的应用方法是什么？【填空题】（10分）________________________正确答案: 初步;事实;检验（回答包含答案即可得分）4、探索和分析的基本准则是什么？【填空题】（10分）________________________正确答案: 事实;客观;分析（回答包含答案即可得分）5、探索和分析问题的误区是什么？【填空题】（10分）________________________正确答案: 迷惑;刻意;试图（回答包含答案即可得分）6、常用的沟通方法是哪几种？【填空题】（10分）________________________正确答案: 风暴;访谈;总结（回答包含答案即可得分）7、头脑风暴的成功核心是什么？【填空题】（10分）________________________正确答案: 充分;到位（回答包含答案即可得分）8、头脑风暴的现场控制什么？【填空题】（10分）________________________正确答案: 坏点;适可而止;好记性（回答包含答案即可得分）9、访谈的成功要点是什么？【填空题】（10分）________________________正确答案: 见面;两人;倾听（回答包含答案即可得分）10、总结汇报时领导希望看到的信息是什么？【填空题】（10分）________________________正确答案: 简洁;全面;系统（回答包含答案即可得分）11、麦肯锡解决问题的七个步骤是什么？【填空题】（10分）________________________正确答案: 陈述;分析;去掉;制定;分析;论证;讲述（回答包含答案即可得分）。
2021年麦肯锡面试方法
Failure is the mother of success. 同学互助一起进步（WORD文档/A4打印/可编辑/页眉可删）麦肯锡面试方法麦肯锡面试经验失败总结麦肯锡面试经验一共三轮，每轮两个面试官。
每轮都包括be havior interview和case interview。
我第一个是一个全球副董，那个作reception的女的，很有气质的，上海外国语大学毕业，insead的mba，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nice。
第二个是一个资深顾问，我觉得他是我所有面试官中发挥得最好的。
他专注于银行业的，经历非常厉害，wharton的mba。
我们先聊我的经历，期间他问了一些很tough的问题，我感觉特别好，回答的也非常好，而且让他觉得我非常牛，现在想想都不好意思。
因为聊的太久了，所以做了一个brain teaser的case。
问我如果世界上石油可以无限了，会怎么怎么样。
我说了好久，关于经济，政治，人文。
最后他说他要是我就说环境。
伤感啊，没想到。
不过这没关系的，最终要的就是你是不是能很快想出很多东西，并且能够总结成一个结构。
总之他对我很满意的样子，我也很谦虚的样子。
此间我还发现麦肯锡顾问用的笔记本居然和我用的是一个牌子，本来我还想这是个好兆头，没想到被拒，迷信不可信啊。
：)麦肯锡面试经验第二轮面试一共27个人参加，拒了一半多人。
让我满足的是有个剑桥的被拒了，还有一个拿到BCGoffer 的也被据了。
但是失策就是听到一些上海大牛讨论自己该怎么在几家巨牛公司中选择时，暴受打击，气势上就怯了。
所以奉劝所有面试的同学，千万不要早去，踩着点去。
这样不会受人影响。
这次的面试还是一个全球副董和一个资深顾问。
基本和第一论一样，但是case有所区别。
我被问的是一个corprate finance的现金流的问题。
47个常用面试题目(3篇)
第1篇1. 请介绍一下你自己。
解析：这是面试的第一个问题，也是求职者展示自己的机会。
回答时要简洁明了，突出自己的优势和特长。
回答思路：简要介绍个人基本信息，如姓名、年龄、毕业院校等，然后重点介绍自己的职业经历、专业技能和兴趣爱好。
2. 你为什么选择这个职位？解析：面试官想了解求职者对这个职位的认识和兴趣。
回答思路：结合自己的专业背景和兴趣爱好，说明为什么对这个职位感兴趣，以及自己能为公司带来的价值。
3. 你的优势是什么？解析：面试官想了解求职者的核心竞争力。
回答思路：从专业技能、工作经验、性格特点等方面列举自己的优势，并举例说明。
4. 你的劣势是什么？解析：面试官想了解求职者的自我认知和改进能力。
回答思路：诚实地承认自己的不足，并说明如何克服这些劣势，提升自己。
