Case Interviews for

Corporates and
Consulting

MBA2022 - September 2020

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 What we will cover today

1. What are cases in corporate and consulting interviews

2. How to prepare for case interviews

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 What’s a case

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 How interviewers ask case questions
Corporates
• How many people in the world are wearing Nike shoes
today?
• Our video streaming profits is dwindling. Help me figure out
why this is happening.
• Do you think that we should sell fresh products?
• If you were tasked with launching the fresh flower delivery
service, how would you price it?
• What do you think are the challenges with growing our
Women’s business?
• How would you categorise the credit cards market in the
UK? Do you think we should focus on more profitable
merchants or have a wider coverage?
• We currently don’t allow retailers to sell Product X on their e-
Internal
commerce platform, just in brick-and-mortar stores. Should
strategy we change this and allow them to do so or not?
groups
• Would you recommend giving a % discount on Product X
during Mothers’ Day sales? How would you evaluate this?
• We’re deciding whether to enter a new processing business
in Romania. How would you approach this?
• Simpler questions
• Internal strategy groups – similar to consulting
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Consulting Firms
• Your client is a top utility company. They are considering
acquiring a green energy supplier. Should the client go
through with the acquisition?
• An oil exploration company is experiencing declining
margins in Southeast Asia. How do you suggest we
improve profitability?
• An accessible bathroom manufacturer has 60% market
share in Germany, and only 5% international. The board
would like an expansion plan. How would you do this?
• Our client, a venture capital company, is considering
investing in a US start-up with the intention of bringing its
product, battery-operated home security cameras, to the
UK. How would you price the product for the UK market and
estimate the market size?
• The board of a global hotel company is considering
expanding into boutique hotels. How would you evaluate this
idea and where would you start?
More formal case prompt
 Types of cases

Corporates Consulting Firms

• Market Sizing • Industry Analysis

• Pricing • Merger & Acquisition

• Product Strategy/Launch
• Investment
• Profit Improvement
• Organisation change
• New Market/Customers
• Capacity Expansion
• Reaction to
Competitor/Trends/Risks • Restructuring

Typically industry specific

(but not guaranteed especially Whole variety of industries
for internal strategy groups)

Interviewers want to see: Interviewers want to see:

• How you think and communicate • How you think and communicate
• How interested you are in the role… • Your skills, not sector knowledge
through sector knowledge

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 Components of a case

Consulting Firms

Clarify Structure Analyse Brainstorm Recommend

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 Sample case

Situation
“Vitamin Store” sells health and nutrition products
e.g. vitamins, dietary supplements, herbals.
Profits have been declining.
CEO wants to know why and what to do about it.

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 Components of a case

Consulting Firms

~1-3 mins
Clarify Structure Analyse Brainstorm Recommend
• Confirm the scope
• Understand the
business model
• Clear unfamiliar
terminology
• Repeat
anything
you may
have missed

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 Components of a case

Consulting Firms

~1-3 mins ~2-3 mins

Clarify Structure Analyse Brainstorm Recommend
• Lay out the buckets you want to
analyse
• Prioritise buckets in order of
importance
• Make sure buckets are MECE
• Use specific industry terminology
to demonstrate you understand
the client’s business
E.g. Fitness centres:
membership fees (not price),
number of members (not
volume), gym equipment (not
assets).
Airlines: ticket prices (not sales),
passengers (not volume),
fixed costs = labour, planes,
airport rent, variable costs = fuel
• Take ~1 minute to do plan, then
~2 mins to present

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 Situation
“Vitamin Store” sells health and
nutrition products e.g. vitamins,
Presenting your structure,
dietary supplements, herbals.
Profits have been declining.
i.e. plan of action
CEO wants to know why and
what to do about it.

