How to Ace your Interview

Interview Workshop

April, 2002

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This is a guide to recruitment interviews of
Inductis for consultants across levels in all
Inductis offices and business areas

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Agenda

 Introduction

 Fit Interview

 Case Interview

 Summary

 Appendix

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Introduction

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What Makes A Good Consultant

■ Factors for Success: "The key factors for success in the management consulting
field are qualities of character, intelligence, judgment, the ability to express oneself
persuasively, self-confidence, [and] self-discipline."

■ Problem Solver: "The consultant is a professional problem solver who likes solving
problems for the thrill of it, for his/her own satisfaction. S/he likes to face a variety
of problems frequently. S/he's not the kind of person who could sit for 20 years
behind the same desk. "

■ Team Leader: "The professional consultant must plan and organize much of
his/her own work, must readily grasp and assume effective control of situations
which are inherently unclear, and must be able to lead people over whom s/he
exercises no authority."

Source: 1968 Interviews with management consultants

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What We Look For
Communication Skills
Analytic and Leadership Ability
Quantitative Skills

Characteristics

Organization
Teamwork

Ethics and Integrity Computer Skills

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 Our Selection Process
The test contains 3 sections; Verbal,
Aptitude Test Mathematics and Analytics. Each section
contains 10 questions. Total duration of the test
is ½ hour.

Shortlist is on basis of the score in aptitude test

Shortlist and past academic record

You get a chance to interact with our team to

Informal Session address all your queries related to Inductis;
Interview, Career etc.

3 rounds of interviews are conducted; each

Interview (3 Rounds) interview having a mix of fit interview and case
interview
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Our Interviews
Typically each interview is a mix of a fit interview and a case interview. To receive an
offer you must succeed in both

Fit Offer Case

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The Fit Interview

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Overview
The main purpose of the fit interview is to discover whether you will "fit" with the firm's
culture and people

 To explore your personal integrity and ambitions

 To learn about your interests and to see if they

match those of the firm

Objectives  To see whether you can "present" yourself in a

coherent manner

 To ascertain your level of knowledge and interest in

consulting

 To provide an opportunity for you to learn more

about our firm

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Typical Questions To Expect

 Tell me something about yourself

 Give me an instance when you performed under stress

 Give me an instance where you have delivered a creative solution. What was the
impact of your solution?

 Tell me an incident where your views were in conflict with team. How did you
resolve?

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Dos and Don'ts of a Fit Interview
Since the fit interview is designed to see simply if you match well with the firm, it is
difficult to put forth a set of rules. However, there are some basic dos and don'ts

DO:
 Relax and be comfortable
 Express your own interests and
expectations
 Convey a coherent picture of yourself
and your skills
 Ask good questions
 Demonstrate your knowledge of the
firm (i.e. its culture and history)
DON'T:
 Get defensive or let nerves overcome
you
 Feign interest in subjects to impress the
interviewer
 Tell stories that confuse the interviewer
or provide confusing images of who you
are
 Ask questions for the sake of asking
questions
 Appear ignorant about the position for
which you are interviewing or about the
firm with which you are interviewing

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The Case Interview

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Overview
Case interviews seem to be one of the biggest sources of stress surrounding the
interviewing process, but they don't need to be. If you understand what the interviewer
is looking for, case interviews can be quite manageable

 To ascertain how you think through problems

 To determine your ability to structure a logical

Objectives argument

 To test your analytic and quantitative skills

 To give you a flavor for the types of problems

consultants work on

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General Hints for Approaching
Cases
No matter what kind of case you face, there are a few guidelines you should always
keep in mind

General Tips
 Think first, then speak
 Be as clear and concise as possible (e.g. 1, 2, 3)
 Ask questions, don't just give answers
 Make sure you are answering the problem being asked
 Establish the scope of the problem before digging deep in one area
 Always state your assumptions
 Don't be afraid to take notes if there are a lot of facts
 Be sure you explain your thought process/logic path
 Select a solution and justify it
 Don't forget possible alternatives
 Read the newspaper the day of your interview; many times interviewers will pull
their cases from the day's news
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United States Basic Statistics
While you certainly shouldn't go and memorize the census report, there are certain
statistics that you should be familiar with in order to help you solve cases. You should
also be familiar with general demographic trends (i.e. Gen-Xers vs. Baby-Boomers and
income distribution)

