interviewing for a role at deloitte strategy & ops business insights uk. got a 4 hour long round 2 (video interview) with case study, presentation type rounds. what type of cases can i expect ?
they'll ask you to prove the math behind deloitte being harder to get into than harvard.
Hi


In **consulting interviews** you may have **two types of M&A cases:**


1. Commercial due-diligence of the target company
2. Synergies calculation of two merging companies


There are **two ways to identify the exact type of a case:**


* The interviewer will tell you
* In the beginning, while asking clarifying questions you ask what is the objective and if we have any other company in the portfolio that can have potential synergies


**1. For commercial DD** you can use the following structure:


**Market**


* Size
* Growth rates
* Profitability
* Segments
* Distribution channels


**Competition**


* Market shares of competitors and their segments (see the next point)
* Concentration / fragmentation (Fragmented market with lots of small players is less mature and easier to enter from a scratch. Concentrated market is hard to enter but has potential acquisition targets)
* Unit economics of the players (Margins, relative cost position)
* Key capabilities of the players (e.g. suppliers, assets, IP, etc)


**Company** 


* Unit economics (Margins, costs) in current or target markets
* Brand
* Product mix
* Key capabilities


**Feasibility of exit**:


* Exit multiples
* Exit time
* Existence of buyers


**2. For Synergies Calculation** you can use the following structure:


1. **Revenue synergies** - here you calculate the synergies in price and quantity (depending on the case it may be new geographies, new products, new distribution channels, bigger share on shelves crosselling opportunities, etc.)
2. **Cost synergies** - typically you use a value chain structure tailored to the industry (e.g. supply-production-distribution-marketing-after sales support)
3. **Risks** - major risks that can decrease the synergies (tip: don't underestimate the merging companies culture factor)
4. **Total synergies potential** in $, adjusted by risk (probability of failure)


**In private equity interviews,** the cases will be much more detailed in financial part. Depending on the company you'll need to:


* Find the relevant information in P&L and Balance sheet
* Do the simplified valuation using NPV: calculate cash flows and make assumptions about growth rate and discount rate
* Do the valuation using comps - you'll have to explain which comps you will use and why


Good luck! They employ a lot of former MBB consultants, so the interviews are similar to what you would expect at MBB, however less structured/more flexible (can be longer, or shorter, cases are not that unified). Obviously, in their cases they focus a lot on financial sector. So, the good approach to prepare for the interview with MA would be just to prepare as you would do for MBB, but to put more focus on financial services/payment cases. As regards personal fit questions, focus on highlighting the same virtues as for the MBB, i.e. leadership, team work, analytical skills, goal orientation, entrepreneruship. they are interviewing other candidates most likely Hello!


 Not only in the German offices, this is pretty common - I did something very similar with Bain myself back in the day-. 


I would strongly recomment you practice it with the Integrated Reasoning part of the GMAT exam.


There are free exams in the internet that you can use for practice (the one of LBS MBA page, Verits prep, as well as some free trials for courses such as the one of The Economist (https://gmat.economist.com/)


The (old) McKinsey PST, BCG Online Test, Bain SOVA test, etc. are all quite similar so leverage resources across all of them.


https://www.myconsultingoffer.org/case-study-interview-prep/bcg-online/


https://www.shl.com/shldirect/en/practice-tests


https://www.psychometricinstitute.co.uk/Free-Aptitude-Tests.asp


Hope it helps!


Cheers,


Clara hi,

there is no one-fits-it-all framework that you can use. viktor cheng approach is good but oversimplified.  you should be flexible enough to come up with your own approaches and it comes with practice. 

i recommend the following approach:

1) start with "case in point" book - you can download this book for free everywhere. it's not the best guide on how you should approach the cases, however, it will give you the basic understanding.

2) start practicing cases with partners here or find them locally. !!! find experienced partners or coaches who can provide a good feedback!!!

3) purchase and read viktor cheng book (amazon kindle store) and listen to loms (his website). i recommend to reread the book and listen to loms every 15 cases. every time, having more experience, you’ll be finding something new.

