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.........................................................................................................................5
1.1 .........................................................................................................................5
1.2 .........................................................................................................................5
1.3 .........................................................................................................9
1.4 .......................................................................................................16
1.5 ...............................................................................................................18
1.6 ...................................................................................................................19
1.7 ...........................................................................................................22
1.8 ...........................................................................................................23
...............................................................................................................24
2.1 MONTREAL ...........................................................................................24
2.2 Mckinsey ..................................................................................................................25
2.3 ...............................................................................................................25
2.4 .......................................................................................................................26
2.5 pretalk ...............................................................................................27
2.6 .......................................................................................................28
2.7 MCK .................................................................................................................29
...............................................................................................................30
3.1 2010 ............................................................................................30
3.1.1 ................................................................................................30
3.1.2 Stanford MBA ...................................................30
3.1.3 ........................................................................................31
3.1.4 ........................................................................................32
3.1.5 McKinsey ......................................................................................33
3.1.6 McKinsey +....................................................................................35
3.1.7 ............................................................................................35
3.2 2008-2009 ...................................................................................39
3.2.1 ...............................................................................................................39
3.2.2 ....................................................................................................40
3.2.3 ...............................................................................................44
3.2.4 ................................................................................................51
3.2.5 ................................................................................53
3.2.6 ....................................................................................................54
3.2.7 ............................................................................................57
.......................................................................................................58
4.1 ......................................................................................................58
4.2 ..............................................................................................60
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1.1
http://www.mckinsey.com/
(Mckinsey & Company),(James O.McKinsey
1889-1937) 1926
44 84
9000 78
1997 (MBA) 49% 16%
1999
500
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Byrne and
McWilliams,1993).
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CEO
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MBA EMBA
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3 90
Mckinsey
Marvin Bower
11
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40
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MBAMarvin Bower
12
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70 IT
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1996
1000 40 MBA 4%
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1.4
14
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Our clients need new insight. We ask our people to bring their best thinking to our clients. We
invest significant resources in building knowledge. We see it as our mission to bring this
knowledge to our clients and we publish it for the benefit of business and government leaders
worldwide and to force ourselves to think about what is next.
Build client capabilities to sustain improvement
We work with our clients as we do with our colleagues. We build their capabilities and leadership
skills at every level and every opportunity. We do this to help build internal support, get to real
issues, and reach practical recommendations. We bring out the capabilities of clients to fully
participate in the process and lead the work after we have left.
Build enduring relationships based on trust
We earn our clients trust. We do this through our consistently superior service, our professional
conduct, and our complete commitment. Each one of us is responsible for earning and keeping our
clients trust with our individual behavior and the quality of our work. We care for our clients as
people and organizations, even when we are not serving them.
1.5
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1926 1929
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Bower
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Marvin Bower 25 25
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1996
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16
1.7
1
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1.8
21
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http://www.mckinsey.com/
2.1 MONTREAL
9 8 MCK OFFICE
MONTREAL OFFICE
3 26
Case 1: CEO
MKT SHARE
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CASE
CASE
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2.6
Learn tips and common mistakes that could help you in the case interview process
Listen to the problem. Make sure you are answering the question that you have been
asked.
Begin by setting a structure. Think of four to five sub-questions that you need to answer
before you can address the overall issue.
Stay organized. When discussing a specific issue, remember why you are discussing it
and where it fits into the overall problem.
Communicate your train of thought clearly. If you have considered some alternatives
and rejected them, tell the interviewer what and why.
Step back periodically. Summarize what you have learned and what the implications
appear to be.
Ask for additional information when you need it. But make sure that the interviewer
knows why you need the information.
Watch for cues from the interviewer. Any information given to you by an interviewer is
given to help youlisten to them carefully and follow their lead.
Be comfortable with numbers. You will almost always have to work with numbers in a
case. This requires comfort with basic arithmetic and sometimes large quantities. You
may also be asked to perform estimations.
Dont fixate on "cracking the case." It is much more important to demonstrate a logical
thought process than to arrive at the solution.
Use business judgment and common sense.
Relax and enjoy the process. Think of the interviewer as a teammate in a
problem-solving process and the case as a real client problem that you need to explore
and then solve. Our clients need pragmatic solutions that they can act on as soon as
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2.7 MCK
Initial Problem Solving Assessment(-.-b
) case study
70 3 case 40
case
case
case
consultant
verbal-.-b (
) MCK -.-b()
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3.1 2010
3.1.1
10 15
Introduction
Why Stanford, why mba
leadership
failure
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market research
How to motivate your teamworkers
KEVIN
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MBAs
10 ppt
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3.1.6 McKinsey +
MCK
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aggressive soft
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HR
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McK
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principal case
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MBA case
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feedback culture
^_^
3.2 2008-2009
3.2.1
RECRUITMENT PROCESS FACE TO FACE INTERVIEW
ASSESSMENT CENTRE.
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34 17 70 3 case Mckinsey
Super Day
2
offer
3.2.2
1 :
During the first round of interviews, we may ask you to solve a series of problems. The test
consists of about 34 multiple choice questions. The questions assume no maths knowledge beyond
GCSE. However, calculators are not permitted.
The following exercise features three questions similar to those used in the real test. Answer the
questions as quickly as you possibly can.
Sample questions:
A supermarket chain has asked McKinsey to conduct a review of its overall strategy.