Vitamin Store Profits

Internal External
Revenues Costs Industry

• Sales • Fixed costs • Industry growth

– Prices – Rent
– Product mix – Labour • Competitors
– Purchase size – Utilities – Market share
– IT
• Volume • Customer segments
– Units sold • Variable costs
– Sales channels – Inventory
– Purchase patterns – Logistics
• Trends
– Marketing
• Legislation
• Types of customer

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 A note on frameworks

Frameworks are good starting points…

… but you must customise your structure to the case

• Consulting is not about using off-the-shelf solutions

• Corporates want to see how you work and use resources to come up with
a fit-for-purpose solution

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 Components of a case

Consulting Firms

~1-3 mins ~2-3 mins

Clarify Structure Analyse Brainstorm Recommend
• Lay out the buckets you want to
analyse
• Prioritise buckets in order of
importance, be hypothesis-driven
• Make sure buckets are MECE
• Use specific industry terminology to
demonstrate you understand the
client’s business
E.g. Fitness centres: membership
fees (not price),
number of members (not volume),
gym equipment (not assets).
Airlines: ticket prices (not sales),
passengers (not volume),
fixed costs = labour, planes, airport
rent, variable costs = fuel
• Take ~1 minute to do plan, then
~2 mins to present

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 What it means to be hypothesis-driven (1)
Interviewer:
Your structure makes sense.
Where would you like to start?
A.k.a. How do you test your gut feeling?
• What is most relevant and imminent first?
− Prioritise your buckets and analysis
• Explain your rationale
− Avoid making grand statements that is not backed up
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Standard answer
“I’d like to look at industry growth first.
Is there any data on this?”
Hypothesis-driven Answer
“Given the vitamins industry, there are more and more
people who are focused on their health and are looking
for products to supplement various needs and diets. At
the same time, there are more players in the market
and many big chain grocery stores like Walmart have
their supplement products. This could be squeezing
Vitamin Store’s profits. Therefore, I’d like to confirm if
this is really the case.”
13
 What it means to be hypothesis-driven
(continued)
Answer
“Okay, so new competitors are affecting Vitamin
Interviewer: Store’s profits. Unless there is anything else that
Your assumption is right. needs to be discussed about the industry, I’d like to
There are more competitors now move on to analysing the company’s profitability.
that are hurting Vitamin Store As new competition probably hurts revenues,
let’s look at that first.”

Use a process of elimination

to analyse and solve

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 What it means to be hypothesis driven
(Example 2)

Example 2

Non-hypothesis driven approach:

“I would like to examine how costs have changed in recent years”

Hypothesis driven approach:

“For an online retailer like our client, operating costs related to the platform, software and
shipping costs probably make up a large proportion of overall costs. I’d like to start looking at
those first and then go through the other costs, such as sourcing costs, processing fees,
salaries and other payments, to make sure I haven’t missed anything.”

A.k.a. How do you test your gut feeling?

• What is most relevant and imminent first?
− Prioritise your buckets and analysis

• Explain your rationale

− Avoid making grand statements that is not backed up

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 What it means to be hypothesis driven
(Example 3)

Revenues for a leading supermarket chain have been declining over

the last 10 years. How can we address this?

Non-hypothesis driven approach:

“We know revenues have declined. I want to find out why:
• Did customers change their preferences?
• Which segment has shown most decline in volume?
• Is there a price war in the industry?
• ...etc, etc...”
You solve the case
Hypothesis driven approach: efficiently by asking
Candidate:
We know revenues have declined. This could be due to price or volume. Do we relevant questions
know how these changed? and connecting
Interviewer: dots quickly
Prices have remained constant. Volume has declined in line with revenue.

Candidate:
Since we know volume is the problem, this could be because the market size has
contracted or that the client's market share has been reduced. Do we know how
each of these have changed?

Interviewer:
The market size has remained the same, but our market share has reduced.
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 Components of a case

Consulting Firms

~1-3 mins ~2-3 mins ~15-20 mins

Clarify Structure Analyse Brainstorm Recommend
• Examine data,
interpret charts,
connect information
from exhibits
• Calculate e.g.
revenues, profits,
margins, market
size, pricing, ROI,
break-evens, NPV,
IRR, etc.
• Lay out your
methodology;
present calculations
in a structured way

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 Analyse, interpret and compare data

Interviewer:
Here are some industry revenues
data. What do you observe?