5. 你对薪资有什么期望？解析：面试官想了解求职者的薪资期望是否合理。
回答思路：根据自己的工作经验和行业水平，提出一个合理的薪资期望，并说明自己的价值。
6. 你有什么问题想问我们？解析：这是求职者了解公司和职位的机会。
回答思路：可以询问公司的发展前景、团队文化、工作内容、晋升机制等问题。
7. 你能接受加班吗？解析：面试官想了解求职者的工作态度。
回答思路：表示自己愿意在必要时加班，但也要注意不要显得过于劳累。
8. 你在团队合作中遇到过什么困难？解析：面试官想了解求职者的沟通能力和解决问题的能力。
回答思路：举例说明在团队合作中遇到的困难，以及自己如何克服这些问题。
9. 你如何处理工作中的压力？解析：面试官想了解求职者的抗压能力。
回答思路：说明自己在面对压力时的应对策略，如调整心态、寻求支持等。
10. 你如何看待工作中的失误？解析：面试官想了解求职者的责任心和改进能力。
回答思路：表示自己会认真对待工作中的失误，分析原因，并采取措施改进。
11. 你如何提升自己的专业技能？解析：面试官想了解求职者的学习能力和自我提升意识。
回答思路：说明自己如何通过学习、实践和交流来提升专业技能。
麦肯锡笔试面试全过程
转】麦肯锡咨询面试经验汇总贴肖承浩 2012-07-16 14:48:35同行热帖•[普华永道会...]非常详细的普华永道PwC本科和研究生薪...•[普华永道会...]2014普华永道暑期实习•[中国专利信...]专利审查协作中心薪酬待遇•[尼尔森公司]尼尔森应届生薪酬待遇揭秘6.1 麦肯锡精彩面经分享马拉松归来~~刚刚进行完McK的面霸之旅，虽然是第一次面试经历，不过这样一番折腾，自觉都快成面霸了。
在回来的火车上，信号拉拉差，反正没事干，决定积攒 rp，乘热打铁，写写面经，也算总结经验，回头再战….（我承认第一段看完我就可以直接被淘汰了。
）基于本文的初衷除了找回自己的中文，更重要是记录这个过程，以便后人及后几参考，决定采用流水账形式。
第一部分，面试前首先当然是投简历啦，没什么好说，要注意投的时候资料完整，即使你觉得很简略的几行实习证明，也起码证明你简历的真实性，事实上，根本没人有兴趣你的实习鉴定是什么样的，重要的还是简历。
我投的时候因为还没收到美国的实习证明，就没附上，之后HR基本第二天就来信说要加上缺的材料。
之后因为网申的账号已经进不去了，我就投了email，一次加上之前投过的材料，重投了一次。
在这部分里面，我特别注意了将附件统一文件名，在email里申明之前缺材料的原因，写了一份附件的清单附上注明是英语、德语或者中文。
一个礼拜不到就收到消息，约时间面试。
收到确认信，关于MDay (Marathontag就是面试的那天，马拉松我没跑过，无从比较，但是体力确实要跟上)的流程，酒店地址，前一天自愿的非正式晚宴的邀请，(说是自愿，大概没有人敢没有理由的拒掉，不过其实对于放松心情还是挺管用的) 还有就是笔试的练习题了。
消息插播，准备的3个礼拜过程中，经历了另外两个企业的电面，主要关于简历的，虽然最后也不是Ha ppyEnding，但是对于练习面试德语有一定效果，至少在后面MDay的简历部分比较自信。
麦肯锡问题分析与解决的方法ppt课件.ppt
准备更多的当代小说？ 不同的专题？ 更多的精装而非平装书？
P-23
使借阅现有材 料更方便能否 改善业绩？
目前图书馆的布置是否最理想？ 读者是否非常了解如何借阅资料？ 是否备有回答问题的服务？
篮球比赛是根据运动队在规定的比赛 时间里 得分多 少来决 定胜负 的，因 此，篮 球比赛 的计时 计分系 统是一 种得分 类型的 系统
图书馆如何能在不超 出现有预算的情况下 ，通过延长时间，选 择更好书刊或者改进 借阅现有材料的方法 来改善服务？
延长开馆时间 能否有重要的 改善机会？
通过更好地 选择书籍/刊 物能否改善 业绩？
பைடு நூலகம்
图书馆书刊材料的收集工作有改变吗 ？ 图书馆员工有改变吗？ 图书馆的布置改变了吗？ 图书馆的借阅程序有改变吗？
计划 组织 带领 控制
沟通与协调 问题的解决与决策
以完成企业目标为导向
P-4
篮球比赛是根据运动队在规定的比赛 时间里 得分多 少来决 定胜负 的，因 此，篮 球比赛 的计时 计分系 统是一 种得分 类型的 系统
4、 管理就是PDSA的过程
行为修正 反思,总结
ACT 行动
运用所学到的方法 修改理论 调整方法 明确进一步的学习需求
8、 解决问题的常见的迷思
迷思
