Case Interviews


Case interviews are used by consulting firms like McKinsey, Bain and BCG as part of the recruiting process for Analysts and Associates.  There are many different types of cases: sometimes, you’ll have to help a fictional company to solve a business problem, and other times you’ll have to answer a brain teaser asking you to estimate some unknown quantity, like the number of gas stations in New York City.

Cases are not only about getting the “right” answer (in fact, there is not always a single right answer), but also about showing your thinking.  Demonstrating a structured approach to the problem can help you to make good progress and also show the interviewer more about the way you approach problems.  We’ll cover popular frameworks, such as Porter’s Five Forces, and their limitations.


Target audience

People seeking jobs in management consulting at the Analyst (post-undergraduate) or Associate (post-graduate) levels.






It is not required, but we encourage you to purchase the book “Cracking the Case” by David Ohrvall.


Duration and expected time investment

The workshop is a half-day workshop.  In order to excel in case interviews, you should expect to spend another 25+ hours in a mix of independent practice, practice with partners (e.g. colleagues, or other consulting applicants who you have met through online discussion forums), or 1:1 coaching sessions booked separately with Menlo Coaching.



$400 per participant


Workshop topics

  1. What is a business case?
  2. What is the consulting firm looking for?
    1. Appropriate use of structure and frameworks
    2. Clear thought process
    3. Intelligent questions to gather more data from the interviewer
    4. Clear communication
  3. Popular structures and models for analyzing business cases
    1. Porter’s Five Forces
    2. The Four P’s
    3. The Three C’s
    4. SWOT
    5. Profit framework (revenue vs. cost // unit price vs. volume & fixed cost vs. variable cost // etc)
  4. Different types of cases
    1. Market sizing
    2. Diagnosis of low or falling revenues or profits
    3. Interpreting charts and data
    4. Brain teasers (how many piano tuners are there in NYC)
    5. Other business situations and problems

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