Case in Point

angrybaby 2017-01-04 1

很棒的case book，对于入门的人能够快速培养起解答的框架和思维。但我不理解一些assumption真的很简单粗暴，比如男女比例对半开，年龄层人数求平均值，现实生活中这么回答真的不会被challenge吗？

小窗著雨零 2017-02-04 0

虽然胸无大志也不想为众公司出谋划策，安心自己的小窝幸福就好，但是依然粗粗看了以防不时之需

小达 2015-08-15 0

发现工作力的中文版，很喜欢这本书。框架非常好，虽然简单，但是应用性很高。

[已注销] 2011-05-29 0

神书。

Bingjie 2015-11-28 0

应付interview读的书，consulting小白入门书籍

melody颖 2016-05-30 0

an excellent book of case interviews~

霍七 2017-01-27 1

对各种情形和问题作了非常细致的讨论，给出的case samples都非常有用，帮助入门人士快速了解case interview的模式。不过structure build的方法framework提炼缺乏归纳梳理，不及隔壁case interview secret读起来有授人以渔之效果。

微辣陈 2015-12-30 0

提供了不少做case的思路尤其是后面的现场模拟而大牛们已经在努力避免成为framework机器了⋯⋯

Ina_Y 2012-11-08 0

理论很简单，但短时间内学会从各个角度分析问题很难

谷古栗 2016-10-18 0

文中 % 3 of 17是18%啊，harvard学生是不是口误说成80%被误解了？心疼…

毛线团 2014-08-20 3

脑子笨的，读多少遍都没用。脑子聪明的，用不着读。歇菜吧！

Emi 2017-01-25 2

很好的咨询八股文，值得反复刷

angrybaby 2017-01-04 1

很棒的case book，对于入门的人能够快速培养起解答的框架和思维。但我不理解一些assumption真的很简单粗暴，比如男女比例对半开，年龄层人数求平均值，现实生活中这么回答真的不会被challenge吗？

霍七 2017-01-27 1

对各种情形和问题作了非常细致的讨论，给出的case samples都非常有用，帮助入门人士快速了解case interview的模式。不过structure build的方法framework提炼缺乏归纳梳理，不及隔壁case interview secret读起来有授人以渔之效果。

郝萌 2016-09-05 1

于是我真的买了一本==

Atsu 2014-12-30 1

没有早看到这本书的确让我吃了不少苦头。

小窗著雨零 2017-02-04 0

虽然胸无大志也不想为众公司出谋划策，安心自己的小窝幸福就好，但是依然粗粗看了以防不时之需

小达 2015-08-15 0

发现工作力的中文版，很喜欢这本书。框架非常好，虽然简单，但是应用性很高。

[已注销] 2011-05-29 0

神书。

我想说两句

The Bible for MBA~masterpiece in case interview~

melody颖 2016-05-30 0赞

This is the first English book i've read for an interview. Since recently i am hunting for an sunmer internship, it's significant to learn specific skills to prepare for interviews. And Case In Point was recommended by my teammates. I CAN'T HELP READING IT after viewing a case in this book. Personally speaking, i like this book for several reasons:

1. It goes in a popular and easy-to-understand language. The Author Costenio didn't use complicated words to frighten readers. Even my English is poor, i can read this book. That's very interesting.

2. Practical frameworks. Costenio has summarized 12 case scenaries and corresponding structures to figure out solutions. It helps a lot to logically think and express.

3. Interesting case bank. There are about over 30 adorable cases in different industies or business processes to broaden your horizon. By following the questions and analysis of interviewee, you could gradually find some shining points. Then you know where you should focus on and how to solve the problem based on your own structure instead of rigid framworks.

Anyway, it is a really good choice for the beginner in consulting and hope you enjoy it!

