Consulting Career Handbook

Best Practices & Resources

Third Edition

Purdue University Consulting Club

2013 – 2014
 INTRODUCTION
The 2013-14 leadership board of the Purdue University Consulting Club presents the third edition
of the Consulting Career Handbook. A significant amount of effort has been invested in creating
this book and the board would greatly appreciate any feedback you may have on how to make it
more useful and effective.

This book provides a brief overview of the consulting interview process along with the tools
needed to prepare for fit and case interviews. It also provides links to other resources that will be
helpful as you prepare for a career in consulting.

How to use this book: This book is set up similar to a web page. The links on the left menu bar
work so navigation is easy and effective. The in-page links to outside resources also work to
provide a simple and enjoyable user experience. The grey bars located by the light bulb at the
bottom of some pages indicate an important takeaway to remember.

Our goal is to help students develop as professionals and consultants

2013-14 PUCC Leadership Board
 TABLE OF CONTENTS
Industry An overview of the consulting industry

Firms A comprehensive list of consulting firms

Careers Career opportunities for students

Preparation How to prepare for consulting interviews

Interviews Best practices and tips for fit and case interviews

Tools Tools that will help you master case interviews

Frameworks Basic frameworks to use while solving problems and cases

Cases Cases and solutions used in real case interviews at consulting firms

Networking Networking tips to give you an inside track for landing an interview

Resources Other helpful resources and links

 CONSULTING INDUSTRY
Overview 4

Industry The consulting industry is an exciting place but there are a few
general points to consider as you get started:
Firms
• Consultants typically work long hours but enjoy many perks such as travel
rewards and liberal expense accounts
Careers
• Firms are segmented according to their size and focus, and most firms
Preparation recruit both core and non-core schools
• Recruiting differs between these schools so be aware that as a non-target
Interviews student you may face higher barriers to entry
• Global strategy firms, such as McKinsey, BCG, Bain & Company, and A.T.
Tools Kearney hire MBAs and their roles are generally to advise top executives
about general management topics
Frameworks • Specialty firms typically recruit by their focus area and each area has its
own recruiting team and target schools
Cases

Networking The next page shows some differences between general

Resources management consulting firms and specialty firms
 CONSULTING INDUSTRY
Types of Firms 5

Industry
Generalist Firms Specialized Firms
Firms

Careers • Whole range of consulting services • Structured around in-depth

(Strategy, Operations, Marketing, expertise in specific domain
Finance, Organizational (horizontal or vertical)
Preparation Development, Sourcing, etc.) • Typically smaller firms founded by
• Multi-region presence with ex-partners of larger firms
Interviews footprint in most sectors • Smaller size sometimes hinders
• Large in size and typically hire periodic resource requirements
Tools MBAs directly from school • Many generalist firms are
internally restructuring into this
Frameworks model
Cases

Networking

Resources
 CONSULTING INDUSTRY
Outlook for MBAs 6

Industry The consulting industry has a very interesting value proposition for a recent MBA graduate: the
outlook for the industry is good and looks stable, salaries and bonuses are highly competitive, and
the work is interesting, diverse and enriching. In recent times, there have been some crucial
Firms changes to the type of work in consulting. Clients require specialists, therefore many firms are
restructuring their firms accordingly and looking for specialized talent. For most firms, the days
Careers are gone where a consultant’s job was to give high-level recommendations general management
problems. Clients now demand a more hands-on and practical implementation plan. In some cases,
Preparation consulting firms help the client implement as well. Consulting firms have been working hard to
improve their own intellectual capital; therefore a strong candidate should have a strong interest to
learn and should demonstrate a personal brand and eminence in some area.
Interviews

Tools Typical Career Path

Most consulting firms follow the career paths shown below. Promotions are driven by
Frameworks demonstrating superior performance, strong networking, and developing client
relationships. Most MBAs are hired at the Senior Consultant level.
Cases
Associate / Manager / Associate
Networking Analyst /
Sr. Project Partner /
Partner /
Consultant Principal
Consultant Leader Director
Resources
 CONSULTING FIRMS
A-B 7

Industry Accenture
• Global Consulting firm known for offering end to end solutions, including technology and
outsourcing
Firms • Compete primarily with IBM for Technology Implementation services
• Three major areas (Business consulting, systems integration and technology)
• Regional staffing model
Careers • Recently acquired Acquity Group to expand Digital Services consulting capabilities

Preparation A.T. Kearney

• One of the leading management consulting firms with global expertise
Interviews • Renowned for procurement and analytic groups but very strong across all management
consulting practice areas including digital business, innovation, marketing and sales, mergers
and acquisitions, operations, organizational transformation, strategic IT, strategy, and
Tools sustainability
• On campus first round (1 30 minutes behavioral) and on site final rounds (Skills test, 3
behavioral interviews and 1 case presentation)
Frameworks • Collaborative culture
• Global staffing model
Cases
Bain & Company
Networking • One of the top four strategy consulting firms with vast expertise and global presence
• Office centric work model
• Collegial or fraternity culture
Resources • First round of phone interviews and Final round on site all day interviews including multiple
case interviews
 CONSULTING FIRMS
B-D 8

Industry Booz & Company (acquired by PwC in 2013)

• One of the top management consulting firms
• 8 functional areas and 16 industry groups with 4000 consultants
Firms • First round phone (60 min fit & case) and final round (45 min interviews) on site all day

Careers Boston Consulting Group

• One of the industry leaders in management consulting
Preparation • Known for its intellectual approach and diverse workforce
• Friendly employees and huge presence in core strategy consulting
• General first round interviews and rigorous case interviews in the final round
Interviews
Cognizant Business Consulting
Tools • Extremely new in the management consulting arena where partners/principles from other firms
are being hired to quickly build a strong practice
• Previously focused on technology oriented end to end solutions but quickly broadening services
Frameworks
Deloitte
Cases • Leading global management consulting firm with specialization in Tax, IT and Advisory Services
• Strategy & Operations is most popular for MBAs
• Regional staffing model due to the nature of the firm structure worldwide
Networking • S&O: 2 first round interviews (one case and one behavioral) and one 60 minute case interview
onsite for final rounds
Resources • BTM: 2 first round interviews (case and behavioral) and all day final round onsite interviews
(group case, behavioral and others)
 CONSULTING FIRMS
E-L 9

Industry EY (formerly Ernst & Young)

• Also one of the big four accounting firms but is a little behind on rebuilding the advisory
Firms practice - catching up fast with aggressive hiring in the end to end strategy plus execution model
• EY procurement and Tax Effective Supply Chain groups are doing breakthrough work and
thereby is a good choice for new MBAs
Careers • 2 rounds of initial fit and case interviews followed by a 'Writing Exercise' and a 'super day' at an
office (3 45 minute behavioral interviews, 1 case interview and one group case presentation)
Preparation
Gallup Consulting
Interviews • Inherently different in approach and is a niche player in the consulting industry
• Several rounds of interviews but hardly any cases. All interviews are fit / behavioral
• Candidates are advised to be cognizant of their typical resource matching process and several
Tools publications and books are available for purchase that will give a good outlook on what to
expect
Frameworks
L.E.K Consulting
Cases • One of the top small firms in the industry, known for its analytical rigor
• 1000 consultants in 6 functional areas
• Provides immediate managerial responsibilities. Interviews are intense with analytical portions
Networking • Unlike other firms there are few 'fit' questions and valuation/financial modeling cases are likely

