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Interview Guide
CONTENTS
The Interview Process Interviewers Perspective Why We Use Case Studies and How to Prepare Sample Case Practice Advice and Logistics
WELCOME TO BCG
Congratulations on being oered an interview with The Boston Consulting Group (BCG). To make it this far, you are already an outstanding candidate with the education, background and experience we value. This document is designed to help you prepare for your upcoming interviews and to help answer some of the questions you may have at this stage.
INTERVIEW PROCESS
Your rst round will consist of two Interviews and one Online Case. Decision rounds will be organized in common agreement with your inviting oce.
The Interviews
Each interview will be conducted by a senior BCG consultant and will last about 45 minutes: 10-25 mins: The personal interview an open discussion on your prior experiences, accomplishments and motivations 20-25 mins: The case study work through a typical business problem that you would confront at BCG 5-10 mins: Q&A your chance to ask questions
Do You Have the Communication Skills and Presence Needed for Consulting?
Do you project self-assurance and credibility? You should communicate concisely and e ectively. Remember to actively listen and show that you can build relationships and trust.
INTERVIEWERS PERSPECTIVE
Name: Stephen Role: Principal, Head of University Recruiting Education: MEng, Engineering, Birmingham University; MBA, INSEAD Prior Experience: Design Engineer and Project Manager, Siemens (Germany, USA, China) BCG Experience: Stephen has worked in the Melbourne and London oces at BCG with a focus on consumer goods, retail and operations
While we evaluate candidates across various criteria, I am ultimately trying to answer two questions: Can I send you alone to the client? Would I like to have you on my case?
You dont need to crack the case. Sometimes you wont get to the answer to the case because you missed something small. This is not such a big deal so long as I can see that your approach was well structured, hypothesis driven, and that you exercised sound judgement and remained composed throughout.
Listen to your interviewer. If I oer advice on where to go with your analysis, take it.
Dress professionally, preferably in a suit, and aim to get to the interview early. Ten to een minutes beforehand gives me enough time to relax and alleviate any stress.
Pella, Junior Consultant Present yourself in a condent and professional manner, speak slowly and clearly. Think about eye contact and body language and try not to dget (you might even want to remove any distracting items). I always nd that smiling and adopting a positive outlook throughout an interview creates a favourable impression. During the interview, be enthusiastic about your personal experiences so that the interviewer can see your passion coming through. Remember, this is your chance to show that you have the drive and determination to succeed at BCG. Even if it feels a little unnatural, be sure to sell
yourself (many other candidates will!). I spoke to my interviewer aer the rst round regarding this point and made sure that I acted on the feedback given. I did Teach First aer university and was worried that I might not be the type of person BCG was looking for. However, many people come from a diverse range of backgrounds (PhDs, medical students etc). Try to use this to your advantage. In particular think about how the skills youve acquired are transferable to consulting. Whilst showing condence and enthusiasm during the interview process, it is important to be yourself as much as possible. I also used the interview as a two-way process, to nd out more about BCG and whether I would enjoy working with them. Role: Junior Consultant Education: BA, Philosophy, Politics and Economics, Oxford University BCG Experience: Pella has worked on projects in media, IT, Pharma, HR and was invlolved in a pro-bono case for an educational charity
Have a well-prepared answer for key questions, for example, Why strategy consulting? Why BCG? What attributes do you have which would make you a valuable BCG consultant? I made sure that I had strong and compelling answers to these questions.
Simon, Associate Think about questions regarding personal qualities and practise some example answers. Frequent questions in my interviews were similar to: What is your greatest strength? When have you demonstrated leadership? but these did vary quite a bit. I found that it was important to listen to the question asked rather than just recite a rehearsed answer which might not always relate to what was specically being asked. So be yourself and try to treat it like a conversation rather than an interview.
Know your CV inside-out. You should be prepared to answer any questions related to your experiences and achievements. However, your interviewer will not know your CV bullet-by-bullet so make sure you highlight any relevant points which will reect well on you. Dont be put o if an interviewer asks you a question you havent prepared for be ready to think on your feet and just take a moment before responding. I had helped start a football league while at university; one of my interviewers was a football fan and asked me what three things I would do to raise the prole of womens football in the UK. Of course I had not prepared for this question, but could come up with some sensible answers aer taking a few seconds to think and gather my thoughts. Just be natural and try not to panic! Role: Associate Education: BSc, Philosophy & Economics, London School of Economics BCG Experience: Simon has worked on strategy, growth and organisational design cases for retail, media and nancial services
Introduction
Understand the situation and question. Organise the facts and ensure they are current. Ask questions to clarify any details of which you are unsure.
Approach
Take some time to think and structure how you want to tackle the case. Use what makes sense to you - not necessarily a traditional framework. Develop some working hypotheses and prioritise!
Analytics
Investigate the case and focus on the question posed. Follow a fact-based approach. Ground any assumptions in logic. Summarise your thinking at regular intervals and outline explicitly the direction of your argument. Remember to sense check your results.
Practising this approach through the example cases in this brochure and online at www.bcg.com, should help you familiarise yourself with case studies and perform to the best of your ability on the day.
Recommendation
Summarise your ndings and drive to conclusions.
Approach
Provide guidance and steer discussion
Analytics
Ask questions to check logic and rationale Provide data and context Ask for relevant data; explain any assumptions Execute computations Explain the impact
Recommendations
Prompt for recommendation Test and validate recommendations Conclude analyses with actionable recommendations Tie back to initial hypotheses
Next Steps
May prompt with is there anything else that should be considered? Identify next steps for investigation, assumptions to verify Possible implementation steps
Next Steps
If appropriate, outline any gaps in the approach / analytics. What else should be considered?