推荐case beginner

Pippin 2012-12-19 1赞

如果你从来没有接触过case interview，不知道从何开始，那么这本书是一个good start，告诉你从哪些approach来思考问题。但是，如果你已经有经管的知识和背景，那么我认为这本书帮不到你，你能够做的是仔细的做一本case book，然后吃透里面的精华，总结自己的思路。

大二读该书，大三出风头，大四找工作

阿松 2014-09-06 14赞

一本教人如何面试，虽然针对是的咨询类工作的面试，但其实内容在许多行业和工作中都适用。读到这本书的一半时，我就严重滴意识到了自己从前的面试就是一坨一坨的shit；难怪自称自己不善于“考试、面试和相亲”。原来是分别没掌握“揣摩考点”、“抓住重点分析”以及“卖弄伪牛逼点”。这本书虽不至于能够保送进入高薪的大公司，但是里面的一套一套忽悠个吧外企，是不在话下了。而且，这种方法论，还可以用于工作中、生活中大部分事情的分析、解决。

不足之处是，毕竟是一本教科书，很多模型停留在理想的模型和诸多假设之上；所以本书的case更多是一些智力游戏，而非是真正的做事的style。甚至可以说，如果真正的商业如同书中一样做的话，那十有八九是反而成不了事情的。即使是跟最新和最综合的商业书籍相比，本书也只相当于是一个大纲，真正的core value并没有成为核心的重点。所以，面试时一套，在别人的公司里，利用着老板的资源搞策略、市场营销、竞争分析、品牌建设是一套（反正有人替你交学费了）；但是自己start business时又必须是另外一套。这个世界变化太快了，应付这瞬息万变的世界，最佳策略是与之共舞，随遇而安，以七十二变应付万变；抱着过去的教科书混饭吃，应该很庆幸老板很宽容。敝组织的理事之一张欣母蛛说过，“昨天的太阳，烤不干今天的湿衣裳”。

Case面试的类型：Brainteasers；Back-of-the-Envelope；Business Case Questions。应对顺序：1. Summarize the Question；2. Verify the Objective；3. Ask Clarifying Question；4. lay Out Your Structur。

Case的类型：

Entering a New Marke。
CURRENT MARKET：BARRIERS TO ENTRY
BARRIERS TO EXIT；
PRODUCT DIFFERENTIATION；
MAJOR PLAYERS, MARKET SHARE,
STRENGTHS AND WEAKNESSES
• SIZE
• GROWTH RATE
• CUSTOMER SEGMENTATION
ENTERING < Yes！HOW? "： START FROM SCRATCH
                       ACQUISITION
                       JOINT VENTURE
If No~~ COST BENEFIT ANALYSIS OF EACH

Industry Analysis。
CURRENT MARKET：LIFE CYCLE ( EMERGING? MATURITY?DECLINE?)
                  PERFORMANCE (GROWING OR DECLINING?)
                  CLIENT'S POSITION WITHIN THE INDUSTRY
                  MAJOR PLAYERS AND THEIRMARKET SHARE
                  INDUSTRY CHANGES (NEW PLAYERS, TECHNOLOGY, REGULATIONS)
                  DRIVERS (BRAND, SIZE, TECHNOLOGY)
SUPPLIERS：HOW MANY?
PRODUCT AVAILABILITY
WHAT'S GOING ON IN THEIRMARKET?
FUTURE：ARE PLAYERS ENTERING OR LEAVINGTHE MARKET?
MERGERS AND ACQUISITIONS?
BARRIERS TO ENTRY, TO EXIT

Mergers and Acquisitions。
OBJECTIVES WHY BUY? MARKET ACCESS BOOST BRAND
                                    INCREASE MARKET SHARE
                     DIVERSIFY HOLDINGS
                     PRE-EMPT COMPETITION
                     TAXES
                     SYNERGIES COST SAVINGS：REDUCTION OF FIXEDAND VARIABLECOSTS
                              CULTURAL INTEGRATION
                              DISTRIBUTION CHANNELEXPANSION
ACQUISITION COSTS ：FAIR PRICE? Can we afford it？how to pay for it？
REINTEGRATION COSTS
INDUSTRY OVERALLITECHNOLOGY RISKS
COMPETITIVE RESPONSE
WHAT SHAPE ISTHE ECONOMY IN?
DUE DILIGENCE I RISKS： WHAT SHAPE ISTHE ECONOMY IN?
                     HOW SECURE AREMARKETS AND THEIRCUSTOMERS?
                     INDUSTRY OVERALLITECHNOLOGY RISKS
                      COMPETITIVE RESPONSE
EXIT STRATEGY： HOLD FORHOW LONG?
               BREAKIT UPAND SELL OFFITSPARTS