QUESTION 1
The team has been asked to look at a number of issues that the client is considering, including
whether or not to start a customer loyalty programme. In helping the client decide on this issue,
which two of the following arguments, if true, would lead you to favour introducing such a loyalty
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To step through this case example, we will give you some information, ask a question, and then,
when you are ready, give you a sample answer. We hope that the exercise will give you a sense of
the flow of a case interview. (Please note, you can stop this exercise and pick up where you left off
later. Your cookies must be on to use this feature).
In this exercise, you will answer a series of questions as the case unfolds. We provide our
recommended answers after each question, with which you can compare your own answers. We
want to emphasize that most questions in a case study do not have a single right answer. In a live
case interview, we are more interested in your explanation of how you arrived at your answer, not
just the answer itself. An interviewer can always assess different but equally valid ways of
approaching an issue, and then bring you back to the particular line of inquiry that he or she wants
to pursue.
You should also keep in mind that in a live case, there will be far more interaction with the
interviewer than this exercise allows. For example, you will have the opportunity to ask clarifying
questions.
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Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how
the case evolves. In this on-line exercise, there is no time limit.
There are ten questions in this on-line case study. This case study is designed to roughly simulate
one during your interview, so you will not be able to skip ahead to the next question until you have
answered the one you are on. You can refresh your memory of previous answers by clicking the
highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the
TOP RIGHT corner. At the end, you can print the entire on-line case study at once.
Client Goal: To determine how to improve its financial situation.
Our client is Magna Health, a health care company in the Midwest. It both insures patients and
provides health care services. Employers pay a fixed premium to Magna for each of their
employees in return for which Magna covers all necessary health services of the employee
(ranging from physician care, and medications to hospitalization).
Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees
who provide a broad range of services to patients in 6 centers. These physicians represent a wide
range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty
area not covered by a Magna physician, they are referred outside of the Magna network for care,
and Magna pays all referral costs on a fee-for-service basis. Magna does not own any hospitals
itself, instead contracting services from several local hospitals.
Magna''s CEO has retained McKinsey to help determine what is causing the declining profitability
and how Magna might fix it.
What key areas would you want to explore in order to understand Magna''s decline in
profitability?
Your Answer:
Please take a minute to compose your answer, write it in the box below, and then click on
"Answer" below to compare your response to the recommended one.
Client Goal: To determine how to improve its financial situation.
Some possible areas are given below. Great job if you identified several of these and perhaps some
others.
Magna''s revenues
o Price paid by employer for employee health coverage.
o Number of employees covered by Magna.
Magna''s costs (or fixed and variable costs)
o Magna''s main cost components consist of administrative (non-medical) and medical costs (e.g.
hospital, drugs, outpatient care)
o Outpatient costs an be split into internal physician costs versus external referral costs
Magna''s patient base demographics/overall risk profile which may affect medical costs
Your answer was:
The team discovers that the demographics of Magna''s subscribers have changed significantly in
the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing
this, are there any specific areas you would investigate first?
Your Answer:
Please take a minute to compose your answer, write it in the box below, and then click on
"Answer" below to compare your response to the recommended one.
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The team discovers that the demographics of Magnas subscribers have changed significantly in
the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing
this, are there any specific areas you would investigate first?
We are looking for a few responses, similar to the ones below:
Claim costs, as the change in the subscriber base will change the profile of diseases (e.g., more
heart disease/stress and less work related injury)
External referral costs, due to the change in the disease profile for which they have in-house
competency
Your answer was:
After reviewing the basics of Magna''s business, your team believes that one of the root causes of
Magna''s financial problems is how it manages medical costs, particularly the cost of referrals to
specialists outside of its physician network. Your team has gathered the following information on
Magna and its primary competitor, Sunshine HMO:
Number of patients Average cost of referral(per member per month)
Magna Health 300,000 $20
Sunshine HMO 500,000 $15
What are the most likely reasons that the average cost of referral at Magna is higher than at
Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your
interviewer questions to clarify the information)
Your Answer:
Please take a minute to compose your answer, write it in the box below, and then click on
"Answer" below to compare your response to the recommended one.
After reviewing the basics of Magna''s business, your team believes that one of the root causes of
Magna''s financial problems is how it manages medical costs, particularly the cost of referrals to
specialists outside of its physician network. Your team has gathered the following information on
Magna and its primary competitor, Sunshine HMO:
Number of patients Average cost of referral(per member per month)
Magna Health 300,000 $20
Sunshine HMO 500,000 $15
What are the most likely reasons that the average cost of referral at Magna is higher than at
Sunshine? (At this point you should feel free to offer hypotheses, and you could ask your
interviewer questions to clarify the information)
Although there are a number of possible responses, you might have the following suggestions:
Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g. its
outside contracts with oncologists might be at higher rates than Sunshine''s contracts).
Number of referrals: Magna''s physicians might have different practice patterns than Sunshine
physicians, i.e. they may be less comfortable treating heart disease patients or have different
training/protocols.
Mix of specialties: Magna''s mix of specialties that requires referrals (cardiology and
neurosurgery) are probably more expensive specialties (than cardiology and psychiatry,
Sunshine''s referral specialties).
Mix of patients: Magna has sicker or older (>65) patients (individuals over 65 are more likely to
need medical care in the specialty areas outside of Magna''s network, particularly cardiology).
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3.2.3
1
2
3
4
5
6
7
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Mckinsey
GPA
Mckinsey
engagement manager,
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43
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Mckinsey
manager. pwc
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case sugar refinary company.
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http://www.sharewithu.com/bbs/forumdisplay.php?fid=208
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