Your Role
Explain approach State and prioritise hypotheses Identify which analyses you think you need and why
Evaluation
Practice case studies either with a friend, online or at the careers centre. Be sure to pretend it is a real interview you wont get much out of it if you keep looking at the answer!
Alexander, Junior Consultant Try not to speak too soon or jump to conclusions too quickly. Listen properly to a question and take time to think about what youre being asked. When I interviewed, I asked for two minutes to get my thoughts together, which is completely acceptable. I then told the interviewers what I thought the case was asking to check that I was answering the right question. Ask questions to clarify if any points are unclear and make sensible assumptions. You are only expected to have general knowledge, not expert knowledge! If you dont have information on the size of a market or the
price of a product, use commonsense to suggest a number this is realistic and applauded. One of my case studies was on a retail company. I have never had any experience with the business side of retail, but I have been a shopper. So, I just made some assumptions and checked with the interviewer that they were logical. The interviewer later gave me positive feedback about being proactive, rather than just saying I dont know. Case studies will usually involve some numbers. Interviewers are looking to see if you have a good grasp of mental arithmetic. Use the pen and paper to help, and use reasonable simplication and rounding to make your calculations easier. A quick check at the end is good common practice does it make sense? Role: Junior Consultant Education: BSc, Neuroscience & Medicine, Bristol University BCG Experience: Alexander has worked on a range of cases from healthcare to private equity, and has recently been focusing on organisational design within the energy industry
Dont expect to know all the answers! If you are unsure of the answer, explain an approach on how to get there. In one interview, I was asked a question about merging two companies.
Ailbhe, Associate Aer a while thinking What do I do?, I explained three key aspects you would need to look at. My interviewer then provided guidance and hints on how to expand further. Structure, structure structure! Its very easy to jump into a problem but structure allows you to break up the question and be more concise. I personally try to start by explicitly laying out the structure for example by saying There are three important aspects: rstly,... This has the added advantage that if one of the aspects is not essential, the interviewer can suggest you focus on only a subset of the
issues. Also remember to be exible with the structure as interviewers may lead you to a dierent path. Talk through the case with the interviewer, telling them what you are doing and why at every stage. Use them as a discussion partner. You and the interviewer can catch mistakes if they are made and so correct them quickly. Remember it is how you think, not the specic answer that the interviewer wants to know. Interviewers want to see how you think through a problem, rather than reciting frameworks which youve learnt. Through practise, I had built very simple keyword diagrams such as Cost = Variable + Fixed Costs. I did use some of these in the case interviews, but no case ever stuck to these completely so dont let yourself be limited by frameworks and dont panic if the case goes in a dierent direction than you had prepared for. Role: Associate Education: BA, Economics & Management, Oxford University BCG Experience: Since joining, Ailbhe has worked on a strategy and implementation case for a European electrical goods retailer
CASE EXAMPLE
Our client is a leading UK mobile phone network operator with slowing revenue growth and falling prots. They want our help to increase the protability of their core business (ie phone calls and SMS) in the UK. On which factors do you think they should focus?
Interviewee Question/Response
Ask clarifying questions if necessary Do we want to focus only on phone calls and SMS - is exploring new revenue streams part of the case?
Take some time to digest the information and come up with some quick hypotheses Increasing protability means increasing revenue and/ or decreasing costs. Some things Id like to look into are: Growing the number of customers Increasing the amount each customer spends Reducing costs
Interviewee Question/Response
It seems the number of active users is attening o, but only two thirds of the 60m people in the UK are active users. So the client could try to win non-users as customers or poach customers from other networks.
Interviewee Question/Response
Exhibit 1: UK Mobile Phone Market Active Users (M)
40 32 26 17 20 9 2 7 15 4 11 14 15 12
34
35
36
36
37
37
38
20
23
24
25
25
25
26
14
12
12
12
12
12
12
Subscribtion
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
CASE EXAMPLE
Interviewee Question/Response
Feel free to take some time to think about this you dont need to jump in straight away! The client could do a number of things including: Reducing pricing to get more customers Better marketing and advertising
Interviewee Question/Response
Yes, thats the assumption. Give me a moment. Divide revenue contribution by client customers by segment to get revenue per customer. Explain your answer (shown on next page).
Interviewee Question/Response
The client should target the most protable customers. One place to start might be looking at pre-paid vs subscription customers. Do we know anything about the protability of these customers?
Customer Segments Older Sleepers Hyperactives Incomers Moderns Careful Young Movers
Interviewee Question/Response
Take a moment to look at this carefully Yes theres a column with revenue contribution from the client segment and also segment share for client. That tells you how much revenue you get from a typical customer in each segment.
Total Customers
CASE EXAMPLE
Interviewee Question/Response
Go aer the most protable customers Hyperactives and Young Movers are the top two.
what it is doing well with Hyperactives and further consolidate these customers and also look more closely at what Young Movers want and address the high percentage leaving each year.
Interviewee Question/Response
The clients doing well with Hyperactives with a higher than market share of these customers and below average percent leaving each year. On the contrary, the client has below average penetration with Young Movers with a very high percentage leaving each year. The client should assess
Interviewee Question/Response
Id say, the client needs to focus on the highly protable Hyperactives and Young Movers segments. Consolidate with Hyperactives and improve penetration and loyalty of Young Movers.
Concise and to the point. A strong candidate would have also proactively described ways to improve loyalty of Young Movers, such as loyalty rewards and/or upgraded handsets.
Any further questions? If you would like to nd out more about BCG London, please visit our website www.bcg.com or contact the London recruiting team. Phone: +44 207 753 5353
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