Pricing Strategies。
COMPETITIVE ANANALYSIS: COMPETITORS' PRICES
                       COMPETITORS' PRICES COMPARED TO OURS
                       SUBSTITUTIONS
                       CONSUMER BUYING HABITS
COST-BASED PRICING: COST OF GOODS SOLD - WHAT DOES IT COST TO MAKE?
WHAT'S OUR BREAKEVEN POINT?
HOW MUCH PROFIT MARGIN CAN WE ADD?
Price-based costing: WHAT ARE CUSTOMERSWILLING TO PAY FOR THE PRODUCT?
                 WHAT'S IT WORTH TO THEM COMPARED TO OTHER THINGS?
                 SUPPLYAND DEMAND

Growth Strategie.
GROWTH STRATEGIES: INCREASE DISTRIBUTION CHANNELS
                   INCREASE PRODUCT LINE
                   INVEST IN MAJOR MARKETINGCAMPAIGN
                   DIVERSIFY PRODUCTS AND SERVICES
                   ACQUIRECOMPETITORS

Starting a New Busines
Investigate the market to determine whether entering the market makes good business sense.
• Who is our competition?
• What size market share does each competitor have?
• How do their products/services compare to ours?
• Are there any barriers to entry? Such as: capital requirements, access to distribution channels, proprietary product technology, or government policy.
Venture capitalists don't simply buy into an idea or product, they invest in:
• Management
• What is the management team like?
• What are their core competencies?
• Have they worked together before?
• Is there an advisory board?
• Market & Strategic Plans
• What are the barriers to entering this market?
• Who are the major players and what kind of market share does each firm have?
• What will the competitive response be?
• Distribution Channels
• What are our distribution channels?
• Products
• What is the product and technology?
• What is the competitive edge?
• What are the disadvantages of this product?
• Is the technology proprietary?
• Customers
• Who are our customers?
• How can we best reach them? Can we reach them on the Internet?
• How can we ensure that we retain them?
• Finance
• How is the project being funded?
• What is the best allocation of funds?
• Can we support the debt? (What if interest rates change? What if the economy sours?)

Competitive Response
COMPETITIVE ANALYSIS: COMPETITOR'S NEWPRODUCTS
                    WHAT'SCHANGED?
                    HAVETHEYPICKED UPMARKETSHARE?
RESPONSES: ACQUIRE THECOMPETITOR
            MERGE WITH THECOMPETITOR
            COPY THECOMPETITOR
            HIRE THECOMPETITOR'S MANAGEMENT
            INCREASE OUROWN PROFILE WITH P.R. CAMPAIGN

Increasing Sales
INCREASING Sale: INCREASE VOLUME
               INCREASE AMOUNT OF EACH SALE
               INCREASE PRICES
               CREATE SEASONAL BALANCE
Increasing the Bottom Line: Profits
ANALYZE THE revenues: WHAT ARETHE REVENUE STREAMS?
                    WHAT PERCENTAGE OF THETOTAL REVENUE DOES EACH STREAM REPRESENT?
                    DOES ANYTHING SEEM UNUSUAL IN THE BALANCE OF PERCENTAGES?
                    HAVE THE PERCENTAGES CHANGEDLATELY? IFSO,WHY?
EXAMINE YOUr cost: ID MAJOR COSTS
                 ANY MAJOR SHIFTS IN COSTS?
                 DO ANY COSTS SEEM OUT OF LINE?
                 BENCHMARK COSTS AGAINST COMPETITORS
Volume: EXPANDINTO NEWAREAS
       INCREASE SALES FORCE
       INCREASE MARKETING
       REDUCE PRICES
       IMPROVECUSTOMER SERVICE

