case study samples for interview

47 case interview examples (from McKinsey, BCG, Bain, etc.)

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

• McKinsey examples
• BCG examples
• Bain examples
• Deloitte examples
• Other firms' examples
• Case books from consulting clubs
• Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

• Foods Inc and GenCo case samples  (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide (by IGotAnOffer)
• Written cases guide (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (by IGotAnOffer) - See below

3. Bain case interview examples

• CoffeeCo practice case (Bain website)
• FashionCo practice case (Bain website)
• Associate Consultant mock interview video (Bain website)
• Consultant mock interview video (Bain website)
• Written case interview tips (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)
• Retail Strategy practice case  (Deloitte website)
• Finance Strategy practice case  (Deloitte website)
• Talent Management practice case (Deloitte website)
• Enterprise Resource Management practice case (Deloitte website)
• Footloose written case  (by Deloitte)
• Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

• Case interview workbook (by Accenture)
• Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

• Leisure Club case example (by OC&C)
• Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

• Wumbleworld case sample (Oliver Wyman website)
• Aqualine case sample (Oliver Wyman website)
• Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

• Promotion planning case question (A.T. Kearney website)
• Consulting case book and examples (by A.T. Kearney)
• AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

• Presentation overview with sample questions (by Strategy& / PWC)
• Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

• Case interview example video walkthrough   (L.E.K. website)
• Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

• Transit oriented development case webinar part 1  (Roland Berger website)
• Transit oriented development case webinar part 2   (Roland Berger website)
• 3D printed hip implants case webinar part 1   (Roland Berger website)
• 3D printed hip implants case webinar part 2   (Roland Berger website)
• Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

• Case interview example video walkthrough  (Capital One website)
• Capital One case interview guide (by IGotAnOffer)

13. Consulting clubs case interview examples

• Berkeley case book (2006)
• Columbia case book (2006)
• Darden case book (2012)
• Darden case book (2018)
• Duke case book (2010)
• Duke case book (2014)
• ESADE case book (2011)
• Goizueta case book (2006)
• Illinois case book (2015)
• LBS case book (2006)
• MIT case book (2001)
• Notre Dame case book (2017)
• Ross case book (2010)
• Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

The IGotAnOffer team

35 Case Interviews Examples from MBB / Big Four Firms

Studying case interview examples is one of the first steps in preparing for the  management consulting  recruitment process. If you don’t want to spend hours searching the web, this article presents a comprehensive and convenient list for you – with 35 example cases, 16 case books, along with a case video accompanied by detailed feedback on tips and techniques.

A clear understanding of “what is a case interview” is essential for effective use of these examples. I suggest reading our  Case Interview 101  guide, if you haven’t done so.

McKinsey case interview examples

Mckinsey practice cases.

• Diconsa Case
• Electro-Light Case
• GlobaPharm Case
• National Education Case

What should I know about McKinsey Case interviews?

At McKinsey, case interviews often follow the interviewer-led format , where the interviewer asks you multiple questions for you to answer with short pitches.

How do you nail these cases? Since the questions can be grouped into predictable types, an efficient approach is to master each question type. However, do that after you’ve mastered the case interview fundamentals!

For a detailed guide on interviewer-led cases, check out our article on McKinsey Case Interview .

BCG & Bain case interview examples

Bcg practice cases.

• BCG – Written Case – Chateau Boomerang

Bain practice cases

• Bain – Coffee Shop Co.
• Bain – Fashion Co.
• Bain – Mock Interview – Associate Consultant
• Bain – Mock Interview – Consultant

What should I know about BCG & Bain case interviews?

Unlike McKinsey, BCG and Bain case interviews typically follow the candidate-led format – which is the opposite of interviewer-led, with the candidate driving the case progress by actively breaking down problems in their own way.

The key to acing candidate-led cases is to master the case interview fundamental concepts as well as the frameworks.

Some BCG and Bain offices also utilize written case interviews – you have to go through a pile of data slides, select the most relevant ones to answer a set of interviewer questions, then deliver those answers in a presentation.

For a detailed guide on candidate-led cases, check out our article on BCG & Bain Case Interview .

Deloitte case interview examples

Deloitte practice cases.

Undergrad Cases

• Human Capital – Technology Institute
• Human Capital – Agency V
• Strategy – Federal Benefits Provider
• Strategy – Extreme Athletes
• Technology – Green Apron
• Technology – Big Bucks Bank
• Technology – Top Engine
• Technology – Finance Agency

Advanced Cases

• Human Capital – Civil Cargo Bureau
• Human Capital – Capital Airlines
• Strategy – Club Co
• Strategy – Health Agency
• Technology – Waste Management
• Technology – Bank of Zurich
• Technology – Galaxy Fitness

What should I know about Deloitte case interviews?

Case interviews at Deloitte also lean towards the candidate-led format like BCG and Bain.

The Deloitte consultant recruitment process also features group case interviews , which not only test analytical skills but also place a great deal on interpersonal handling.

Accenture case interview examples

Accenture divides its cases into three types with very cool-sounding names.

Sorted in descending order of popularity, they are:

These are similar to candidate-led cases at Bain and BCG. albeit shorter – the key is to develop a suitable framework and ask the right questions to extract data from the interviewer.

These are similar to the market-sizing and guesstimate questions asked in interviewer-led cases – demonstrate your calculations in structured, clear-cut, logical steps and you’ll nail the case.

These cases have you sort through a deluge of data to draw solutions; however, this type of case is rare.

Capital One case interview examples

Capital One is the odd one on this list – it is a bank-holding company. Nonetheless, this being one of the biggest banks in America, it’s interesting to see how its cases differ from the consulting ones.

Having gone through Capital One’s guide to its cases, I can’t help but notice the less-MECE structure of the sample answers. Additionally, there seems to be a greater focus on the numbers.

Nonetheless, having a solid knowledge of the basics of case interviews will not hurt you – if anything, your presentation will be much more in-depth, comprehensive, and understandable!

See Capital One Business Analyst Case Interview for an example case and answers.

Other firms case interview examples

Besides the leading ones, we have some examples from other major consulting firms as well.

• Oliver Wyman – Wumbleworld
• Oliver Wyman – Aqualine
• LEK – Cinema
• LEK – Market Sizing
• Kearney – Promotional Planning
• OC&C – Imported Spirits
• OC&C – Leisure Clubs

Consulting clubs case books

In addition to official cases, here are a few case books you can use as learning materials.

Do keep in mind: don’t base your study on frameworks and individual case types, but master the fundamentals so you can tackle any kind of case.

• Wharton Consulting Club Case Book
• Tuck Consulting Club Case Book
• MIT Sloan Consulting Club Case Book
• LBS Consulting Club Case Book
• Kellogg Consulting Club Case Book
• INSEAD Consulting Club Case Book
• Harvard Consulting Club Case Book
• ESADE Consulting Club Case Book
• Darden Consulting Club Case Book
• Berkeley Consulting Club Case Book
• Notre-Dame Consulting Club Case Book
• Illinois Consulting Club Case Book
• Columbia Consulting Club Case Book
• Duke Consulting Club Case Book
• Ross Consulting Club Case Book
• Kearney Case Book

Case interview example – Case video

The limitation of most official case interview examples is that they are either too short and vague, or in text format, or both.

To solve that problem for you, we’ve extracted a 30-minute-long, feedback-rich case sample from our Case Interview End-to-End Secrets Program .

This is a candidate-led, profitability case on an internet music broadcasting company called Pandora.

In 30 minutes, this candidate demonstrates the exact kind of shortcoming that most candidates suffer during real case interviews – they come in with sharp business senses, then hurt their own chances with inadequate techniques.

Here are seven notable areas where the candidate (and you) can improve:

Thanking Throughout the case, as especially in the opening, he should have shown more appreciation for the time the interviewer spent with him.

Structured opening The candidate’s opening of the case feels unstructured. He could have improved it by not mixing the playback and clarification parts. You can learn to nail the case in a 3-minute start through this video on How to Open Any Case Perfectly .

Explicitness A lot of the candidate’s thought process remains in his head; in a case interview, it’s better to be as explicit as possible – draw your issue tree out and point to it as you speak; state your hypothesis when you move into a branch; when you receive data, acknowledge it out loud.

Avoiding silence The silence in his case performance is too long, including his timeout and various gaps in his speech; either ask for timeout (and keep it as short as possible) or think out loud to fill those gaps.

Proactivity The candidate relies too much on the interviewer (e.g: asking for data when it can easily be calculated); you don’t want to appear lazy before your interviewer, so avoid this.

Avoiding repeating mistakes Making one mistake twice is a big no-no in consulting interviews; one key part of the consulting skill set is the ability to learn, and repeating your mistakes (especially if the interviewer has pointed it out) makes you look like someone who doesn’t learn.

Note-taking Given the mistakes this candidate makes, he’s probably not taking his notes well. I can show you how to get it right if you watch this video on Case Interview Note-Taking .

Nonetheless, there are three good points you can learn from the candidate:

The candidate sums up what he’s covered and announces his upcoming approach at the start and at key points in the case – this is a very good habit that gives you a sense of direction and shows that you’re an organized person.

The candidate performs a “reality check” on whether his actions match the issue tree; in a case interview it’s easy to lose track of what you’re doing, so remember to do this every once in a while.

The candidate prompts the interviewer to give out more data than he asked for; if anything, this actually matches a habit of real consultants, and if you’re lucky, your interviewer may actually give out important pieces you haven’t thought of.

These are only part of the “ninja tips” taught In our Case Interview E2E Secrets Program – besides the math and business intuition for long-term development, a key feature is the instant-result tips and techniques for case interviews.

Once you’ve mastered them, you can nail any case they throw at you!

For more “quality” practice, let’s have a mock case interview with former consultants from McKinsey, BCG, Bain, Oliver Wyman, Strategy& and many other consulting firms. They will help you identify your problem areas and give you actionable feedback, making your preparation much easier and faster.

Hi! This is Kim and welcome to another performance in the Tips & Techniques part of our amazing End-to-end program. You are about to hear a really interesting performance.

There is a common Myth that Profitability cases are easier. Well, for beginners, that’s may make sense, but I would argue that Profitability cases can be really tricky and candidates without good foundation will make about the same level of mistakes regardless of type of cases given.

The profitability case we are about to watch will show that. It’s a very unconventional

Profitability. It started out like a typical one but getting more and more tricky toward the end.

The candidate is fairly good in term of business intuition, but the Tips & Techniques aspect needs a lot of fine tune! Now let’s go ahead and get started! 

It’s actually a little better to playback the case information and ask clarifications. The candidate does not distinguish between the two and do both at a same time. Also, the candidate was asking these clarifications in an unorganized and unstructured fashion. This is not something terrible, but could have been better, especially when this is the very first part of the case, where the crucial first impression is being formed.

My pitch would sound like this:

“That’s a very interesting problem and I am happy to get the chance to solve it. First of all let me tell you my understanding of the case context and key objectives. Then I would like to ask a few clarifying questions regarding a few terminology and concepts. Both of these are to make sure that I will be solving the right problem.

So here is my understanding of the case: The client is ABC. Here are some DEF facts about the situation we just talked about. And the key case question is XYZ.

Does that correctly and adequately summarize the case?”

Once the interviewer confirms, I would move to the clarification part as follows: “Now I would like to ask a few clarification questions. There are three of them: No 1, … No 2, … and No 3, …”

You may see above pitch as obvious but that’s a perfect example of how you should open any cases. Every details matters. We will point out those details in just a second. But before we do that, it’s actually very helpful if you can go back, listen carefully to the above pitch, and try to point out the great components yourselves. Only after that, go back to this point and learn it all together.

Alright, let’s break down the perfect opening.

First of all, you hear me say: “That’s a very interesting problem and I am happy to get a chance to solve it”. This seems trivial but very beneficial in multiple ways:

1. I bought myself a couple of seconds to calm down and get focused. 2. By nature, we as human unconsciously like those who give us compliments. Nothing better than opening the case with a modest compliment to the interviewer.

And (c) I showed my great attitude towards the case, which the interviewer would assume is the same for real future consulting business problems.

You should do that in your interviews too. Say it and accompany it with the best smile you can give. It shows that you are not afraid of any problems. In fact, you love them and you are always ready for them.

Secondly, I did what I refer to as the “map habit”, which is to always say what you are about to do and then do it. Just like somebody in the car showing the drivers the route before cruising on the road. The driver would love it. This is where I said: “Let me tell you my understanding of the case context and key objectives. Then ABC…”.

Third, right at the beginning of the case, I try to be crystal clear and easy to follow. I don’t let the interviewer confused between playing the case vs. asking clarification questions. I distinguish between the two really carefully. This habit probably doesn’t change the outcome of how the case goes that much, but it certainly significantly changes the impression the interviewer has of me.

Fourth, in playing back the case, each person would have a different way to re-phrase. But there are three buckets to always include:

1. Who is the client 2. The facts regarding the client and the situation and (c) The key question and the objective of the case.

Fifth, after playing the case context and objectives, I pause for a second and ALIGN with the interviewer: “Does it correctly and adequately summarize the case?”. This is a habit that every consulting manager loves for young consultants to do. Nobody wants first-year folks to spend weeks of passion and hard-work building an excel model that the team can’t use. This habit is extensively taught at McKinsey, Bain and BCG, so therefore interviewers would love somebody that exhibits this habit often in case interview.

Lastly, when asking clarification questions, you hear me number them very carefully to create the strong impression that I am very organized and structured. I said I have three clarifying questions. Then I number them as I go through each. No.1, No.2, and No.3.

Sometimes, during interviews it’s hard to know exactly how many items you are going to get. One way is to take timeout often to carefully plan your pitch. If this is not possible in certain situations, you may skip telling how many items you have; but you should definitely still number your question: No.1, No.2; and so on. 

Just a moment ago, the candidate actually exhibited a good habit. After going through his clarification questions, the candidate ended by asking the “is there anything else” question. In this case, I actually give out an important piece of data.

Though this is not very common as not every interviewer is that generous in giving out data. But this is a habit management consultants have to have every day when talking to experts, clients, or key stakeholders. The key is to get the most data and insights out of every interview and this is the type of open-ended question every consultant asks several times a day.

To show of this habit in a case interview is very good!

There are three things I would like you to pay attention to:

First, it took the candidate up to 72 seconds to “gather his thoughts”. This is a little too long in a case interview. I intentionally leave the 72 seconds of silence in the recording so you get an idea of how long that is in real situations. But it’s worth-noting here is not only that. While in some very complicated and weird cases, it’s ok to take that long to really think and gather ideas. In this case, the approach as proposed by the candidate is very simple. For this very approach, I think no more than 15 to 20 seconds should be used.

No.2, with that said, I have told I really like the fact that this candidate exhibits the “map” habit. Before going straight to the approach he draws the overall approach first.

No.3. You also see here that the candidate tried to align the approach with me by asking my thoughts on it. As I just said on the previous comment, this is a great habit to have. Not only does it help reduce chance of going into the wrong direction in case interviews, but it also creates a good impression. Consulting interviewers love people doing it often!

Here we see a not-really-bad response that for sure could be much better. The candidate was going into the first branch of the analysis which is Revenue. I would fix this in 3 aspects:

First, even though we just talked about the overall approach, it’s still better to briefly set up the issue tree first then clearly note that you are going into one branch.

Second, this is not a must, but I always try to make my hypothesis as explicitly clear as possible. Here the candidate just implicitly made a hypothesis that the problem is on the revenue side. The best way to show our hypothesis-driven mindset is to explicitly say it.

Third, you hear this a ton of times in our End-to-End program but I am going to repeat it again and again. It is better to show the habit of aligning here too. Don’t just go into revenue, before doing that, give the interviewer a chance to agree or to actually guide you to Cost.

So, summarizing the above insights, my pitch would sound something like this:

“So as we just discussed, a profit problem is either caused by revenue or by cost. Unless you would like to go into cost first, let’s hypothesize that the problem is on revenue side. I would like to look deeper into Revenue. Do we have any data on the revenue?”

