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YingJieSheng.COM .................................................................................2
.......................................................................................................................4
1.1 .........................................................................................................................4
1.2 .........................................................................................................................4
1.3 .........................................................................................................8
1.4 .......................................................................................................15
1.5 ...............................................................................................................17
1.6 ...................................................................................................................18
1.7 ...........................................................................................................21
1.8 ...........................................................................................................22
.............................................................................................................23
2.1 MCK .................................................................................................................23
2.2 Mckinsey ..................................................................................................................23
2.3 ...............................................................................................................24
2.4 .......................................................................................................................25
2.5 pretalk ...............................................................................................25
2.6 .......................................................................................................26
.............................................................................................................28
3.1 ..........................................................................................................................28
3.2 ...............................................................................................................29
3.3 ..........................................................................................................33
3.3 ......................................................................................................40
3.4 ...........................................................................................................41
3.5 ...........................................................................................43
3.6 ...............................................................................................................44
3.7 .......................................................................................................48
.........................................................................................................49
4.1 ......................................................................................................49
4.2 ..............................................................................................50
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YingJieSheng.COMhttp://www.yingjiesheng.com
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1.1
(Mckinsey & Company),(James O.McKinsey
1889-1937) 1926
44 84
9000 78
1997 (MBA) 49% 16%
1999

500
100
70% AT&T
Byrne and
McWilliams,1993).

1.2
1926 James Mckinsey

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20 30
10
20 50
60 60
10
20 70 10
70
1971 4
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()
20 80
1980
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158
80
Peters Waterman
Ohmae
2000
(PDNet)
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20 90
1996 4 Rajat Gupta

84 7000
1.3
2003 6 30
8
8
1995 1998
1999 2000
90
2001
70 30
50-60
25 15
8
8 400 30
30
15
10-1510 10
5-15
8
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1999 2001
2000 2001
20 30
2001
1998 1999
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3
3

20
1997
CEO
56
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MBA EMBA
WTO
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3 90
Mckinsey
Marvin Bower
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40
20
1926 1929
1926 1937 1935

Marshall Field
80
1937 Marshall Field
Marvin Bower
1938 1956 Marvin Bower
1951
CEO
MBAMarvin Bower
Marvin Bower
Gupta Marvin Bower

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Marvin Bower 25
25
90 90 Marvin Bower
70 IT
80 90
1980
BainBCGMonitorGemini
1996
1000 40 MBA 4%
MBA
MBA
60
16
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1.4
Who We ArePassionate, Supportive, Collaborative, Diverse

We are the trusted advisor and counselor to many of the most influential businesses and
institutions in the world. We serve more than 70 percent of Fortune magazines most admired list
of companies.
We are problem solvers with a passion for excellence. We are intellectually curious and highly
collaborative. We minimize hierarchy.
We dont regard individuals based on their title, but their competence and leadership. We uphold
the obligation not a right, but an obligation for each member of our firm us to question
anything that he or she feels is not right for a client.
We come from all over the world, with rich experience and all kinds of backgrounds and areas of
expertise. We speak over 120 languages and represent over 100 nationalities.
We are a network of leaders. What we look for when we are hiring is individuals with leadership
potential, with integrity, a sharp analytical mind, creativity, and the ability to work with people at
all levels in an organization.
We go to extraordinary lengths to support the people we hire to succeed. We have a passion for
helping the people we work with. This passion to help continues in our alumni, who remain
connected and loyal to our firm and its people. Those who join McKinsey join people bound by a
shared set of values and a culture of support, caring, trust, respect, and interdependence.
Our firm is a global network of offices and practices led not by one person, but by our partnership
group. We are not a corporation tied to earnings pressures. We are not here to increase returns to
our shareholders. Instead, we constantly measure new ideas, opportunities, and ways of working
against our values. When they fall short our choices are easy, clear, emphatic, and final: We say
no thank you. When they measure up, our choices are equally easy, clear, emphatic, and final:
We say yes and put the full weight of our firm behind them.
What We Believe
We believe we will be successful if our clients are successful.
We believe that solving the hardest problems requires the best people. We believe that the best
people will be drawn to the opportunity to work on the hardest problems. We build our firm
around that belief. We believe you cant do one without the other. We believe these two parts of
our mission reinforce each other and make our firm strong and enduring.
We believe in professionalism. For us this means to always:
Put the clients interest ahead of our own.
This means we deliver more value than expected. It doesnt mean doing whatever the client asks.
Behave as professionals.
Uphold absolute integrity. Show respect to local custom and culture, as long as we dont
compromise our integrity.
Keep our client information confidential.
We dont reveal sensitive information. We dont promote our own good work. We focus on
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making our clients successful.