Resources
 CONSULTING FIRMS
M-P 10

Industry McKinsey & Company

•Arguably the industry leader in management consulting, known for developing leaders and strong culture
•90 plus offices in 55 countries with 9000 consultants, it has a giant reputation in 7 practice areas and 18
Firms industry groups
•2-3 rounds of interviews with cases handled differently than any other firms. Fit interviews stress on nitty-
gritties of the candidate stories and is supposed to drain out brain power.
Careers •Intense interview process that requires significant practice

Preparation Oliver Wyman

•Part of Mercer group, which is known for human resources consulting, OW focuses on strategy and financial
side of business
Interviews •Standard two rounds of interviews with combinations of case and fit interviews
•Global staffing model with 7 practice areas in 16 countries with 3000 consultants

Tools PricewaterhouseCoopers
•One of the big four accounting firms with a rebuilt Advisory practice that is starting to take big strides into the
Frameworks management consulting world
•After acquisition of PRTM, Diamond and other small focused consulting firms, hiring has started to take speed
and now is a good time to get in
Cases •MBA hiring for PSI (Product & Services), FAS (Financial advisory) and Tax practice
•Generic first rounds on resume and 'fit' followed by on site final rounds with a mix of case, group case and
behavioral interviews involving Partners/Sr. Managers
Networking
Others
Resources •See the Resources section of this book for a more complete list
 CAREER OPPORTUNITIES
Firms that gave members offers this year 11

Industry

Firms

Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 INTERVIEW PREPERATION
Clarify your motivation 12

Industry Consulting, as an industry, is appealing because of its perks,

prestige, networking opportunities, and intellectual demands.
Firms
But it is important to assess your individual fit because the
Careers work can be intense and the motivation can fade very quickly.
Every student aiming to be a consultant should figure out the
Preparation reasons for pursuing such a career.
Interviews
The items on the next page may help in that assessment
Tools

Frameworks

Cases

Networking

Resources Know why you want to be a consultant

 INTERVIEW PREPERATION
Clarify your objectives 13

Industry Your Objective Resources

Is consulting what you want to do? Connect the dots (Pre-MBA to MBA to
Assess What type of consulting suits you best? career goals)
Firms
yourself What are the firms you want to work for? Firm websites/Vault/Wetfeet/Purdue
Library
Careers
Does the firm recruit on campus? Use LinkedIn extensively to find people in
Network If not, find your sponsor in the firm the target companies
Preparation and Decide Understand what transferable skills you Leverage the strong alumni network
bring to the table Utilize speaker sessions, workshops
Interviews If on campus recruiting, apply via CCO/ Must attend the information session
CMA. If off campus, apart from applying For off-campus recruiting, LinkedIn and
Apply online, get a current employee (pref. emails are the best resources to find a
Tools
Manager or above) to refer you sponsor in the firm

Frameworks Demonstrate all necessary characteristics of Prepare fit questions thoroughly.

Fit a consultant: Leadership, Team player, Well Practice with peers, KPDC and second
Interview rounded, Ability to deal with ambiguity. years. Learn to appreciate feedback and
Cases use them judiciously.

Ace the case: Method and structure are Practice 50-100 cases before the first live
Networking Case more important than the final result. case interview. It can come in many
Interview Numbers and communication can prove formats and channels, like phone, in
Resources decisive person or group.
 INTERVIEW EVALUTATION
The reason for your interviews 14

Industry Fit Interviews:

Firms • Why do you want to be a consultant?
Careers • Are you a good fit for the firm?
• Can you be left at the client without supervision?
Preparation
• Can you handle the client?
Interviews

Tools Case Interviews:

Frameworks • Can you solve the client’s problems?
• Will you effectively communicate with the client?
Cases
• Will you make the firm look good?
Networking

Resources Try to answer the unasked questions

 FIT INTERVIEWS
Basics 15
Why you should care
Industry • Almost every single interview involves at least some behavioral type questions
• Applicants have been turned down from the top-consulting firms for not having cleared the
Firms fit portions of interviews
• Very basic steps go a long way
– Smile
Careers – Maintain eye contact

– Be honest and heartfelt
– Have a succinct story
Preparation • Practice can make perfect
– InterviewStream 

– Mock fit interviews (often career services will provide this)
Interviews Do
• Establish common ground (geography, family, interests, sports, etc.)
Tools • Ask the interviewer friendly questions
• Be confident in your answers
• Talk about something other than your qualifications (you’re interesting, so talk about it) 

Frameworks
Don’t

• Discuss something controversial 

Cases • Complain about anything

• Make up elaborate questions you know the answer to

Networking • Repeat company slogans, mottos, tag-lines, etc.

• Focus only on your business qualifications and experience

Resources A list of possible fit interview questions is listed on the following pages
 FIT INTERVIEWS
Possible questions 16
Career motivation:
Industry • Why do you want to work for us?
• Why do you want to work in the service line that you have chosen?
Responsibility:
• Do you like having many responsibilities?
Firms • Are you a responsible person? How have you demonstrated this?
Commercial awareness:
• Tell me about a recent business issue?
Careers •
•
Tell me about a successful company. Why have they been successful?
What role does this consultancy play in the industry?
Commitment to career:
• What will you be doing in your first year at the firm?
Preparation • Where do you imagine you might be in 5 years?
Teamwork:
• Have you ever been successful in getting people to work together?
Interviews •
•
How do you deal with a difficult team member? What do you do to resolve a conflict?
Do you change your style to suit other people in a team?
• Tell me about a time where you have helped out a team member by giving them advice.
• Describe a time when you have been unsuccessful in a team. What could you have done better?
Tools Decision making:
• Have you ever had to make an important decision? Why was it so difficult?
• How to you arrive at a decision? Do you like making decisions?
Frameworks •
•
Have you made a decision that has affected other people?
Have you ever made an incorrect decision?
Communication:
• Describe a situation when you dealt with a sensitive situation requiring extensive communication.
Cases • Have you ever had to deal with a difficult customer or colleague?
Problem solving:
• What problem have you faced in the past, either as part of a team or as an individual?
• What happens if you cannot solve a problem?
Networking Ethics and belief structures:
• Have you ever lied to get something?
• Would you lie if your job depended on it?
Resources
 FIT INTERVIEWS
Possible questions continued 17
When have you built something for the customer?
Industry When have you had to manage multiple, competing priorities simultaneously?
When have you had a lot of autonomy?
When have you had to convince someone to do something they didn’t want to do?
Firms What is you biggest barrier to leadership and how do you surmount it?
What is the most difficult critique that you have ever received? How did you handle it?
Tell me about a time when you made a mistake at work, and how you handled it? How did you learn?
What would you do if your boss told you to do something that was against standard procedure?
Careers Describe yourself and capabilities to someone who cannot see you.
Tell me about a time you had to mentor someone and it did not turn out well.
When did you lead a team through an obstacle?
When have you had to analyze a lot of data and what tools did you use?
Preparation When have I failed?
When were you on a team that had a difficulty?
What is something I am proud of?
Interviews When did you work with senior people and how did you deal with that?
When have you presented your work to senior people?
When have you been behind a deadline and how have you dealt with that?
When have you managed change on a team?
Tools When have you been a mentor?
When were you mentored?
When did you take initiative?
Frameworks When did you break the rules?
When have you used something from class in the workplace?
When were you on a team that failed?
When have you worked on something conceptual?
Cases What are your top 3 strengths?
What are your top three weaknesses?
When did you have a stressful task or assignment?
Networking When have you been on multiple projects with conflicting deadlines?
When have you had to influence someone to do something inconvenient?
When have you had to reprimand an employee for poor performance?
When have you had to get cooperation between several people?
Resources
 CASE INTERVIEWS
Basics 18

Industry What is a case?