And while saying this, you should literally draw an issue tree and point to each as you speak.

There is an interesting case interview tip I want to point out here. Notice how the candidate responds after receiving two data points from me. He went straight into the next question without at least acknowledging the data received and also without briefly analyzing it.

I am glad that the candidate makes this mistakes… well, not glad for him but for the greater audience of this program. I would like to introduce to you the perfect habit of what you should react and do every time you have any piece of data during case interviews. So three things you need to do:

Step 1: Say … that’s an interesting piece of data. This helps the interviewer acknowledge that you have received and understand the data. This also buys you a little time. And furthermore, it’s always a good thing to give out modest compliments to the interviewer.

Step 2: Describe the data, how it looks, is there any special noteworthy trend? In this case, we should point out that revenue actually grew by more than 50%.

Also notice here that I immediately quantified the difference in specific quantitative measurement (in this case, percentage). Saying revenue went up is good, but it’s great to be able to say revenue went up by more than 50%.

Step 3: Link the trend identified back to the original case question and the hypothesis you have. Does it prove, disprove, or open up new investigation to really test the hypothesis? In this case, this data piece actually opened up new investigating areas to test the hypothesis that the bottleneck is within revenue.

My sample pitch for this step 3 would sound like this: “It’s interesting that revenue went up quite a bit. However, to be able to fully reject our hypothesis on the revenue, I would like to compare our revenue to that of the competitors as well.”

Then only at this point, after going through 3 steps above, I ask for the competitors’ revenue like the candidate did.

Notice here that I ended up asking the same question the candidate did. This shows that the candidate does have a good intuition and thought process. It’s just that he did all of these implicitly on his head.

In consulting case interview, it’s always good to do everything as explicitly as possible. Not only is it easier to follow but it helps show your great thought process.

… the rest of the transcript is available in our End To End Case Interview

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280 Free Case Interview Examples

Do you want to get access to over 280 free case interview examples (with answers)?

If you have interviews planned at McKinsey ,  The Boston Consulting Group , or any other consulting firm, you are probably looking for case interview examples.

So, to help you prepare, I have compiled a list of 280 free case interview examples:

• Over 30 free case interview examples (+ interview prep tips) from the websites of top consulting firms
• More than 250 free case interview examples from top business school case books

Moreover, you’ll get  my take on which case studies you will likely have in interviews.

In short, the resources listed hereafter will be very helpful if you are starting out or have already made good progress in preparing for your case interviews.

One last word : check out this free case-cracking course to learn how to crack the most recent types of case questions consulting firms use in actual interviews.

Let’s get started!

Table of Contents

Get the latest data about salaries in consulting, mckinsey: tips and case interview examples.

McKinsey & Company’s website is definitely one of my favorites.

Because this gives so much insightful information about the role of a consultant and what the hiring process looks like.

Therefore, I highly recommend spending time on their website, even if you are not targeting McKinsey.

In the meantime, here are 8 McKinsey case interview examples

• Electro-light
• GlobaPharma
• National Education
• Talbot trucks
• Shops corporation
• Conservation forever

Check out the McKinsey Hub : A library of 20+ free resources that cover everything you need to secure a job offer at McKinsey.

Besides, here is another McKinsey case interview example.

This case interview question has been recently asked in a real interview:

𝘦𝘊𝘢𝘳𝘊𝘰, 𝘢 𝘑𝘢𝘱𝘢𝘯𝘦𝘴𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘰𝘧 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤 𝘱𝘢𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘷𝘦𝘩𝘪𝘤𝘭𝘦𝘴, 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘢 𝘭𝘰𝘸 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘉 𝘴𝘦𝘨𝘮𝘦𝘯𝘵. 𝘛𝘩𝘦𝘺 𝘦𝘯𝘫𝘰𝘺 𝘴𝘵𝘳𝘰𝘯𝘨 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘊 𝘴𝘱𝘢𝘤𝘦, 𝘣𝘰𝘵𝘩 𝘥𝘰𝘮𝘦𝘴𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘏𝘰𝘸𝘦𝘷𝘦𝘳, 𝘦𝘊𝘢𝘳𝘊𝘰’𝘴 𝘴𝘢𝘭𝘦𝘴 𝘵𝘰 𝘴𝘮𝘢𝘭𝘭 𝘢𝘯𝘥 𝘮𝘦𝘥𝘪𝘶𝘮 𝘴𝘪𝘻𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴𝘦𝘴 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦 𝘴𝘵𝘢𝘺𝘪𝘯𝘨 𝘧𝘢𝘳 𝘣𝘦𝘭𝘰𝘸 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘊𝘌𝘖 𝘩𝘢𝘴 𝘪𝘯𝘷𝘪𝘵𝘦𝘥 𝘺𝘰𝘶 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘵𝘩𝘦𝘮 𝘰𝘶𝘵.

How would you approach this business problem?

When ready, check this video below where I present how to approach this problem.

BCG: Tips And Case Interview Examples

The Boston Consulting Group website  states something very important: the goal of the hiring process is to get to know you better, which means, in the context of Consulting interviews, understanding how you solve problems .

Remember this: in case interviews,  to show how you think is MUCH MORE IMPORTANT than to find an answer to the case .

As a result, you will have case study questions to showcase your problem-solving skills. Likewise, fit interviews have the same purpose: to show what problems you faced and how you resolved them.

• BCG interview prep tips
• BCG’s interactive case tool
• BCG case interview example: climate change challenge
• BCG case interview example: GenCo
• BCG case interview example: FoodCo

Check out the BCG Hub : A library of 20+ free resources that cover everything you need to secure a job offer at BCG.

Bain: Tips And Case Interview Examples

Bain & Company’s website highlights something very important: successful applicants manage to turn a case interview into a conversation between two consultants .

In other words, you don’t want to appear as a candidate but as a consultant !

To do this, you need to master the main problem-solving techniques that consulting firms want to see.

• Bain interview prep tips here and here
• Bain case interview examples: coffee , fashioco
• Bain case interview sample videos: a first video , a second video

Check out the Bain Hub : A library of 20+ free resources that cover everything you need to secure a job offer at Bain & Company.

Deloitte: Tips And Case Interview Examples

As for the BCG’s section above, the Deloitte website clearly states that in case interviews , it is much more important to show how you think and interact with your interviewer than to find the right answer to the case.

• Deloitte interview prep tips
• Deloitte case interview examples: here (more than 15 case interview examples)
• Deloitte case interview example: Federal Agency
• Deloitte case interview example: Recreation Unlimited
• Deloitte case interview example: Federal benefits Provider
• Deloitte case interview example: Federal Civil Cargo protection Bureau

Get 4 Complete Case Interview Courses For Free

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

Oliver Wyman: Tips And Case Interview Examples

Like the Deloitte website, Oliver Wyman’s website points out that, above all,  you must demonstrate your ability to think in a structured, analytical, and creative way.

In other words, there are no right or wrong answers, but only showing how you solve problems matters.

• Oliver Wyman interview prep tips
• Oliver Wyman case interview examples: here (Aqualine) and here (Wumbleworld)

Kearney: Tips And Case Interview Examples

Now it’s time to tell you something you could have heard a hundred times.

Yet too many candidates do it.

Do NOT force your solution to adapt to a standard framework . As a result, this will only take you to a place you don’t want to go: the pool of rejected candidates .

To learn more about this, check the “What Not To Do” section on the AT Kearney website .

• Kearney interview prep tips
• Kearney case interview examples: here and here
• Kearney case book: here

Strategy&: Interview Prep Tips

Strategy& doesn’t provide case study examples on its website, but it shares insights on career progression, which I recommend reading when you prepare for your fit interviews.

• Strategy& interview prep tips

Roland Berger: Tips And Case Interview Examples

I like the examples of case studies presented on the Roland Berger website .

Because the two examples of case studies are very detailed and illustrate the kind of solutions your interviewers expect during case discussions.

• Roland Berger interview prep tips
• A first Roland Berger case interview example: part 1 and part 2
• A second Roland Berger case interview example: part 1 and part 2

Alix Partners: Interview Prep Tips

Like Strategy&, Alix Partners doesn’t provide case study examples on its website.

However, they give an overview of what they are looking for: they want entrepreneurial, self-starter, and analytical candidates, which are skills that all consulting firms highly appreciate .

• Alix Partners interview prep tips

OC&C: Interview Prep Tips

Here are two case study examples from OC&C:

• Imported spirit
• Leisure clubs

253 Case Studies From Business School Case Books

Most of these 253 case study examples are based on case interviews used by consulting firms in real job interviews .

As a result, you can have a good idea of the case study questions you can have when interviewing at these firms .

The Full List Of 253 Free Case Study Examples

• Chicago business school
• Australian Graduate School of Management
• Columbia business school
• Harvard business school
• Wharton business school (2009)
• Wharton busines school (2017)
• Darden business school

Do you want to practice a specific type of case study? Now you can…

I have sorted this list of 253 case studies by type:  profitability, market expansion, industry analysis, pricing, investment or acquisition,  and guesstimates (also known as market sizing questions).

Bonus #1: Know The Types Of Cases You Are Likely To have During Your Interviews

• Profitability cases (29% of cases from that list)
• Investment cases (19% of cases from that list)
• Market sizing questions (15% of cases from that list)

As a result, assuming you’ll have 6 interviews (and therefore 6 case interviews) during the recruitment process:

• “Profitability cases are 29%”  means that chances to have 2 profitability case studies during your recruitment process are very high
• “Investment cases are 19%”  means that chances to have 1 investment case study during your recruitment process are very high.
• “ Guesstimates are 15%”  means that chances of having  1 market sizing question during your recruitment process are high.

Bonus #2: The 10 Cases I Recommend You Doing Now

Over 250 examples of case interviews are a great list, and you may not know where to start.

So, I’ve compiled a list of my 10 favorite case studies.

The 5 case studies I recommend doing if you are a BEGINNER

1. stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a common type of case (declining sales here). I liked the solution presented for this case, particularly how it started by isolating declining sales (what range of products? Volumes or prices, or both?).

2. Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE , it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

3. Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case concerns wine, so a good candidate should mention the quality of lands and grapes as important factors.

4. AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of question is a must-know before going to your interviews.

5. Darden case book: National Logistics (starting at page 49)

Again, this is a very common case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skills (or creativity), quantitative skills, and business sense.

The 5 case studies I recommend if you are more ADVANCED in your preparation

1. stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

2. Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, and you’ll have to demonstrate your problem-solving skills by developing a specific solution.

3. Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

4. Insead: Gas retail case (starting at page 73)

The question in the problem statement is very broad, making this case difficult. So, only good candidates can have a structured case discussion here.

5. Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

CareerInConsulting.com's Free Resources

Access my exclusive free training to help you prepare for your case interviews .

Besides, you can learn my step-by-step guide to answering market sizing questions .

You’ll get my formula to solve all market sizing questions.

Moreover, if you are a beginner, you can read my article on how to solve business cases (+ a 4-week prep plan to get case interview ready).

Also, check these 11 must-know frameworks to ace your case interviews.

Finally, you can read the articles in the blog section of my website.

That’s quite a list.

To complete this list, check this free case interview course , where you’ll find case questions recently asked in actual interviews.

Now, I’d like to hear from you.

Which key insights were new to you?

Or maybe I have missed something.

Either way, let me know by leaving a comment below.

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You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Enroll in our 4 free courses and discover the proven systems +300 candidates used to learn these 4 skills and land offers in consulting.

The Ultimate Guide to the Consulting Case Interview – With Examples

This guide, written by a former McKinsey consultant and Wharton MBA, breaks down the management consulting case interview into comprehensible parts with relevant, realistic examples at every turn.

By  Tracy V.

Posted March 12, 2024

Featuring Ben L.

Mastering the Case: Frameworks & Structuring

Wednesday, april 17.

6:00 PM UTC · 60 minutes

Table of Contents

While the consulting case study interview may seem daunting at first, most cases follow a typical song-and-dance. Once you get a hang of it, prepping feels much more manageable. The first part of this guide will give a broad overview of the case interview. The second part will break out the typical structure of an interviewee-led case. The last part will dive into each component, with tips and suggestions for preparing. Note that some firms may have their own specific case interview style. Be sure to familiarize yourself with your target firms’ interview processes before the time comes to recruit.

Case interviews involve tackling a business issue or problem faced by a company (the client). These interviews allow consulting firms to gauge candidates’ ability to perform the job. Specifically, firms are testing whether candidates can:

• Think in a structured and creative way
• Analyze and interpret new information
• Communicate persuasively and succinctly

Most firms conduct interviewee-led cases, as outlined in the guide below. In these cases, the candidate is expected to drive the case forward by asking the interviewer for data or information relevant to forming the recommendation. A few firms, most notably McKinsey, are interviewer-led, meaning that the interviewer will be the one guiding the discussion.

Below are a few common types of cases that you can expect to receive. Some cases can be several types all in one (lucky you!):

• Profitability - Determine cause for profit decline and / or ideas for increasing profit; you will rarely get a standalone profitability case – It will usually be rolled up in another case type
• Growth - consider strategies for company growth; could be through sales or market share
• Market Entry / New Business - Assess attractiveness of entering new geography / business / sector and method for entering
• Due Diligence / M&A - Assess attractiveness of purchasing / acquiring a company or business; client can be another company or a financial sponsor
• Competitive Response - Address a competitor’s recent action (e.g., new acquisition, change in pricing strategy)
• Non-Traditional - Similar to the other cases but the client (non-profit, NGO, education-focused entity) has different objectives than a typical corporate company

Case Interview Components

• Prompt: Interviewer reads aloud the case while the interviewee takes notes
• Recap: Interviewee provides a high-level summary of the case and confirms accuracy of information written
• Clarifying Questions: Interviewee asks 2-3 high-level questions
• Structuring (<2 minutes): Interviewee takes a few minutes create a roadmap for approaching the case
• Framework Presentation (2-3 minutes): Interviewee reviews the structure with the interviewer, who may have follow-up questions. Interviewee then moves the case forward by asking for additional information
• Brainstorming: Interviewee is expected to list out several solutions or ideas (e.g., cost drivers for an industry, ways to increase sales)
• Exhibits: Interviewee will be given data in forms such as graphs or charts and expected to provide high-level insights
• Math: Interviewee will be asked to perform a calculation with the new information or using data from the exhibits. Oftentimes, interviewee is not given enough information and must ask for the relevant data
• Synthesis and Recommendation (2-3 minutes) : Interviewee provides the answer first, then supporting facts from the case, and finally risks and next steps

Setup (2-3 minutes)

Prompt : The interviewer may be giving you A LOT of information - don’t write down everything verbatim. Jot down facts and figures, the client name, and the objective(s). If you miss something or don’t remember what a number means, you can ask after your recap.

• Prep: Have a friend read you several different case interview prompts and practice taking down notes. Create your own shorthand and learn how to recognize extraneous pieces of information

Recap : I always reference the client by name and start my recap with the objective(s) first, since this is the most important part of the case. The recap should be summarized, not verbatim, and you should be checking that the figures you wrote down are correct.

• Prep: Practice summarizing your notes out loud instead of repeating the case verbatim. Time yourself to make sure it’s <1 minute.

Clarifying Questions : Very detailed questions should be saved for the case. Clarifying questions are meant to help you with your structure or alleviate any confusion. Keep these at 2-3 questions. I usually ask questions pertaining to:

• Language/terminology - The interviewer won’t expect you to know the nuances of every industry or practice area. It is better you start off the case on the right footing by asking for clarifying definitions
• Goals/objectives - I always ask if there are other goals the company has in mind and, if relevant, specific financial targets or timeframe. Sometimes, the objective given is vague, so I will ask the interviewer to be more specific.
• Business model or geography - Very helpful for cases in niche industries; understanding geography can also prompt you to think about factors like labor cost or global competition
• Scope - To save you time from considering every possibility, you can ask whether the company is leaning towards one option or excluding a set of options completely
• Prep: Have a friend read you case prompts and then practice asking 2-3 clarifying questions on the fly. Try to think of them as you’re taking down notes and giving the recap. Are they helping you with your structuring or are you asking the first thing that pops into your head? Are they broad enough or overly detailed? Are there types of questions you should be asking but keep forgetting?