2016 2017 2018

Answer
“From 2016-2018, industry revenues increased by 30% ($13bn / $10bn)
But, Vitamin Store’s share of revenues decreased ~2% to ~20% due to new players like Whole Foods
In 2016, revenues for Vitamin Store were 25% of $10bn or $2.5bn.
In 2018, revenues were ~20% of $13bn, or $2.6bn.
So revenues increased only $0.1bn or $100m in 2 years ($2.6bn - $2.5bn).
If revenues grew in line with industry (30% as above), it would have been ~$3.25bn in 2018 ($2.5bn x 1.3)
This mean that if profits declined, then margins also must have declined”

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 Always describe the “So What?”
What can you infer?

Interviewer:
Vitamin Store provided this
regarding store profits.
What do you make of it?

“So what” implications answer

“There are quite a few stores with negative profitability,
dragging down the chain’s overall profits.
This means:
Standard answer
On the revenue side, we are losing customers to
“There are quite a few stores with negative profitability, competition, e.g. Whole Foods or another health store.
dragging down the chain’s overall profits” Perhaps the customer demographics in the area is not
suitable, or it could be a product mix issue.
On the cost side, what could be driving down profits
could be rent, labour or inventory management.
So part of the solution could be to improve profits for
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 Be organised in presenting
your calculations
Interviewer:
They’re considering a marketing strategy
targeting 18-34 year old men. Current market Remember:
share for this segment is 30% which they want to
• Simplify your maths: use estimates,
increase to 35% with the marketing strategy.
shortcuts, percentages/fractions, etc.
One in three men age 18-34 spends $10/month on
vitamins, with a profit margin of 40%. • Link your calculations to numbers you
What would be the impact of this marketing have discussed before
strategy on the bottom line? • Remember to answer the question

Answer
1) Need to figure out what’s the market size first Profit Impact
Price Volume 2) Current market share for Vitamin Store for
$10/month Target Population: this segment of 18-34 year old men is 30%;
 $120/year “US population is 300m, men is 50% so 150m people 30% of $1.2bn is $360m in revenues
Assume average life expectancy is 75 years, 3) Increasing market share to 35% with
18-34 years is 16 years, or ≈15 years the new marketing strategy:
that’s ~1/5 or ~20% of 75 years 5% of $1.2bn = $60m
 20% of 150m men is 30m men age 18-34 Revenues increase by $60m
1 in 3 men buy supplements: 1/3 of 30m men age 18-34 = 10m
Improved total revenues = $420m
($360m + $60m = $420m)

Market size for this segment, men age 18-34: Profit margin is 40%
10m x $120/year = 40% of $60m
$1,200m or $1.2bn per year Profit impact: Increase of $24m

So What: “Given Vitamin Store’s revenues increase by $100m in the last two year,
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a $60m revenue increase will be significant booster”
 Components of a case

Consulting Firms

~1-3 mins ~2-3 mins ~15-20 mins ~2-3 mins

Clarify Structure Analyse Brainstorm Recommend
• Generate ideas
typically to grow
profits, increase
market share,
expand company
• Present ideas in
buckets not a
laundry list;
need ~10 ideas

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Interviewer:
How do you think we can
improve profits?
Unstructured answer
“We can increase profits
through marketing, reducing
costs, increasing product range
and selling through more
channels”
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Structured brainstorming
Thinking in buckets will help you generate more ideas;
you need ~10 concrete ideas
Structured Answer
Revenues Costs
Increase product range and mix to suit more Fixed costs
diverse customer segments
• Shut down stores with low
• Vegetarians, gluten-free, diabetics, profits
different life stages
• Relocate stagnating stores to
up-and-coming locations
Establish distribution partnerships to widen
• Improve staff allocations and
customer reach
contracts
• Pharmacies, retailers, online grocers
Variable costs
• Local supermarkets, independents
• Better inventory forecasting
• Reduce transportation and
• Marketing in doctors’ offices, schools, storage costs
garden centres
 Components of a case

Consulting Firms

~1-3 mins ~2-3 mins ~15-20 mins ~2-3 mins ~2-3 mins
Clarify Structure Analyse Brainstorm Recommend
• Summarise findings
• Highlight potential
issues or risks
• Suggest next steps

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 Be structured in your summary,
~1-2 minutes

Interviewer:
The CEO just walked into the room.
What would you tell her?