4) practice fast math


 learn how to multiply double digit numbers (https://www.youtube.com/watch?v=6ndkkpzyjho)
 learn the division table up to 1/11 (i.e. 5/6 = 83.3)
 learn how to work with zeros (hint: 4000000 = 4*10ˆ6)
 use math tools (mimir math for ios), math tool on viktor cheng website to practice


5) below you can find a list of the most common case types and some high-level recommendations on structuring:


 market sizing - structuring from the supply or demand side. structuring using a formula or using an issue tree
 profitability - basic profitability framework. remember about different revenue streams and product mix
 market context cases (market entry, new product, acquisition, etc). always start with the big picture "market". finish with something specific to the case (e.g. how to enter?"). structure it as if you are defining the work streams for the real project.
 operational math problem (e.g. should we increase the speed of an elevator or just buy a second one? how should we reduce the queues? etc.) - structuring as a process / value chain, with inflows, operations, and outflows
 cost cutting - i provided the recommendations on structuring it here: https://www.preplounge.com/en/consulting-forum/operations-cases-mck-1105#a2134
 valuation - purely financial structure with cash flows, growth rate, wacc / hurdle rate, etc.
 synergies - revenue synergies (price, qty, mix) and cost synergies (value chain).
 social / economics cases (e.g. how to improve the quality of life in the city? how to increase the revenues of the museum?) - huge variability. practice 3-5 social cases before the interview


6) also, i would try to focus on the most common industries in the following priority(sorted by probability of getting a case): 1-retail and cpg; 2-airlines; 3-telecom; 4-banking; 5-natural resources; 6-tech

7) ! important: don't forget about the fit interview part. crafting you stories and backups stories will require a couple of weeks!

ps

here is a good list of articles regarding the different parts of the case:

1) start with clarifying questions:

https://www.preplounge.com/en/consulting-forum/clarifying-questions-1786#a3956

2) communicating while structuring. here is a long post by me on how to communicate the structure during the case study:

https://www.preplounge.com/en/consulting-forum/how-to-communicate-its-structure-for-the-case-study-1313#a2806

3) using hypothesis. i made a post about hypothesis here:

https://www.preplounge.com/en/consulting-forum/how-to-state-a-hypothesis-and-match-to-the-structure-1156#a2268

4) communicating while making calculations: 


 always tell the interviewer your approach
 check with the interviewer that your approach is correct
 come to the interviewer with some preliminary answers
 check your assumptions with the interviewer


5) communicating during the analysis of graphs / tables


 take a minute to look at the graph. read the graph title. look at the graph type and define the type (pie chart, line chart, etc). look at the legend (ask for clarifying questions if necessary). identify whats going on on the graph. look for: trends, % structures. look for unusual things - correlations, outliers,
 make 3-4 conclusions from the graph. think out loud on potential hypothesis on what could be the root cause / what are the consequences
 prioritize the most important for your current analysis and move forward with the case


6) communicating while having questions on creativity


 ask an interview for a minute to think
 think of several buckets of ideas (e.g. organic growth / non-organic growth / differentiation). remember to think as big as possible
 narrow down to each bucket and generate as many ideas as possible
 present the structure (buckets) and then your ideas


7) communicating your conclusion. you can find a good example i've posted here:

https://www.preplounge.com/en/consulting-forum/how-much-answer-first-should-the-conclusion-be-1231#a2493

8) communicating your fit stories

use the top-down approach while communicating your stories. "the pyramid principle" is the must-read by ex mckinsey on this topic.

i recommend using the star framework:


 in situation, you should briefly provide the context, usually in 1 or 2 sentences
 task usually includes 2 or 3 sentences describing the problem and your objective.
 then you provide a list of specific actions you took to achieve the goal. it should take 1 or 2 sentences per action (usually 3-4 actions). note that the interviewer can stop you any minute and ask for more details.
 the results part should have 1 or 2 sentences describing the outcomes. this part is finalizing your story - make sure it can impress the interviewer and stay in the memory.


best! Hi Eugene,


if you are referring to the test for the AC position in London, until the end of last year it was structured in two parts. The first part is related to a personality test. The second is related to logical, numerical and verbal reasoning sections. Logical and numerical are SHL-style, unlike the other parts.


Bain also has a different test in South America, also divided into two parts. The first part is GMAT-style with critical reasoning, data sufficiency and problem solving. The second part is business-case-related with multiple choices, somehow similar to the BCG potential test.


Best,


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The list below is what I copied from some where in the distant past,so apologies if i have not got permission or not recognized you as the owner of this list.