• A business issue company is facing in a few sentences

Firms • Has limited data which is usually provided if asked for
Careers • Approach is more important than the final solution

Preparation There are two common case interview methods:

– ‘Go with the flow’ cases (typical of most firms) – You determine
Interviews which
areas to explore and lead the discussion, i.e. drive the case
– Command and control (typical of Deloitte, McKinsey et al) –
Tools Interviewer guides the discussion and case has heavy brainstorming
components and quantitative work 

Frameworks
Common case types (not a comprehensive list):
Cases – Profitability, Market Entry, Acquisition,
Organization
– Industry Analysis (incl. non-profit),
Market Sizing,
Capacity
Networking Expansion (incl. outsourcing)

Resources
 CASE INTERVIEWS
Flow of a case 19

Industry
• Listen and ask clarifying questions 2-3
Understand • Organize and formulate hypotheses Minutes
Firms the Case

Careers
• Ask probing questions but stay within scope
• Present plan of attack and high impact areas 15-20
Preparation Minutes
Analysis • Always work out the numbers until asked not to do so

Interviews
• Constantly test and reevaluate hypotheses with data
Tools 5-6
• Answer question and take a definitive stance
Minutes
Conclusion • Do not forget to mention risks and further info requirement
Frameworks

Cases

Networking

Resources
 CASE INTERVIEWS
Tips on how to stand out 20
Communication

Industry
• Explain your thought-process when presenting your plan

• Make hypotheses when asking questions/requesting information
Firms • Go beyond verbal communication

• Be engaging - enjoy the case problem and work together to solve it
Careers • Body language (eye contact, gestures, posture, smiling)
• Facial expressions (Maintain composure at all times)
Preparation Notes

• Write legibly, angle it such that the case-giver can see your work
Interviews • Use a new page for each theme you are exploring

• Circle/box insights for use in recommendations
Tools Math

• Draw math out clearly (especially for market sizing)

Frameworks • Explain any assumptions (be reasonable with assumptions)
• Walk through your logic aloud and tie the result to the case
Cases • When doing math, relate the numbers qualitatively to the case
• When presenting recommendation – take a position! Be concise and top-down
in your recommendation (i.e. recommendation first with supporting arguments,
Networking tie in numbers if possible). Then, mention the risks that invalidate your
reasoning!
Resources
 CASE INTERVIEWS
Key points 21

Industry Act like a Consultant: not a candidate

Firms

Careers Always:
Preparation • Ask thought-provoking questions
Interviews • Analyze data to discover new insights
Tools • Develop data-supported conclusions
Frameworks

Cases Never:
Networking • Offend the client
Resources • Give unsupported conclusions
 CASE INTERVIEWS
How to distinguish yourself 22

Industry 1. Ability to follow a structured, analytical problem-

Firms solving process
Careers 2. Ability to reach correct conclusions using this
process
Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources Always Synthesize and Communicate

 COMMON CASE PITFALLS
Typical Interview Complaints 23

Industry 1. Using a memorized framework

Firms
2. Not stating a hypothesis
Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 COMMON CASE PITFALLS
Typical Mistakes 24

Industry • Talking way too much

Firms
• Misunderstanding the question
Careers
• Talking instead of conversing
Preparation
• Digressing
Interviews
• Speaking about what you don’t know
Tools
• Asking open-ended questions
Frameworks
• Being silent
Cases

Networking

Resources
 CASE INTERVIEW TIPS
Answering the client question 25

Industry Given the client’s main objective, what key information is

needed to answer their question?
Firms

Careers • Don’t “boil the ocean”:

– If it is worth it for client to enter market if they generate at least
Preparation $200M, and you prove it will be worth $500M, stop your
analysis immediately and present the conclusion
Interviews • Never answer without factual justification
Tools • If you don’t have the answer, say so
• Present in a client-friendly way
Frameworks
• Present linearly: AB, BC, and so on
Cases
Clients accept factually supported recommendations that
Networking
they can understand
Resources
 CASE INTERVIEW TIPS
Use a logical approach 26

Industry  Use a logical, critical-reasoning approach

Firms
 Verify Qualitative Information Qualitatively
 Use Graph Paper
Careers

Preparation Always think about and ask yourself:

Interviews 1. What is my hypothesis?
2. What data do I need to disprove it?
Tools

Frameworks Never try this:

Cases • Placing emphasis on using a framework
• Use the issue tree or framework without hypothesis
Networking

Resources
 CASE INTERVIEW TIPS
Use good communication techniques 27

Industry • 80/20 Rule: Find the minimum data needed to

Firms test hypothesis
Careers • Take notes using diagrams
• Involve the interviewer during the process
Preparation
• Synthesize along the way
Interviews
– Use a top-down approach for senior executives
Tools – Perfection here will distinguish you

Frameworks

Cases Symptoms Problems Root Causes

Networking

Resources
 CASE INTERVIEW TIPS
Be careful with numbers 28

Industry • Always compare metrics or findings:

Firms – With previous period of time
Careers – The rest of the industry
Preparation • Totals and Averages are misleading
Interviews • Focus on:
Tools – Most Important Factors
Frameworks – Key Issues
Cases – Primary Drivers
Networking

Resources
 ESTIMATION QUESTIONS
Some general guidelines 29

Industry • Best-Case-Revenue if things go perfectly:

Firms – What % of existing customers are prospective buyers
– What % would realistically buy?
Careers
– What is max price you could realistically charge?
Preparation

Interviews • Market Sizing:

Tools – Use a Proxy (often US Population, but not always)
– Also may want to consider potential Market Share
Frameworks

Cases

Networking

Resources
 GUESTIMATIONS
List of possible questions 30

Industry • Imagine you are working in a company that sells soda. Your Manager
wants you to estimate the number of sodas that will be sold over an
Firms upcoming basket ball game day. How will you do it? (A.T. Kearney)
• How many gallons of paint would you require to paint this room?
Careers • Walk me through how you would advise a client who is looking to make a
water bottle cheaper (A.T. Kearney)
Preparation • How many golf balls would fit into a 747?
Interviews • Estimate the size of the bubble gum market in the United States
• Estimate the number of gallons of gasoline the typical gas station pumps
Tools in a given weekday
• How many light bulbs are in this building?
Frameworks
There are many more potential questions – you can not practice
Cases
everyone, but instead should know how to make assumptions and take a
logical approach to solving the problem
Networking