5C & 4P
Company product
Costs price
Competition place
Consumers/clients promotions
Channels

以上这些唬人的名词足够应付一般智商又不特别勤奋的小白领了。后面的一个个case分析会比较boring，就是俩人的对话，而且大多数都是些我们没接触过的现实问题，based on没见过的假设上。纯粹的智力游戏。可以适当挑选进行阅读、练习和评论，因为MBA也可能有遗失的。

基本方法：MECE analysis, Mutually Exclusive, Collectively Exhausted.在《麦肯锡方法》中强调的MECE再次出现。中文叫“相互独立，完全穷尽”。书末有详细的解释,就当练英文吧，懒得翻译：MECE: Borrows from the 80/20 tradition in espousing a "mutually exclusive, collectively exhaustive" approach to engagements. In other words, the consultant 1 interviewer must take care to ensure that, simultaneously, (1) each issue discussed is separate and distinct ("mutually exclusive") and (2) that the totality of issues discussed comprehensively addresses every conceivable aspect of the problem ("collectively exhaustive"). Likely, upon your admission to the firm, MECE will become such an instinctive element of your mentality and such a governing dynamic of your production (memos, reports, presentations, strategy), that you will be well served to evidence a familiarity and appreciation for it at some point in the hiring process. You will also be well served to remember that, when iterating your ideas, an "other issues" category can afford you a simple means to ensure you always remain at least attentive to the principle, if not genuinely MECE in your approach.

A great book for preparing case interview

健健 2008-03-02 4赞

Though a lot of errors in this edition, the book still can be regarded as a great book for preparing case interview.

咨询业也搞八股文

peterq 2008-12-31 7赞

读MBA时参加了学校的《咨询实务》培训和案例大赛，结束后我对自己说，自己不适合作咨询顾问，作个企业的经理可能会跟好些。不过咨询行业还是很有诱惑力，不用买地皮，不用担心原材料涨价，出租大脑就可以赚钱，投资回报率实在太高。

书中主要介绍了10个案例模式，并相应举了20个例子。我感觉没读过这本书的人去咨询公司面试会被不公平对待，因为面试官已经习惯了八股文，一个水平很强的人的使用另外的谈话方式和思维方式，可能精华会被面试官下意识的过滤掉，或者一开口就被认为是外行。这10个案例模式构成了面试模式，使你讲咨询业用的行话，就像小说中和漕帮交流时要有很多规矩。这本书对于想进入咨询行业的人很有用处。那么对咨询业本身或咨询的客户是否有帮助？我认为没有。

在《泥鸽靶》一书中，作者描述摩根斯坦利发行衍生金融品时，就特别喜欢孤儿寡母型的投资机构，不仅要打劫光，还要撕破他们的脸。咨询公司也许喜欢病急乱投医的企业。
http://comm.dangdang.com/member/5092681341813/reviewdetail/1215012/

为什么下载不到英文原版

Calvin nivl6> 2008-04-23 8赞

最先是在amazon上看到英文原版的介绍，觉得不错。去emule上搜，搜不到，在amazon上买又不舍得。后来发现有个中文译本，于是当当买了下来。看下来觉得还是值回票价。

基本上中文译本的书名取得有点诡异，因为原版的名字叫“case in point”，怎么翻也翻不成发现工作力。英文原版针对的是找strategy consulting firm工作的应聘者，中文版看架势似乎有点要走商业畅销书路线的味道。中文译本定位如何倒也无妨，内容翻译的还是凑合的。

主要讲了一些基本常识，比如如何组织case interview的结构，如何起承转合，如何应付一些基础性的问题，比如遇到market entry问题该大致怎么思考，遇到new product问题该怎么思考，诸如此类。