<b>Pre-Project;</b>  

<ol>  

Business case  

Feasibility study  

Investment appraisal for projects  

Issue management  

Project life cycle  

Project opportunities  

Risk management  

Sensitivity analysis  

Small project  

Stakeholders -identification-communication-power map  

Terms of reference</ol>


<b>Planning & Starting a Project;</b>  

<ol>  

Approval  

Authorization  

Back-scheduling  

baseline and baselining  

Communications plan  

Constraints  

Critical success factors  

Estimating  

Filing & document management  

Handover options  

Issues management  

Milestones and milestone plans  

Network analysis and critical path  

Objective (s)  

Planning checklist  

Programme or project identification?  

Project life-cycle  

Project opportunities  

Project strategy  

Quality in project work  

Risk management  

Scheduling  

Scope  

Stage or Phase  

Task checklist  

Terms of reference  

Tuning or scaling a project  

Two level planing  

Work breakdown structure  

Work distribution model  

Work packages  

</ol>


<b>During a Project;</b>  

<ol>  

Budget control  

Business case review  

Channel control  

Controlling against schedule  

Decisions in projects  

Earned value analysis  

Filing & document management in a project  

Impact analysis  

Issue management  

Lessons learnt  

Project health checks  

Quality in a project work  

Reports projects and programs  

Request for change  

Risk management  

Stages – start and end procedures  

Task checklist  

</ol>


<b>Closing a Project;</b>  

<ol>  

Closing a project  

Handover options  

Lessons learnt  

Post project review</ol>


<b>Project Organization</b>  

<ol>  

Champion  

Matrix management  

Prince 2 project board  

Responsibility matrix  

Sponsor  

Steering group  

</ol>


<b>Project Finance</b>  

<ol>  

Authorization  

Budget control  

Budgets for project work  

Earned value Analysis  

Impact Analysis  

Investment appraisal for projects  

Benefit realization planning  

</ol>


I have some templates for reports and business cases i can let you have if you need them, but there are many different types and ones which companies use. msom 301 exam #2 review guide chapters 9, 10, 11, 12, and 15  50 multiple choice questions worth one point each (plus an extra credit question worth one point)  review (don’t memorize) all powerpoint slides on blackboard and your notes  bring a #2 pencil and a blank scantron form, and valid gmu id.  i post your grade on blackboard; i do not return the test. please note – the number of questions given below for each chapter might not equal to  the number of topics since, in a few instances, there is more than one question on a topic. chapter 9 ­ 9 questions  managing diversity/providing opportunities o managing diversity and inclusion­ managing a culturally diverse  workforce by recognizing the characteristics common to specific group of  employees while dealing with such employees as individuals and  supporting, nurturing, and utilizing their differences to the organization’s  advantage o equal employment opportunity (eeo): “freedom from discrimination on the basis of sex, color, religion, national origin, disability, and age”  diversity management programs­ value and leverage diversity  of all stakeholders—from employees to customers—to achieve  competitive advantage  affirmative action­ special efforts to recruit and hire qualified  members of groups that have been discriminated against in the  past  hostile work environment occurs when unwelcome sexual conduct “has the  purpose or effect of unreasonably interfering with job performance or creating an  intimidating, hostile, or offensive working environment.” o i.e. persistent or pervasive displays of pornography, lewd or suggestive  remarks, and demeaning taunts or jokes  sexual harassment­ conduct of a sexual nature that has negative  consequences for employment  glass ceiling­ metaphor for an invisible barrier that makes it difficult to rise  above a certain level in the organization  employee support groups can provide emotional and career support for  members who traditionally haven’t been included in the majority’s informal group o i.e. apple has a jewish culture group, gay/lesbian group, african­ american group, and technical women’s group  anticipated labor force  o by 2050:  the percent of whites in the labor force will decrease to about  48.2%  1/3 of workers will be of hispanic origin  hispanics are the largest and fastest­growing minority  percentage of black workers will slightly increase to 12.4% 1 
  asians will make up 8.6% of all civilian workers o  phased retirement­ allow older employees to work fewer hours per week o retirees return to work because employers don’t want to lose their  accumulated knowledge, willingness to work nontraditional shifts, and  their reliable work habits chapter 10 ­ 10 questions   strategic leadership is a behavior that gives purpose and meaning to  organizations, envisioning and creating a positive future  sources of power o legitimate power­ leader has the right or authority to tell people what to  do; employees are obliged to comply with legitimate order o reward power­ leader influences others because s/he controls valued  rewards; employees comply to receive those rewards o coercive power­ leader has control over punishments; employees comply to avoid punishments o referent power­ leader has personal characteristics that appeal to