Resources
 PROBLEM SOLVING TOOLS
Key tools to solve the case 31

Industry • Hypothesis
Firms
• Issue Tree (Frameworks)
Careers – Logical structure to test the hypothesis
Preparation • Drill-down analysis
Interviews
• Synthesis
Tools

Frameworks
Clients don’t want consultants’ opinions –
Cases they want proof about their own opinions
Networking

Resources
 THE CORRECT APPROACH
Take a logical problem solving approach 32

Industry
Creative
Firms Thinking
Careers

Preparation
Impact-
Focused Factual
Interviews driven

Tools

Frameworks

Cases
Impact
Networking

Resources
 PROBLEM SOLVING CYCLE
Follow a logical process 33

Key Tools
Industry Define the
problem
Firms Problem
Hypothesis
Careers Structure the
Recommendation
problem
Preparation
Issue Tree

Interviews
Communication
Tools

Frameworks
Synthesis Prioritize issues
Cases

Networking
Drill-down
Analysis
Resources
 PROBLEM DEFINITION
Use a SMART definition 34
Define the

Industry problem

• Use a SMART problem statement

Recommend Structure the
ation problem

Firms • Don’t just restate facts

Synthesis
Prioritize
issues
• Don’t be too general
Careers • Statement must be disputable
Drill-down
Analysis

Preparation

Interviews

Tools The problem statement: Important Considerations:

•Specific 1. Background / context
Frameworks •Measurable 2. What will success look like?
•Action-oriented 3. Who are the stakeholders
Cases •Relevant 4. What are potential challenges
•Time-bound 5. What information do I need?
Networking

Resources
 PROBLEM STRUCTURE
Use a Hypothesis 35
Define the

Industry problem

Recommend Structure the

ation problem

Firms IF (cond#1 AND cond#2 AND cond#3)

Synthesis
Prioritize
issues
THEN Hypothesis = TRUE
Careers
Drill-down
Analysis

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 PROBLEM STRUCTURE
Using Issue (logic) Trees 36
Define the Reason to use
Industry problem

 Breaks a problem into manageable chunks

Recommend Structure the
ation problem

 Show concrete solutions

Firms
Requirements
Prioritize

 Meet the 80/20 rule

Synthesis
issues

Careers
 Must be Mutually Exclusive Collectively Exhaustive (MECE)
Drill-down
Analysis

Preparation
Sub-idea 80/20 Rule:
Interviews Idea 1 Benefit
Sub-idea
100%
Tools Be specific
Sub-idea 80%
ME:
Idea 2 Content
Frameworks Question Sub-idea does not
overlap
Cases Sub-idea
Idea 3
Sub-idea
Networking
20% 100%
Efficient Effort
Resources CE: These statements together
completely describe the idea or
answer the question
 PROBLEM STRUCTURE
Issue Tree Example 37
Define the

Industry problem

Dining out
Recommend Structure the
ation problem

Firms
Synthesis
Prioritize
issues
Designer clothes
Careers Buy fewer things
Drill-down
Analysis

Preparation Movies

Interviews How could you

reduce your Ski trips
personal
Tools expenses each
year?
Frameworks Buy lower-quality

Pay less for

Cases same amount of Use Groupon
items
Networking

Resources Buy in bulk

 PRIORITIZE ISSUES
Use judgment and ask questions 38

Industry
Define the
problem • Are there limited resources?
Recommend
ation
Structure the
problem • Are there time constraints?
Firms • What is most important to the client?
• Be practical
Prioritize
Synthesis
issues

Careers
Drill-down
Analysis
• Use judgment or make assumptions
Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 DRILL DOWN EACH PATH
Be organized and talk to your interviewer 39
Define the

Industry problem

Recommend Structure the

ation problem
Start with each issue and drill down until
Firms you confirm or disprove hypothesis then
Synthesis
Prioritize
issues come back out and start a new path
Careers
Drill-down
Analysis

Preparation
Data Collection Buckets:
Interviews Once hypotheses are formed and an issue tree created, the following
buckets are useful to collect data. This approach not only is an
Tools
impressive way of organizing data in consultant style but also effective
Frameworks so as to not miss any crucial data points and helps to prioritize issues.

Cases Example Buckets:

PRODUCT CUSTOMERS COMPANY COMPETITORS INDUSTRY
Networking

Resources SOURCING PRODUCTION OUTBOUND LOGISTICS DISTRIBUTION CUSTOMER

 ALWAYS SYNTHESIZE
Communicate Recommendations 40
Define the

Industry • Be concise
problem

•
Recommend Structure the
ation problem
Integrate detailed analysis in view of big picture
Firms • Be action oriented
Synthesis
Prioritize
issues • Summarize what the client should do based on
Careers
Drill-down
Analysis
the supporting facts
Preparation
• Tell client what you discovered and what it means
Interviews
• Tell the client what to do
Tools • Couch recommendations in the context of the overall business, not
just the specific decision you assessed
Frameworks

Cases
Recommendation
-Effect/support A These consider relevant issues. The Synthesis should
-Effect/support B connect the dots, add clarity, and show confidence.
Networking

Resources Restate “Recommendation is for these reasons”

 USING THE TOOLS
Putting it all together 41

Industry Hypothesis: Must be clearly stated

1. Form it early
Firms
2. Ask Background Information if needed
Careers 3. State it early (don’t wait and forget)
Preparation
Issue Tree: don’t force a framework
Interviews • Use a logical issue tree for hypothesis (Logical Test)
Tools
• MECE (don’t overlap, cover everything)
• Conclusiveness Test
Frameworks

Cases Synthesis: What the client should do (action-oriented)

– Why the client should do it (Fact #1)
Networking – Why the client should do it (Fact #2)
– Have at most 3 supporting facts
Resources
 OTHER TOOLS
Some of these may be helpful 42

Industry Other Strategic Tools:

1. Porter’s 5 forces for industry scenario
Firms
2. ADKAR (Awareness, Desire, Knowledge, Action, Reinforcement)
Careers for change management
3. GDPEST for macro-economic conditions
Preparation
4. BCG matrix
Interviews 5. NPV
6. IRR and payback period for financial analysis
Tools

Frameworks

Cases

Networking

Resources
 FRAMEWORKS
Profit 43

Industry Economy(Profit = Revenue – Costs)Market

Firms

Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking • Don’t forget: If margins are constant, Costs will decrease when Revenue
decreases
• Fixed Cost: Doesn’t change when units change
Resources
 FRAMEWORKS
General business situation 44

Industry You can memorize a long list of specific frameworks for many situations – or you
can use a hypothesis approach and a general issue tree framework for any situation.
Firms

Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources For more frameworks read Case In Point (Cosentino)

 FRAMEWORKS
Mergers and Acquisitions 45

Industry • Run Business Situation Framework for each

Firms company
– Then analyze the combined results
Careers

Preparation
• Client Goals:
Interviews – Add Strategic Value
Tools – Cost Savings
Frameworks

Cases

Networking

Resources
 NOTES ON FRAMEWORKS
Points to consider 46

Industry • Multiple frameworks could be used to solve cases - please

see the other resources section in this book for details
Firms
about frameworks. But at the end of the day, you should be
Careers prepared to use your own framework and the only way to
come up with own frameworks is to PRACTICE!
Preparation

Interviews • There should not be a single framework that one should

learn, and the frameworks alone will not take you far. The
Tools
key to use frameworks is to use them as a guide and guide
Frameworks only.

