麦肯锡面试经验
麦肯锡面试经验
我是南京大学商院05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。
他问我如果石油可以无限了,世界会怎样。
我说了很多,关于经济,政治,人文。
最后他说他要是我就只说环境。
当时我好伤感啊,真没想到应该这样回答。
不过这没关系,我感觉最终他对我好像还是很满意。
第二轮面试惨遭淘汰
第二轮面试一共27个人参加,淘汰了一半多人。
让我意外的是有个剑桥的被拒了,还有一个拿到BCG offer的也被拒绝了。
但是我失策的是,听到一些上海大“牛”讨论自己该怎么在几家巨“牛”公司中作选择的事,自信心暴受打击,气势上就怯了。
所以奉劝所有面试的同学,千万不要受别人的影响。
这次的面试还是一个全球副董和一个资深顾问。
基本和第一轮一样,但是case有所区别。
我被问的是一个corprate finance现金流的问题。
我觉得我回答得很好。
悲剧发生在那个全球副董那里,他看我的简历时一副漫不经心的样子,而且一直揉眼睛,可能是面试了很多人,感觉疲倦了。
然后他问我一个公司被低估值的case,我就要找出是收入有问题还是支出有问题。
我没作思考就回答说中国的公司人力成本比一个美国的同类公司低,这埋下了祸根。
因为实际上美国那个公司雇的人少。
所以请以后有机会面试的同学一定要注意不要太快下结论。
总之要穷举,才能下结论。
咨询其实不难,就是要细心加广阔的思维。
就这样,第二次面试完了我就被拒了,感觉很惋惜。
毕竟我在面试前是做咨询的,很想去这个行业的老大那里工作。
我的惨痛经验
唠唠叨叨了那么多,总结一下,希望对以后的师弟师妹有所帮助：
第一,要把成绩学好。
不光是为了那个GPA,你在商学院学到的东西,永远是有用的。
我就是基本功不扎实,结果犯了会计中一个简单的但却是致命的错误。
第二,参加课外活动,不一定非要参加学生会,只要是你喜欢的,并且能作出成绩来的就行。
第三,学好英语,无论是口语还是阅读和逻辑。
我个人有个建议,商学院的同学不妨学gmat,这对一个人的英语和英语逻辑的把握还是很有帮助的。
而且日后找工作很多公司的笔试题都和这些差不多,而且现在连公务员考试都是中文GRE逻辑了（GMAT逻辑和GRE一个思路）。
第四,简历写得要漂亮,要有亮点,记住简历使用screen不是阅读的,你把简历交给别人看三秒钟,让人家告诉你他能记住什么。
要吹,但不能离谱,你要准备好说词,因为面试你的人就是此中高手,你一下就会被揭穿。
（完）
13条面试经验
1、从踏进办公楼大门的那一刻起就要告别学生气的松垮和随意，暗示自己正以一个白领的身份出现在这里。
在电梯、走廊、等候厅等各处都必须表现出职业人的仪表、风度和气质，与人交谈的一言一行都要有礼有节，这有利于尽快树立自信，进入面试状态。
2、在去往考官办公室的途中，自然的步态和心态有助于消除紧张。
如有陪同的公司员工，不妨和他寒暄几句，问一下考官的尊姓大名，见面时的称呼问题自然解决了。
3、到达考官处后，考官很有可能仍在填写前一名应聘者的评估表，这很正常。
只要按照他的要求等候片刻就好。
4、和考官的见面、问候和握手要热情大方，内在的自信和外在的自信往往是相伴而生的。
5、如果考官给你喝水，不必客气，致谢后接受就是，当然喝不喝随你。
6、寒暄是第一道程序，是正式提问前的热身。
话题不外乎天气、交通、从何处得知招聘消息等等。
7、考官的问话如有不明白之处，一定要及时提问。
多听一遍问题并且回答正确比不懂装懂离题万里要好得多。
考官向来都很乐意重复他们的问题，这也为你思考问题并组织答案赢得了时间。
8、回答问题时语速适中，音量和音调不要太高；注意条理清晰，言简意赅，切勿离题，记住言多必失；和考官保持eye contact(眼神交流)，手势和表情尽量自然。
9、考官发表个人意见时要跟上他的思路，适时简要表明自己的看法和态度。
不管考官对你回答的批评有多严厉，都要敢于对自己的想法负责。
答案的正确与否有时无关紧要，个人的主见和分析思路才是考官看重的东西。
10、遇到tough question(难题)时，一要自信，尽力想办法解决；二要镇静，设法用临场应变来避免冷场。
11、在坚持个人主见的同时也要注意和考官的双向沟通，否则"主见"就成了"固执"和"高傲"。
12、个人提问阶段要表现出自己对企业的兴趣，对企业发展的关心，一般一至两个就够了。
问题的质量比数量更重要。
13、道别时，可尝试向考官索取联系方式，但如果考官不愿意，也不要强求。
告别的礼貌用语我想也不用多说了吧。
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。
[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](https://360docs-1393072327.cos.ap-beijing.myqcloud.com/a6ff07b5d0d233d4b14e69ac.webp)
[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
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
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。
【英国留学生找工作】麦肯锡面经总结
【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。
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 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
【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)。