对管理咨询有些概念的人都知道MBB的面试非常有挑战，流传着“90个case才有可能换来1个offer”这样的误解；即便是“围观群众”也通过网上盛传的题为《世界上面试最困难的25家公司》的文章略知一二。（“The 25 Companies that Give the Most Difficult Interviews”, Forbes）
今天我们就来聊聊，案例分析要如何下手。
大多数咨询公司的案例面试通常是Interviewee-led。也就是说，在面试官简单说完案例的背景后，剩下的就都靠应聘者来主导。除非应聘者主动询问，面试官一般不会主动提供信息或者数据。因此，应聘者需要知道该问什么问题，组织自己的分析框架，向面试官获取数据，进行分析和为客户提供建议。
而麦肯锡著名的面试风格是Interviewer-led，面试官会主导面试的节奏，通过不断的发问测试候选人的水平。
下面我们就举一个麦肯锡case interview的例子。
首先，请默念三遍案例面试的
黄！金！法！则！
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以下黑色部分是面试官的对白，蓝色部分是候选人的对白。
【30分钟计时开始】
首先，麦肯锡小哥抛出案例背景：
Our client is a bank in the US. It has a large retail footprint and offers a mix of services to end-customers (checking, debit, credit cards). They also have loan centers to sell mortgages in the same markets. The bank currently serves 15 million customers. Our client has historically been profitable, but increased regulation and the downturn in the economy have caused the bank to see a sharp decline in profitability.
The client has engaged us to help determine next steps for its business and has asked us to assess ways they can increase profits within the next 12 months.
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第一回合
1.What are some of the ways the bank can increase profits in the next 12 months?
听到这里，候选人马上打开了话匣子（原话是结结巴巴的中式英语）：
我原来在银行工作过，我们提升销售通常就是多卖些产品给客户，同时开展多项营销，比如老客户推荐新客户的活动，bla bla。。。。
麦肯锡小哥边听边汗，因为他心里想到的答案是这样的：Reduce Costs
Fixed Costs
- Reduce underperforming branches(close branches, lease branches to other banks)
- Reduce workforce (e.g., push greateruse of online channels for banking, outsource functions)
- Consolidate the branches and the loan centers
Variable
- Reduce costs associated with transactions (paperfree, decrease error rate)
Increase Revenue
Quantity
- Cross-sell different products (homepurchase mortgages, refinancing, credit card, debit card, money market,advisory services)
- Change product mix to higher revenueproducts
- Get rid of unprofitablecustomers
- Increase Number ofcustomers
Price
- Increase bank fees (Debit fees, ATMfees, call center fees)
- Raise rates charged
第二回合
在职业素养的支撑下，麦肯锡小哥还是耐着性子继续问下一题：
We have worked with our client to narrow down their options to two choices. The first is shutting down unprofitable retail locations, the second is a better customer segmentation strategy. Lets explore both:
2. What are some of the risks with shutting down branch locations?
候选人心想，这个简单啊，不就是客户不满意，以及银行收入减少嘛，然后开始bla bla。。。
麦肯锡小哥心中再次跑过一群草泥马，他心里本来是这样想的：Near Term
- Poor PR
- Legal/contractual complications
- Extra costs (severance)
- Lose a portion of customers who bank through that branch
- Selling off assets could scare investors
Long Term
- What happens when the market rebounds?
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第三回合
本着不放弃、不抛弃的精神，麦肯锡小哥继续鼓起勇气问第三个问题：
3. The second option the bank is considering is a better retail segmentation strategy: What segments do you think a retail bank has?
这回候选人没有让麦肯锡小哥太过失望，毕竟该候选人曾经在银行工作过。
麦肯锡小哥心里的答案大概是这样的: Look for clear delineation between customers who are profitable and unprofitable and then list characteristics of each, i.e.
- Segment 1 is mass affluent and is highly profitable, uses checking accounts, has a money market account, and has a mortgage with the bank; they are low cost as they generally use ATMs and the internet to manage their transactions
- Segment 2 is lower income, keeps a small balance in checking, uses tellers and call centers often etc.
第四回合
麦肯锡小哥也打起了精神，继续问下去：
4. Can you take a look at the below chart and walk me through what the bank is experiencing?
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这一回，候选人没有给麦肯锡小哥任何意外，他从来没见过这么复杂的图，再加上现场的紧张，细细读了半天也不知道说点啥好。
麦肯锡小哥只好语重心长的跟候选人说了他的答案：Key insights include, but are not limited to:
- Only 30% of the bank’s customers are currently profitable
- 20% of the banks customers have low revenue potential and could be eliminated
- Our client needs to change the mix of products from group 1 and 2
第五回合
麦肯锡小哥硬着头皮继续向候选人提了第5个问题，并给了一张图，方框中最右边的数字是需要计算的。
5. What is the average annual profitability of a customer?
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这回，来自中国的这位候选人迅速算出了方框中的数字（$3.00），毕竟算数是咱强项啊！
第六回合
麦肯锡小哥总算打起一点精神，继续抛出第6个问题：
6. What is the annual bank profitability?
这个算术不难，候选人给出了答案：
15,000,000 customers * $3/customer = $45 million
第七回合
终于熬到了最后一题，麦肯锡小哥面无表情的说道：
Our client has decided to institute a $.85 fee each month for all checking accounts. We have advised them that they will lose a number of customers. We expect the following % of customers to remain:
- Group 1: 60%
- Group 2: 60%
- Group 3: 20%
- Group 4: 60%
- Group 5: 70%
7. What is the new annual profitability per customer?
候选人算了好一会儿，此时已经几乎快要没有时间了（30分钟马上要结束），麦肯锡小哥只好直接把答案给候选人看了看：
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最后回合
终于该结束了，麦肯锡小哥让候选人做总结：
You are walking down the hall and run into the CEO, he wants to know your recommendation:
候选人随便支支吾吾了几句，冲麦肯锡小哥不停的傻笑，以缓解心中的紧张。
麦肯锡小哥也冲着候选人苦笑，他心中期待的答案是：The bank should institute a bank fee in order to meet the initial goal of increasing profits. - This is the quickest way to earn new streams of revenue, while segmenting out the unprofitable customers.
- By instituting a fee you will be able to increase profit by 5x per customer on an annual basis.
Risks
- Bad PR
- High transaction costs as people try to figure out if they are affected
- Estimates could be off
- Lose customers that could become profitable in the future
Next steps
- Move forward with instating the fee
- Look at exempting certain groups from the fee
然后就没有然后了。。。为了避免重蹈这位候选人的覆辙，小伙伴赶紧学习公众号里的干货和课程吧！
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