Answer
“Profits are declining due to new competitors such as Whole Foods. At the same
time, a significant number of stores are facing negative profits. We need to focus
on either shutting these stores down or increasing their profits as well as those of
other stores. We also considered a marketing strategy which can increase profits
by $24m.
If we shut down stores, this could be sending mixed messages to the market and
weaken staff morale.
In terms of next steps, we could look at drivers of differences in store profits and
which customer segments to focus on. We should also monitor the competition
and consider how we can prevent more loss to the new players.”

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 Components of a case

Consulting Firms  Formal process, ~30 minutes

~1-3 mins ~2-3 mins ~15-20 mins ~2-3 mins ~2-3 mins
Clarify Structure Analyse Brainstorm Recommend
• Confirm the scope • Lay out the buckets you want to • Examine data, interpret • Generate ideas typically • Summarise findings
analyse charts, connect to grow profits, increase
• Understand the information from exhibits market share, expand • Highlight potential issues
business model • Prioritise buckets in order of company or risks
importance, be hypothesis-driven • Calculate e.g. revenues,
• Clear unfamiliar profits, margins, market • Present ideas in buckets • Suggest next steps
terminology • Make sure buckets are MECE size, pricing, ROI, break- not a laundry list;
• Repeat • Use specific industry terminology to evens, NPV, IRR, etc. need ~10 ideas
anything demonstrate you understand the • Lay out your
you may client’s business methodology; present
have missed E.g. Fitness centres: calculations in a
membership fees (not price), structured way
number of members (not volume),
gym equipment (not assets).
Airlines: ticket prices (not sales),
passengers (not volume),
fixed costs = labour, planes, airport
rent, variable costs = fuel
• Take ~1 minute to do plan, then
~2 mins to present

Corporates
• Simpler analysis stage i.e. less data and calculations
• Internal strategy groups – similar to consulting
 Ultimately depends on the interviewer
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 Interviewer’s case style

Corporates Consulting Firms

• Most firms are candidate-led:

• Case questions are
candidates say what to analyse first,
weaved into the
ask for data, what to do next
conversation
• McKinsey is interviewer-led:
• Internal strategy groups:
interviewer directs what to analyse
similar to consulting
and feeds exhibits

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 What interviewers are looking for

Corporates Consulting Firms

• How you think and communicate –

Structure is key!

• Can you work with people –

clients, internal stakeholders

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Case Evaluation Form

Candidate: Interviewer: Case Name: Date:

Score
Core Skills Interviewer Comments
(1-5)
STRUCTURE
- Structured and logical approach throughout the case
- Structured methodology to solve issues and present analyses
- Organised brainstorming
- Prioritised issues

PROBLEM SOLVING
-
-
Drew insights, connected dots from data and charts
Showed business acumen, considered second order impact
EXAMPLE
- Identified relevant info, justified rationale
- Understood the big picture, did not lose focus
-
-
Comfortably adapt direction based on new information
Make actionable recommendations Consulting case
QUANTITATIVE
-
-
Analysed and calculated efficiently with clear methodology
Used shortcuts and rounding appropriately
evaluation form
- Calculated accurately with clean results in desired formats

CREATIVITY & CURIOSITY

-
-
Not a canned text book framework
Generated ideas proactively Corporates and internal strategy
-
-
Went beyond the obvious
Asked relevant questions to understand issues groups: similar but simpler
- Demonstrated spark and intellectual curiosity

COMMUNICATION
- Concise, to the point
- Take ownership through the case with hypothesis driven approach
- Used relevant terminology for company/sector
- Good energy and body language, enthusiastic
- Conversational, engaged

Overall readiness to interview (1-5)

1 2 3 4 5
Lacked basic Occasional evidence of skills, Inconsistent demonstration Demonstrated skills Consistent performance,
understanding
london.eduand needed a lot of help to go of skills; needed some majority of the time, minor strong evidence
28 of skills
case fundamentals through case help to progress with case development areas with clear spike(s)
 What’s more important, fit or case?