不过总体而言没有给出很好的一个普适的framework，这点不如<crack the case>。书后面给了些case，不过总体而言不是很有深度，感觉照做着这么做case，真是面试里很容易挂掉。

总而言之，可以学到不少case interview的技巧，不过算不上五星推荐。

Recommended

颢墨 2010-12-20 24赞

我从美国亚马逊这本书的出售页面上转载了这段留言，作为以后自己的参考。希望也能帮到大家。

I think it's the best book on the market. But this book cannot cover all. So, I recommand to read the other books which have different styles. For example, Ace Your Case or Crack The Case.

-GOOD-
1. Ivy Case System can give you a guideline. It's worth reading.
2. It explains well how to proceed - defining the problem, setting the goal and so on.
3. This book has many cases than the other books. And they are categorized.

-BAD-
1. All books on the market regard the case as a quiz on the desk. But the real case is a simulation of REAL consulting practice. For example, you may have to suggest HOW you support your hypos in real case interviews.
2. All books on the market do not emphasize the consultant's thinking process. For example, MECE and hypo-driven approach. This book also do not clearly show which issue tree the interviewee uses and how he eliminate his hypos.
3. Ivy Case System is too hard to remember. In this point, Crack The Case is better.
4. The cases are too short to see the interaction. One case is just 2~3 pages. So, it has some distance from the REAL interview. Ace Your Case is better in this point.

Recommended

颢墨 2010-12-20 24

我从美国亚马逊这本书的出售页面上转载了这段留言，作为以后自己的参考。希望也能帮到大家。

I think it's the best book on the market. But this book cannot cover all. So, I recommand to read the other books which have different styles. For example, Ace Your Case or Crack The Case.

-GOOD-
1. Ivy Case System can give you a guideline. It's worth reading.
2. It explains well how to proceed - defining the problem, setting the goal and so on.
3. This book has many cases than the other books. And they are categorized.

-BAD-
1. All books on the market regard the case as a quiz on the desk. But the real case is a simulation of REAL consulting practice. For example, you may have to suggest HOW you support your hypos in real case interviews.
2. All books on the market do not emphasize the consultant's thinking process. For example, MECE and hypo-driven approach. This book also do not clearly show which issue tree the interviewee uses and how he eliminate his hypos.
3. Ivy Case System is too hard to remember. In this point, Crack The Case is better.
4. The cases are too short to see the interaction. One case is just 2~3 pages. So, it has some distance from the REAL interview. Ace Your Case is better in this point.

大二读该书，大三出风头，大四找工作

阿松 2014-09-06 14

一本教人如何面试，虽然针对是的咨询类工作的面试，但其实内容在许多行业和工作中都适用。读到这本书的一半时，我就严重滴意识到了自己从前的面试就是一坨一坨的shit；难怪自称自己不善于“考试、面试和相亲”。原来是分别没掌握“揣摩考点”、“抓住重点分析”以及“卖弄伪牛逼点”。这本书虽不至于能够保送进入高薪的大公司，但是里面的一套一套忽悠个吧外企，是不在话下了。而且，这种方法论，还可以用于工作中、生活中大部分事情的分析、解决。

不足之处是，毕竟是一本教科书，很多模型停留在理想的模型和诸多假设之上；所以本书的case更多是一些智力游戏，而非是真正的做事的style。甚至可以说，如果真正的商业如同书中一样做的话，那十有八九是反而成不了事情的。即使是跟最新和最综合的商业书籍相比，本书也只相当于是一个大纲，真正的core value并没有成为核心的重点。所以，面试时一套，在别人的公司里，利用着老板的资源搞策略、市场营销、竞争分析、品牌建设是一套（反正有人替你交学费了）；但是自己start business时又必须是另外一套。这个世界变化太快了，应付这瞬息万变的世界，最佳策略是与之共舞，随遇而安，以七十二变应付万变；抱着过去的教科书混饭吃，应该很庆幸老板很宽容。敝组织的理事之一张欣母蛛说过，“昨天的太阳，烤不干今天的湿衣裳”。