Framework (4-5 minutes)

Structuring (<2 minutes) : Do not use the word “framework” during the interview. I ask if I could have time to “gather my thoughts” when I am structuring. In your structure, you should have at least three but no more than five “buckets.” These are areas that you want to explore in order to solve the case. In each bucket, there should be at least three sub-bullets. Make sure there is no overlap between the buckets.

• Prep: Time yourself structuring your roadmaps. Be comfortable with recalling the different buckets you should be considering for each type of case and brainstorming sub-bullets for those buckets. It’s okay to go over two minutes when you first start, but as you get comfortable, make sure you are becoming more efficient. For example, as you become more familiar with the buckets, you don’t need to write down every example for the sub-bullets, they will become muscle memory as you recite them out loud. Review the suggested frameworks for the case and take note of whether there are vital topics you keep forgetting or whether there are unnecessary buckets you keep adding. There is no one “right” answer, but your roadmap should enable you to uncover the necessary information to make your recommendation.

Presenting: Introduce the high-level buckets first before diving into each one. You will want to “customize” your framework to the specific case you’re working on. This does not mean creating a custom framework for every single case. You can use the same topics for similar types of cases (but ensure that those topics are relevant - some cases sneakily rule out an entire topic to see if you are paying attention), but you need to make sure that you are using case-specific language and examples when you present. This shows that you are thinking about the specific problem, not just recycling a generic framework. After going through the structure, pause and ask if the interviewer has any questions. Then, give your hypothesis and state which bucket you want to start with by asking for data pertaining to that bucket and why you want it.

• Prep: Present your structures out loud and note whether you are rambling or being case-specific in your language. If you find that your presentation is too long, consider cutting down on the examples or explanations. Be succinct and say enough to get your point across. Don’t just move on to the next case if your presentation falls short. Keep practicing until you feel satisfied and make mental notes for the next case.

Interview “Questions” (10-20 minutes)

For each type of question, you are going to be doing the same things: answering the question, providing insights, conveying how it impacts your recommendation, and driving the case forward. Every time you have “answered” a question, you want to be thinking, “ What else do I need? What’s the logical path forward ?” The only way you can prepare for this is to run through entire cases! Remember, your framework is your friend. Refer back to it often if you don’t know where to go next.

Brainstorming : You will want to structure your ideas into MECE buckets. They can be fairly simple (financials vs. non-financials, external vs. internal, etc.). Similar to your framework, you will give a preview of the buckets first before going into the details of each and you will need to ensure that it is “custom” for your case. If a structure doesn’t naturally come to you, you can create a pseudo-structure by organizing how you will present your brainstorm. For example, you can state how many ideas you have from the onset or say that you will first go through the ideas first and then the associated risks.

This is a highly debated practice, but I always ask for a few seconds so I can think of a structure (they may say no). Don’t take more than 30 seconds because you can add to your buckets as you are presenting.

For non-technical brainstorms, be creative! For example, when interviewers asked about how to increase sales for a consumer-facing retail company, I would bring up TikTok campaigns and celebrity endorsements as a few ideas. Have fun with it!

Occasionally, interviewers will prod you with, “What else?” This does not always mean you didn’t give enough ideas. Sometimes it’s the opposite – they are looking to challenge you or see how you will react. Just roll with it - if you don’t have anything else, say so.

• Prep: Practice brainstorming for different types of prompts. Collect a bank of general ideas and solutions that can be customized for use across industries. Try to think of as many ideas as you can (four to six at the very least) and exercise that creative muscle. To help you with structuring, have a list of “easy” MECE buckets that you can pull out on the fly.

Exhibits : First, give an overview of the exhibit. As an example, for graphs say what the axes represent, tie it back to the case, and give your interpretation of those axes. This gives the interviewer a chance to course-correct if you misinterpreted the exhibit. Give some insight, even if it is low-hanging fruit, and tie it back to the case. There are three levels of insights for both exhibits and math:

• What the numbers say, patterns/trends (X is smaller than anticipated, Y is the largest driver)
• What the client should do (enter the market, cancel plans, plan for launch)
• What we should do next (reconsider something specific, research more data on X, move on to Y)

Oftentimes, exhibits will tie into a calculation. If you are given an exhibit with data that can be used to calculate more insightful information, tell the interviewer that you would like to make those calculations. The interviewer will lead you down that path regardless but it is more impressive if you call it out.

• Prep: Run through different types of exhibits and see how many insights from each level you can pull out. Practice anticipating what type of data you need next in order to move ahead in the case or whether you can/should calculate anything from the data given. Don’t be too insightful though – you only have a limited amount of time to run through the case.

Math : Before you start calculating anything, it is critical for you to confirm what you are solving for and that the information you wrote down is correct. SUPER IMPORTANT – answer the question that is being asked !!  If the interviewer is asking for the incremental profit from a certain strategy, you don’t want to calculate the total profit from the strategy. Active listening is so important!

As you know by now, structure is everything. Again, I always ask for a few seconds to organize my thoughts (the worst thing they can say is no). Set up the problem before you start calculating. This allows you to identify whether there is data missing. Walk the interviewer through your method and ask for missing data. You may need to make your own assumptions or estimates – be sure you can justify them.

If your method is off, the interviewer will usually guide you back to the right path. This saves you from wasting time calculating the incorrect answer. Be sure to pay attention when the interviewer is trying to coach you.

As you are solving the problem, walk the interviewer through each calculation and use math shortcuts as much as possible. Again, if you make a math error, the interviewer can stop you before you go down the entire path. Save time by only calculating what is important for the case and understanding what you can skip.

• Prep: Practice setting up the problem, walking the interviewer through your proposed method, and verbalizing the calculations out loud. On paper, make sure your calculations are being done neatly and not all over the place. Look for different math shortcuts and try them out. Not all of them will fit your style, but you might find new tricks. Track whether you are answering the right questions. Once again, active listening is critical to your candidacy. Once you have correctly solved the problem, make sure you are thinking about the, “So what?” Determine how that number impacts your recommendation and where you should go next.

Synthesis and Recommendation (2-3 minutes)

Again, I always ask for a few seconds to collect your thoughts (<30 secs). If the “CEO is already in the elevator,” they may say no. Have a definitive stance – start with your recommendation and then provide two to three supporting facts using data from the case.

Address risks and next steps (i.e., what is the required analysis/gameplan – this is like real life where the firm is trying to sell additional projects). Your recommendation should be <2 minutes. Frankly, the interviewer has most likely made a decision on your candidacy. Don’t ramble and try to finish strong.

The hardest part of this is pulling out the supporting data in a succinct way. Throughout the case, you should be jotting down notes. I tend to circle what I believe to be relevant supporting data. When you present it, don’t be too specific or granular. You want your recommendation to be punchy.

• Prep: Run through whole cases where you are tracking the relevant supporting data along the way. Time your recommendation and practice verbalizing the information concisely. Don’t forget the risks and next steps. I usually have a list of generic risks (e.g., competitor response, regulation, inaccurate projections) that I can “customize” on the off-chance I’m scrambling to think of some. Your next steps can be collecting additional data to support your recommendation or ways to address those risks.

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Example resumes.

Example Cases

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Final Thoughts

• Your approach is more important than the solution – The interviewer is trying to understand how you think. Some cases have data that support recommendations in either direction. The key piece is that you are able to back your stance using the facts and data uncovered during the interview.
• Deadends are okay – There will be times when you make multiple requests for data and the interviewer does not have it. That’s perfectly fine! You can’t read the interviewer’s mind and the case could go in so many directions. Just look back at your framework to see where else you can proceed.
• Be coachable – It’s not the end of the world if your method is wrong or if you misinterpreted an exhibit. The interviewer wants to see that you are actively listening and can take feedback and improve. Don’t freak out! Stay calm! Listen to what the interviewer is trying to tell you.

This guide only scratches the surface of case interviews. The best way to prepare for case interviews is to get your reps in with entire cases. That way, you can identify your areas of weakness and be more precise with the drills. I can give you feedback and additional tips and tricks so that you are performing at your best on interview day. Book a free intro call with me on my Leland profile to discuss how we can personalize your case prep plan!

Preparing for consulting recruiting and/or case interviews? Here are some additional resources to help:

• Top 3 Tactics to Ace Your Case Interview
• A Comprehensive Guide to McKinsey & Co., Bain & Co., and Boston Consulting Group
• From No Offers to Multiple Offers - How to Take Your Casing to the Next Level
• How a Disneyland Churro Helped Me Land a Job at Bain (and 5 Pitfalls to Avoid in Market Sizing Problems)
• Five Tips to Break Into Management Consulting

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28 Case Interview Examples for Consulting Interview Prep (2024)

• Last Updated January, 2024

Rebecca Smith-Allen

Former McKinsey Engagement Manager

How to Use Case Interview Examples

Video Case Interview Example: Questions & Answers

Tips for Acing Your Case

Free Case Interview Examples (Consulting Firms)

Free Case Interview Examples (Consulting Clubs)

Practice is the key to passing your consulting interviews. To practice, you’ll need some examples of case interview questions and answers to work with.

We’ve got links to loads of them below.

In addition, we have:

• Tips on how to use case interview examples to prepare for your consulting interviews,
• A video case interview example with My Consulting Offer founder Davis Nguyen, and
• Insight into the difference between average and exceptional answers to case interview questions.

Get ready to dive deep into structuring your analysis of business problems, identifying the key issues, and recommending solutions!

Keep reading to find out how to use case interview examples to ace your case.

How to Use Case Interview Examples to Ace Your Case

1. start your case interview preparation early..

You’ll need to practice dozens of case interview examples to get good enough to receive an offer from one of the top consulting firms. This is not something you can cram the night before an interview.

Start as soon as possible.

2. Don’t Read Straight through Sample Case Interview Examples or Passively Watch Videos.

Some people think that the best way to improve their chances of passing a case interview is by reading as many cases interview examples as they can.

This is like reading about how to play tennis but never picking up a racket. To get better at tennis, for example, you need to actually pick up a ball and be active. The same applies to your interview preparation.

Stop and think at each step in the case interview question. Come up with your own answer and say it out loud. Practice driving each part of the case interview example yourself.

• How would you structure your analysis of the problem?
• What questions would you ask the interviewer?
• How would you set up the case math problem?
• What recommendation would you make to the client?

After you’ve developed your answer, compare it to the suggested answer for the case.

What did you get right?

How did your answer and the case interview example answer differ?

Are there things you miss consistently across multiple case interview examples?

The answers to these  case interview examples can look simple when you just read through them, but it’s not easy to come up with all the key aspects of the solution on your own.

Nail the case & fit interview with strategies from former MBB Interviewers that have helped 89.6% of our clients pass the case interview.

3. Find Partners to Practice Case Interviews with.

Teamwork is an important part of consulting work, so get ready for it now. Find a case interview practice partner, preferably someone else who’s applying to jobs in the management consulting industry because they’ll know more about what recruiters are looking for.

Practicing cases with a partner provides the opportunity to get feedback from someone else on what you’re doing well and what you need to improve. Additionally, you’ll learn a lot by watching how your partner solves sample case studies.

Look for aspects of their approach that are effective as well as what they could do better. Working with a partner will make your consulting interview practice feel more real.

Similar to how you need a tennis partner to feel what is like to play tennis, you need a case partner to experience what a case interview is like.

4. Master the 4 Parts of the Case Interview.

In our article on Case Interview Prep , we discussed the 4 parts of the case interview: the opening, structure, analysis, and conclusion. As you practice with consulting case interview examples, practice each of these 4 parts to ensure you’re strong at them all.

5. Avoid Case Burnout.

A case zombie is someone who’s grown tired of casing from doing too much of it. Their answers feel rehearsed, not conversational. 

They may seem bored, not engaged in solving the problem. They’ll be less creative in their solutions. They certainly won’t pass the airport test!

Avoid becoming a case zombie by practicing smarter, not harder.

Video: Case Interview Examples – Questions & Answers

In the following case interview example, Davis Nguyen, founder of My Consulting Offer solves McKinsey’s SuperSoda case.  The video is broken into 4 parts of the case interview.

Remember, don’t just watch the video. Stop the video and provide your own answer before listening to Davis’s  answer to the case question.

Step 1: Case Interview Example Opening – Ensure you understand the client and the problem you’ll be solving in the case.

Step 2: case interview example structure – break the problem down into smaller parts. make sure you cover all key case issues., step 3: case interview example analysis – ask questions, gathering information from graphs and charts provided by the interviewer, do case math, and provide insight into the client’s business problem based on what you learn., step 4: case interview example recommendation – develop a rational recommendation for the client based on all you’ve learned throughout the case interview., tips for acing your consulting case interviews – the difference between average & exceptional, case interview opening.

The opening is a great point to ask “dumb” questions because, at this point, you’re not expected to know much about the client and their business. 

Here your goal is to understand the client, their business, and what a successful project will look like.

Don’t shy away from asking for clarification on things that will help you better understand the business problem and solve it. For example, if you don’t know how life insurance works and the case is about life insurance, then ask.

After ensuring you understand the client and their problem, the next thing to ask about is key metrics of success. 

For example, the client may want to find new avenues for growth. Are they looking for a 5% increase in revenue or to double their business?

Finding out what success looks like in the client’s eyes will ensure you work to deliver a solution that meets their expectations, not one that’s underwhelming.

After you find out what success looks like, ask further probing questions to better understand the client, their business, and any constraints on solving the case.

Examples of Relevant Questions to ask Your Interviewer 

Examples of relevant questions about the client might include the geography they operate in or the sector of their industry they are strongest in. 

Examples of relevant questions about their business might include what products or services are most profitable or most important to their customers. 

Examples of relevant questions about the problem might include whether there are any costs that can’t be cut or what the maximum amount the client is able to invest in developing a new product. 

Asking these types of questions up front will give you a better context for solving the client’s problem and make it more likely that you will solve the case interview.

Case Interview Structure

You’ll need a framework to make sure your analysis covers all key aspects of the consulting case. 

You can use one of the many standard Case Interview Frameworks we’ve outlined , but top interviewees develop their own framework for analyzing the case interview question. 

Their frameworks may include pieces of one or more of the standard frameworks but are tailored to the particular business problem they’re discussing. 

Good frameworks are hypothesis-driven, that is to say they can be tested similar to the science experiment, so that the answer is either a “yes” or “no.” For example, examining your bank account to see, “if I have $400 for a ticket” is an example.

Second, good frameworks cover all topics relevant to the answer. For example, if the client is opening up a new hotel in a foreign country, checking out the existing competition should be part of the framework.

As you study more about interactive case interviews and practice them you’ll develop a sense for what factors are relevant or not relevant to the case at hand.

Finally, a good structure will be  MECE  or mutually exclusive and collectively exhaustive.

This means the framework will break down the market or population being analyzed into segments that include every part of the whole (collectively exhaustive), and each segment of the market or member of the population will show up in one and only one category without overlap (mutually exclusive). 

For example, if you divide the target market for a retail product into segments by age, these segments would be MECE:

•  10-19,
• 40-49, etc.

The categories 15-25, 20-30, 27-35 would not be MECE because people could be counted twice. 

Case Interview Analysis

In the analysis phase of your case interview example, you’ll ask questions to get the information you need to solve the client’s business problem. Your questions will likely lead you to one of the 4 types of analysis that are common in consulting interviews: market sizing, brainstorming, quantitative reasoning (case math), or reading exhibits. 

No matter which of these types of analysis comes up, there’s a 4-step method that ensures you can crack the case. 

This 4-step method is:

• Ask for data,
•  Interpret the data,
•  Provide insight, and 
• Outline next steps. 

The data you ask for will depend on the case interview question you’re solving. For example, if the question is about profitability, you’ll need to know about the client’s finances: dig into revenues and costs. 

For example, if you find that the client’s revenues are flat while their costs have been rising, you’ll know that the problem is in the cost structure and that you’ll need to examine costs more closely.