Corporates Consulting Firms

• Candidates have the soft skills: • Cracking the case is a pre-requisite

− They can communicate in a structured manner
− They are engaging
− They can build rapport and adapt to different
interviewer styles and personalities.
• Candidates can solve problems and
drive projects:
− Cases let interviewers see how you do this.
• Successful candidates have genuine
interest in the industry and company:
− Cases are a way to gauge this.
• Successful candidates also have all
the soft skills:
− They can communicate in a structured manner,
during both the case and fit
− They are engaging
− They can build rapport and adapt to different
interviewer styles and personalities
− Interviewers see how you work with others and
gauge your motivation in consulting through
both case and fit.

Will you be able to work through Will you be able to

others and influence stakeholders handle very senior and
in the organisation? experienced clients?
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 How to prepare

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Relevant for both corporates and consulting
Motivation questions
• Tell me about yourself;
walk me through your CV.
• Why this role? Why consulting?
• Why us?
• Why this location (if it is not
obvious from your profile)?
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Types of fit questions
Competency questions
• Tell me…
− When you demonstrated leadership,
team spirit, creativity, initiative,
entrepreneurship or business
development, problem-solving or
analytical skills…
− Your proudest achievement…
− When you failed…
• What are…
− Your strengths and weaknesses
(commonly disguised as: “What
would your manager/colleague say
about you?”)
− Your medium term plans
 Preparing your fit answers
Relevant for both corporates and consulting

• Be structured in your answers CAR = context, action, result

STAR = situation, task, action, result
− For “Tell me when/what…” questions, use CAR, STAR or SOAR. SOAR = situation, obstacle, action, result
Any format is fine as long as your answer is organised.
− The interviewer is most interested in your action;
how you went about solving the situation, what you did, who you spoke to and worked with.

• Be concise
− About 2-3 minutes per answer.
− Be sure you spend about 50-60% of airtime on the ‘action’ part of your answer.
− Some corporate interviewers may deep dive into a particular experience, which is similar to
McKinsey’s personal experience interviews (PEI). The answer for each sub-question should also
be about 2 min, even if you spend 10-15 min in total on that experience.

• Be ready with different stories

− To demonstrate leadership, team spirit, conflict management, problem-solving, etc.
− Think about which stories you want to tell and how they showcase the way you work and interact
with others.
− Avoid using the same story/situation to show different skills or to tell different interviewers.
Firms want to hear about your experiences, how you interact and manage in as many different
types of situations as possible.

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 Corporate case preparation guide

Focus on:
Common Corporate Cases
Laying out your • Market Sizing
1 Structure
methodology
• Pricing

Presenting your • Product Strategy/Launch

2 Communication
thoughts out loud
• Profit Improvement

• New Market/Customers
Knowing the company
3 Industry
and industry • Reaction to
Competitor/Trends/Risks

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Case Evaluation Form

Candidate: Interviewer: Case Name: Date:

Score
Core Skills Interviewer Comments
(1-5)
STRUCTURE
- Structured and logical approach throughout the case
- Structured methodology to solve issues and present analyses
- Organised brainstorming
- Prioritised issues

PROBLEM SOLVING
- Drew insights, connected dots from data and charts
- Showed business acumen, considered second order impact
- Identified relevant info, justified rationale
- Understood the big picture, did not lose focus
- Comfortably adapt direction based on new information
- Make actionable recommendations