Cases
Following are a couple examples to get you started but
Networking refer to other resources and come up with your own if
required.
Resources
 FRAMEWORKS
Profitability cases 47

Industry

Firms These cases will ask either to

increase profitability, reduce
Careers
costs alone or increase
Sales revenues alone. In most cases,
Preparation Volume
Revenue profitability frameworks come
Interviews Prices per in handy.
Unit
Profits
Tools Fixed Costs While generating ideas,
Costs several areas can be explored
Frameworks Variable
Costs that will aid data gathering.
Cases But a solid set of hypotheses
will make sure that the
Networking structure and methodologies
are in tact.
Resources
 FRAMEWORKS
Sales volume 48

Industry

Firms
For example sales volume can be
Careers Sell New Product to Sell New Product to
increased in roughly the four
Existing Customers New Customers

Preparation ways depicted by the matrix. For

Sales Volume Prices per unit, Market
Increase
Interviews Competition, product
Sell more Existing differentiation, product life cycle
Sell Existing Products to
Tools Products to Existing
New Customers and price discriminations can be
customers
used.
Frameworks

Cases

Networking

Resources
 PRACTICE CASES
Table of Contents 49

Industry
1. Oil Tanker Value (Booz & Company)
Firms
2. Hardware Store (EY)
Careers

Preparation
3. Organic Baby Food (Bain)
Interviews 4. Auto Headlights (A.T. Kearney)
Tools 5. Hair Styling Parlor (Bain)
Frameworks
6. Chemical Brothers (A.T. Kearney)
Cases
7. Cellphone Lease (Bain)
Networking

Resources
 OIL TANKER VALUE
Booz & Company - Round 1 50

Industry Case Prompt

My grandfather has just died and left me an oil tanker. I need a valuation for tax purposes, and I have hired
Firms you to tell me what it is worth. For your information, there are 3 types of tankers in the world: small, medium,
and large. Within these three classes, each tanker is identical to every other. I have just inherited a medium
tanker
Careers
Guidance to Interviewer and information to be provided only if asked
Preparation
Supply-side information
Interviews Small Medium Large
Number 100 100 100
Capacity 1 Unit 2 Units 4 Units
Tools
Number of trips per year 1 1 1
Operating Cost $50,000/trip $75,000/trip $100,000/trip
Frameworks

Cases Demand-side information

Scenario I: fixed demand for 500 units of capacity per year (transport costs are a negligible part of total oil-
cost structure, and demand is completely inelastic for purposes of this analysis).
Networking
Scenario II: fixed demand for 650 units of capacity per year (note: change demand-side scenario to this only if
student correctly determines value of tanker under first scenario and if time permits).
Resources
The market is highly fragmented and therefore competitive. The discount rate is 10%.
 OIL TANKER VALUE
Booz & Company - Round 1 51
Solution
Industry
Because the market is competitive, the market price will be the lowest price sufficient to cause enough capacity
to enter the industry to serve the fixed demand, and the marginal unit will earn revenue just sufficient to cover
Firms its costs. Clearly, the large tankers have the lowest cost structure, followed by the medium tankers and finally the
small tankers. The large tankers can supply 400 units of oil transportation services, the medium tankers 200
Careers units, and the small tankers 100 units.
If demand is fixed at 500 units, then medium tankers will be the marginal capacity, and we can say directly that
the market-clearing price will be just sufficient to cover the costs of operating such tankers. So my tanker has no
Preparation value (or, alternatively, scrap value only).
For completeness, the market-clearing price will be $37,500 per unit. Large tankers, all of which will be
Interviews employed, will earn profits of $50,000 per year and be worth $500,000. Half of medium tankers will be
employed at rates that just cover their costs, while the other half sit idle. Finally, small tankers will not have costs
low enough to enter the market and will also be worth zero or scrap value only.
Tools If demand is instead fixed at 650 units, the small tankers will be the marginal capacity and medium tankers will
earn profits and have positive value. The equilibrium price will now rise to $50,000 per unit. Medium tankers will
earn $25,000 per year and be worth $250,000; large tankers will earn $100,000 per year and be worth
Frameworks $1,000,000.

Cases Discussion
This case is a business problem that at its core is a relatively simple problem in microeconomics.
Networking Students need not get all the way to a numerical answer for the value of the tanker, and few should be expected
to give both answers depending on demand assumptions. Nevertheless, students should first demonstrate a
good conceptual framework for determining the tanker's value, and be reasonably creative about asking for the
Resources right kind of data to get at least part way to the solution.
Note that both the revenue and cost side of the problem need to be understood in order to reach a valuation.
 HARDWARE STORE
Ernst & Young - Round 2 52

Industry Case Prompt

Hammerjack is a regional chain of "local hardware stores" located in numerous neighborhood strip malls
Firms
and shopping centers. They had enjoyed excellent performance for the past 15 years but have experienced
declining profits in the past two years. They are concerned about their profitability and have hired you to
Careers
explain their situation and provide recommendations to get them back on track.
Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 HARDWARE STORE
Ernst & Young - Round 2 53

Industry Guidance to Interviewer and information to be provided only if asked student

Competitive issues: We are losing customers and based on the heavy decrease in dollar amount purchased,
Firms
we are losing high spending customers. (There must be substantially different customer segments)

Careers Question: What do we know about our customer segments?

Answer: 3 segments (as follows):
Preparation Maintenance People Do It Yourself-ers Contractors
# of visits 1 10 100
$ spent/visit $100 $1,000 $10,000
Interviews # of people/segment 100 million 10 million 10,000

Tools Assumptions

Hammerjack is losing customers and dollar revenue, there is a strong possibility of increased competition.
Frameworks Answer: Yes, Home Depot and other huge "warehouse" hardware stores have entered Hammerjack regional
locations.

Cases
Assumptions about Warehouse Stores
Networking Lower prices due to buying power (economies of scale). Answer: Yes
Provide additional services such as training courses, information, tips. Answer: Yes
Stealing contractors due to substantially lower costs and DIY's due to price and help. Answer: Yes
Resources
 HARDWARE STORE
Ernst & Young - Round 2 54

Industry Solution
Analyze drivers of profitability: Profit = Revenue - Costs.
Firms
Based on the above information, you can determine which segments are most valuable to Hammerjack.
Maintenance People Do It Yourself-ers Contractors
Careers Total segment worth: $10 Billion $100 Billion $10 Billion

Preparation You determine that the "Do It Yourself-ers" are the most important category.

Issues:
Interviews Maintenance segment is still loyal because they only shop once a year and for a lower dollar amount. We
probably can't keep the contractor segment due to price. How do we keep the DIY's?
Tools
Potential Solutions:
Offer the training courses with an emphasis on the local knowledge of the neighborhood.
Frameworks
Anticipate the products needed by DIY's and offer competitive prices on those items.
Acquire or align with other local chains to gain buying power.
Cases

Networking

Resources
 HARDWARE STORE
Ernst & Young - Round 2 55

Industry Notes

Firms

Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 ORGANIC BABY FOOD
Bain & Company - Round 1 56

Industry Case Prompt

A close friend of mine is thinking about starting an organic baby food company in Lafayette Area. He already
Firms has the equipment. How much of the market should he acquire in order to make a living out of this?

