麥肯錫面試，案例分析如何下手？

04-03

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對管理諮詢有些概念的人都知道MBB的面試非常有挑戰，流傳著「90個case才有可能換來1個offer」這樣的誤解；即便是「圍觀群眾」也通過網上盛傳的題為《世界上面試最困難的25家公司》的文章略知一二。（「The 25 Companies that Give the Most Difficult Interviews」, Forbes）

今天我們就來聊聊，案例分析要如何下手。

大多數諮詢公司的案例面試通常是Interviewee-led。也就是說，在面試官簡單說完案例的背景後，剩下的就都靠應聘者來主導。除非應聘者主動詢問，面試官一般不會主動提供信息或者數據。因此，應聘者需要知道該問什麼問題，組織自己的分析框架，向面試官獲取數據，進行分析和為客戶提供建議。

而麥肯錫著名的面試風格是Interviewer-led，面試官會主導面試的節奏，通過不斷的發問測試候選人的水平。

下面我們就舉一個麥肯錫case interview的例子。

首先，請默念三遍案例面試的

黃！金！法！則！

以下黑色部分是面試官的對白，藍色部分是候選人的對白。

【30分鐘計時開始】

首先，麥肯錫哥們拋出案例背景：

Our client is a bank in the US. It has a large retail footprint and offers a mix of services to end-customers (checking, debit, credit cards). They also have loan centers to sell mortgages in the same markets. The bank currently serves 15 million customers. Our client has historically been profitable, but increased regulation and the downturn in the economy have caused the bank to see a sharp decline in profitability.
The client has engaged us to help determine next steps for its business and has asked us to assess ways they can increase profits within the next 12 months.

接下來，麥肯錫哥們連續拋出7大問題來拷問候選人。

第一回合

1.What are some of the ways the bank can increase profits in the next 12 months?

聽到這裡，候選人馬上打開了話匣子（原話是結結巴巴的中式英語）：

我原來在銀行工作過，我們提升銷售通常就是多賣些產品給客戶，同時開展多項營銷，比如老客戶推薦新客戶的活動，bla bla。。。。

麥肯錫哥們邊聽邊汗，因為他心裡想到的答案是這樣的：

Reduce Costs
Fixed Costs

Reduce underperforming branches(close branches, lease branches to other banks)
Reduce workforce (e.g., push greateruse of online channels for banking, outsource functions)
Consolidate the branches and the loan centers

Variable

Reduce costs associated with transactions (paperfree, decrease error rate)

Increase Revenue
Quantity

Current Customers
Cross-sell different products (homepurchase mortgages, refinancing, credit card, debit card, money market,advisory services)
Change product mix to higher revenueproducts
Get rid of unprofitablecustomers
New Customers
Increase Number ofcustomers
Product Mix
Launch new products

Price

Increase bank fees (Debit fees, ATMfees, call center fees)
Raise rates charged

第二回合

在職業素養的支撐下，麥肯錫哥們還是耐著性子繼續問下一題：

We have worked with our client to narrow down their options to two choices. The first is shutting down unprofitable retail locations, the second is a better customer segmentation strategy. Lets explore both:

2. What are some of the risks with shutting down branch locations?

候選人心想，這個簡單啊，不就是客戶不滿意，以及銀行收入減少嘛，然後開始bla bla。。。

麥肯錫哥們心中再次跑過一群草泥馬，他心裡本來是這樣想的：

Near Term

Poor PR
Legal/contractual complications
Extra costs (severance)
Lose a portion of customers who bank through that branch
Selling off assets could scare investors

Long Term

What happens when the market rebounds?

第三回合

本著不放棄、不拋棄的精神，麥肯錫哥們繼續鼓起勇氣問第三個問題：

3. The second option the bank is considering is a better retail segmentation strategy: What segments do you think a retail bank has?

麥肯錫哥們心裡的答案大概是這樣的:

Look for clear delineation between customers who are profitable and unprofitable and then list characteristics of each, i.e.

Segment 1 is mass affluent and is highly profitable, uses checking accounts, has a money market account, and has a mortgage with the bank; they are low cost as they generally use ATMs and the internet to manage their transactions
Segment 2 is lower income, keeps a small balance in checking, uses tellers and call centers often etc.

這回候選人沒有讓麥肯錫哥們太過失望，畢竟該候選人曾經在銀行工作過。

第四回合

麥肯錫哥們也打起了精神，繼續問下去：

4. Can you take a look at the below chart and walk me through what the bank is experiencing?

這一回，候選人沒有給麥肯錫哥們任何意外，他從來沒見過這麼複雜的圖，再加上現場的緊張，細細讀了半天也不知道說點啥好。

麥肯錫哥們只好語重心長的跟候選人說了他的答案：

Key insights include, but are not limited to:

Only 30% of the bank』s customers are currently profitable
20% of the banks customers have low revenue potential and could be eliminated
Our client needs to change the mix of products from group 1 and 2

第五回合

麥肯錫哥們硬著頭皮繼續向候選人提了第5個問題，並給了一張圖，方框中最右邊的數字是需要計算的。

5. What is the average annual profitability of a customer?

這回，來自中國的這位候選人迅速算出了方框中的數字（$3.00），畢竟算數是咱強項啊！

第六回合

麥肯錫哥們總算打起一點精神，繼續拋出第6個問題：

6. What is the annual bank profitability?

這個算術不難，候選人給出了答案：

15,000,000 customers * $3/customer = $45 million

第七回合

終於熬到了最後一題，麥肯錫哥們說道：

Our client has decided to institute a $.85 fee each month for all checking accounts. We have advised them that they will lose a number of customers. We expect the following % of customers to remain:

Group 1: 60%
Group 2: 60%
Group 3: 20%
Group 4: 60%
Group 5: 70%

7. What is the new annual profitability per customer?

候選人算了好一會兒，此時已經幾乎快要沒有時間了（30分鐘馬上要結束），麥肯錫哥們只好直接把答案給候選人看了看：

最後回合

終於該結束了，麥肯錫哥們讓候選人做總結：

You are walking down the hall and run into the CEO, he wants to know your recommendation:

候選人隨便支支吾吾了幾句，沖麥肯錫哥們不停的傻笑，以緩解心中的緊張。

麥肯錫哥們也沖著候選人苦笑，他心中期待的答案是：

The bank should institute a bank fee in order to meet the initial goal of increasing profits.

This is the quickest way to earn new streams of revenue, while segmenting out the unprofitable customers.
By instituting a fee you will be able to increase profit by 5x per customer on an annual basis.