Tell the truth as we see it.
We stay independent and able to disagree, regardless of the popularity of our views or their effect
on our fees. We have the courage to invent and champion unconventional solutions to problems.
We do this to help build internal support, get to real issues, and reach practical recommendations.
Deliver the best of our firm to every client as cost effectively as we can.
We expect that our people spend clients and our firms resources as if their own resources were at
stake.
We believe in the power of one firm. We maintain consistently high standards for service and
people so that we can always bring the best team of minds from around the worldwith the
broadest range of industry and functional experienceto bear on every engagement.
We believe in teamwork and collaboration. We come to better answers in teams than as individuals.
So we do not compete against each other. Instead, we share a structured problemsolving
approach, where all opinions and options are considered, researched, and analyzed carefully
before recommendations are made.
We believe in helping each other: We give each other tireless support. We are fiercely dedicated to
developing and coaching one another and our clients. Ours is a firm of leaders who want the
freedom to do what they think is right.
What We Do
Our clients call us when they have something pressing on their mindswhether it is a major
strategic or operational need or an organizational challenge. They look to us for honest, objective,
thoughtful, and experienced advice.
Our clients talk to us when they find themselves under pressure to deliver results. They call us in
uncertain times. They talk to us when information is difficult to get and insights are scarce. They
call us when they need to make decisions that will have major consequences for their people, their
organizations, and the countries in which they operate. They call us when they want a truly global
perspective.
With our broad reach across industries, functions, and geographies, we speak our clients language.
We live where they live. We understand their business.
We help people and companies explore extraordinary opportunities, manage and sustain growth,
and maximize revenue.
We do this using these core principles:
Follow the top management approach
We find and solve the most critical and challenging problems. We take an overall, independent,
and fact-based view of a clients performance. We rely on facts because they provide clarity and
align people. Facts are the global management language. We work with facts to provide credible
recommendations. We work directly with leaders who can partner with us to develop and accept
recommendations and have the ability to implement them.
Use our global network to deliver the best of the firm to all clients
No one at McKinsey "owns" a client relationship. We rely on multiple people, not a single
consultant or a single office, to provide leadership and our high standard of client service in each
situation. We draw on our global network of internal or external expertise to bring together the
right minds for the right solutions.
Bring innovations in management practice to clients
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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

(DGL),
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BCR
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1926 1929
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80
1937 Marshall Field
Marvin Bower
1951
CEO
MBAMarvin
Bower
Marvin
Bower
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Gupta Marvin Bower
Marvin Bower 25 25
90
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70 IT
80 90
1980
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1996
1000 40 MBA 4
MBA
MBA
60
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16
1.7
1
2
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1.8
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* http://www.boraid.com/bbs/dispbbs.asp?boardID=28&ID=10435&page=48
2.1 MCK
Initial Problem Solving Assessment(-.-b
) case study
70 3 case 40
case
case
case
consultant
verbal-.-b (
) MCK -.-b()
pre-talkps. what is pre-talk -.-bb

(
^^) 03 ddmm bless you
all~
2.2 Mckinsey
~
600 n
hr
gg jj ~~
case ok
3 case, 26
seafood shrimp boat
to throat shrimp
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gallery
case
marginal market
blabla~~~
22/26~~ game over
~~~ business,financ e
~~~ bt
2.3

MBA Experienced

C
A
2 3
26 60
BCGBain McKinsey
10

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2.4
Initial Problem Solving Assessment(-.-b
) case study70
3 case 40
case
case
case
consultant
verbal
-.-b ()
MCK -.-b()
pre-talk
ps. what is pre-talk -.-bb
(
^^) 03 ddmm
bless you all~
2.5 pretalk
job
2301
300
pretalk
KPMG KPMG
5
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70 15
pretalk
pretalk pretalk
23
IT
2301
offer
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.
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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 possible. Always focus on actionable
recommendations, even though sometimes they may not be the most elegant
solution to the problem.
Some common mistakes

Misunderstanding the question or answering the wrong question.
Proceeding in a haphazard fashion. For example, not identifying the major
issues that need to be examined or jumping from one issue to another
without outlining your overall approach.
Asking a barrage of questions without explaining to the interviewer why
you need the information.
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Force-fitting familiar business frameworks to every case question,

whether they are relevant or not, or misapplying a relevant business
framework that you do not really understand, rather than simply using
common sense.
Failing to synthesize a point of view. Even if you dont have time to
talk through all the key issues, be sure to synthesize a point of view
based on where you ended up.
Not asking for help. Some candidates feel it is inappropriate to ask for
help when they are stuck. Whether it is a misunderstanding related to the
overall problem, or whether you are struggling with a specific analysis,
be sure to ask for help when you need it.
3.1
RECRUITMENT PROCESS FACE TO FACE INTERVIEW
ASSESSMENT CENTRE.
McKinsey Problem Solving Test 3 10