Careers
Guidance to Interviewer and information to be provided only if asked student
Preparation • He thinks he can live with 100k a year.
• Lafayette Area includes Lafayette and West Lafayette.
Interviews • No additional information provided, the interviewee is required to make assumptions of information
needed.

Tools It is key for the interviewee to remember the question specifies how much of the market should be
acquired. This refers to a percentage of the total market of organic baby food in Lafayette Area.
Frameworks

Cases

Networking

Resources
 ORGANIC BABY FOOD
Bain & Company - Round 1 57

Industry Notes

Firms

Careers

Preparation

Interviews

Tools

Frameworks

Cases

Networking

Resources
 OLYMPICS 2020
Bain & Company – Round 1 58

Industry Case Prompt

You have a meeting with the Mayor of Los Angeles, the President of Los Angeles Chamber of Commerce, and
Firms a member of the Olympic Committee. They have asked you to state the advantages and disadvantages of
hosting the 2020 Olympics in the city of Los Angeles.

Careers
Guidance to Interviewer and information to be provided only if asked student
Preparation No additional information given.

The interviewer will then ask the interviewee to quantify the possible revenues from ticket sales only. Will
Interviews the revenue increase more if you raise stadium capacity by 10% or if you increase ticket price 10%?

Tools

Frameworks

Cases

Networking

Resources
 OLYMPICS 2020
Bain & Company – Round 1 59

Industry Solution
The interviewee must come up with tangible and intangible advantages and disadvantages. For example:
Firms TANGIBLE
Advantages: Disadvantages:
City growth Costs
Careers Revenues Effort
Tourism Impact
Preparation INTANGIBLE
Advantages: Disadvantages:
Interviews
Recognition Crime
Image Failures
Tools Traffic
TICKET REVENUES
Assume number of stadiums with different capacity.
Frameworks Ex. Olympic Stadium: 50k, Swimming pool: 20k, Gymnastics: 30k, Basketball: 40k,Olympic Village: 50k
Set average price for ticket = $50 for stadium and $20 for village.
Cases Total Revenue from Tickets: $8M

The revenue increases the same since you are multiplying the capacity and the price to come up with
Networking revenue.

Resources
 AUTO HEADLIGHTS
A.T. Kearney - Round 1 60

Industry Case Prompt

The CEO of a mid-sized EU based car head light manufacturer has asked you to estimate the size of car
Firms Head lights market in South America. Also, assess how good is this market to invest aggressively.

Careers
Guidance to Interviewer and information to be provided only if asked student
Preparation • No additional information to be provided during the market-sizing portion. The interviewee should
come up with a strong robust model to forecast the market size.
• During the second part, a qualitative discussion led by the interviewee should open the floodgates.
Interviews • If the interviewee is stuck with estimation of market dynamics, they can choose the US market as a
benchmark and proceed.
• Final outcome of the discussion must have a competitive strategy with overall macroeconomic
Tools analysis and company strength/weaknesses.
• Interviewer must notice if the candidate touched upon the firm goals and current state in order to
Frameworks forecast future performance.

It is key for the interviewee to remember the question specifies how much of the market should be
Cases acquired. This refers to a percentage of the total market of organic baby food in Lafayette Area.

Networking

Resources
 AUTO HEADLIGHTS
A.T. Kearney - Round 1 61

Industry Solution
Market Size = Avg. price X Number of bulbs
Firms ‘Number of bulbs’ has 2 drivers
(#1) Installation in New cars, and
(#2) Replacements due to “age” of the bulbs
Careers
** People forget one more driver (#3) replacement for bulbs damaged in accidents, which has a big impact in
Preparation the market size estimation.

Interviews Market size estimation is the key in this question. It carries about 70-75% of the weightage.
The second part is to judge the candidate’s overall understanding of business and how they can apply their
business knowledge to a certain situation.
Tools If a step-by-step approach is taken where each part in the discussion is succinct and to the point, full marks
can be awarded.

Frameworks

Cases

Networking

Resources
 HAIR STYLING PARLOR
Bain & Company – Final Rounds 62

Industry Case Prompt

A renowned hair styling parlor is looking to drive traffic through into their stores. They have recently taken
Firms out coupons and tried a new strategy. They have given a free haircut to every person that goes to the store
with their son/daughter. Is this a good approach?

Careers
Guidance to Interviewer and information to be provided only if asked student
Preparation • In august, the store sold $1BN
• One month long promotion
• 1000 stores in the U.S.
Interviews • Only 700 stores have salons
• Every item is on average $15
• An average transaction is $50
Tools • There were 1M haircuts
• 1/3 customers actually buy something
Frameworks

Cases

Networking

Resources
 HAIR STYLING PARLOR
Bain & Company – Final Rounds 63

Industry Solution
The interviewee must quantify the extra revenues and costs of this strategy and decide if it was worth it.
Firms Remember the ultimate goal is to drive traffic through the store, not increase revenue. Think of it as an
advertising campaign.
Revenue from campaign:
Careers 1M customers * 1/3 who purchase * $50 average transaction = $16.5M
Say they have an average markup of 30% in the items, profit from sales: $5.5M.
Costs: Assume cost of products. (May be assumed free from negotiating with suppliers.)
Preparation Extra labor needed in the salons: 1M Haircuts in 700 stores = 1400 haircuts per store every month.
1400/30 = 50 haircuts every day.
Interviews Assume there are already 2 stylists at the store and every stylists can make 10 haircuts per day. Extra labor
needed = 3 stylists.
3 stylists * $15/hour * 8 hours/day * 30 days * 700 stores = 7.5M
Tools
Total profit:-$2M.
Frameworks If this were a proposal to generate profits, it would be a poor strategy. However it did drive 1M people into
the store. On average it cost the store $2 per new customer attracted by the promotion. It is a good
Cases marketing deal and it did generate the results expected.

Networking

Resources
 CHEMICAL BROTHERS
A.T. Kearney – Round 1 64

Industry Case Prompt

Your client Chemical Brothers International (CHEMBRO), is a major chemical producer, has retained your
Firms firm‘s services to evaluate the feasibility of acquiring another major player in the industry, Plastics of
America (POA). Both companies are bulk commodity chemical producers. Your task is to analyze the future
prospects of POA‘s major product line, a chemical used in the production of plastics. Should CHEMBRO
Careers acquire POA?

Preparation Guidance to Interviewer and information to be provided only if asked student

There are two issues in this case that should be addressed separately in the suggested order:
1. What issues need to be addressed in evaluating an M&A proposal? Qualitative
Interviews 2. What is the valuation? Quantitative

Tools

Frameworks

Cases

Networking

Resources
 CHEMICAL BROTHERS
A.T. Kearney – Round 1 65

Industry Solution
The candidate’s framework should cover the following buckets. Allow the candidate to ask for information
about the major categories before giving the information. If the candidate is missing one of the buckets,
Firms prompt them with a question to get them on track.