“解决问题的高手 是天生的，而不是 培养出来的。有的 人生来就有这个天 赋，而有的人却没 有，这是一种天生 的创造能力...是教 不出来的。”
事实
“善于解决问题的能力 通常是缜密而系统化思 维的产物，任何一个有 才之士都能获得这种能 力。有序的思维工作方 式并不会扼杀灵感及创 造力，反而会助长灵感 及创造力的产生。”
麦肯锡-面经参考
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。
面试题目提问的问题(3篇)
第1篇一、开场白及自我介绍1. 请简单介绍一下自己。
2. 您为什么选择我们公司？3. 您能谈谈您的优势和劣势吗？4. 您在上一份工作中取得了哪些成就？5. 您在团队中是如何发挥作用的？6. 您如何看待加班文化？7. 您对未来的职业规划是什么？二、工作经历及项目经验1. 请详细描述一下您在上一份工作中的职责。
2. 您在上一份工作中遇到的最大的挑战是什么？您是如何解决的？3. 您在团队项目中扮演了什么角色？您认为您的贡献有多大？4. 您能分享一个您在项目中遇到的问题，以及您是如何解决它的吗？5. 您在项目中遇到过哪些跨部门合作的情况？您是如何协调的？6. 您认为您在上一份工作中最大的成就是什么？为什么？7. 您在上一份工作中学到了哪些宝贵的经验？8. 您在以往的工作中遇到过哪些团队冲突？您是如何处理的？三、专业知识及技能1. 请简要介绍您的专业技能。
2. 您能谈谈您在专业技能方面的优势吗？3. 您认为您在哪些领域还有待提高？4. 您在哪些软件或工具方面有丰富的使用经验？5. 您能举例说明您如何运用您的专业知识解决实际问题吗？6. 您对行业的发展趋势有何看法？7. 您在以往的工作中遇到过哪些技术难题？您是如何克服的？8. 您认为在您的专业领域，有哪些新兴的技术或方法值得学习？四、团队合作及沟通能力1. 您在团队合作中遇到过哪些困难？您是如何克服的？2. 您认为团队合作中最重要的是什么？3. 您在沟通中遇到的最大挑战是什么？您是如何应对的？4. 您能分享一个与同事或上级沟通成功的案例吗？5. 您在团队中如何处理不同意见？6. 您认为在团队中，领导者的角色是什么？7. 您在跨文化团队中遇到过哪些问题？您是如何解决的？8. 您如何平衡团队目标与个人目标？五、应变能力及解决问题的能力1. 请描述一次您在紧急情况下解决问题的经历。
2. 您在遇到压力时是如何应对的？3. 您在以往的工作中遇到过哪些突发事件？您是如何处理的？4. 您认为在解决问题时，最重要的是什么？5. 您能分享一个您在团队中成功解决难题的案例吗？6. 您在遇到问题时，通常会采取哪些方法？7. 您认为在解决问题时，团队协作的重要性如何？8. 您在以往的工作中遇到过哪些失败的经历？您从中学到了什么？六、个人品质及价值观1. 您认为自己的性格特点有哪些？2. 您在团队合作中是如何展现您的领导力的？3. 您如何看待竞争与合作的关系？4. 您在以往的工作中遇到过哪些道德困境？您是如何处理的？5. 您如何定义成功？6. 您认为在职场中，诚信和责任的重要性如何？7. 您在以往的工作中遇到过哪些困难，但最终克服了？这给您带来了哪些启示？8. 您认为自己的价值观与公司的价值观是否相符？七、职业素养及适应能力1. 您认为自己在职业素养方面有哪些优点？2. 您在以往的工作中遇到过哪些行业变化？您是如何适应的？3. 您认为自己在适应新环境方面有哪些优势？4. 您如何平衡工作与生活？5. 您在以往的工作中遇到过哪些工作压力？您是如何应对的？6. 您认为自己在职场中最大的优势是什么？7. 您在以往的工作中遇到过哪些跨文化工作经历？您是如何处理的？8. 您认为自己在职场中最大的挑战是什么？八、求职意向及薪资期望1. 您为什么选择这个职位？2. 您对薪资有什么期望？3. 您对公司的福利待遇有什么要求？4. 您能谈谈您对工作的期望吗？5. 您在以往的工作中遇到过哪些与职位不符的情况？您是如何处理的？6. 您认为自己在哪个领域还有提升的空间？7. 您对未来五年的职业发展有什么规划？九、结束语1. 您还有什么问题想问我们吗？2. 您对这次面试有什么期待？3. 您认为我们公司有哪些优势和劣势？4. 您对未来的工作有什么期待？5. 感谢您的参与，期待与您共事。
麦肯锡六十六(66)问.docx
麦肯锡六十六（66）问要熬炼自己提问的能力，需要在大脑中建立起好的提问的数据库。
下面介绍在工作中，不同场景下可以使用的麦肯锡提问。