QUANTITATIVE
- Analysed and calculated efficiently with clear methodology
- Used shortcuts and rounding appropriately
- Calculated accurately with clean results in desired formats

CREATIVITY & CURIOSITY

- Not a canned text book framework
- Generated ideas proactively
- Went beyond the obvious
- Asked relevant questions to understand issues
- Demonstrated spark and intellectual curiosity

COMMUNICATION
- Concise, to the point
- Take ownership through the case with hypothesis driven approach
- Used relevant terminology for company/sector
- Good energy and body language, enthusiastic
- Conversational, engaged

Overall readiness to interview (1-5)

1 2 3 4 5
Lacked basic Occasional evidence of skills, Inconsistent demonstration Demonstrated skills Consistent performance,
understanding
london.eduand needed a lot of help to go of skills; needed some majority of the time, minor strong evidence
34 of skills
case fundamentals through case help to progress with case development areas with clear spike(s)
 Consulting case preparation guide
Stage Action
Familiarise Read LBS Case Book, Consulting Club Preparation Guide, firms’ websites on interview process and case examples.
1 This should take no more than half a day.

Start Work on 3-5 cases on your own. Rocketblocks access:

2 • Go to: https://www.rocketblocks.me/schools/LBS
Sign up to RocketBlocks, work on various drills i.e. structuring, market sizing, brainstorming, etc. • Enter school code: lbscareercentre
• Sign-up w/ $40 USD co-pay for unlimited 1-year access
Do 3-5 cases with classmates/friends of similar (beginner’s) level. • Issues: support@rocketblocks.me
Develop Solo Work (~70% of practice)
3 Continue to work on various drills on RocketBlocks. Build your skills and speed in structuring, market sizing, calculations, etc.
Sign up to CaseCoach. Build up case experience through the case library (access Case Coach via LBS Consulting Club).
Practice cases on your own, with a timer and out loud. Check the correctness of your work, how MECE is your structure, how concise is your
summary, how organised is your brainstorming. Practice writing and speaking at the same time, especially when analysing and calculating – imagine
you are writing on a flipchart in front of an audience. Write in landscape format. Repeat presenting your structure, ideas, analysis and summary to
practice being concise, to the point, and structured. Solving the case is a pre-requisite, successful candidates can also communicate.
Put together a cheat sheet of frameworks for common case types. Remember: frameworks are starting points only. Firms want to see how you
customise solutions to problems, not try to fit a standard solution to a unique problem. Clients do not hire consultants for off-the-shelf solutions.
Educate yourself on various industries, especially those you are not comfortable with. Read 2-3 company reports from those sectors so you are more
familiar with issues, trends, opportunities. This will help you especially with structuring and brainstorming.
Attend case skills workshops run by the Consulting Club.
Partner Work (~30% of practice)
Sign up for Crack-a-Case sessions via the Consulting Club to practice with case partners, so you can test the skills you have developed. Focus on
structured communication, verbalising your thought process concisely and in an engaging manner.
As you improve, after ~10 cases, start practising with Consulting Peer Leaders (book on Career Central via Events), sponsored MBA students and/or
friends who are consultants. Use these sessions wisely: treat these sessions as mock interview sessions. Do not waste peer leaders or
sponsored MBA students’ time if you do not have sufficient case experience and are not prepared to be tested. You only have 8 Peer
Leader sessions per term.
Review feedback from Consulting Peer Leaders and sponsored MBA students. Work through improvement areas alone using cases and drills.

4 Polish Focus on speed, consistency, structured communication and being engaging.

Work on how to recover quickly and smoothly when you get stuck or make a mistake.
Make sure you organise your structure by addressing the most relevant areas first. Explain your rationale for the structure and when problem solving.
Aim to have ~10 total ideas across various categories when brainstorming.
london.edu If you are struggling with a particular area, have difficulties improving, or need to troubleshoot, book a session with Grace Ong at the Career35Centre.
 Resources for consulting interviews
Purpose Build knowledge and skills; practice alone Practice with partners