Case面试的类型：Brainteasers；Back-of-the-Envelope；Business Case Questions。应对顺序：1. Summarize the Question；2. Verify the Objective；3. Ask Clarifying Question；4. lay Out Your Structur。

Case的类型：

Entering a New Marke。
CURRENT MARKET：BARRIERS TO ENTRY
BARRIERS TO EXIT；
PRODUCT DIFFERENTIATION；
MAJOR PLAYERS, MARKET SHARE,
STRENGTHS AND WEAKNESSES
• SIZE
• GROWTH RATE
• CUSTOMER SEGMENTATION
ENTERING < Yes！HOW? "： START FROM SCRATCH
                       ACQUISITION
                       JOINT VENTURE
If No~~ COST BENEFIT ANALYSIS OF EACH

Industry Analysis。
CURRENT MARKET：LIFE CYCLE ( EMERGING? MATURITY?DECLINE?)
                  PERFORMANCE (GROWING OR DECLINING?)
                  CLIENT'S POSITION WITHIN THE INDUSTRY
                  MAJOR PLAYERS AND THEIRMARKET SHARE
                  INDUSTRY CHANGES (NEW PLAYERS, TECHNOLOGY, REGULATIONS)
                  DRIVERS (BRAND, SIZE, TECHNOLOGY)
SUPPLIERS：HOW MANY?
PRODUCT AVAILABILITY
WHAT'S GOING ON IN THEIRMARKET?
FUTURE：ARE PLAYERS ENTERING OR LEAVINGTHE MARKET?
MERGERS AND ACQUISITIONS?
BARRIERS TO ENTRY, TO EXIT

Mergers and Acquisitions。
OBJECTIVES WHY BUY? MARKET ACCESS BOOST BRAND
                                    INCREASE MARKET SHARE
                     DIVERSIFY HOLDINGS
                     PRE-EMPT COMPETITION
                     TAXES
                     SYNERGIES COST SAVINGS：REDUCTION OF FIXEDAND VARIABLECOSTS
                              CULTURAL INTEGRATION
                              DISTRIBUTION CHANNELEXPANSION
ACQUISITION COSTS ：FAIR PRICE? Can we afford it？how to pay for it？
REINTEGRATION COSTS
INDUSTRY OVERALLITECHNOLOGY RISKS
COMPETITIVE RESPONSE
WHAT SHAPE ISTHE ECONOMY IN?
DUE DILIGENCE I RISKS： WHAT SHAPE ISTHE ECONOMY IN?
                     HOW SECURE AREMARKETS AND THEIRCUSTOMERS?
                     INDUSTRY OVERALLITECHNOLOGY RISKS
                      COMPETITIVE RESPONSE
EXIT STRATEGY： HOLD FORHOW LONG?
               BREAKIT UPAND SELL OFFITSPARTS

Pricing Strategies。
COMPETITIVE ANANALYSIS: COMPETITORS' PRICES
                       COMPETITORS' PRICES COMPARED TO OURS
                       SUBSTITUTIONS
                       CONSUMER BUYING HABITS
COST-BASED PRICING: COST OF GOODS SOLD - WHAT DOES IT COST TO MAKE?
WHAT'S OUR BREAKEVEN POINT?
HOW MUCH PROFIT MARGIN CAN WE ADD?
Price-based costing: WHAT ARE CUSTOMERSWILLING TO PAY FOR THE PRODUCT?
                 WHAT'S IT WORTH TO THEM COMPARED TO OTHER THINGS?
                 SUPPLYAND DEMAND

Growth Strategie.
GROWTH STRATEGIES: INCREASE DISTRIBUTION CHANNELS
                   INCREASE PRODUCT LINE
                   INVEST IN MAJOR MARKETINGCAMPAIGN
                   DIVERSIFY PRODUCTS AND SERVICES
                   ACQUIRECOMPETITORS