Next, provide insight. As you examine costs further, you’ll find out why they’ve grown faster than revenues. 

This insight will naturally lead to the next steps. What does the client need to do to get costs under control and fix their profitability problem? 

You may need to go through this 4-step method a couple of times, focusing on different aspects of the client’s business problem. 

Once you’ve examined and developed insight into all key aspects of the problem, your next step will be to conclude the interview with a recommendation for the client.

Case Interview Conclusion

At this point, you’ve hopefully cracked the case and are ready to present your recommendations to the client (your interviewer). 

The best way to do this is to use the 5R approach:

• Recap – restate the business problem you’ve analyzed. In consulting this is done because a CEO might have hired 5 McKinsey teams and can’t remember which one you are on. 
• Recommendations – Provide the solution your analysis led to. We lead with the recommendation because it is the most important piece of information. Stating it first and clearly puts everyone on the same page.
• Reasons – Summarize the key facts and insights that lead you to your recommendations. 
• Risks – Outline any risks the client should be aware of as they implement your recommendations. No recommendation has a 100% probability of success. Clients need to be aware of business risks in the same way patients need to understand the side effects of drugs.
• Retaining the client – Provide next steps for how you can help the client ensure success. As consultants, we are paid for helping our clients. If there is a natural extension of the work as the client implements the team’s recommendations, we should tell them how we can provide further assistance (and ultimately make money for your firm). 

While most candidates will address their recommendations and possibly the reasons for their recommendations, few will hit all these points. 

In particular, outlining risks and further ways you can help the client will differentiate you from other candidates and help you to advance  to the second round of interviews or get the offer.

Free Online Case Interview Examples from 7 Top Consulting Firms

Now that you’re familiar with how you should use case interview examples and what differentiates an average answer from an exceptional one, you need sample questions to practice with.

Below, we provide links to dozens to help you hone your business problem-solving skills.

1. McKinsey Case Interview Examples

Disconsa – Help a not-for-profit develop better financial-service offerings for remote Mexican communities.

Electro-Light – Help a beverage manufacturer prepare for a new product launch.

GlobalPharm – Help a pharmaceutical industry client manage with its merger and acquisitions strategy.

Transforming a National Education System – Help a country’s education ministry develop a new strategy for educating the country’s children. 

2. BCG Case Interview Examples

Climate Challenge – Help a global consumer goods company reduce its environmental impact.

Driving Revenue Growth at a Healthcare Company – Help a medical devices and services company to increase revenues following an acquisition. (The same one that is highlighted above in our example)

3. Bain Case Interview Examples

Coffee Shop Co. – Help a friend decide whether they should open a coffee shop.

F ashionCo. – Help a fashion company understand why its revenues have been going down.

Private Equitas – Help a private equity company maximize its investment in a portfolio company.

4. Deloitte Case Interview Examples

Footloose  – Help a footwear company improve their market share in the boots category.

Recreation Unlimited – Help a global apparel and sportswear company improve its digital customer experience and its revenue.

Agency V – Help a large federal agency recover from a front-page scandal that sparked investigations and congressional hearings.

Federal Benefits Provider – Help a federal agency that provides benefits to millions of U.S. citizens prepare for a major expansion of its mandate.

5. AT Kearney Case Interview Examples

Promotion Planning – Help a national grocery and drug store chain improve its product promotion strategy.

6. PWC Case Interview Examples

Modernizing a Hotel’s Loyalty Platform – Help simplify and modernize the platform, providing customers with immediate access to their data.

Green Energy – Help an energy company transition to net zero greenhouse gas emissions.

Nonprofit Impact – Help a community organization respond to client needs during the pandemic.

Love at First Byte – Help a data management client comply with new regulations.

Prioritizing Ethics and Integrity – Help a software company leverage data analytics to comply with regulations.

7. Accenture Case Interview Examples

Sustainability – Help drive sustainability for an auto manufacturer.

IT integration strategy – Driving merger integration by linking technology systems.

We have more on how to Accenture Case Interviews in our article.

8. Capital One Case Interview Examples

Ice Cream Corporation – Help the president of Ice Cream Corporation grow profits.

9. Oliver Wyman Case Interview Examples

Wumbleworld – Help a China-based theme park operator identify the reasons for declining profits and develop options for reversing the trend.

Aqualine – Help a manufacturer of small power boats determine why its sales growth has slowed and identify opportunities to boost sales.

10. LEK Case Interview Examples

Theater chain – Help a large theater chain identify revenue growth opportunities.

Free Online Case Interview Examples from Consulting Clubs

Need more case interview examples? Here are links to MBA case books compiled by INSEAD, Harvard, Wharton, Darden, and several other business schools.

Recent Consulting Case Interview Examples

• Darden School Of Business 2021-2022 Casebook
• NYU Stern MCA 2020-2021 Casebook
• The Duke MBA Consulting Club Casebook 2021-2022
• Notre Dame Casebook 2022
• Kellogg Consulting Club 2020 Casebook
• FMS Consulting Casebook 2021-22
• INSEAD Consulting Club Casebook 2021
• IIMC Consulting Casebook 2021-22
• UCLA Case Book 2019 – 2020
• Columbia Business School 2021 Casebook
• IIM Lucknow Casebook 2022
• Cornell MBA Johnson Consulting Club Casebook 2020-2021
• Darden School Of Business 2020-2021 Casebook

Older Consulting Case Interview Examples

• 2019 Berkeley Haas School of Business Consulting Club Interview Preparation Guide and Case Interview Examples
• The Duke MBA Consulting Club Casebook 2018-2019
• 2017-2018 McCombs University of Texas at Austin Consulting Case Interview Examples
• Columbia Business School Management Consulting Association Case Interview Examples 2017
• Duke Fuqua School of Business MBA Consulting Case Interview Examples 2016-2017
• NYU Stern MBA MCA Case Interview Examples: 2017
• UCLA Anderson School of Management Consulting Association Case Interview Examples 2015-2015
• Darden Consulting Club Case Interview Examples: 2014-2015
• Yale Life Sciences Consulting Case Interview Examples 2014
• ESADE MBA Consulting Club Case Interview Examples 2014
• Darden Consulting Case Interview Examples: 2012-2013 Edition
• Kellogg Consulting Club Case Interview Examples and Interview Guide: 2012 Edition

Even More Consulting Case Interview Examples

• The Cornell Consulting Club Interview Interview Examples
• Harvard Business School Management Consulting Club Case Interview Examples
• The MIT Sloan School of Management Consulting Club Case Interview Examples and Interview Guide – October 2001
• The Berkeley MBA Haas Consulting Club 2006 Case Interview Examples
• London Business School – The 2006 Consulting Club Case Interview Examples 
• Columbia Business School Management Consulting Association Case Interview Examples – 2006
• Torch the Case – The NYU Stern Consulting Case Interview Examples – 2007 edition 
• Michigan – the Ross School of Business Consulting Club 2010 Case Interview Examples
• Wharton Case Interview Examples by the Wharton Consulting Club – December 2010
• The Duke MBA Consulting Club Case Interview Examples – 2010-2011
• Case Interview Examples by the ESADE MBA Consulting Club 2011  
• INSEAD Consulting Club Handbook and Case Interview Examples – 2011

Still have questions?

If you still have questions on case interview examples, leave them in the comments below. We’ll ask our My Consulting Offer coaches and get back to you with answers.

We have tons of other articles to help you get an offer from one of the top consulting firms. Check out our pages on:

• Case Interview Math
• Case Interview Types
• Case Interview Formulas
• Market Sizing Questions

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Crafting Cases

Case Interview Examples: The 9 Best in 2024 (McKinsey, Bain, BCG, etc.)

February 7, 2024 By Julio Tarraf

Today I’m gonna show you a curated list of the 9 VERY BEST Case Interview Example videos from all around the web.

So you don’t have to go through the same pains I did back when I was preparing:

• I watched TONS of videos on YouTube, but most of my time was WASTED because many weren’t helpful at all.
• I couldn’t tell which cases were realistic and which were unrealistic, or which were hard and which were easy.
• I couldn’t even tell whether each answer by the candidates was good enough to pass the interview or not (my best proxy was their confidence, which I later found was NOT a good proxy).

So that brings us to this article.

What's in for you:

Every hour you spend on the examples in this article is the equivalent of spending 3-5 hours browsing YouTube on your own, reading Case in Point, or going through piles of casebooks.

This article is the result of...

24 of those videos didn’t make it to the list: they were  a mix of poorly recorded, unrealistic and even   misleading .

I curated just the best so you wouldn’t have to waste your own 20+ hours to find them.

Table of contents:

• #1. Playworks market entry  [Best for beginners]
• #2. Agricultural chemicals product launch [Advanced candidates only]
• #3. A+ Airlines’ reaction to competitor’s change
• #4. Auto manufacturer profitability decrease  [Best profitability case]

#5. Swift fox population decrease

• #6. Bed and Bath e-commerce acquisition  [Best for solo practice]

#7. FlashFash acquires LaMode

#8. medical supplies manufacturer demand decrease.

• #9. Pepsi’s LA bottling plant
• #10. 1930’s gangster growth strategy

#1. Playworks market entry

• Easy case, with one Estimation, one Quantitative Analysis, and one Chart Interpretation questions within. Overall, good to practice and to get a feel for case interview dynamics
• You can’t see the Exhibit the candidate is shown, but you can find it in this link provided by Yale SOM Consulting Club  (go to page 9)

CANDIDATE’S PERFORMANCE

• Stellar framework, touching on all relevant issues and showing a plan to solve the problem from beginning to end
• Great job performing a spontaneous reality check to his estimation
• I would expect more reasoning behind some of the key assumptions (# of high schools and colleges in the US). He was, however, close to the real values – his background as a teacher could have played a role, but as an interviewer I would still have needed to see his reasoning behind those numbers
• Big mistake inadvertently converting square yards to square feet (~10x difference in final answer) combined with math confusion within the Estimation and inefficiencies in Analysis: his analytical skills would have to be tested more thoroughly in a third interview or in a next round

The next case is mostly useful for its framework question.

It’s a high-quality, nuanced case question, similar to the ones you’ll get in McKinsey, Bain and BCG interviews.

The problem with this case is…

It requires either a well-structured answer or a ton of business sense, and the candidate solving it had neither.

As a result, he missed so many great insights, which made the video poor where it could have been rich for those who are practicing: business insight.

To spice up your practice, I’ll list those insights after the video under a spoiler alert, so you can add them to your own business sense library.

Given all of this, I would recommend this video for advanced candidates only .

(To understand what elements a perfect answer would need and how to create one for any case, check out our free course, Case Interview Fundamentals.)

#2. Agricultural chemicals product launch

Product launch

Candidate-led

• Tough case. Full of nuance, and suitable for an MBB first-round (perhaps even for a final-round).
• The analysis at  26:15  is a tough one, great practice for advanced students looking to improve their quantitative skills. Don’t forget that  you need to provide an insight after getting to the numerical answer.
• Right from the start, you can see that you’d need to (1) size the financial benefits orchards would get from using your product and (2) run viability and pricing analyses. The candidate fails to see this until the interviewer suggests it.
• The candidate missed several other important insights which would have been impressive. Can you spot any? Read them below, under the spoiler alert.

As I said, I’ll quickly go over the insights this candidate missed, as I think they could greatly add to your business sense library.

1) The one and most important is the pricing and viability analysis.

• One of the first questions that need to be answered when solving this case is, “what’s the size of the financial benefits of this product to the buyer, how much can we capture of it, and does it covers the manufacturing and distribution costs?”.
• The reason is simple: this analysis can be run entirely on data we most likely have (from research while developing the product), and it will quickly tell us if the product isn’t viable or if we need a strategy pivot.
• When guided, the candidate eventually runs this analysis, but the fact that this isn’t even explicit in his initial structure is still a red flag.
• Here’s what I would expect from a top-2% candidate. This analysis should have been outlined in the initial structure, along with a quick brainstorming of how this product might bring increased profits for the buyer.

2) There are several other potential sources of increased ROI that the launch of this product could yield that he didn’t even consider:

• Cross-selling opportunities to these same clients, once we’re selling Mango Maker to them.
• The possibility of selling this product in several other countries (thus potentially decreasing the costs of production with scale gains.)
• The possibility of selling this product to producers of other tropical fruits (to his credit, he did mention this when pressed, by the end of the video).
• The possibility of acting towards increasing the patent duration.
• The possibility of having some cash flow from the product after the patent expires.

The key to getting to those insights would have been to build a more robust initial framework. More business sense would help for sure, but  structuring techniques  are more feasible to practice and develop.

Lastly: the interviewer says, by the end of the video, that the interviewer would pass his first-round MBB interview with this performance. I do not agree with her.

While it is possible that his interviewers would pass him and let partners decide whether or not he’s suitable for the firm, the risk is just too high.

Some interviewers might pass him, but many others definitely would not.

Before we move on…

Did you know there are ONLY 6 types of questions an interviewer will ask you in a case?

Join our FREE 7-day case interview course to…

• Learn what these six types of questions are…
• Get step-by-step approaches to answering them…
• And get several in-depth examples taylored for solo practice.

Now to the next video…

Yale SOM Consulting Club and Elaine Dang deserve congratulations on the two videos they made.

It’s super high quality work. 

Both of their video examples are similar to real case interviews in format and content, and they’re even superior to some made by case interview prep websites.

#3. A+ Airlines' reaction to competitor's change

• Questions and difficulty realistic for McKinsey, Bain, or BCG
• A real case might have more Brainstorming questions within the case
• Negative: you can’t se the exhibits the candidate is shown
• Great: all of her answers were backed by at least one layer of structure
• Insights provided after calculating every new number, which is super important  (learn more)
• She did a good job keeping the interviewer on board by doing her math out loud at all times
• One thing she could’ve done better was to not constantly come back to the “cash tied up in the cash box” idea – she should’ve tested it once and definitively as to whether that is relevant or not (it isn’t) – a partner would have certainly challenged her on that

Featuring next: me reviewing my own video from a neutral point of view.

Yes, I know that can’t possibly be unbiased.

But here’s why I think this video will get you ahead of other candidates and why you should ABSOLUTELY NOT miss out on this :

• The case comes nearly straight from my own Bain final round.
• My question in the end is difficult (even for McKinsey, Bain or BCG’s standards), and Bruno’s answer is impressive.
• Bruno’s solution is not perfect, and this gives us both an opportunity to openly discuss how it could’ve been better by the end.

#4. Auto manufacturer profitability decrease

• Average-difficulty profitability case in the first half, and a difficult question at 15:44
• Full realistic drill-down to find the real root cause of the problem, which is a common thing in case interviews that you’ll only find in this video
• Bruno should have presented his answer as a plan before diving into the profit tree , which is an advanced skill that makes you sound more like a consultant and less like a candidate
• Efficient and organized drill-down in the profit tree, a must-master habit for all candidates
• Super insightful answer to the second question because it shows second-order level thinking

If you’re mainly looking to improve your performance in profitability cases, there are two pieces of content worth checking out:

• This video: 5 Tactics To Stand Out In Your Profitability Case Interviews
• And this article, the state-of-the-art in profitability trees: Profitability Trees: The Complete Guide

What I love about the next case is that the first question is on diagnosing a client’s issue, but it’s not a profitability case.

It’s actually a public sector case!

Most beginners think you only use issue trees and drill-down analysis when solving a profit problem, but as you’ll see in this case, this is not true at all.

The candidate’s answer is good, so you can compare your own answer to his.

• This is a difficult, realistic diagnostics case, great for advanced candidates to step up their practice with hard cases
• You are not shown a critical exhibit the candidate gets in the middle of the case, making it unsuitable for practice from then on
• The candidate’s initial structure is insightful because it breaks down the population problem into its key drivers
• The insights the candidate provided on the exhibits are spot-on, but I would expect next-steps after the conclusions (e.g. after 10:33 , he could have said  “And to figure out whether this really is the cause of the population decrease, the next thing I would do is…” )
• But he doesn’t make the same mistake twice – at 23:20 , he gets to a number the interviewer asked and, this time, he leads the case perfectly: he comes up with a conclusion (the insight), and then proactively leads the case with next steps

The next video is THE SINGLE BEST in this list for solo practice.