Careers Market Analysis

End-users come primarily from the automotive industry
Market size has been slowly declining over the last five years
Preparation Within the last couple of years, prices have declined rapidly
Competition / Industry Analysis
There are 10 major producers; the largest one with a 35% share; number two has 25%, and POA is third
Interviews with 20%; the remaining share is divided amongst others
The two largest competitors earn a small return; POA is slightly above break-even; the rest are operating at
Tools break-even or at a loss
Relative capacity utilization in the industry is 60 to 70 % and has been so for the last 3 years.
POA is also currently working at 75% of capacity
Frameworks The two largest competitors are highly diversified with this particular product line representing no more
than 20% of their revenues
Highly regulated industry with expensive pollution control equipment
Cases High barriers to entry because of the low profits and high investments required
Product value proposition / brand portfolio
Networking The price has been driven by self-destructive cuts from the leaders to gain temporary share points
We do not foresee the development of any significant byproducts.
Other possible uses: None.
Resources Complementary Assets: 50% of POA‘s sales are to the automobile industry
 CHEMICAL BROTHERS
A.T. Kearney – Round 1 66

Industry Solution
Finance and Operations
Cost is based on size/efficiency/age of plant, etc. Within the industry, POA is in an above average position.
Firms There are several operational improvements that could be implemented, and management has not been
aggressive in its pursuit of quality and cost controls.
Careers Great economies of scale exist in marketing and transportation. (Not quantifiable)
Operational synergies could represent an additional $30 million in profits

Preparation
After discussing the above-mentioned qualitative aspects in some detail, provide the candidate with Exhibit
1 when the conversation shifts to the topic of valuation. Ask candidate to compute the present value of
Interviews acquisition. You may allow the candidate to use 10% rate of return and not 9% (12% Return on Capital – 3%
Growth Rate) if requested. However ask him the effect on NPV of a higher vs. lower discount rate, to gauge
his understanding of the concept. Answer: Higher discount rate means lower valuation. NPV analysis: Based
Tools on the information from Exhibit A, the net present value of the target company is = $90M / (10%) = $900
million (assume perpetuity), which is less than the purchase price tag of $950 million. Industry
Frameworks Attractiveness: not particularly attractive, unless the larger competitor can use economies of scale and
dominant position for economic gain.

Cases

Networking

Resources
 CHEMICAL BROTHERS
A.T. Kearney – Round 1 67

Exhibit 1 A strong candidate will recognize that this case deals with
Industry Purchase Price - $950 M internal factors (synergies and economies of scale) as well as
Annual operating income before tax - $90 M some external factors (opportunity costs and industry
Firms Cash - $30 M attractiveness). The candidate should include some of the
No. of employees - 2000 following elements in his framework:
Return of capital - 12% • Market Attractiveness / Industry Potential
Careers Market risk premium - 7% • Operational Analysis (Synergies/Economies of Scale)
Growth rate - 3% • Organizational and cultural compatibility
Tax rate - 40% • Capability to enact acquisition: Financial, legal, and
Preparation perceptual barriers

Interviews Performance Evaluation

Tools Expected: Candidate identifies that the purchase price is higher than the NPV. Recommendation wrap-up
should clearly include a ―go / no go‖ decision followed by quantitative (valuation) and qualitative (industry
and compatibility analysis) facts.
Frameworks Good: A strong candidate will recognize that this case deals with internal factors (synergies and economies
of scale) as well as some external factors (opportunity costs and industry attractiveness).
Cases Excellent: An excellent candidate will include some of the following additional insights.

A more comprehensive NPV would include the new cash flow from synergies, as well as the previously
Networking calculated NPV. Therefore the $900 million + [Synergies 30M/(12%-3%) = 333M] = $1,233M value of target >
950 price tag.

Resources
 CELLPHONE LEASE
Bain & Company – Final Rounds 68

Industry Case Prompt

The U.S. cell-phone market is completely saturated. There are more phones than people in the U.S. For this
Firms reason, it is very hard for companies to grow in this area of business. A U.S. cell-phone company is looking at
a model used in the U.K. for leasing a cell-phone through a one-year lease. The customer will get a new
phone, use it and return it after a year. Should the company implement this new contract?
Careers
Guidance to Interviewer and information to be provided only if asked student
Preparation
The current contract model lasts two years and the customer keeps the phone. The interviewee must
compare the different business models. He can disregard operating costs, service costs and others by
Interviews assuming it is the same in both models.

Tools

Frameworks

Cases

Networking

Resources
 CELLPHONE LEASE
Bain & Company – Final Rounds 69

Industry Solution
LEASE:
Revenues: REGULAR
Firms Service: $70/ month Revenue:
Salvage phone value: $100 Service: $60/ month service
Careers Smartphone upgrade average fee: $80 Insurance & maintenance: $5/month
Costs: Smartphone upgrade average fee: $80 every 2 years
Phone: $400 No salvage value.
Preparation Profits: $620 / year = $1240/ 2 years Costs: Phone: $400 / 2 year phone.
Profits: $680 / year = $1360 / 2 years
Interviews SOLUTION
Even though the regular business model is more profitable, the company may be interested in implementing
the new business model since they will attract a certain area of consumers that want to keep up with
Tools technology and would like to change their phones every year. The company should adopt this model.

Question:
Frameworks The CEO of the company asks you why haven’t other companies adopted this model? You have one minute
to answer since he has to catch a plane.
Cases Answer:
We may have assumed incorrectly that people would return their phone after one year. We could collect
data to prove this.
Networking
Suppliers may not be very happy if we begin to sell their one-year-old smart-phones at a very cheap $100
price. There could be some contractual issue.
Resources
 NETWORKING TIPS
Connect with as many people as possible 70
For both internship and full time job search in the consulting industry, networking plays a huge role. Also, the
Industry momentum and lessons learned during networking for internship search should not be lost after an internship is
secured, so that one is already ahead of the pack during full time recruitment. In general, late spring to late
summer is the best time for effective networking since the recruiters are not that busy and only a handful of people
actually realize the impact of networking at that early stage.
Firms
Here are a few ideas that can take you a long way:
• Start early and know yourself
Careers • Assess your fit and strengths carefully and envision yourself in a consultant role. Then start your own research about
the industry, firms and typical profiles of current consultants in those firms. Wetfeet, Vault, Glassdoor and LinkedIn are
few of the best resources available for this purpose. Sometimes maintaining a spreadsheet/documentation of all
research proves beneficial.
Preparation • After thorough research and self-assessment is done, candidate must reach out to recruiters. The contacts could be
found from KPDC alumni database or LinkedIn. ‘Cold-LinkedIn’ requests to build up your own network also work if used
strategically but many view this as a negative approach so use caution and professionalism. For this purpose, a custom
Interviews message (in the connection request) stating the reason for invitation and genuine interest in the firm/individual, and
relevant information in the candidate’s profile are must. Email messages also need to be succinct yet informative.
Bottom-line, the candidate must display genuine interest and inclination to go the extra mile in the initial conversation. If
the initial conversation goes well, a follow up telephonic or in person informational interview works wonderfully.
Tools • Informational Interviews: In the informational interview, one needs to make sure of the following:
– Keep it short (20-30 minutes at most)
– Make a list of questions to ask about the firm/individual/projects/industry
Frameworks –
–
Figure out the skills to acquire for being the perfect fit for the role
Send your resume to the contact well in advance
– DO NOT ask for a job. Everyone knows why this conversation is taking place!
– One should send a follow up note thanking the interviewee for their time
Cases • Other channels: LinkedIn provides some metrics such as key skills of people in respective firms and company insights
that can prove beneficial. Networking dinners hosted by KPDC, and consulting club as well as alumni networks are
critical sources of making connections. An ideal candidate looks for networking opportunity and that can come in any
Networking •
form at any place (pregame tailgates and KGSA unofficial socials included!).
Key takeaway: Simply turning and saying ‘hello’ to a person next to you at an event may connect you to some highly
influential people in the industry. That is really how you would make connections as a consultant in your post-MBA
career. Also, don’t forget to carry your Purdue business cards in your wallet/purse and exchange when possible.
Resources
 DATA SOURCES
References used in this book 71
• www.Add-Resources.com
Industry
• www.vault.com
• www.WetFeet.com
Firms • www.Accenture.com
• www.ATKearney.com
Careers • www.ADLittle.com
• www.bain.com
Preparation • www.booz.com
• www.bcg.com
Interviews • www.ey.com
• www.marakon.com
Tools • www.mckinsey.com
• www.oliverwyman.com
Frameworks • www.rolandberger.us
• www.Deloitte.com
Cases • www.PwC.com
• www.Gallup.com
• www.KPMG.com
Networking
• www.glassdoor.com
Resources
 USEFUL RESOURCES
Purdue and Krannert 72