Population of the world: Population of the U.S.: Number of households in the U.S.:
6.2 billion 290 million 105 million

Number of adults in the U.S.: Number of cars per Minimum wage:

210 million (18+ yrs.) household: approx. $5 per hour
200 million (25+ yrs.) 2.5
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India Basic Statistics
While you certainly shouldn't go and memorize the census report, there are certain
statistics that you should be familiar with in order to help you solve cases

Population of the world: Population of India: Number of households in India:

6.2 billion 1000 million 180 million

Number of adults in India: Number of cars per Minimum wage:

530 million (18+ yrs.) Household: approx. 15 rupees per hour
440 million (21+ yrs.) 0.02

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Interviewing Styles
Every interviewer will have a different interview style. When explaining a case you must
feel comfortable with each of the different approaches and be able to adapt your
approach

Case Descriptions
Detailed Problem
 Detailed introduction of
case
 Specific problem to be
solved
 A few starter facts
 Many additional facts
available, if asked
 Conversational feel
throughout case interview
Conceptual Problem
 Brief introduction
Two Extremes  Very broad description of
problem (e.g. poor
performance)
 Few, if any facts available
 “What do you think”
responses to many
questions

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Types of Cases
The types of cases you are likely to encounter will generally fit into one of three distinct
groups

Strategy Brain-Teasers

Types of Cases

Special Cases
• Engineering
• Economics
• Data Analytics
• Puzzles
• Miscellaneous

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Strategy Cases
Strategy cases generally involve one or more of the following three issues, but these
certainly do not represent the universe of possible scenarios
Types of Strategy Cases

Costs Marketing

Revenues

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Frameworks for Approaching
Strategy Cases – The Four P's
While you probably do not want to make it obvious that you are using an economic
framework to solve a case, employing the underlying logic should help you structure
your argument and solidify your analysis. One popular framework is the Four P's:

 What product do you want to sell?

Product  What product are you able to produce?
 What advantages does your product offer?

 What price must you charge to make a profit?

Price  What price are consumers willing to pay?
 What price are your competitors charging?
The Four P's
 Where is there a demand for your product?
Place  Where are your suppliers located?
 What distribution channels are being used?

 Who is your target audience?

Promotion  How do you reach them?
 How much do you want to spend on promotions
and advertising?

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Frameworks for Approaching
Strategy Cases – The Four C's
Another helpful framework in approaching a strategy case is the Four C's

 What do the customers want and need?

 How will you satisfy those needs?
Customers  What is most important to the customers?
 How much will they pay for it?

 What are your competitors doing?

 What are their strengths and weaknesses?
Competitors  How are they meeting the customer's demand?
 What is their cost structure?

The Four C's  What are your company's capacities:

- financial
- organizational
Capacity
- production
- marketing?
 What are your strengths and weaknesses?

 What is your cost structure?

Costs - fixed costs
- variable costs
 How have your costs changed over time?

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Framework for Approaching Strategy
Cases – Marketing Strategy Model
While it is slightly more complex than the previous frameworks, the marketing strategy
model provides an excellent frame of reference for marketing cases
Marketing Strategy Model
Start
 What is the relevant market?
 What are the costs?  Who is buying and who is using the
 What is the break even? product?
 How long is the payback on Economics  What is the buying process?
my investment?  How can I segment the market?

Consumer
Marketing Analysis
 How does my product fit with Mix
my other products?
 How will I differentiate my  What are your company's strengths
product? and weaknesses?
 How does the product life cycle  What are your competitor's strengths
affect my plans? and weaknesses?
Distribution Competition  What is your relative size and position
in the market?
 How do your resources differ from
those of your competitors?

 How can my product reach the consumer?

 How much do the players in each distribution channel profit?
 Who holds the power in each distribution channel available?
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Brain teasers and Special Cases

Brain Teasers and Special Cases are meant to test the following ..

