![]() ![]() Here is what you definitely need to do before the structure.ġ) Replay your understanding of the situationĢ) Clarify that you understand the exact objectives, ensure there aren't any othersģ) (This is what I think you are asking about it) - ask any quick questions before your structure. Good news here - there is no hard and fast rule, although I'd say watch it on the time - you definitely shouldn't be asking 2 minutes of questions before you come up with your structure. Although most of the case books suggest to do it immediately at the beginning of the interview, it makes much more sense to clarify the situation first and then to make sure that you understand everything correctly.įormer BCG consultant and teacher/adult trainer with experience in US, India, and Middle East ![]() !!! Finally - do the recap AFTER asking the clarifying questions. in the market entry case ask whether we are entering the country organically or non-organically In case of telecom company it may be the problem of the core business (wireless) or non-core (landlines, internet)Į.g. (At the end of the day it may be the decline of snack sales at the gas stations:). In this case, defining a revenue stream is critical to setting up the right structure. if the case is about oil&gas company which revenues are declining, ask if it is Up / mid / down-stream problem. You need to understand the revenue streams to make a proper structure.Some cases have pitfalls related to a business model (re profitability cases with several revenue streams.Even if you think you understand the business model, you need to make sure that you understand it correctly.Ask how the company actually makes the money. Once you are done with analysis in one branch of your framework (found the root-cause / found nothing interesting) - summarize what you've learnt so far and move to the next oneĪgain, the last one is super high-level and the devil is in details:)ġ) Clarify the business model.If no root/cause at this point available - ask for segmentation to drill down further.If you find something interesting ask for the root / cause or state the hypothesis.Compare the data with historical trend / becnhmarks.Ask for a piece of data / info you've defined in a structure.I will try to provide a general algorythm here: It's kind of hard to generalize all the cases. In this case defining a revenue stream is critical to seting up the right structure. if the case is about oil&gas company which revenues are decling, ask if it is Up / mid / down-stream problem. Should I invest 100k in this business for 1 year if I want to get 15% return?ģ) Ask the questions that will help you build a relevant structure and remove ambiguity.Į.g. Even if you think you understand it, try to repeat it to make sure that you understand in correctly.Ģ) Clarify the objective. McKinsey / Accenture Alum / Got all BIG3 offers / Harvard Business Schoolġ) Clarify the business model. ![]()
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