30 ETS
70
34 17 70 3 case Mckinsey
about 200 words

11 12 Mckinsey
Interview Case Workshop workshop
Super Day
2
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offer
3.2
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
programme? Select TWO of the following options
The client has increased sales by 15% in the last year.
It will lead to an increase in revenues with no significant cost increase.
Loyalty programmes have successfully been introduced at retail electronics chains.
It will allow customer behaviour data to be collected.
It will benefit the partner companies of the loyalty programme.
QUESTION 2
A potential growth strategy for the client is to acquire a competing supermarket chain. You have
been asked to create a list of most likely targets for the client. Which of the following is not a
factor when compiling this list?
Geographic location of the target''s stores.
Target''s market share.
Trget''s financial performance.
Target''s store layout.
Target''s distribution system.
QUESTION 3
The client''s current revenues are $1 billion. Its profitability is 12% of revenue. An acquisition
target has been identified, a smaller supermarket chain with revenues of $500 million and current
profitability of 7%. If the smaller company were to be acquired by the client, there would be
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immediate cost savings from eliminating duplicating activities of $20 million. What would be the
combined profits of the two firms if the merger took place?
$155 million
$160 million
$165 million
$170 million
$175 million
30 ()
2 :
,
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.
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
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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:
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
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interviewer questions to clarify the information)

Your Answer:
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).
Your answer was:
What analyses would you do if the things you suggest were contributing to this problem?
Your Answer:
What analyses would you do if the things you suggest were contributing to this problem?
You might take the following approach, where weve outlined different areas of analysis:
Referral pricing:
o Gain data on prices currently being paid by Magna for a sample of common specialties
o Gain similar data for a competitor if possible for an industry average (perhaps through
interviews with non-Magna specialists)
Number of referrals:
o Interview Magna physicians and non-Magna physicians to see if any obvious behavioral
differences exist
o Consult industry publications on this issue
Mix of specialties:
o Check number of referrals by specialty for Magna and estimate similar for Sunshine
o Interviews with external specialties used by Sunshine may help again here
Mix of patients:
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o Compare demographic data for Magna and Sunshine: should be easy to obtain from Magna; a
scan of the employee schemes covered by Sunshine should give a good general picture of their
demographic profile
o See if Magna''s referral cost has increased in line with the change in demographics of the
subscribers
Your answer was:
Helpful Tip
In giving the answer, it''s useful if you are clear about how the analysis you are proposing would
help to answer the question posed.
3.3
1
2
3
4
5
6
7

Mckinsey
GPA
Mckinsey
engagement manager,
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860
30
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MBA
Fellow, Director
Shell
Imperial College
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HR
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Director
x,
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PHD
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Mckinsey
Mckinsey 1
2
3
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care
sure
nonsense
sure
GRE
abacus
Mckinsey
98 00
Mckinsey
Mr.*, I am very sorry to trouble you, but could you spare a little time to do me a favor to consider
our invitation that ... ...
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100
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80/20
80/20
You are too young
23
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3.3
lobby
Anthony Kellog MBA case

financing firm
framework attractive
case
monitor
Anthony
case
case
Royce Chris
case
Chris case offer
case brainteaser
10
3
()
Chris
nice
lobby
case Royce
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Partner
final
David
GPA
case
case
NPV
NPV
10
23
network effect
David case challenge
Royce offer
3.4
1 McKinsey JIA (Junior Information Analyst) offer job
hunting
rp bless
: )
consulting
Alex Case Interview InPoint teclast Looking
Beyond the Case Interview:
1)
check 10 26 630 people mountain people
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sea impress partner

BABusiness Analyst JIAJunior Information Analyst
BA project JIA
back office support BA
BA ms JIA 1~2 BA
2)
check 11/21~
apologize 10min call
5~10min JJ nice
mcker aggressive hoho
consulting mck. common
mck Fortune 500 /
resume potential mck
3)
case Stephanie office

nice JJ industry resume
common market sizing
case
break down blablabla JJ
3
mck culture fit bs

JJ nice JIA JIA
personal advice career path
mck
4)
group discussion 8 4 3 sigh
SJTU xdjm ~8
mck
~ presentation background keysuccessfactor
presentation
keysuccess factor challenge
8 3
5)
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sigh resume ms hr assistant
6)
face to face interview HKer
career path group discussion
role team work 5
7)
Sigh
partner JIA 9
9:30p.m. consultant
GG
nice
case 7 9
partner case
demand supply channel think for a minute gg nice
case
,hoho gg
anyway case
hoho
8)final
final hoho partner
hoho
challenge
Mck END
mcker HR JJ
mck
job hunting Stephanie, Christian, Ray, Matt, Michael,