 Ability to breakdown a complex problem into simple steps

 Conceptual reasoning skills

 Logical reasoning

 Quantitative skills

 Basic Economics Knowledge

 Basic Engineering Knowledge

 Creativity

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If You Get in a Jam…

 Pause to collect your thoughts. Remaining silent is better than blurting out an
incoherent thought

 Recount what you already know to the interviewer. By reviewing what you know
about the case, the next step often becomes more clear

 Don't give up. Interviewers are judging your poise and maturity in addition to your
problem-solving skills

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Summary

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 Summary
There is no single “right” answer…

... but there are

inappropriate approaches

 Ignoring or forgetting  Force-fitting a framework

important facts that just doesn't work

 Defending impractical solutions

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Appendix

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Appendix

 Sample General Cases

 Sample Special Cases

 Sample Data Analytics Cases

 Additional Resources

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Sample General Cases

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 General Cases
The following sample cases have been compiled from Kellogg’s, Stern’s, and Tuck’s
Consulting Club Guides to management consulting cases. They are intended to assist
you in preparing for your case interview. The suggested approaches are by no means
the only approach you could take, but rather are the ones authors of these guides
thought were most appropriate
Case #1 Case #2 Case #3
You are visiting a new client who sells golf balls in the United States. Why is there no light beer in the UK? You have been called in by a Big 4 accounting
Having had no time to do background research, you sit on the plane firm that is experiencing declining profitability
wondering what is the annual market size for golf balls in the U.S. and in its auditing operation. What levers would
what factors drive demand. Your plane lands in 15 minutes; how would you push to help improve profitability?
you go about answering these questions?

Hypothetical Approach Hypothetical Approach Hypothetical Approach

• Golf balls sales are driven by end-users. You have to determine the
number of end-users; this will be some fraction of the total U.S. population
(say 300 million to make my math easier). First assume a uniform age
distribution and an average life expectancy of 80 years. Then assume
that only people in the ages 20-70 will be potential buyers. Thus you
eliminate 30 to 80 years or 3/8 of the 300 million population. So, now you
are down to a potential buyer pool of about 110 million. Now you might
estimate how many people out of 10 play golf – say 4 – so now 4/10 of
110 gets you down to 44 million people who play golf. Now you have to
estimate purchase frequency, how many balls per month an average
person buys (you may want to temper this “average purchase”
assumption by at least mentioning that retired people play more than
students). A good guess might be 15. So demand per month is now 15 x
44 million or 660 million. Finally, you need to estimate the number of
months per year that people play golf – 12 months in good climate
regions, maybe 5 in regions with cold winters – so on average 8 is a
decent estimate: 8 x 660 = 5.280 million golf balls per year
• This problem does not fit in common • Whenever you hear “declining profitability,”
framework, but it can be dissected by start with basic profitability analysis.
simply listing the alternative reasons for Determine whether this is a revenue
each component of the issue. Here is one problem, cost problem or both.
approach:
• The reason there is no light beer could be
because (1) consumers do not demand it,
(2) producers are not producing it, despite
consumer demand, or (3) some outside
influence, such as the government, will not
permit light beer in the country. Following
the producer option, one can subdivide the
problem as nobody wants to sell light beer
in the UK or somehow, light beer producers
are blocked out of the UK
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General Cases (Cont’d)
Case #4
Your client is going to build a skyscraper, but is not sure
how many stories to make it. How should he decide?
Hypothetical Approach
• This is an economic supply/demand mind tease. Clearly you
don't want to lose money on the deal. The building will house
tenants, who will pay to reside there. The costs of building and
maintaining the structure (both fixed and incremental by story)
need to be compared to revenue-generating capability of the
project. When marginal revenue equals marginal cost you stop
adding stories
* This case is too complex for BA candidates. Included here for illustrative purposes only
Case #5*
The airline industry is characterized by low returns and stiff
competition. In the early years after deregulation, discount
carriers like People Express sprang up. Years later the
discounters have gone out of business. In a price-competitive
industry, why is it that the higher-cost carriers were able to
survive and the low-cost ones weren't?
Hypothetical Approach
These are some of the basic issues to be fleshed out:
• Characteristics of discounters:
– Low fares
– Limited service
• Characteristics of major carriers:
– Higher fares, but better coverage and service
– Hub systems channeling traffic
• Competitive moves by majors: Innovative use of information
technology for yield management and differential pricing
1) Basically they priced every seat individually
based on continuously monitoring supply/demand
2) They wooed leisure customers with fares lower than
discounters and charged more from business travelers
(indifferent to price but sensitive to service frequency)
3) They stole the discounters' market and forced them out
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 General Cases
Guesstimates
While most cases fall into the strategy category, there are several cases that are brain-
teasers. These cases are meant to test your quantitative ability and general logical
reasoning skills
Examples
How many credit cards are there in the
world?
There are approximately 6 billion people in the world.
Lets assume that a third live in areas where they cannot
get credit cards (rural areas, poverty stricken areas, etc.).
Of the 4 billion remaining lets assume three quarters are
adults (in the U.S. it’s 4/5, but we have a slower birth rate
than many countries).
Of the 3 billion adults a third don't carry credit cards (they
have bad credit, don't believe in credit cards, are
unemployed, etc.).
Of the 2 billion adults who carry credit cards, each carries
on average of 3 cards (Visa, Mastercard, American
Express).
Resulting in 6 billion credit cards in the world.
How many quarters are there in Yankee
stadium during a sold out game?
Yankee Stadium holds approximately 50,000 fans.
There are approximately 150 additional people working
at the stadium.
Of the workers each either carry approximately 40
quarters or have 40 in their cash registers to provide
change to customers for a total of 6,000 quarters.
Of the fans approximately 4/5 are male.
Of that 40,000 half are like my dad and have about 10
quarters in their pockets at any given time for a total of
200,000 quarters.
Of the remaining 20,000 half have no quarters, and half
have 6 quarters to ride the subway home for a total of
60,000 quarters.
Of the 10,000 women half have 12 quarters for them and
their husbands/boyfriends to ride the subway home, and
half have 1 quarter to call someone in an emergency for
a total of 65,000 quarters.
For a grand total of 331,000 quarters in Yankee Stadium.
How many people in the U.S. wear
earrings?
There are approximately 250 million people in the U.S.
Of those about half are women.
Of the 125 million women 4/5 are adults.
Of the 100 million adult women about 3/4 wear either
pierced or clip-on earrings for a total of 75 million people.
Of the 25 million girls about 1/5 get their ears pierced or
start wearing earrings each year and about 2/5 already
have until the full 3/4 wear earrings by the time they are
adults for a total of approximately 15 million girls at any
given time.
Of the 125 million men, 4/5 are adults.
Of the 100 million adult men about 1/20 wear earrings
(based on my personal experience, but obviously
subjective) for a total of 5 million.
Of the 25 million boys only about 1/50 have parents who
will let them wear earrings for a total of .5 million boys.
For a grand total of 95.5 million people wearing earrings.
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Sample Special Cases