You will see Bruno’s reaction to challenges most people only face in their actual interviews. Mock interviews hardly prepare you for this at all:

• How should you react when an interviewer asks you for more ideas after you’ve given everything you have?
• What do you do when your interviewer asks for a recommendation having given you nearly no data?

Go ahead and see for yourself.

(And how would a real candidate do in this case? I interviewed a candidate with this very same case and recorded it so you could see for yourself. )

#6. Bed and Bath e-commerce acquisition

• Pay special attention to how I made spontaneous challenges to Bruno after his answers. Most mock interviews, even with consultants, don’t have that. So candidates end up getting surprised by them in their actual interviews. You might even want to show this to your peers so they’ll do more realistic mock interviews with you
• In 9:00 I challenge Bruno to see if he’s sure whether customer loyalty was good (higher customer lifetime value) or bad (harder to increase market share) for the acquisition
• In 16:22 I challenge Bruno to find even more ideas other than the ones he had already given
• Due to being interviewer-led AND having great benchmark answers, this is the best video in this list for solo practice
• Super structured brainstorming, which showed me he would not leave any important area behind and helped him give me a ton of creative, insightful ideas
• Insightful framework answer (e.g., 99% of candidates would not talk about whether running this business would be attractive to the friend, much less in depth like he did)

The next case is one of the unmissable videos in this list for two main reasons.

Number one, the candidate’s answers are great, good enough to be benchmarks to your own.

Number two, it’s a difficult M&A case (which is not as exciting as watching the last Avengers movie, I get, but still…).

• Realistic, challenging interviewer-led case for McKinsey, Bain and even BCG (as some interviewers there have been doing this type of case recently)
• Quality answers make it great for solo practice
• Insightful, well-built framework, definitely a benchmark
• Notice how the candidate shows his structure for the quantitative analysis before diving into the math – that’s a great habit you definitely want to copy

I chose this next video mostly due to the quality of the initial case question. Here’s why.

Most profitability cases in casebooks are simple: “industry Y, profits fell. Why?”

But the truth is, in real MBB interviews, the case question almost always has more nuance than that.

That’s what this next video’s initial case question shows.

Just a quick heads up: I would not pass this candidate, as I wasn’t a fan of his initial structure nor of his business sense in general. Your initial structure should be more robust than his.

Profitability

Below average

• The nuances of the case question make it a realistic one for MBB first-round interviews.
• This case could be way more interesting and insightful if the candidate had followed a different path, like finding different sources of revenue, different segments they could cater to at a higher price point, or new markets they could enter with the resources they have.
• Your answers to the initial case question and to all the other brainstormings in the case could (and should, if you’re aiming for the moon) be 5X more robust than this candidate’s. Don’t base your answers off his.  (Learn how to create robust brainstorming structures here.)  
• The analysis he performs is good, structure and communication-wise.
• Great insight that buyers’ price sensitivity would be driven by the switching costs if there were any ( 19:30 ) 

The next video shows an operations case example.

It’s a wonderful use of process structures to diagnose an issue on production line.

I don’t really like its style for practicing for two main reasons.

First, it just doesn’t have the right tempo for you to pause and practice and then compare answers. 

Second, the comments in the middle break the flow.

Nothing wrong with those comments. They’re actually helpful.

The problem is they make this video good for learning a few new concepts, watching a good structure put to use, but not really to practice by yourself.

If you’re an advanced candidate and your practice is up to date and you’re  just looking to learn something new, jump right in.

#9. Pepsi's LA bottling plant

• Only one person playing the interviewer’s and the candidate’s roles, which doesn’t give you an idea of how the case would flow
• Difficult case, great case for advanced candidates to increase their experience/library
• Not really tailored for you to pause and solve at each moment, doesn’t have a good tempo for that
• “Candidate’s” structure at 5:34 is a great example of a process structure put to use in diagnostics cases
• Super insightful brainstorming at 14:50 , with at least one idea you most likely wouldn’t think of

Want to learn to solve cases like the best interviewees in these videos?

Here’s the deal: you can watch as many of these great videos as you want, but they will only help you up to a point.

They’ll help you understand what a case interview is like…

And if you try to answer the questions as you watch them, these videos will even help you get some practice…

But examples of case interviews will never teach you HOW to do cases well.

And if you want to be outstanding at solving cases so that firms like McKinsey, Bain, or BCG are begging you to accept their offers, we have something for you!

We’ve created a free course that will teach you EXACTLY HOW to answer the 6 (and only six!) types of questions you will find in ANY case interview.

(You can even go back to ALL the questions asked within the 9 examples of this article… You’ll see that each of them can be answered using one of the six techniques.)

Just click the button below to get exclusive access:

Join the FREE course now!

Now, you might be asking yourself: is this even worth my time?

I get that! There’s so much content out there, and so little time to practice.

Well, here’s the kind of e-mail we get from candidates all the time… It speaks for itself:

Bonus video!

In the beginning of this article, I told you there’d be a video by the end that didn’t make it to the list.

It’s  not that good to make it to a “best of” list. 

Still, I want to add it as a bonus, as it will add value to you in its own way.

#10. 1930's gangster growth strategy

But first, a word of warning... .

This video has a comment that could be misleading. Do NOT watch it without reading the comments.

Sometimes the greatest lessons come from mistakes. This is one of those times.

There’s a comment in the video in which the interviewer suggests that a necessary step in every case is “getting to” a chart.

This gives candidates two false impressions:

False Impression #1) There is a chart in every case, and your goal as a candidate it to “get to it”.

False Impression #2) If your interviewer has given you all the charts they had, you’ve done a good job!

Your goal as a consultant is to find the relevant hypotheses to solve the problem in a structured way and to test them with data.

If you do that, you will have done a great job, and your interviewer may or may not have given you a chart along the way.

This is true for interviews and the consulting job alike!

• Interesting case, as it’s a growth strategy in an unusual “industry”
• It is one of the few cases available online that let you practice Chart Interpretation questions, a common type at McKinsey, Bain and BCG
• Unfortunately, it gives the impression that “getting to all the charts” is the overarching goal of solving a case
• In the first Chart Interpretation question, the candidate missed a critical insight: that they already have 100% market share in all markets.  While the interviewer downplays it , it was a big foul that would be hard to recover from in a real interview
• The candidate provided insight after reading each exhibit – good job. However, he’d never proactively give clear next steps, which is what a well-prepared candidate would do
• If you’re practicing by yourself, remember not to use this candidate’s answers as a quality benchmark

I hope this article was helpful to you 🙂

If it was, I think you’ll also enjoy our free course.  Check it out for yourself by clicking here .

Hacking the Case Interview

Case interview frameworks or consulting frameworks are arguably the most critical component of a case interview. Outstanding case frameworks   set you up for success for the case while poor frameworks make the case difficult to solve.

Struggling on how to use frameworks in your case interviews? Unsure of which frameworks to use?

Don't worry because we have you covered! We'll teach you step-by-step, how to craft tailored and unique frameworks for any case interview situation.

By the end of this article, you will learn four different strategies on how to create unique and tailored frameworks for any case interview.

Strategy #1: Creating Frameworks from Scratch

• Strategy #2: Memorizing 8 – 10 Broad Business Areas
• Strategy #3: Breaking Down Stakeholders
• Strategy #4: Breaking Down Processes
• Strategy #5: Two-Part MECE Frameworks

You will apply these strategies to learn how to create case frameworks for the six most common types of case interviews.

Profitability Framework

Market entry framework, merger and acquisition framework, pricing framework, new product framework, market sizing framework.

You will also learn six consulting frameworks that nearly every consultant knows.

Porter’s Five Forces Framework

Swot framework, 4 p’s framework, 3 c’s / business situation framework, bcg 2x2 matrix framework, mckinsey 7s framework.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a Case Interview Framework?

A case interview framework is simply a tool that helps you structure and break down complex problems into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

Let’s look at an example: Coca-Cola is a large manufacturer and retailer of non-alcoholic beverages, such as sodas, juices, sports drinks, and teas. They are looking to grow and are considering entering the beer market in the United States. Should they enter?

In order for you to decide whether Coca-Cola should enter the beer market, you likely have many different questions you’d like to ask:

• Does Coca-Cola know how to produce beer?
• Would people buy beer made by Coca-Cola?
• Where would Coca-Cola sell its beer?
• How much would it cost to enter the beer market?
• Will Coca-Cola be profitable from selling beer?
• How would Coca-Cola outcompete competitors?
• What is the size of the beer market in the United States?

This is not a very structured way of thinking through the case. The questions are listed in no particular order. Additionally, many of the questions are similar to one another and could be grouped together.

A case framework would provide a structure to organize these ideas and questions in a way that is easy to understand.

A framework for this case might look like the following.

Notice that we have simplified the list of questions we had into four main categories. These broad categories are frequently called framework “buckets.” Also notice that we have grouped similar questions together under each framework bucket.

This case framework tells us what areas we need to explore in order to make a recommendation to Coca-Cola. It also clearly shows what questions we need to answer under each area.

This is the power of a case interview framework. It simplifies a complex business problem into smaller and separate components that we can tackle one at a time.

So how do you develop a case framework? The next section will reveal four robust strategies for creating unique and tailored consulting frameworks for any case interview.

Case Interview Framework Strategies

There are four case interview framework strategies you should have in your toolkit:  

When given a case interview, you will need to decide which framework strategy you want to use. Some framework strategies will be more effective than others depending on what type of case interview you get.

Therefore, choose the case framework strategy that is easiest for you given the type of case that you get.

This case framework strategy can be used for any type of case. This is the most time-consuming strategy, but yields case frameworks that are the most tailored and unique for the given case interview.

To create a framework from scratch, ask yourself what 3 – 4 statements must be true for you to be 100% confident in your recommendation. These 3 – 4 areas will become the buckets in your framework.

Once you have your framework buckets, brainstorm a few questions for each bucket that you need answers to.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market. What 3 – 4 statements must be true for us to recommend that Coca-Cola should enter the beer market?

The four major statements that must be true are:

• The beer market is an attractive market
• Competitors in the market are weak
• Coca-Cola has the capabilities to produce outstanding beer
• Coca-Cola will be highly profitable from entering the beer market

These will be the major areas or buckets in our framework.

Next, let’s add a few bullet points under each area to add more detail to our case framework.

To determine whether the beer market is attractive, we would need to know the market size, the market growth rate, and the average profit margins in the market.

To assess whether the market is competitive, we would need to know who the competitors are, how much market share they have, and if they have any differentiation or competitive advantages.

To decide whether Coca-Cola has the capabilities to produce beer, we need to know if there are any capability gaps or if there are significant synergies that Coca-Cola can leverage.

Finally, to determine the expected profitability of entering the market, we would need to know what expected revenues are, what expected costs are, and how long it would take Coca-Cola to break even.

This gives us our case framework.

You can repeat this process for any case interview that you get to create an outstanding case framework.

Strategy #2: Memorizing 8 – 10 Broad Business Areas to Make a Framework

Creating case frameworks from scratch can be quite time-consuming. Because of this, many interview candidates make the mistake of using memorized frameworks for case interviews.

Candidates will either use a single memorized framework for every case or memorize a different framework for every type of case interview.

The issue with using memorized frameworks is that they aren’t tailored to the specific case you are solving for. When given an atypical business problem, your framework areas or buckets will not be entirely relevant.

A poor framework makes the case interview significantly more difficult to solve.

Additionally, Interviewers can easily tell that you are regurgitating memorized information and not thinking critically.

Instead of creating frameworks from scratch each time, this second case framework strategy provides a method to speed up the process while still creating frameworks that are unique and tailored to the case. Additionally, you won’t need to memorize multiple different frameworks.

First, memorize a list of 8 - 10 broad business areas, such as the following:

When given a case, mentally run through this list and pick the 3 - 5 areas that are most relevant to the case.

This will be your framework.

If the list does not give you enough areas for your framework, brainstorm and add your own ideas as areas to your framework.

Finally, add a few bullet points under each area to add more detail to your case framework.

This strategy guarantees that your framework elements are relevant to the case. It also demonstrates that you can create unique, tailored frameworks for every business problem.

Let’s return to the Coca-Cola case example in which we are asked to determine whether or not they should enter the beer market.

Running through our list of memorized framework areas, the following six areas would be relevant:

• Market attractiveness : Is the beer market attractive?
• Competitive landscape : How tough is competition?
• Company capabilities : Does Coca-Cola have the capabilities to enter the market?
• Profitability : Will Coca-Cola be profitable from entering the market?
• Risks : What are the risks of entering the market?
• Strategic alternatives : Are there other more attractive markets Coca-Cola should enter?

You can pick 3 – 5 of these areas as the basis for your framework.

This strategy is a shortcut for creating unique and tailored frameworks for every business problem. Even if you and a friend used this same strategy, you both may end up with different frameworks.

That is completely fine. As long as the buckets in your framework are major areas and are relevant to the case, your case framework will be significantly better than most candidates’ frameworks.

You do not need to develop a framework entirely from scratch every time to create outstanding case frameworks. This case framework strategy can be applied to over 90% of case interviews.

For the remaining 10% of case interviews, you will need to learn and use the next two case interview framework strategies.

Strategy #3: Breaking Down Stakeholders to Make a Framework

The first two case framework strategies can be applied to over 90% of cases. However, some cases may require you to identify and focus on various stakeholders that are involved in running or operating a business.

For these cases, the primary areas of your case framework will be these major stakeholders.

Let’s take a look at an example: Your client is a non-profit blood bank. They have volunteer nurses that go to schools and companies to collect blood from donors. They then sell this blood to hospitals, which use this blood for emergency situations when a blood transfusion is required. Currently, Hearts4Lives is not profitable because they are not able to collect enough blood to sell to their hospital partners. What can they do to fix this?

This case involves many different stakeholders:

• Volunteer nurses
• Blood donors
• Schools and companies

For cases in which many different stakeholders are involved, it will be useful to look at each stakeholder and determine what each could do to address the problem.

One potential framework could look like the following:

Strategy #4: Breaking Down Processes to make a Framework

Similar to the previous case framework strategy, some cases may require you to focus on improving or optimizing a particular process.

For these cases, the primary areas of your case framework will be each major step of the process.

Let’s take a look at an example: Your client is a waste disposal company that manages a fleet of drivers and garbage trucks that go to residential homes, collect garbage, and then dump the garbage in city landfills. They have an obligation to collect each home’s garbage once a week. Recently, they have been failing to meet this requirement and are backed up with garbage disposal requests. What is causing this issue and what should they do to fix it?

For cases involving processes and efficiencies, it can be helpful to look at the different components or steps in the process.

We can think about the process of collecting and disposing of garbage in the following steps:

• Get in a garbage truck
• Drive along a designated route
• Collect garbage at each stop
• Dispose of the garbage in the landfill

Using these steps as the primary areas of our framework, we can create the following case framework:

Once you have systematically listed all of the steps in a process, you can identify the pain points or bottlenecks that are causing the issue and determine ways to improve the process.

Strategy #5: Two-part MECE Frameworks

An easy way to make a 100% MECE framework is to use a two-part MECE framework. For the first step, start with a X and Not X framework. Some examples include:

• Internal / external
• Short-term / long-term
• Economic / non-economic
• Quantitative / qualitative
• Direct / indirect
• Supply-side / demand-side
• Upside / downside
• Benefits / cost

There are probably hundreds more frameworks that follow this pattern.

These frameworks are by definition 100% MECE. Since all of these frameworks are X or Not-X, they are mutually exclusive. There is no redundancy or overlap between X and Not-X.

Together, X and Not-X are also completely exhaustive. They cover the universe of all ideas and possibilities.

The X and Not-X framework by itself is good enough for a lot of the questions you could get asked in a case interview.