Alex, San, Liwen JJ
bow bow bow : )
3.5
pretalk
KPMG KPMG
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70 15
pretalk
pretalk pretalk
23
IT
2301
offer
3.6
06 7
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YingJieSheng.COM
A 06 7 05
JIA 7 2 2
2
Q
A Pretalk
tips,
Pretalk 5
23
3
HR
ok
15 20 2 Case,
Case Interview,
group interview, 8 8 4
Case 40
presentation, PPT
presentation A B challenge
Q
A
4 3-4
presentation
8
challenge
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Q
A
12 get to the point
partner,
GPA
GPA
ok
partner
partner
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XXX
interview
Q GPA GPA
A GPA
GPA
A HR
shinning point
leader organizer,
big name
Q
A
group discussion
group discussion presentation, debate
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3.7
behind schedule
sigh..
Mckinsey
manager. pwc
office
general question.
proud proud
age.
16 20
blahblah...
case.
case sugar refinary company.
lose200 competitor local company.
company import white sugar from say, thailand then sell them in singapore.
approach move cost move move.
case multinational company. approach
case lunchtime
info
5 3.5 1/2 customer.
case feedback
show jj
interviewer
case
professional
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4.1
cousulting Mck
Mck

pay Mckinsey, BCGBain pay
PG marketing Investment BankPE,VC
life style iBank
associate global pay VP AP
$10m Mckinsey,
Goldman Sachs
consulting
teammate
Mck
route life
Mckinsey China Knowledge CenterCKC,

JIA Mck BA

Havard, MITStanford,Yale, U Viginia
Revenue & Cost

Chemistry
tough
Mck BA
team
Brainstorm(CKC, Internet, database,
)()
(PPT)
PPT
transfer office Houston BA

iBank, PE, VC
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industry,
life style
iBank
Golf
life style
social
team
tough
4.2

Q
A
offer
1
3
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Q
A
17
offer
Q?
Ainfo
Q
A
Q
A
50
Q
A 90 90
68
IBD 12 7
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Q
A
leader teammate
Q
A
Q
A
Q
A enjoy life match
Let us take a long look

ahead and set great goals for ourselves as long as our dreams out of our memories we will be
forever young.
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http://bbs.yingjiesheng.com/thread-24964-1-1.html
2010
http://download.yingjiesheng.com
Open Question
08 09
2010
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80
80
()
STAR
()
()
()
GPA http://bbs.yingjiesheng.com/thread-125751-1-1.html
Email
SHLSHLSHLNumericalVerbal http://bbs.yingjiesheng.com/thread-477-1-1.html
Numerical TestSHL http://bbs.yingjiesheng.com/forum-1402-1.html
Verbal TestSHL
KPMGVerbal36 /Numerical24 (SHL) http://bbs.yingjiesheng.com/thread-38432-1-1.html
IT()
TOEIC()
-
2008 A
IBM
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http://bbs.yingjiesheng.com/forumdisplay.php?fid=1352&filter=type&typeid=277
()
40 ()
36 ()
:KPMG
HR
8
()
STAR
:
- http://bbs.yingjiesheng.com/forum-1288-1.html
Case Interview http://bbs.yingjiesheng.com/forum-1287-1.html
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AC(Assessment Centers) http://bbs.yingjiesheng.com/forumdisplay.php?fid=1288&filter=type&typeid=278
AC
AC
AC
AC
HR
HR
BBS
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KPMG
(Open Question) http://bbs.yingjiesheng.com/forum-62-1.html
/ http://bbs.yingjiesheng.com/forum-64-1.html
http://bbs.yingjiesheng.com/index.php?gid=841
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The Future Starts Here

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1926 James Mckinsey

1996 4 Rajat Gupta

1926 1937 1935

1937 Marshall Field

Gupta Marvin Bower

1957 1979 Marvin Bower

Who We ArePassionate, Supportive, Collaborative, Diverse

making our clients successful.

1926 1937 1935

1937 Marshall Field

Gupta Marvin Bower

1957 1979 Marvin Bower

pre-talkps. what is pre-talk -.-bb

Some common mistakes

Force-fitting familiar business frameworks to every case question,

McKinsey Problem Solving Test 3 10

about 200 words

Interview Case Workshop workshop

and how Magna might fix it.

interviewer questions to clarify the information)

MBA Associate LLL

You are too young

Anthony Kellog MBA case

David case challenge

sea impress partner

case Stephanie office

mck culture fit bs

sigh resume ms hr assistant

job hunting Stephanie, Christian, Ray, Matt, Michael,

12 get to the point

Mckinsey China Knowledge CenterCKC,

Revenue & Cost

transfer office Houston BA

Let us take a long look

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