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 Special Cases
There are a variety of other types of cases which you may be asked. They will focus
on your ability to think conceptually, business acumen, and creativity
Examples

Engineering Case Economics Case Miscellaneous

What is the minimum number of 1 " x 1" x 1" cubes Assume that the overhead cost to produce a computer is Why are manhole covers round?
needed to make a 10" x 10" x 10" cube? $10,000 and the variable cost is $5,000 per computer, graph
the variable cost, fixed cost, total cost and total cost per unit.
 First assume that the cube is hollow, then since each side must be 10
$60,000 Fixed + Variable Costs So that they can't fall in.
inches in dimensions ten 1" x 1" x 1" cubes are needed for each side.
50,000
However, each corner piece will have 3 sides showing, while each To provide the greatest opening width
40,000
outside non-corner piece will have 2 sides showing and each inside for the least total opening area and
piece will have only 1 side showing. Thus, we must break down the 30,000
Variable Cost therefore save on material costs.
problem into the three distinct types of pieces. 20,000
– Corner Pieces: A cube has 4 corner pieces per each of its 6 10,000
Fixed Cost
sides. Since each corner piece has 3 sides showing, only 8 cubes 0
(4 x 6 ÷ 3) are needed to create the corners. 0 1 2 3 4 5 6 7 8 9 10
– Non-corner outside pieces: For the non-corner outside pieces a
Volume (# Computers)
total of 8 (10 - 2 corners) are needed per direction. Thus, since
there are 4 directions per side a total of 32 (8 x 4) cubes are $16,000
needed per side. Since each non-corner outside piece has two
sides showing a total of 96 cubes (32 x 6 ÷ 2) are need to create 12,000
($/Unit)

the non-corner outside pieces.