Starting a New Busines
Investigate the market to determine whether entering the market makes good business sense.
• Who is our competition?
• What size market share does each competitor have?
• How do their products/services compare to ours?
• Are there any barriers to entry? Such as: capital requirements, access to distribution channels, proprietary product technology, or government policy.
Venture capitalists don't simply buy into an idea or product, they invest in:
• Management
• What is the management team like?
• What are their core competencies?
• Have they worked together before?
• Is there an advisory board?
• Market & Strategic Plans
• What are the barriers to entering this market?
• Who are the major players and what kind of market share does each firm have?
• What will the competitive response be?
• Distribution Channels
• What are our distribution channels?
• Products
• What is the product and technology?
• What is the competitive edge?
• What are the disadvantages of this product?
• Is the technology proprietary?
• Customers
• Who are our customers?
• How can we best reach them? Can we reach them on the Internet?
• How can we ensure that we retain them?
• Finance
• How is the project being funded?
• What is the best allocation of funds?
• Can we support the debt? (What if interest rates change? What if the economy sours?)

Competitive Response
COMPETITIVE ANALYSIS: COMPETITOR'S NEWPRODUCTS
                    WHAT'SCHANGED?
                    HAVETHEYPICKED UPMARKETSHARE?
RESPONSES: ACQUIRE THECOMPETITOR
            MERGE WITH THECOMPETITOR
            COPY THECOMPETITOR
            HIRE THECOMPETITOR'S MANAGEMENT
            INCREASE OUROWN PROFILE WITH P.R. CAMPAIGN

Increasing Sales
INCREASING Sale: INCREASE VOLUME
               INCREASE AMOUNT OF EACH SALE
               INCREASE PRICES
               CREATE SEASONAL BALANCE
Increasing the Bottom Line: Profits
ANALYZE THE revenues: WHAT ARETHE REVENUE STREAMS?
                    WHAT PERCENTAGE OF THETOTAL REVENUE DOES EACH STREAM REPRESENT?
                    DOES ANYTHING SEEM UNUSUAL IN THE BALANCE OF PERCENTAGES?
                    HAVE THE PERCENTAGES CHANGEDLATELY? IFSO,WHY?
EXAMINE YOUr cost: ID MAJOR COSTS
                 ANY MAJOR SHIFTS IN COSTS?
                 DO ANY COSTS SEEM OUT OF LINE?
                 BENCHMARK COSTS AGAINST COMPETITORS
Volume: EXPANDINTO NEWAREAS
       INCREASE SALES FORCE
       INCREASE MARKETING
       REDUCE PRICES
       IMPROVECUSTOMER SERVICE

5C & 4P
Company product
Costs price
Competition place
Consumers/clients promotions
Channels

以上这些唬人的名词足够应付一般智商又不特别勤奋的小白领了。后面的一个个case分析会比较boring，就是俩人的对话，而且大多数都是些我们没接触过的现实问题，based on没见过的假设上。纯粹的智力游戏。可以适当挑选进行阅读、练习和评论，因为MBA也可能有遗失的。

基本方法：MECE analysis, Mutually Exclusive, Collectively Exhausted.在《麦肯锡方法》中强调的MECE再次出现。中文叫“相互独立，完全穷尽”。书末有详细的解释,就当练英文吧，懒得翻译：MECE: Borrows from the 80/20 tradition in espousing a "mutually exclusive, collectively exhaustive" approach to engagements. In other words, the consultant 1 interviewer must take care to ensure that, simultaneously, (1) each issue discussed is separate and distinct ("mutually exclusive") and (2) that the totality of issues discussed comprehensively addresses every conceivable aspect of the problem ("collectively exhaustive"). Likely, upon your admission to the firm, MECE will become such an instinctive element of your mentality and such a governing dynamic of your production (memos, reports, presentations, strategy), that you will be well served to evidence a familiarity and appreciation for it at some point in the hiring process. You will also be well served to remember that, when iterating your ideas, an "other issues" category can afford you a simple means to ensure you always remain at least attentive to the principle, if not genuinely MECE in your approach.