Industry Purdue Libraries

• Consulting Casebooks, Strategy Journals, Newsletters from McKinsey, BCG Perspectives
Firms
KPDC/CCO
• Market Sizing questions, fit questions, basic case interview books and of course lot of
Careers guidance.

Preparation Courses offered at Krannert

• Competitive Strategy, Consulting Methods, Change Management and Experiential Learning
Interviews Projects and/or Global Business Projects.
• Other classes having pertinent topics on consulting issues are:
– Marketing: This course perhaps has the most important concepts for case interviews. Four P’s, four
Tools C’s and pricing strategies feature quite often in cases.
– Finance: Basic financial modeling and NPV analysis are important but other concepts are not
Frameworks emphasized in case interviews. In most cases, an NPV/Valuation will lead to strategic choices.
– Operations: Be familiar with concepts such as bottlenecks, capacity, lead-time, flexibility, and
inventory. Process mapping and ways to improve each of the above mentioned could be vital.
Cases – Supply chain and logistics: Outsourcing vs offshoring, value chain for manufacturing and distribution
for various industries, and supply-demand dynamics must be fully understood for acing case
Networking interviews. Apart from core courses, various electives are offered in Krannert for learning these
concepts in-depth.

Resources Google
 USEFUL RESOURCES
Case books from other schools 73

Industry • McCombs Case Book (2008)

• London Business School (2006)
Firms • Kellogg Case Guide (2002)
• Haas Case Book (2006)
Careers
• Columbia Case Book (2007)
Preparation • Chicago Casebook (2001)
• Cornell Case Book (2003)
Interviews
• Duke Case Book (2010)
Tools • Wharton Casebook (2008)
• Goizueta Interview Book
Frameworks • Michigan Preparation Guide (2006)
• HBS Case Interview Guide
Cases
• UCLA Consulting Book (2000)
Networking • Darden Consulting Interview Guide (2004)
• MIT Sloan Case and Interview Guide (2001)
Resources
 USEFUL RESOURCES
Consulting Firms I 74
• Management Consulting – Computer Sciences Corporation
Industry – ABeam Consulting • Innovation Consulting
– A.T. Kearney – Altran Group
Firms – AlixPartners – Arthur D. Little
– Bain & Company • Other Consulting
Careers – Booz & Company – Avasant
– Boston Consulting Group – Corporate Executive Board
– Cognizant Business Consulting • Legal Consulting
Preparation – Deloitte – BDO Consulting
– Ernst & Young – Berkeley Research Group, LLC
Interviews – L.E.K. Consulting
• Financial Consulting
– McKinsey & Company
– Capco
– IBM Global Business Services
Tools – Oliver Wyman • Operations Consulting
– Roland Berger Strategy – Collinson Grant
Frameworks Consultants • Accounting and Tax Advisory
• IT Consulting Services
– Accenture – KPMG
Cases – Bearingpoint – PricewaterhouseCoopers
– Booz Allen Hamilton
Networking – Capgemini Consulting
– CGI
– Cognizant Technology Solutions
Resources
 USEFUL RESOURCES
Consulting Firms II 75
• Miscellaneous – PA Consulting Group
Industry – Detica – Protiviti
– FTI Consulting – PRTM
– Grant Thornton – Qedis Consulting Ltd
Firms – Greenwich Associates – QualPro
– Hay Group – The Saint Consulting Group
– HCL Axon – Schlumberger Business Consulting
Careers – Hewitt Associates – SDG Group
– Hitachi Consulting – Simon-Kucher & Partners
– – Slalom Consulting
Preparation –
Horváth & Partners
HP Enterprise Services – SM&A
– Huron Consulting Group – Tata Consultancy Services
Interviews – Ikon Marketing Consultants – Tefen
– Imdad logistics – The Burke Group
– IPL Information Processing Limited – Towers Watson
Tools – The IQ Business Group – Value Partners Group
– ITN Consulting – Walter Rhodes
– Kurt Salmon – WS Atkins PLC
Frameworks – Logica – ZS Associates
– Marsh & McLennan Companies
– Matrix Knowledge Group
Cases – McGladrey
– Mercer (consulting firm)
– Monitor Group
Networking – Mott MacDonald
– Navigant Consulting
– Novantas LLC
Resources – OC&C Strategy Consultants
 USEFUL RESOURCES
Books 76

Industry
Case In Point
Firms (Cosentino)
Careers

Preparation Case Interview Secrets

(Cheng)
Interviews

Tools
Learning with Cases
Frameworks (Mauffette-Leenders, Erskine, Leenders)
Cases

Networking Vault Guide to the Case Interview

(Asher)
Resources
 THE CONSULTING CLUB
Utilize all of our free resources 77

Industry http://web.ics.purdue.edu/~pucclub/

Firms
http://www.linkedin.com/groups
Careers

Preparation
https://www.facebook.com/groups/purduecons/

Interviews
https://twitter.com/purdueconsultin
Tools

Frameworks
https://krannertlife.purdue.edu/club-news/professional-clubs/consulting-club/
Cases
https://boilerlink.purdue.edu/organization/purdueconsultingclub
Networking

Resources
 ACKNOWLEDGEMENTS

Saadi Azeem Dr. Matthew Lynall Andrew Tye

President Faculty Advisor VP – Professional Dev.

Tarun Sharma Vinod Penmetsa Vineet Sahni

VP – Internal Affairs VP - Finance VP - Communications

We also thank the 2012-13 Board, especially Debdeep Roy, for creating the first edition of this handbook
 FEEDBACK

Thank you for reading this book. Hopefully it has helped you develop
in your career. If you have any feedback or suggestions on how to
make this a more useful and effective resource, please contact me at
atye@purdue.edu or use the contact form on our websites.
Andrew Tye