– Inside pieces: A total of 64 inside corner cubes are needed per
8,000 Total Cost
side to create the inside pieces. (i.e. 100 - 4 [corners] - 32 [non-
corner outside]). Since, there are 6 sides a total of 384 cubes will
be needed for the inside. 4,000 Variable Cost
– Total: Thus, 488 1" x 1" x 1" cubes (8 + 96 + 384) are needed to
create a 10" x 10" x 10" cube. $0
 Alternative Solution: Subtract the inside cubes from the volume (i.e. 1 2 3 4 5 6 7 8 9 10
10 x 10 x 10 - (8 x 8 x 8)= 488 cubes). Volume (# Computers) 35
 Special Cases - Puzzles
Puzzle cases are intended to test your conceptual reasoning and ability to think
logically
Puzzle #1 Puzzle #2
A Little nation has its gold coins manufactured by eight different European companies. The Treasury One day Arthur came to Merlin and asked him,
Minister and his secretary were examining samples just delivered from the eight companies. "Show me how to be a wise and good king." Merlin
"How much should these coins weigh?" the Minister asked. replied, "If you can pass a series of mental tests, I will
"Ten grams each, Sir." teach you".
"At least one of these coins - this one - is lighter than the others," said the Minister. "Let's check." Merlin then showed Arthur three chests, one was
He put the coin on the scale, which showed that the coin weighed only nine grams. A bunch of coins, labelled GOLD COINS, the second was labelled
untidily placed on a tray, were frantically searched by the Minister and his secretary. Within the bunch, SILVER COINS, and the last, GOLD OR SILVER
they found a handful of coins that also weighed one gram less than they should. The two men looked at COINS. He stated that all the three labels were all on
each other; obviously, one of the manufacturing companies was producing coins with the wrong the wrong chests. Given that one chest contained
weight. gold, one silver, and one bronze.
"Most of the coins are still packed in the plastic wrappers. It should be easy to tell which company is
producing the faulty batch," said the secretary. How many chests must Arthur open to deduce which
The two men placed eight packs of coins on the table, one pack from each company. label goes on which chest?
"How tedious," sighed the Minister. "Do we really have to use this scale eight more times, just to find
the faulty batch of coins?"
"That won't be necessary, Sir," grinned the secretary. "We can find the lighter coins by using the scale
only once."? How is it possible?

The secretary placed on the scale 1 coin from the first batch, 2 from the second, and so on until he put 8 from Arthur does not need to open any chests.
the eighth batch. Since all labels are on the wrong chests, the chest
labelled GOLD OR SILVER COINS cannot contain
If all coins weighed 10 grams each, then the weight displayed on the scale should have been 360 grams ((1 + 2 either gold nor silver, so must contain bronze. Thus the
+ ... + 8) × 10). But, since one batch of coins weighs less, the difference between 360 grams and the weight chest labelled GOLD COINS must contain silver coins,
displayed on the scale should point us to the faulty batch. and SILVER COINS must contain gold.

* Fresh BA’s are not expected to have SAS knowledge. Sample case included for illustration only 36
Sample Data Analytics Cases

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 Sample Data Analytics Cases
The following sample cases have been compiled with input from Inductis associates
and managers. They are intended to assist you in preparing for your interview

Math Combinatorics Analysis

A thin membrane covers the surface of the (spherical) earth.
One square meter is added to the area of this membrane to
form a larger sphere. How much is added to the radius and
volume of this membrane?
n people each know a different piece of What is the longest time that a particle can
gossip. They can telephone each other and take in traveling between two points if it never
exchange all the information they know (so increases its acceleration along the way and
that after the call they both know anything reaches the second point with speed V?
that either of them knew before the call). What
is the smallest number of calls needed so that
everyone knows everything?

 V = (4/3)*pi*r^3 and A = 4*pi*r^2  1 for n=2  Assumptions:

 3 for n=3 – x(0) = 0;
 Need to find out how much V increases if A increases by 1 m^2  2n-4 for n>=4 – x(T) = X 2.
 This can be achieved as follows: choose – v(0) = 0;
 dV / dr = 4 * pi * r^2 dA / dr = 8 * pi * r dV / dA = (dV / dr) / (dA / dr) four people (A, B, C, and D) as the "core – v(T) = V 3.
= (4 * pi * r^2) / (8 * pi * r) = r/2 = 3,250,000 m group". – d(a)/dt <= 0
 Each person outside the core group  Solution
 If the area of the cover is increased by 1 square meter, then the phones a member of the core group (it – a(t) = constant = A = V^2/2X which
volume it contains is increased by about 3.25 million cubic meters. doesn't matter which); this takes n-4 calls. implies T = 2X/V.
 Now the core group makes 4 calls: A-B, C-  Proof:
 We seem to be getting a lot of mileage out of such a small square D, A-C, and B-D. At this point, each – Consider assumptions as they apply to
of cotton. However, the new cover would not be very high above member of the core group knows f(t) = A * t - v(t): 1. integral from 0 to T
the surface of the planet -- about 6 nanometers (calculate dr/dA). everything. of f = 0 2. f(0) = f(T) = 0 3. d^2(f)/dt^2
 Now, each person outside the core group <= 0 From the mean value theorem,
calls anybody who knows everything; this f(t) = 0.
again requires n-4 calls, for a total of 2n-4.