If you’re asked to brainstorm ways to decrease costs, you can create a framework consisting of decreasing variable costs and decreasing non-variable costs, also known as fixed costs.

If you’re asked to brainstorm barriers to entry, you can create a framework consisting of economic barriers to entry, such as cash and equipment, and non-economic barriers to entry, such as brand name or distribution channels.

However, to take your framework to the next level and truly impress your interviewer, we have the option of doing step two.

Step two involves adding another layer of X and Not X into your framework. What do we mean by this?

Let’s say you are trying to help a city decide whether they should host the upcoming summer Olympics. You start off with a framework consisting of benefits and costs. You can take this framework to the next level by adding another layer, such as adding in short-term and long-term.

With this additional layer, your framework now has four categories: short-term benefits, long-term benefits, short-term costs, and long-term costs. This is a 100% MECE framework that enables you to think through all possible considerations in deciding whether a city should host the Olympics.

Let’s look at another example. Suppose you are trying to figure out how to reduce a company’s costs. You start with a framework consisting of variable costs and fixed costs. You can take this framework to the next level by adding another layer, such as direct and indirect.

With this additional layer, your framework now has four categories: ways to directly reduce variable costs, ways to indirectly reduce variable costs, ways to directly reduce fixed costs, and ways to indirectly reduce fixed costs. This is another 100% MECE framework.

Case Frameworks: The 6 Most Common Frameworks

There are six common case frameworks in consulting case interviews.  

Profitability frameworks are the most common types of frameworks you’ll likely use in consulting first round interviews.

A profitability case might look like this: “An electric car manufacturer has recently been experiencing a decline in profits. What should they do?”

There are two steps to solving a profitability case.

First, you need to understand quantitatively, what is the driver causing the decline in profits?

You should know the following basic profit formulas.

Is the decline in profitability due to a decline in revenue, an increase in costs, or both?

On the revenue side, what is causing the decline? Is it from a decrease in quantity of units sold? If so, is the decrease concentrated in a particular product line, geography, or customer segment?

Or is the decline due to a decrease in price? Are we selling products at a lower price? Is there a sales mix change? In other words, are we selling more low-priced products and fewer high-priced products?

On the cost side, what is causing the increase in costs? Is it from an increase in variable costs? If so, which cost elements have gone up?

Or is the increase in costs due to an increase in fixed costs? If so, which fixed costs have gone up?

Next, you need to understand qualitatively, what factors are driving the decline in profitability that you identified in the previous step.

Looking at customers, have customer needs or preferences changed? Have their purchasing habits or behaviors changed? Have their perceptions of the company changed?

Looking at competitors, have new players entered the market? Have existing competitors made any recent strategic moves? Are competitors also experiencing a decline in profitability?

Looking at the market, are there any market trends that we should be aware of? For example, are there new technology or regulatory changes? How do these trends impact profitability?

Putting all of this together, we get the following profitability framework.

Once you have gone through this profitability framework and understand both quantitatively what is causing the decline in profits and qualitatively why this is happening, you can begin brainstorming ideas to address the profitability issue.

Among the ideas that you brainstorm, you can prioritize which recommendations to focus on based on the level of impact and ease of implementation.

See the video below for an example of how to solve a profitability case using this profitability framework.

Market entry frameworks are the second most common types of frameworks you’ll likely use in consulting first round interviews.

A market entry case might look like this: “Coca-Cola is considering entering the beer market in the United States. Should they enter?”

To create a market entry framework, there are typically four statements that need to be true in order for you to recommend entering the market:

• The market is attractive
• Competition is weak
• The company has the capabilities to enter
• The company will be highly profitable from entering the market

These statements form the foundation of our market entry framework.

Note the logical order of the buckets in the framework.

We first want to determine whether the market is attractive. Then, we need to check if competition is weak and if there is an opportunity to capture meaningful market share.

If these two conditions are true, then we need to confirm that the company actually has the capabilities to enter the market.

Finally, even if the company has the capabilities to enter the market, we need to verify that they will be profitable from entering.

This is a logical progression that your market entry framework will take you through to develop a recommendation for market entry cases.

Merger and acquisition frameworks are also common frameworks you’ll use in consulting interviews.

There are two common business situations.

The first situation is a company looking to acquire another company in order to access a new market, access new customers, or to grow its revenues and profits.

Another situation is a private equity company looking to acquire a company as an investment. Their goal is to then grow the business using their operational expertise and then sell the company years later for a high return on investment. This type of case interview is called a private equity case interview .

In either of these situations, mergers and acquisition cases typically involve acquiring an attractive, successful company.

It is rare to get a case in which a company or private equity firm is looking to acquire a poorly performing company to purchase at a discount. Nevertheless, you can always clarify the goal of the merger or acquisition with the interviewer before beginning the case.

In order to recommend making an acquisition, four statements need to be true.  

• The market that the acquisition target is in is attractive
• The acquisition target is an attractive company
• The acquisition generates meaningful synergies
• The acquisition target is at a great price and will generate high returns on investment

These statements become the basis of our merger and acquisition framework.

Synergies is an area that should absolutely be included in any merger or acquisition framework. A merger or acquisition can lead to revenue synergies and cost synergies.

Revenue synergies include:

• Having access to new customer segments
• Having access to new markets
• Having access to new distribution channels
• Cross-selling opportunities
• Up-selling opportunities

Cost synergies include:

• Eliminating cost redundancies
• Consolidating functions or groups
• Increasing buying power with suppliers, manufacturers, distributors, or retailers

Pricing frameworks are used in cases involving the pricing of a product or service. To develop a pricing framework, you should be familiar with the three different ways to price a product or service.

• Pricing based on costs : set a price by applying a profit margin on the total costs to produce or deliver the product or service
• Pricing based on competition : set a price based on what competitors are charging for products similar to yours
• Pricing based on value added : set a price by quantifying the benefits that the product provides customers

Your answer to pricing cases will likely involve a mix of all three of these pricing strategies.

Your pricing framework will look something like the following.

Pricing based on costs will determine the minimum price you can realistically set. Pricing based on value added will determine the maximum possible price. Pricing based on competition will determine which price in between these two price points you should set.

In order to get customers to purchase your product, the difference between your price point and the customer’s maximum willingness to pay must be greater than or equal to the difference between your competitor’s price point and the customer’s maximum willingness to pay for their product.

New product frameworks are used to help a company decide whether or not to launch a product or service.

New product frameworks share many similarities with market entry frameworks. In order to recommend launching a new product, the following statements would need to be true:

• The product targets an attractive market segment
• The product meets customer needs and is superior to competitor products
• The company has the capabilities to successfully launch the product
• Launching the product will be highly profitable

Expanding on these areas, your new product framework could look like the following:

A comprehensive guide to market sizing questions and market sizing frameworks can be found in our comprehensive market sizing article. You can also watch the video below:

As a summary, market sizing or estimation questions ask you to determine the size of a particular market or to estimate a particular figure.

There are two different market sizing frameworks or approaches:

• Top-down approach : start with a large number and then refine and break down the number until you get your answer
• Bottom-up approach : start with a small number and then build up and increase the number until you get your answer

To create your market sizing framework, simply write out in bullet points, the exact steps you would take to calculate the requested market size or estimation figure.

Consulting Frameworks Every Consultant Knows

There are six consulting frameworks that nearly every consultant knows.

I would not recommend using these exact frameworks during a case interview because the interviewer may think you are just regurgitating memorized information instead of thinking critically about the case.

Instead use the four framework strategies that we covered earlier in this article to create tailored and unique frameworks for each case.

Nevertheless, it is helpful to review these common consulting frameworks in order to understand the fundamental concepts and business principles behind them.

Porter’s Five Forces framework was developed by Harvard Business School professor Michael Porter. This framework is used to analyze the attractiveness of a particular industry.

There are five forces that determine whether an industry is attractive or unattractive.

Competitive rivalry:  How competitive is the industry?

The more competitive an industry is in terms of number and strength of competitors, the less attractive the industry is. The less competitive an industry is, the more attractive the industry is.

Supplier power:  How much power do suppliers have?

Suppliers are companies that provide the raw materials for your company to produce goods or services. The fewer suppliers there are, the more bargaining power suppliers have in setting prices. The more suppliers there are, the weaker bargaining power suppliers have in setting prices.

Therefore, high supplier power makes the industry less attractive while low supplier power makes the industry more attractive.   

Buyer power:  How much power do buyers have?

Buyers are customers or companies that purchase your company’s product. The more buyers there are, the weaker bargaining power buyers have in setting prices. The fewer buyers there are, the more bargaining power buyers have in setting prices.

Therefore, high buyer power makes the industry less attractive while low buyer power makes the industry more attractive.   

Threat of substitution:  How difficult is it for customers to find and use substitutes over your product?

The availability of many substitutes makes the industry less attractive while a lack of substitutes makes the industry more attractive

Threat of new entry:  How difficult is it for new players to enter the market?

If barriers to entry are high, then it is difficult for new players to enter the market and it is easier for existing players to maintain their market share.

If barriers to entry are low, then it is easy for new players to enter the market and more difficult for existing players to maintain their market share.

A low threat of new entrants makes the market more attractive while a high threat of new entrants makes the market less attractive.

A SWOT framework is used to assess a company’s strategic position. SWOT stands for strengths, weaknesses, opportunities, and threats.

Strengths : What does the company do well? What qualities separate them from competitors?

Weaknesses : What does the company do poorly? What are the things that competitors do better?

Opportunities : Where are the company’s opportunities for growth or improvement?

Threats : Who are the most threatening competitors? What are the major risks to the company’s business?

The 4 P’s framework is used to develop a marketing strategy for a product. The 4 P’s in this framework are: product, place, promotion, and price.

Product : If there are multiple products or different versions of a product, you will need to decide which product to market. To do this, you will need to fully understand the benefits and points of differentiation of each product.

Select the product that best fits customer needs for the customer segment you are focusing on.

Place : You will need to decide where the product will be sold to customers. Different customer segments have different purchasing habits and behaviors. Therefore, some distribution channels will be more effective than others.

Should the product be sold directly to the customer online? Should the product be sold in the company’s stores? Should the product be sold through retail partners instead?

Promotion : You will need to decide how to spread information about the product to customers. Different customer segments have different media consumption habits and preferences. Therefore, some promotional strategies will be more effective than others.

Promotional techniques and strategies include advertising, social media marketing, email marketing, search engine marketing, video marketing, and public relations. Select the strategies and techniques that will be the most effective.

Price : You will need to decide how to price the product. Pricing is important because it determines the profits and the quantity of units sold. Pricing can also communicate information on the quality or value of the product.

If you price the product too high, you may be pricing the product above your customer segment’s willingness to pay. This would lead to lost sales.

If you price the product too low, you may be losing potential profit from customers who were willing to pay a higher price. You may also be losing profits from customers who perceive the product as low-quality due to a low price point.

In deciding on a price, you can consider the costs to produce the product, the prices of other similar products, and the value that you are providing to customers.

The 3 C’s framework is used to develop a business strategy for a company. 3 C’s stands for customers, competition, and company.

The business situation framework was developed by a former McKinsey consultant, Victor Cheng, who added a fourth component to this framework, product.

Both of these frameworks are used to develop a business strategy for a company in a variety of situations, such as market entry, new product launch, and acquisition.

There is another similar framework called the 4C framework that expands upon the 3 C's. The 4C framework stands for customer, competition, capabilities, and cost.

The BCG 2x2 Matrix Framework was developed by BCG founder Bruce Hendersen. It is used to examine all of the different businesses of a company to determine which businesses the company should invest in and focus on.

The BCG 2x2 Matrix has two different dimensions:

• Market growth : How quickly is the market growing?
• Relative market share : How much market share does the company have compared to competitors?

Each business of the company can be assessed on these two dimensions on a scale of low to high. This is what creates the 2x2 Matrix because it creates four different quadrants.

Each quadrant has a recommended strategy.

• Stars : These are businesses that have high market growth rate and high relative market share. These businesses should be heavily invested in so they can continue to grow.
• Cows :   These are businesses that have low market growth rate, but high relative market share. These businesses should be maintained since they are stable, profitable businesses.
• Dogs :   These are businesses that have low market growth rate and low relative market share. These businesses should not be invested in and should possibly even be divested to free up cash for other businesses.
• Unknown : These are businesses that have high market growth rate and low relative market share. The strategy for these businesses is not clear. With enough investment, these businesses could become stars. However, these businesses could also become dogs if the market growth slows or declines.

The McKinsey 7S Framework was developed by two former McKinsey consultants, Tom Peters and Robert Waterman. The 7S Framework identifies seven elements that a company needs to align on in order to be successful.

These elements are:

• Strategy : The company’s plan to grow and outcompete competitors
• Structure : The organization of the company
• Systems : The company’s daily activities and processes
• Shared values : The core beliefs, values, or mission of the company
• Style : The style of leadership or management used
• Staff : The employees that are hired
• Skills : The capabilities of the company’s employees

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Case Interview Preparation

Perform at your best during your case interview., bcgers share their case study interview tips., follow these dos and don ’ ts to ace your case prep:, test your case interview skills with these interactive quizzes..

100 Best Case Study Questions for Your Next Customer Spotlight

Published: November 29, 2022

Case studies and testimonials are helpful to have in your arsenal. But to build an effective library, you need to ask the right case study questions. You also need to know how to write a case study .

Case studies are customers' stories that your sales team can use to share relevant content with prospects . Not only that, but case studies help you earn a prospect's trust, show them what life would be like as your customer, and validate that your product or service works for your clients.

Before you start building your library of case studies, check out our list of 100 case study questions to ask your clients. With this helpful guide, you'll have the know-how to build your narrative using the " Problem-Agitate-Solve " Method.

What makes a good case study questionnaire?

The ultimate list of case study questions, how to ask your customer for a case study, creating an effective case study.

Certain key elements make up a good case study questionnaire.

A questionnaire should never feel like an interrogation. Instead, aim to structure your case study questions like a conversation. Some of the essential things that your questionnaire should cover include:

• The problem faced by the client before choosing your organization.
• Why they chose your company.
• How your product solved the problem clients faced.
• The measurable results of the service provided.
• Data and metrics that prove the success of your service or product, if possible.

You can adapt these considerations based on how your customers use your product and the specific answers or quotes that you want to receive.

What makes a good case study question?

A good case study question delivers a powerful message to leads in the decision stage of your prospective buyer's journey.

Since your client has agreed to participate in a case study, they're likely enthusiastic about the service you provide. Thus, a good case study question hands the reins over to the client and opens a conversation.

Try asking open-ended questions to encourage your client to talk about the excellent service or product you provide.

Free Case Study Templates

Tell us about yourself to access the templates..

Categories for the Best Case Study Questions

• Case study questions about the customer's business
• Case study questions about the environment before the purchase
• Case study questions about the decision process
• Case study questions about the customer's business case
• Case study questions about the buying team and internal advocates
• Case study questions about customer success
• Case study questions about product feedback
• Case study questions about willingness to make referrals
• Case study question to prompt quote-worthy feedback
• Case study questions about the customers' future goals

Showcase your company's success using these three free case study templates.

• Data-Driven Case Study Template
• Product-Specific Case Study Template
• General Case Study Template

You're all set!

Click this link to access this resource at any time.

Case Study Interview Questions About the Customer's Business

Knowing the customer's business is an excellent way of setting the tone for a case study.

Use these questions to get some background information about the company and its business goals. This information can be used to introduce the business at the beginning of the case study — plus, future prospects might resonate with their stories and become leads for you.