Career Centre • Preparing for fit interviews • Consulting Peer Leaders

Consulting Team: (maximum 8 sessions per
• CV/Cover letter reviews – make sure you build in at least
Daniel Lay & term; use wisely i.e. when
2 days for review and changes before submitting
Grace Ong you are ready to be
applications
challenged)
• Canvas – collated links from firms, case prep websites,
• Mock fit interviews
LBS case book, and other various resources
(book sessions only when
• Troubleshoot and/or difficulties with cases or consulting you are ready to be
interviews (by appointment only with Grace Ong) challenged)
Consulting Club • Case Interview Preparation slides. • Crack-a-Case sessions
Resources

• Skills workshops e.g. charts, mental maths, fit/PEI, etc.

• LBS and other business schools’ case books
Case prep • Rocketblocks* (subsidised access from Career Centre) • Case Coach
websites • Case Coach (access via LBS Consulting Club) • Rocketblocks
• Crafting Cases • Crafting Cases
• Case Interview by Victor Cheng
Other • Marc Cosentino’s Case in Point book series • Classmates and peers
• Videos on consulting case interviews from • Sponsored MBA students
e.g. Case Coach, Crafting Cases, VocaPrep, • Friends who are consultants
Management Consulted
*Rocketblocks access:
• Go to: https://www.rocketblocks.me/schools/LBS
• Enter school code: lbscareercentre
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• Issues: support@rocketblocks.me
 Key dates

From 1st Oct 1:1 sessions with sector advisors and coaches start

From 5th Oct 1:1 sessions with Peer Leaders start

(maximum 8 sessions per term)

9th Oct, 16th Oct, Company-led case workshops

23rd Oct, 6th Nov

21st Nov, 28th Nov Consulting Mock Interview

(1:1 with Consulting Peer Leaders)

From 4th Jan – mid Feb Consulting applications due; interviews commence

9th Jan, 16th Jan Consulting Mock Interview

(1:1 with Consulting Peer Leaders)

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 Resources for corporate interviews

Career Centre • Sector Advisors:

− Technology: David Morris, Ania Mirkowska
− Diversified: Alyona Segline
• Coaches
• Peer Leaders (maximum 8 sessions per term)
• Canvas – curated links to companies and various resources
• Troubleshoot and/or difficulties with cases or interviews - Grace Ong (Consulting)
Industry • Tech & Media Club, Healthcare Club, etc.
Clubs • Panels, skills workshops, practice sessions, etc.
• Consulting Club - LBS and other business schools’ case books
Case prep • Rocketblocks* (drills, cases, training materials on product management, product marketing,
websites strategy and business operations, plus consulting)
• Case Coach (access via LBS Consulting Club)
• Crafting Cases

*Rocketblocks access:
• Go to: https://www.rocketblocks.me/schools/LBS
• Enter school code: lbscareercentre
• Sign-up w/ $40 USD co-pay for unlimited 1-year access
• Issues: support@rocketblocks.me

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 In summary

• Cases are used by corporates and consulting firms

• Corporate cases are typically industry specific;

consulting cases will be in a variety of sectors

• Structure everything – fit answers, all parts of the case

• Both fit and case are equally important –

need hard and soft skills, plus
plenty of motivation and personal impact

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 What should I do now?

• Sectors you are interested in, the roles

Explore • How does it fit into my career plans, +2, +5 years post MBA?
• Which city is the best fit to grow my career and the sector(s) I am interested in?

• Motivation:
− What do I like about consulting, tech, etc.?
− How would this role/career help me grow?
Reflect − Will I enjoy the lifestyle? How will it affect me and my family? Where will I/we thrive?

• Skills:
− What do I already have, what do I need to develop in the short and medium term?
− How can I differentiate myself for internships and ultimately, for full time recruitment next year?

• When and how you will develop your strongest application documents and case/fit
interview skills?
Plan • What are the application timelines?
• Should I pursue a consulting internship or hold off until full-time applications?

Come and talk to us –

Our 1:1s start from 1st Oct

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 Questions?

london.edu