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 Special Data Analytics Cases
(Contd.)
Data Analytics cases will address specialized statistics, mathematics and logical
knowledge
Examples
Probability and Statistics Likelihood Estimation Mathematical
A red and a white die are rolled. Let event C = {5 on red die} and Let X1, X2, …,XN be a random sample from geometric Without finding their numerical
event D = {sum of dice 11}. The 36 outcomes have equal distribution with p.m.f. f(x;p
f(x;p) = (1-p
(1-p)x-1, x=1,2,3… What is values, which is greater, e^(pi) or
likelihood. Are events C and D independent? the maximum likelihood estimator of p (derive)? (pi)^e?

 Of the 36 events: Likelihood function is  e^(pi)

- 6 are favorable to C,
- 2 are favorable to D, L(p) = (1 – p)x1-1 p(1 – p) x2-1p…….(1-p)xn-1 p = pN (1  Put x = pi/e - 1 in the
- and 1 is favorable to C ∩ D. Therefore: - p) ∑xi-n , 0 < p <1 inequality e^x > 1+x (x>0)

 P(C) * P(D) = (6/36)*(2/36) = (1/108) ≠ (1/36) = P(C ∩ D)

Ln L(p) = nlnp + ( n∑i=1 xi-n) ln(1-p) 0 < p < 1
 Hence, dependent events
Since we restrict p to (0, 1) , take derivative:

d ln L(p) = n - n∑i=1 xi-n =

0

Solve for p:
^

P = ∑ nx = 1 => M.I.E(p) = p
∑ = xn =
n i=1 i X n i=1 i X
1

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 Sample Data Analytics Cases
Sample SAS* Case
SAS cases are designed for data analytics candidates to test basic SAS knowledge as
well as approach towards datasets
SAS Dataset Sample Problem

SAS dataset with yearly revenues by state for three Create a new variable, which contains the means
telecommunication companies over time for each company

Problem Rationale
Company State Year Revenue
Verizon New York 1990 $100MM  A simple problem that would be given to anyone that
Verizon New York 1991 $120MM claims they have experience with SAS, or those that admit
Verizon New York 1992 $130MM to having moderate experience. There are many ways of
Verizon New Jersey 1990 $90MM getting to the answer, but what is critical is whether
Verizon New Jersey 1991 $100MM candidates start running loops over the data or use some
Verizon New Jersey 1992 $95MM of SAS’s in-built basic functionalities, such as PROC
AT&T New York 1990 $100MM MEANS, SUMMARY, SORT, DATA step, etc.
AT&T New York 1991 $110MM
AT&T New York 1992 $90MM  Usually, this type of a problem can be easily extended to
SNET Connecticut 1990 $70MM become more involved, but this is always one of the first
SNET Connecticut 1991 $100MM steps.
SNET Connecticut 1992 $80MM
 This type of a question reveals how candidates think
about datasets.

* Fresh BA’s are not expected to have SAS knowledge. Sample case included for illustration only 40
Additional Resources

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Additional Resources to Consult
Before Your Interview
 Ace Your Case! The Essential Management Consulting Case Workbook
– Wet Feet Press 1-800-926-4JOB
 Competitive Advantage
– Michael Porter
 Competitive Strategy
– Michael Porter
 The Consulting Resource Packet
– Wharton Career Development & Placement (Packet #13)
 Harvard Business School Career Guide: Management Consulting
– Harvard Business School Press 1-800-545-7685
 The Ten Day MBA
– Steven Sillbiger
 Case Interviews at Consulting Firms Websites
– Wet Feet Press 1-800-926-4JOB
– http://www.mckinsey.com/careers/apply/interviewingtips/casestudy/index.asp
– http://www.bcg.com/careers/interview_prep/practice_cases.jsp
– http://www.bain.com/bainweb/Join_Bain/case_interviews.asp

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