1基本的提问了解事物的本质究竟为什么会发生这样的事情呢？问题出在哪儿？（Where）为什么事态会变成这样？（Why）应当怎样做呢？（How）面向将来的提问想要有一个怎样的将来？为了实现这一点，眼下应当怎么做？阻碍变化发生的事情是什么？跳脱束缚，拓宽更多的可能性真正重要的事情是什么？真的是那样吗？也有这种可能吗？假如一切顺当的话，想要做什么呢？鼓舞人心对你来说真正重要的事情是什么呢？一直以什么样的心情来面对工作呢？不考虑其他因素的话，最想做什么？能让你兴奋的事情是什么？2用来解决问题的提问应当……呢？当前所面对的真正问题究竟是什么呢？最重要的课题是什么？那真的算是重要的课题吗？他们究竟需要的是什么呢？将事物朝正确的方向推进真正想做的是什么？那真的很重要吗？工作无法顺当推进时是什么让工作不能顺当推进呢？从什么时候开头变得不顺当的呢？为什么会不顺当？原本我们想要达到的目标是什么？为什么会定那样的目标？这次的危机能给我们带来什么样的转变? 怎样才能将其转变为机遇？转变环境这能带来什么样的机遇呢？怎样才能将事态向前推进？这具有什么样的意义呢？3催生思想的提问目标客户会为了什么而消费呢？原本他们的消费需求是什么？他们所需求的真正价值是什么？真的是那样吗？PainorGain?（是痛点还是益处？）在哪里完成那件事？（关于有益的价值）究竟是指哪一方面呢？4让沟通更顺畅的提问之所以那样说的背景原因是什么呢？当前，现场发生了什么状况呢？5提升工作效率的提问真的那样做就没问题了？能不能更进一步呢？眼下，怎样做才能将工作成果最大化呢？回顾之前的工作为什么能够顺当推进？（假如顺当的话）这对今后会产生什么样的影响? 没能获得成果的原因是什么？自己发生了哪些转变？把握了哪些学问或技能？没有任何铺张，缩短工作时间眼下必需立刻去完成的工作是什么？当前最应当集中精力去做的事情是什么？那件事真的很有必要的？那真的是很重要的事情吗？假如不去做的话，真的会变成一个问题吗?对方真正想了解的是什么？避免滥用信息真的是那样吗？这个人所说的内容是基于什么样的前提呢?6打动人的提问了解对方的意图什么时候会需要用到？（When）会在什么场景下使用到？（Where）对方想成为什么样的人呢？（Who）无法回避的重点内容是什么？（What）这项工作的目标是什么呢？（ Why ）以怎样的方式来使用呢？（How）真的如此吗？（跳脱出思想束缚的提问）激励对方为什么会选择那种方法？那真的是很重要的事情吗？对于现状是怎么考虑的？什么是导致无法取得成果的罪魁祸首？不情愿去做的原因是什么？7转变对方想法的提问眼下，对什么事情感到迷茫呢？目前最介意的事情是什么？当前，把大量的时间都用在什么事情上了呢?你想达到什么样的状态？最想去完成的大事是什么？你的抱负是什么？那真的是一件重要的事情吗？为什么会认为那很重要？重要的事情会带来什么样的影响？什么事情是不去完成也没有问题的？不情之请你能去完成这件工作吗？假如是这样的条件，你怎么认为的？这个和那个，你觉得哪个更好呢？了解对方的价值观最近，你最关注的事情是什么？最近，曾感动你的事情是什么？8提升团队实力的提问此时此刻，正在想些什么？什么让你感到厌烦呢？原本我们想要达到什么样的状态?我们的初心是什么？究竟是为了什么而努力工作呢？团队成员的强项都体现在哪儿？将各成员的强项汇聚起来，那团队的优势体现在哪儿?团队的实力以及应被重视的事情是什么呢？该如何发挥团队的实力呢？团队成员发生冲突时现在，究竟发生了什么状况？当前团队内的气氛是什么样的呢?头脑风暴、会议那真的是很重要的吗？（某项工作推进缓慢时）此时此刻，我们在思索什么呢？（会议陷入僵局时）眼下，发生了什么状况？（会议陷入僵局时）现在最介意的事情是什么呢？（会议陷入僵局时）最想重视的事情是什么？（会议陷入僵局时）此时此刻，大家都是什么感受呢？（气氛变得生硬时）我们的初心是什么呢？（转变想法）9提高人生质量的提问自己觉得最应当去完成的重要事情是什么？假如今日是生命中的最终一天，你还会连续去完成今日想做的事情吗？自己真正想去做的事情是什么？能让自己快乐的事情是什么？给多少钱也不情愿转变的事情是什么？能否将眼前的工作变成让自己兴奋的事情呢？拥有什么才能让自己欢乐地生活？真的只能那样了吗？你是以什么样的想法来做事情的？假如可以选择，你想要什么样的将来？10消退苦恼的提问什么事情让你感到头疼？你觉得哪方面无法顺当往前推进？那真的是很重要的事情吗？被否定时假如把这视作一次机遇，其中蕴含了什么样的机遇呢？那样说的前提是什么呢？。