others; employees comply because they like the leader, desire for approval, or  want to be that leader o expert power­ leader has certain expertise or knowledge; employees  comply because they believe in, can learn from, or otherwise gain from  that expertise  traits of effective leaders o drive­ set of characteristics that reflect a high level of effort, including high need for achievement, constant striving for improvement, ambition,  energy, tenacity (persistence in the face of obstacles), and initiative o leadership motivation  extraversion is consistently related to leadership emergence and  leadership effectiveness o integrity­ correspondence between actions and words o self­confidence­ ability to overcome obstacles, makes decisions despite  uncertainty, and instills confidence in others o knowledge of the business: leaders should have a high level of  knowledge about their industries, companies, and technical matters  leaders should also have intelligence to interpret vast quantities of information  behavioral approach­ leadership perspective that attempts to identify what  good leaders do­­ that is, what behaviors they exhibit 2 
  decision styles o autocratic­ leader makes decisions on his/her own and then announces  those decisions to the group  results in higher performance than democratic style o democratic­ leader solicits input from subordinates  results in the most positive attitudes o laissez­faire­ leader essentially makes no decisions o situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership  behavior varies from situation to situation  participation in decision­making o autocratic leadership­ leader makes decisions on his/her own and then  announces those decisions to the group o democratic leadership­ leader solicits input from subordinates o laissez­faire­ leadership philosophy characterized by an absence of  managerial decision making  university of michigan studies concluded that task­oriented behavior and  relationship­oriented behavior should be exhibited in order to be an effective  manager  situational approach­ leadership perspective proposing that universally  important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation  vroom model­ situational model that focuses on the participative dimension of  leadership o factors used to analyze problems  decision significance  importance of commitment  leader’s expertise  likelihood of commitment  group support for objectives  group expertise  team competence  fiedler’s contingency model of leadership effectiveness postulated that  effectiveness depends on the personal style of the leader and the degree to  which the situation gives the leader power, control, and influence over the  situation chapter 11 ­ 13 questions  four consequences of behavior o positive reinforcement­ applying a consequence that increases the  likelihood that the person will repeat the behavior that led to it o negative reinforcement­ removing or withholding an unpleasant  consequence o punishment­ administer an aversive consequence o extinction­ withdrawing or failing to provide a reinforcing consequence.  when this occurs, motivation is reduced, and the behavior is  extinguished, or eliminated  expectancy theory­ theory proposes that people will behave based on their  perceived likelihood that their effort will lead to a certain outcome and on how  highly they value that outcome 3 
 o  abraham maslow’s need hierarchy­ human needs theory postulating that  people are motivated to satisfy unmet needs in a specific order o  erg theory postulates that people have three basic sets of needs that can  operate simultaneously o existence needs­ all materials and physiological desires o relatedness needs­ relationships with other people and are satisfied  through the process of mutually sharing thoughts and feelings o growth needs­ motivate people to productively or creatively change  themselves or their environment  extrinsic and intrinsic rewards o extrinsic reward­ reward given to a person by the boss, the company, or some other person (i.e. praise, paycheck, bonuses) o intrinsic reward­ reward a worker derives directly from performing the  job itself (i.e. sense of accomplishment)  job enlargement­ giving people additional tasks at the same time to alleviate  boredom  job enrichment­ changing a task to make it inherently more rewarding,  motivating, and satisfying o hackman and oldham model of job enrichment 4 
   skill variety­ different job activities involving several skills and  talents  task identity­ completion of a whole, identifiable piece of work  task significance­ important, positive impact on the lives of others  meaning, responsibility and feedback provide motivation  autonomy­ independence and discretion in making decisions  feedback­ information about job performance  growth need strength­ degree to which individuals want  personal and psychological development  herzberg’s two­factor theory describes two factors that affect people’s work  motivation and satisfaction o hygiene factors­ workplace characteristics (i.e. policies, working  conditions, pay, supervision) that could make employees dissatisfied o motivators­ nature of the work itself, actual job responsibilities,  opportunity for personal growth and recognition, and the feelings of  achievement the job provides  empowerment­ process of sharing power with employees, thereby enhancing  their confidence in their ability to perform their jobs and their belief that they are  influential contributors to the organization  procedural justice­ using a fair process in decision making and making sure  others know that the process was as fair as possible chapter 12 ­ 11 questions  group and team definitions o group­ collection of people who interact to undertake a task but do not  necessarily perform as a unit or achieve significant performance  improvements o team­ small number of people with complementary skills who are  committed to a common purpose, set of performance goals, and  approach for which they hold themselves mutually accountable  traditional environment vs new team environment o traditional work groups were closely supervised 5 