• Would you give me a quick overview of [company]? This is an opportunity for the client to describe their business in their own words. You'll get useful background information and it's an easy prompt to get the client talking.
• Can you describe your role? This will give you a better idea of the responsibilities they are subject to.
• How do your role and team fit into the company and its goals? Knowing how the team functions to achieve company goals will help you formulate how your solution involves all stakeholders.
• How long has your company been in business? Getting this information will help the reader gauge if pain points are specific to a startup or new company vs. a veteran company.
• How many employees do you have? Another great descriptor for readers to have. They can compare the featured company size with their own.
• Is your company revenue available? If so, what is it? This will give your readers background information on the featured company's gross sales.
• Who is your target customer? Knowing who the target audience is will help you provide a better overview of their market for your case study readers.
• How does our product help your team or company achieve its objectives? This is one of the most important questions because it is the basis of the case study. Get specifics on how your product provided a solution for your client. You want to be able to say "X company implemented our solution and achieved Y. "
• How are our companies aligned (mission, strategy, culture, etc.)? If any attributes of your company's mission or culture appealed to the client, call it out.

How many people are on your team? What are their roles? This will help describe key players within the organization and their impact on the implementation of your solution.

Case Study Interview Questions About the Environment Before the Purchase

A good case study is designed to build trust. Ask clients to describe the tools and processes they used before your product or service. These kinds of case study questions will highlight the business' need they had to fulfill and appeal to future clients.

• What was your team's process prior to using our product? This will give the reader a baseline to compare the results for your company's product.
• Were there any costs associated with the process prior to using our product? Was it more expensive? Was it worth the cost? How did the product affect the client's bottom line? This will be a useful metric to disclose if your company saved the client money or was more cost-efficient.
• What were the major pain points of your process prior to using our product? Describe these obstacles in detail. You want the reader to get as much information on the problem as possible as it sets up the reasoning for why your company's solution was implemented.
• Did our product replace a similar tool or is this the first time your team is using a product like this? Were they using a similar product? If so, having this information may give readers a reason to choose your brand over the competition.
• What other challenges were you and your team experiencing prior to using our product? The more details you can give readers regarding the client's struggles, the better. You want to paint a full picture of the challenges the client faced and how your company resolved them.
• Were there any concerns about how your customers would be impacted by using our product? Getting answers to this question will illustrate to readers the client's concerns about switching to your service. Your readers may have similar concerns and reading how your client worked through this process will be helpful.
• Why didn't you buy our product or a similar product earlier? Have the client describe any hesitations they had using your product. Their concerns may be relatable to potential leads.
• Were there any "dealbreakers" involved in your decision to become a customer? Describing how your company was able to provide a solution that worked within those parameters demonstrates how accommodating your brand is and how you put the customer first. It's also great to illustrate any unique challenges the client had. This better explains their situation to the reader.
• Did you have to make any changes you weren't anticipating once you became a customer? Readers of your case study can learn how switching to your product came with some unexpected changes (good or bad) and how they navigated them. If you helped your client with troubleshooting, ask them to explain that here.

How has your perception of the product changed since you've become a customer? Get the interviewee to describe how your product changed how they do business. This includes how your product accomplished what they previously thought was impossible.

Case Study Interview Questions About the Decision Process

Readers of the case study will be interested in which factors influenced the decision-making process for the client. If they can relate to that process, there's a bigger chance they'll buy your product.

The answers to these questions will help potential customers through their decision-making process.

• How did you hear about our product? If the client chose to work with you based on a recommendation or another positive case study, include that. It will demonstrate that you are a trusted brand with an established reputation for delivering results.
• How long had you been looking for a solution to this problem? This will add to the reader's understanding of how these particular challenges impacted the company before choosing your product.
• Were you comparing alternative solutions? Which ones? This will demonstrate to readers that the client explored other options before choosing your company.
• Would you describe a few of the reasons you decided to buy our product? Ask the interviewee to describe why they chose your product over the competition and any benefits your company offered that made you stand out.
• What were the criteria you used when deciding to buy our product? This will give readers more background insight into the factors that impacted their decision-making process.
• Were there any high-level initiatives or goals that prompted the decision to buy? For example, was this decision motivated by a company-wide vision? Prompt your clients to discuss what lead to the decision to work with you and how you're the obvious choice.
• What was the buying process like? Did you notice anything exceptional or any points of friction? This is an opportunity for the client to comment on how seamless and easy you make the buying process. Get them to describe what went well from start to finish.
• How would you have changed the buying process, if at all? This is an opportunity for you to fine-tune your process to accommodate future buyers.
• Who on your team was involved in the buying process? This will give readers more background on the key players involved from executives to project managers. With this information, readers can see who they may potentially need to involve in the decision-making process on their teams.

Case Study Interview Questions About the Customer's Business Case

Your case study questions should ask about your product or solution's impact on the customer's employees, teams, metrics, and goals. These questions allow the client to praise the value of your service and tell others exactly what benefits they derived from it.

When readers review your product or service's impact on the client, it enforces the belief that the case study is credible.

• How long have you been using our product? This will help readers gauge how long it took to see results and your overall satisfaction with the product or service.
• How many different people at your company use our product? This will help readers gauge how they can adapt the product to their teams if similar in size.
• Are there multiple departments or teams using our product? This will demonstrate how great of an impact your product has made across departments.
• How do you and your team currently use the product? What types of goals or tasks are you using the product to accomplish? Get specifics on how the product actively helps the client achieve their goals.
• If other teams or departments are using our product, do you know how they're using it? With this information, leads can picture how they can use your product across their teams and how it may improve their workflow and metrics.
• What was the most obvious advantage you felt our product offered during the sales process? The interviewee should explain the benefits they've gained from using your product or service. This is important for convincing other leads you are better than the competition.
• Were there any other advantages you discovered after using the product more regularly? Your interviewee may have experienced some additional benefits from using your product. Have them describe in detail what these advantages are and how they've helped the company improve.
• Are there any metrics or KPIs you track with our product? What are they? The more numbers and data the client can provide, the better.
• Were you tracking any metrics prior to using our product? What were they? This will allow readers to get a clear, before-and-after comparison of using your product.
• How has our product impacted your core metrics? This is an opportunity for your clients to drive home how your product assisted them in hitting their metrics and goals.

Case Study Interview Questions About the Buying Team and Internal Advocates

See if there are any individuals at the customer's company who are advocates for your product.

• Are there any additional team members you consider to be advocates for our product? For example, does anyone stick out as a "power user" or product expert on your team? You may want to interview and include these power users in your case study as well. Consider asking them for tips on using your service or product.
• Is there anyone else on your team you think we should talk to? Again, the more people can share their experience using your product, the better.
• Are there any team members who you think might not be the biggest fans of our product or who might need more training? Providing extra support to those struggling with your product may improve their user experience and turn into an opportunity to not only learn about their obstacles but turn them into a product fan
• Would you share some details about how your team implemented our product? Get as much information as possible about the rollout. Hopefully, they'll gush about how seamless the process was.
• Who from your company was involved in implementing our product? This will give readers more insight into who needs to be involved for a successful rollout of their own.
• Were there any internal risks or additional costs involved with implementing our product? If so, how did you address them? This will give insight into the client's process and rollout and this case study question will likely provide tips on what potential leads should be on the lookout for.
• Is there a training process in place for your team's use of our product? If so, what does it look like? If your company provided support and training to the client, have them describe that experience.
• About how long does it take a new team member to get up to speed with our product? This will help leads determine how much time it will take to onboard an employee to your using your product. If a new user can quickly get started seamlessly, it bodes well for you.
• What was your main concern about rolling this product out to your company? Describing their challenges in detail will provide readers with useful insight.

Case Study Interview Questions About Customer Success

Has the customer found success with your product? Ask these questions to learn more.

• By using our product can you measure any reduced costs? If it has, you'll want to emphasize those savings in your case study.
• By using our product can you measure any improvements in productivity or time savings? Any metrics or specific stories your interviewee can provide will help demonstrate the value of your product.
• By using our product can you measure any increases in revenue or growth? Again, say it with numbers and data whenever possible.
• Are you likely to recommend our product to a friend or colleague? Recommendations from existing customers are some of the best marketing you can get.
• How has our product impacted your success? Your team's success? Getting the interviewee to describe how your product played an integral role in solving their challenges will show leads that they can also have success using your product.
• In the beginning, you had XYZ concerns; how do you feel about them now? Let them explain how working with your company eliminated those concerns.
• I noticed your team is currently doing XYZ with our product. Tell me more about how that helps your business. Illustrate to your readers how current customers are using your product to solve additional challenges. It will convey how versatile your product is.
• Have you thought about using our product for a new use case with your team or at your company? The more examples of use cases the client can provide, the better.
• How do you measure the value our product provides? Have the interviewee illustrate what metrics they use to gauge the product's success and how. Data is helpful, but you should go beyond the numbers. Maybe your product improved company morale and how teams work together.

Case Study Interview Questions About Product Feedback

Ask the customer if they'd recommend your product to others. A strong recommendation will help potential clients be more open to purchasing your product.

• How do other companies in this industry solve the problems you had before you purchased our product? This will give you insight into how other companies may be functioning without your product and how you can assist them.
• Have you ever talked about our product to any of your clients or peers? What did you say? This can provide you with more leads and a chance to get a referral.
• Why would you recommend our product to a friend or client? Be sure they pinpoint which features they would highlight in a recommendation.
• Can you think of any use cases your customers might have for our product? Similar industries may have similar issues that need solutions. Your interviewee may be able to provide a use case you haven't come up with.
• What is your advice for other teams or companies who are tackling problems similar to those you had before you purchased our product? This is another opportunity for your client to talk up your product or service.
• Do you know someone in X industry who has similar problems to the ones you had prior to using our product? The client can make an introduction so you can interview them about their experience as well.
• I noticed you work with Company Y. Do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.
• Does your company participate in any partner or referral programs? Having a strong referral program will help you increase leads and improve customer retention.
• Can I send you a referral kit as a thank-you for making a referral and give you the tools to refer someone to us? This is a great strategy to request a referral while rewarding your existing customers.
• Are you interested in working with us to produce additional marketing content? The more opportunities you can showcase happy customers, the better.

Case Study Interview Questions About Willingness to Make Referrals

• How likely are you to recommend our product to a friend or client? Ideally, they would definitely refer your product to someone they know.
• Can you think of any use cases your customers might have for our product? Again, your interviewee is a great source for more leads. Similar industries may have similar issues that need solutions. They may be able to provide a use case you haven't come up with.
• I noticed you work with Company Y; do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.

Case Study Interview Questions to Prompt Quote-Worthy Feedback

Enhance your case study with quotable soundbites from the customer. By asking these questions, prospects have more insight into other clients and their success with your product — which helps build trust.

• How would you describe your process in one sentence prior to using our product? Ideally, this sentence would quickly and descriptively sum up the most prominent pain point or challenge with the previous process.
• What is your advice to others who might be considering our product? Readers can learn from your customer's experience.
• What would your team's workflow or process be like without our product? This will drive home the value your product provides and how essential it is to their business.
• Do you think the investment in our product was worthwhile? Why? Have your customer make the case for the value you provide.
• What would you say if we told you our product would soon be unavailable? What would this mean to you? Again, this illustrates how integral your product is to their business.
• How would you describe our product if you were explaining it to a friend? Your customers can often distill the value of your product to their friends better than you can.
• What do you love about your job? Your company? This gives the reader more background on your customer and their industry.
• What was the worst part of your process before you started using our product? Ideally, they'd reiterate how your product helped solve this challenge.
• What do you love about our product? Another great way to get the customer's opinion about what makes your product worth it.
• Why do you do business with us? Hopefully, your interviewee will share how wonderful your business relationship is.

Case Study Interview Questions About the Customers' Future Goals

Ask the customer about their goals, challenges, and plans for the future. This will provide insight into how a business can grow with your product.

• What are the biggest challenges on the horizon for your industry? Chances are potential leads within the same industry will have similar challenges.
• What are your goals for the next three months? Knowing their short-term goals will enable your company to get some quick wins for the client.
• How would you like to use our product to meet those challenges and goals? This will help potential leads understand that your product can help their business as they scale and grow.
• Is there anything we can do to help you and your team meet your goals? If you haven't covered it already, this will allow your interviewee to express how you can better assist them.
• Do you think you will buy more, less, or about the same amount of our product next year? This can help you gauge how your product is used and why.
• What are the growth plans for your company this year? Your team? This will help you gain insight into how your product can help them achieve future goals.
• How can we help you meet your long-term goals? Getting specifics on the needs of your clients will help you create a unique solution designed for their needs.
• What is the long-term impact of using our product? Get their feedback on how your product has created a lasting impact.
• Are there any initiatives that you personally would like to achieve that our product or team can help with? Again, you want to continue to provide products that help your customers excel.
• What will you need from us in the future? This will help you anticipate the customer's business needs.
• Is there anything we can do to improve our product or process for working together in the future? The more feedback you can get about what is and isn't working, the better.

Before you can start putting together your case study, you need to ask your customer's permission.

If you have a customer who's seen success with your product, reach out to them. Use this template to get started:

Thank you & quick request

Hi [customer name],

Thanks again for your business — working with you to [solve X, launch Y, take advantage of Z opportunity] has been extremely rewarding, and I'm looking forward to more collaboration in the future.

[Name of your company] is building a library of case studies to include on our site. We're looking for successful companies using [product] to solve interesting challenges, and your team immediately came to mind. Are you open to [customer company name] being featured?

It should be a lightweight process — [I, a product marketer] will ask you roughly [10, 15, 20] questions via email or phone about your experience and results. This case study will include a blurb about your company and a link to your homepage (which hopefully will make your SEO team happy!)

In any case, thank you again for the chance to work with you, and I hope you have a great week.

[Your name]

If one of your customers has recently passed along some praise (to you, their account manager, your boss; on an online forum; to another potential customer; etc.), then send them a version of this email:

Hey [customer name],

Thanks for the great feedback — I'm really glad to hear [product] is working well for you and that [customer company name] is getting the results you're looking for.

My team is actually in the process of building out our library of case studies, and I'd love to include your story. Happy to provide more details if you're potentially interested.

Either way, thank you again, and I look forward to getting more updates on your progress.

You can also find potential case study customers by usage or product data. For instance, maybe you see a company you sold to 10 months ago just bought eight more seats or upgraded to a new tier. Clearly, they're happy with the solution. Try this template:

I saw you just [invested in our X product; added Y more users; achieved Z product milestone]. Congratulations! I'd love to share your story using [product] with the world -- I think it's a great example of how our product + a dedicated team and a good strategy can achieve awesome results.

Are you open to being featured? If so, I'll send along more details.

Case Study Benefits

• Case studies are a form of customer advocacy.
• Case studies provide a joint-promotion opportunity.
• Case studies are easily sharable.
• Case studies build rapport with your customers.
• Case studies are less opinionated than customer reviews.

1. Case studies are a form of customer advocacy.

If you haven't noticed, customers aren't always quick to trust a brand's advertisements and sales strategies.

With every other brand claiming to be the best in the business, it's hard to sort exaggeration from reality.

This is the most important reason why case studies are effective. They are testimonials from your customers of your service. If someone is considering your business, a case study is a much more convincing piece of marketing or sales material than traditional advertising.

2. Case studies provide a joint-promotion opportunity.

Your business isn't the only one that benefits from a case study. Customers participating in case studies benefit, too.

Think about it. Case studies are free advertisements for your customers, not to mention the SEO factor, too. While they're not promoting their products or services, they're still getting the word out about their business. And, the case study highlights how successful their business is — showing interested leads that they're on the up and up.

3. Case studies are easily sharable.

No matter your role on the sales team, case studies are great to have on hand. You can easily share them with leads, prospects, and clients.

Whether you embed them on your website or save them as a PDF, you can simply send a link to share your case study with others. They can share that link with their peers and colleagues, and so on.

Case studies can also be useful during a sales pitch. In sales, timing is everything. If a customer is explaining a problem that was solved and discussed in your case study, you can quickly find the document and share it with them.

4. Case studies build rapport with your customers.

While case studies are very useful, they do require some back and forth with your customers to obtain the exact feedback you're looking for.

Even though time is involved, the good news is this builds rapport with your most loyal customers. You get to know them on a personal level, and they'll become more than just your most valuable clients.

And, the better the rapport you have with them, the more likely they'll be to recommend your business, products, or services to others.