为什么下载不到英文原版

Calvin nivl6> 2008-04-23 8

最先是在amazon上看到英文原版的介绍，觉得不错。去emule上搜，搜不到，在amazon上买又不舍得。后来发现有个中文译本，于是当当买了下来。看下来觉得还是值回票价。

基本上中文译本的书名取得有点诡异，因为原版的名字叫“case in point”，怎么翻也翻不成发现工作力。英文原版针对的是找strategy consulting firm工作的应聘者，中文版看架势似乎有点要走商业畅销书路线的味道。中文译本定位如何倒也无妨，内容翻译的还是凑合的。

主要讲了一些基本常识，比如如何组织case interview的结构，如何起承转合，如何应付一些基础性的问题，比如遇到market entry问题该大致怎么思考，遇到new product问题该怎么思考，诸如此类。

不过总体而言没有给出很好的一个普适的framework，这点不如<crack the case>。书后面给了些case，不过总体而言不是很有深度，感觉照做着这么做case，真是面试里很容易挂掉。

总而言之，可以学到不少case interview的技巧，不过算不上五星推荐。

咨询业也搞八股文

peterq 2008-12-31 7

读MBA时参加了学校的《咨询实务》培训和案例大赛，结束后我对自己说，自己不适合作咨询顾问，作个企业的经理可能会跟好些。不过咨询行业还是很有诱惑力，不用买地皮，不用担心原材料涨价，出租大脑就可以赚钱，投资回报率实在太高。

书中主要介绍了10个案例模式，并相应举了20个例子。我感觉没读过这本书的人去咨询公司面试会被不公平对待，因为面试官已经习惯了八股文，一个水平很强的人的使用另外的谈话方式和思维方式，可能精华会被面试官下意识的过滤掉，或者一开口就被认为是外行。这10个案例模式构成了面试模式，使你讲咨询业用的行话，就像小说中和漕帮交流时要有很多规矩。这本书对于想进入咨询行业的人很有用处。那么对咨询业本身或咨询的客户是否有帮助？我认为没有。

在《泥鸽靶》一书中，作者描述摩根斯坦利发行衍生金融品时，就特别喜欢孤儿寡母型的投资机构，不仅要打劫光，还要撕破他们的脸。咨询公司也许喜欢病急乱投医的企业。
http://comm.dangdang.com/member/5092681341813/reviewdetail/1215012/

A great book for preparing case interview

健健 2008-03-02 4

Though a lot of errors in this edition, the book still can be regarded as a great book for preparing case interview.

推荐case beginner

Pippin 2012-12-19 1

如果你从来没有接触过case interview，不知道从何开始，那么这本书是一个good start，告诉你从哪些approach来思考问题。但是，如果你已经有经管的知识和背景，那么我认为这本书帮不到你，你能够做的是仔细的做一本case book，然后吃透里面的精华，总结自己的思路。

The Bible for MBA~masterpiece in case interview~

melody颖 2016-05-30 0

This is the first English book i've read for an interview. Since recently i am hunting for an sunmer internship, it's significant to learn specific skills to prepare for interviews. And Case In Point was recommended by my teammates. I CAN'T HELP READING IT after viewing a case in this book. Personally speaking, i like this book for several reasons:

1. It goes in a popular and easy-to-understand language. The Author Costenio didn't use complicated words to frighten readers. Even my English is poor, i can read this book. That's very interesting.

2. Practical frameworks. Costenio has summarized 12 case scenaries and corresponding structures to figure out solutions. It helps a lot to logically think and express.

3. Interesting case bank. There are about over 30 adorable cases in different industies or business processes to broaden your horizon. By following the questions and analysis of interviewee, you could gradually find some shining points. Then you know where you should focus on and how to solve the problem based on your own structure instead of rigid framworks.

Anyway, it is a really good choice for the beginner in consulting and hope you enjoy it!

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