 o today’s teams have more authority and often are self­managed o teams are now used in many more ways than in the past   look at exhibit 12.1 in the textbook  types of teams o work teams­ teams that make or do things, such as manufacture, sell,  assemble, or provide service o project and development teams­ teams that work on long­term projects  but disband once the work is completed o parallel teams­ teams that operate separately from regular work  structure and exist temporarily o management teams­ teams that coordinate and give direction to the  subunits under their jurisdiction and integrate work among subunits o transnational teams­ work groups composed of multinational members  whose activities span multiple countries o virtual teams­ teams that are physically dispersed and communicate  electronically more than face­to­face  stages of team development o  team leader roles o task specialist­ individual who has more advanced job­related skills and abilities than other group members possess o team maintenance specialist­ individual who develops and maintains  team harmony  groupthink occurs when a tightly knit group is very cooperative that agreeing  with one another’s opinions and refraining from criticizing others’ ideas become  norms  social loafing­ working less hard and being less productive when in a group  conflict management strategies o avoidance­ ignoring the problem by doing nothing at all, or  deemphasizing the disagreement o accommodation­ style of dealing with conflict involving cooperation on  behalf of the other party but not being assertive about one’s own interests 6 
 o compromise­ style of dealing with conflict involving moderate attention  to both parties’ concerns o competing­ style of dealing with conflict involving strong focus on one’s  own goals and little or no concern for the other person’s goals o collaboration­ style of dealing with conflict emphasizing both  cooperation and assertiveness to maximize both parties’ satisfaction chapter 15 ­ 8 questions  world­class organization o requires applying the best and latest knowledge and ideas and having  the ability to operate at the highest standards of any place anywhere o world­class companies create high­value products and earn superior  profits over the long run.  o they implement more effective and competitive organizational strategies,  structures, processes, and management of human resources o the result is an organization capable of competing successfully on a  global basis  chief information officer responsibilities include: o coordinating the technological efforts of the business units,  o representing technology in the top management team, o identifying ways that technology can support the company’s strategy, o supervising new technology development, o assessing the technological implications of major strategic initiatives such as acquisitions, new ventures, and strategic alliances o managing organization’s information technology (it) group   “tyranny of the or”­ belief that things must be either a or b and cannot be both o “genius of the and”­ ability to achieve multiple objectives at the same time  organizational development (od)­ systemwide application of behavioral  science knowledge to develop, improve, and reinforce the strategies, structures,  and processes that lead to organizational effectiveness o  human resources management o od intervention: attracting good people, setting goals, and appraising and rewarding performance  reasons for resisting change o inertia o timing o surprise 7 
 o peer pressure o self­interest o misunderstanding o different assessments o management tactics  force­field analysis­ approach to implementing lewin’s  unfreezing/moving/refreezing model by involving identifying the forces that  prevent people from changing and those that will drive people toward change o unfreezing­ realize that current practices are inappropriate and that new  behavior is necessary o moving­ instituting the change o refreezing­ strengthening the new behaviors that support the change  proactive change­ anticipating and preparing for an uncertain future; implies  being a leader and creating the future you want 8 Dear User,


thank you for your question.


Generally speaking, one of the most competitive RB offices is the London one due to:


- The general attractiveness of London as a city  

- The high number of candidates fluent in English as their second language and hence consider London as their first choice when looking for opportunities abroad


Regarding the application process I'd recommend to be yourself and show us why you want to be a consultant. Let us know what drives you and why we should hire you. So for me it is not about what you did but rather about why you did it and why this makes you a good candidate for us.


Best,


Yves