5. Case studies are less opinionated than customer reviews.

Data is the difference between a case study and a review. Customer reviews are typically based on the customer's opinion of your brand. While they might write a glowing review, it's completely subjective and there's rarely empirical evidence supporting their claim.

Case studies, on the other hand, are more data-driven. While they'll still talk about how great your brand is, they support this claim with quantitative data that's relevant to the reader. It's hard to argue with data.

An effective case study must be genuine and credible. Your case study should explain why certain customers are the right fit for your business and how your company can help meet their specific needs. That way, someone in a similar situation can use your case study as a testimonial for why they should choose your business.

Use the case study questions above to create an ideal customer case study questionnaire. By asking your customers the right questions, you can obtain valuable feedback that can be shared with potential leads and convert them into loyal customers.

Editor’s Note: This article was originally published in June 2021 and has been updated for comprehensiveness.

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Data Analytics Case Study Guide 2024

by Sam McKay, CFA | Data Analytics

Data analytics case studies reveal how businesses harness data for informed decisions and growth.

For aspiring data professionals, mastering the case study process will enhance your skills and increase your career prospects.

So, how do you approach a case study?

Use these steps to process a data analytics case study:

Understand the Problem: Grasp the core problem or question addressed in the case study.

Collect Relevant Data: Gather data from diverse sources, ensuring accuracy and completeness.

Apply Analytical Techniques: Use appropriate methods aligned with the problem statement.

Visualize Insights: Utilize visual aids to showcase patterns and key findings.

Derive Actionable Insights: Focus on deriving meaningful actions from the analysis.

This article will give you detailed steps to navigate a case study effectively and understand how it works in real-world situations.

By the end of the article, you will be better equipped to approach a data analytics case study, strengthening your analytical prowess and practical application skills.

Let’s dive in!

Table of Contents

What is a Data Analytics Case Study?

A data analytics case study is a real or hypothetical scenario where analytics techniques are applied to solve a specific problem or explore a particular question.

It’s a practical approach that uses data analytics methods, assisting in deciphering data for meaningful insights. This structured method helps individuals or organizations make sense of data effectively.

Additionally, it’s a way to learn by doing, where there’s no single right or wrong answer in how you analyze the data.

So, what are the components of a case study?

Key Components of a Data Analytics Case Study

A data analytics case study comprises essential elements that structure the analytical journey:

Problem Context: A case study begins with a defined problem or question. It provides the context for the data analysis , setting the stage for exploration and investigation.

Data Collection and Sources: It involves gathering relevant data from various sources , ensuring data accuracy, completeness, and relevance to the problem at hand.

Analysis Techniques: Case studies employ different analytical methods, such as statistical analysis, machine learning algorithms, or visualization tools, to derive meaningful conclusions from the collected data.

Insights and Recommendations: The ultimate goal is to extract actionable insights from the analyzed data, offering recommendations or solutions that address the initial problem or question.

Now that you have a better understanding of what a data analytics case study is, let’s talk about why we need and use them.

Why Case Studies are Integral to Data Analytics

Case studies serve as invaluable tools in the realm of data analytics, offering multifaceted benefits that bolster an analyst’s proficiency and impact:

Real-Life Insights and Skill Enhancement: Examining case studies provides practical, real-life examples that expand knowledge and refine skills. These examples offer insights into diverse scenarios, aiding in a data analyst’s growth and expertise development.

Validation and Refinement of Analyses: Case studies demonstrate the effectiveness of data-driven decisions across industries, providing validation for analytical approaches. They showcase how organizations benefit from data analytics. Also, this helps in refining one’s own methodologies

Showcasing Data Impact on Business Outcomes: These studies show how data analytics directly affects business results, like increasing revenue, reducing costs, or delivering other measurable advantages. Understanding these impacts helps articulate the value of data analytics to stakeholders and decision-makers.

Learning from Successes and Failures: By exploring a case study, analysts glean insights from others’ successes and failures, acquiring new strategies and best practices. This learning experience facilitates professional growth and the adoption of innovative approaches within their own data analytics work.

Including case studies in a data analyst’s toolkit helps gain more knowledge, improve skills, and understand how data analytics affects different industries.

Using these real-life examples boosts confidence and success, guiding analysts to make better and more impactful decisions in their organizations.

But not all case studies are the same.

Let’s talk about the different types.

Types of Data Analytics Case Studies

Data analytics encompasses various approaches tailored to different analytical goals:

Exploratory Case Study: These involve delving into new datasets to uncover hidden patterns and relationships, often without a predefined hypothesis. They aim to gain insights and generate hypotheses for further investigation.

Predictive Case Study: These utilize historical data to forecast future trends, behaviors, or outcomes. By applying predictive models, they help anticipate potential scenarios or developments.

Diagnostic Case Study: This type focuses on understanding the root causes or reasons behind specific events or trends observed in the data. It digs deep into the data to provide explanations for occurrences.

Prescriptive Case Study: This case study goes beyond analytics; it provides actionable recommendations or strategies derived from the analyzed data. They guide decision-making processes by suggesting optimal courses of action based on insights gained.

Each type has a specific role in using data to find important insights, helping in decision-making, and solving problems in various situations.

Regardless of the type of case study you encounter, here are some steps to help you process them.

Roadmap to Handling a Data Analysis Case Study

Embarking on a data analytics case study requires a systematic approach, step-by-step, to derive valuable insights effectively.

Here are the steps to help you through the process:

Step 1: Understanding the Case Study Context: Immerse yourself in the intricacies of the case study. Delve into the industry context, understanding its nuances, challenges, and opportunities.

Identify the central problem or question the study aims to address. Clarify the objectives and expected outcomes, ensuring a clear understanding before diving into data analytics.

Step 2: Data Collection and Validation: Gather data from diverse sources relevant to the case study. Prioritize accuracy, completeness, and reliability during data collection. Conduct thorough validation processes to rectify inconsistencies, ensuring high-quality and trustworthy data for subsequent analysis.

Step 3: Problem Definition and Scope: Define the problem statement precisely. Articulate the objectives and limitations that shape the scope of your analysis. Identify influential variables and constraints, providing a focused framework to guide your exploration.

Step 4: Exploratory Data Analysis (EDA): Leverage exploratory techniques to gain initial insights. Visualize data distributions, patterns, and correlations, fostering a deeper understanding of the dataset. These explorations serve as a foundation for more nuanced analysis.

Step 5: Data Preprocessing and Transformation: Cleanse and preprocess the data to eliminate noise, handle missing values, and ensure consistency. Transform data formats or scales as required, preparing the dataset for further analysis.

Step 6: Data Modeling and Method Selection: Select analytical models aligning with the case study’s problem, employing statistical techniques, machine learning algorithms, or tailored predictive models.

In this phase, it’s important to develop data modeling skills. This helps create visuals of complex systems using organized data, which helps solve business problems more effectively.

Understand key data modeling concepts, utilize essential tools like SQL for database interaction, and practice building models from real-world scenarios.

Furthermore, strengthen data cleaning skills for accurate datasets, and stay updated with industry trends to ensure relevance.

Step 7: Model Evaluation and Refinement: Evaluate the performance of applied models rigorously. Iterate and refine models to enhance accuracy and reliability, ensuring alignment with the objectives and expected outcomes.

Step 8: Deriving Insights and Recommendations: Extract actionable insights from the analyzed data. Develop well-structured recommendations or solutions based on the insights uncovered, addressing the core problem or question effectively.

Step 9: Communicating Results Effectively: Present findings, insights, and recommendations clearly and concisely. Utilize visualizations and storytelling techniques to convey complex information compellingly, ensuring comprehension by stakeholders.

Step 10: Reflection and Iteration: Reflect on the entire analysis process and outcomes. Identify potential improvements and lessons learned. Embrace an iterative approach, refining methodologies for continuous enhancement and future analyses.

This step-by-step roadmap provides a structured framework for thorough and effective handling of a data analytics case study.

Now, after handling data analytics comes a crucial step; presenting the case study.

Presenting Your Data Analytics Case Study

Presenting a data analytics case study is a vital part of the process. When presenting your case study, clarity and organization are paramount.

To achieve this, follow these key steps:

Structuring Your Case Study: Start by outlining relevant and accurate main points. Ensure these points align with the problem addressed and the methodologies used in your analysis.

Crafting a Narrative with Data: Start with a brief overview of the issue, then explain your method and steps, covering data collection, cleaning, stats, and advanced modeling.

Visual Representation for Clarity: Utilize various visual aids—tables, graphs, and charts—to illustrate patterns, trends, and insights. Ensure these visuals are easy to comprehend and seamlessly support your narrative.

Highlighting Key Information: Use bullet points to emphasize essential information, maintaining clarity and allowing the audience to grasp key takeaways effortlessly. Bold key terms or phrases to draw attention and reinforce important points.

Addressing Audience Queries: Anticipate and be ready to answer audience questions regarding methods, assumptions, and results. Demonstrating a profound understanding of your analysis instills confidence in your work.

Integrity and Confidence in Delivery: Maintain a neutral tone and avoid exaggerated claims about findings. Present your case study with integrity, clarity, and confidence to ensure the audience appreciates and comprehends the significance of your work.

By organizing your presentation well, telling a clear story through your analysis, and using visuals wisely, you can effectively share your data analytics case study.

This method helps people understand better, stay engaged, and draw valuable conclusions from your work.

We hope by now, you are feeling very confident processing a case study. But with any process, there are challenges you may encounter.

Key Challenges in Data Analytics Case Studies

A data analytics case study can present various hurdles that necessitate strategic approaches for successful navigation:

Challenge 1: Data Quality and Consistency

Challenge: Inconsistent or poor-quality data can impede analysis, leading to erroneous insights and flawed conclusions.

Solution: Implement rigorous data validation processes, ensuring accuracy, completeness, and reliability. Employ data cleansing techniques to rectify inconsistencies and enhance overall data quality.

Challenge 2: Complexity and Scale of Data

Challenge: Managing vast volumes of data with diverse formats and complexities poses analytical challenges.

Solution: Utilize scalable data processing frameworks and tools capable of handling diverse data types. Implement efficient data storage and retrieval systems to manage large-scale datasets effectively.

Challenge 3: Interpretation and Contextual Understanding

Challenge: Interpreting data without contextual understanding or domain expertise can lead to misinterpretations.

Solution: Collaborate with domain experts to contextualize data and derive relevant insights. Invest in understanding the nuances of the industry or domain under analysis to ensure accurate interpretations.

Challenge 4: Privacy and Ethical Concerns

Challenge: Balancing data access for analysis while respecting privacy and ethical boundaries poses a challenge.

Solution: Implement robust data governance frameworks that prioritize data privacy and ethical considerations. Ensure compliance with regulatory standards and ethical guidelines throughout the analysis process.

Challenge 5: Resource Limitations and Time Constraints

Challenge: Limited resources and time constraints hinder comprehensive analysis and exhaustive data exploration.

Solution: Prioritize key objectives and allocate resources efficiently. Employ agile methodologies to iteratively analyze and derive insights, focusing on the most impactful aspects within the given timeframe.

Recognizing these challenges is key; it helps data analysts adopt proactive strategies to mitigate obstacles. This enhances the effectiveness and reliability of insights derived from a data analytics case study.

Now, let’s talk about the best software tools you should use when working with case studies.

Top 5 Software Tools for Case Studies

In the realm of case studies within data analytics, leveraging the right software tools is essential.

Here are some top-notch options:

Tableau : Renowned for its data visualization prowess, Tableau transforms raw data into interactive, visually compelling representations, ideal for presenting insights within a case study.

Python and R Libraries: These flexible programming languages provide many tools for handling data, doing statistics, and working with machine learning, meeting various needs in case studies.

Microsoft Excel : A staple tool for data analytics, Excel provides a user-friendly interface for basic analytics, making it useful for initial data exploration in a case study.

SQL Databases : Structured Query Language (SQL) databases assist in managing and querying large datasets, essential for organizing case study data effectively.

Statistical Software (e.g., SPSS , SAS ): Specialized statistical software enables in-depth statistical analysis, aiding in deriving precise insights from case study data.

Choosing the best mix of these tools, tailored to each case study’s needs, greatly boosts analytical abilities and results in data analytics.

Final Thoughts

Case studies in data analytics are helpful guides. They give real-world insights, improve skills, and show how data-driven decisions work.

Using case studies helps analysts learn, be creative, and make essential decisions confidently in their data work.

Check out our latest clip below to further your learning!

Frequently Asked Questions

What are the key steps to analyzing a data analytics case study.

When analyzing a case study, you should follow these steps:

Clarify the problem : Ensure you thoroughly understand the problem statement and the scope of the analysis.

Make assumptions : Define your assumptions to establish a feasible framework for analyzing the case.

Gather context : Acquire relevant information and context to support your analysis.

Analyze the data : Perform calculations, create visualizations, and conduct statistical analysis on the data.

Provide insights : Draw conclusions and develop actionable insights based on your analysis.

How can you effectively interpret results during a data scientist case study job interview?

During your next data science interview, interpret case study results succinctly and clearly. Utilize visual aids and numerical data to bolster your explanations, ensuring comprehension.

Frame the results in an audience-friendly manner, emphasizing relevance. Concentrate on deriving insights and actionable steps from the outcomes.

How do you showcase your data analyst skills in a project?

To demonstrate your skills effectively, consider these essential steps. Begin by selecting a problem that allows you to exhibit your capacity to handle real-world challenges through analysis.

Methodically document each phase, encompassing data cleaning, visualization, statistical analysis, and the interpretation of findings.

Utilize descriptive analysis techniques and effectively communicate your insights using clear visual aids and straightforward language. Ensure your project code is well-structured, with detailed comments and documentation, showcasing your proficiency in handling data in an organized manner.

Lastly, emphasize your expertise in SQL queries, programming languages, and various analytics tools throughout the project. These steps collectively highlight your competence and proficiency as a skilled data analyst, demonstrating your capabilities within the project.

Can you provide an example of a successful data analytics project using key metrics?

A prime illustration is utilizing analytics in healthcare to forecast hospital readmissions. Analysts leverage electronic health records, patient demographics, and clinical data to identify high-risk individuals.

Implementing preventive measures based on these key metrics helps curtail readmission rates, enhancing patient outcomes and cutting healthcare expenses.

This demonstrates how data analytics, driven by metrics, effectively tackles real-world challenges, yielding impactful solutions.

Why would a company invest in data analytics?

Companies invest in data analytics to gain valuable insights, enabling informed decision-making and strategic planning. This investment helps optimize operations, understand customer behavior, and stay competitive in their industry.

Ultimately, leveraging data analytics empowers companies to make smarter, data-driven choices, leading to enhanced efficiency, innovation, and growth.

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Business process reengineering (BPR) is the radical redesign of core business processes to achieve dramatic improvements in performance, efficiency and effectiveness. BPR examples are not one-time projects, but rather examples of a continuous journey of innovation and change focused on optimizing end-to-end processes and eliminating redundancies. The purpose of BPR is to streamline  workflows , eliminate unnecessary steps and improve resource utilization.

BPR involves business process redesign that challenges norms and methods within an organization. It typically focuses on achieving dramatic, transformative changes to existing processes. It should not be confused with  business process management (BPM) , a more incremental approach to optimizing processes, or business process improvement (BPI), a broader term that encompasses any systematic effort to improve current processes. This blog outlines some BPR examples that benefit from a BPM methodology.

Background of business process reengineering

BPR emerged in the early 1990s as a management approach aimed at radically redesigning business operations to achieve business transformation. The methodology gained prominence with the publication of a 1990 article in the Harvard Business Review, “Reengineering Work: Don’t Automate, Obliterate,” by Michael Hammer, and the 1993 book by Hammer and James Champy, Reengineering the Corporation . An early case study of BPR was Ford Motor Company, which successfully implemented reengineering efforts in the 1990s to streamline its manufacturing processes and improve competitiveness.

Organizations of all sizes and industries implement business process reengineering. Step 1 is to define the goals of BPR, and subsequent steps include assessing the current state, identifying gaps and opportunities, and process mapping.

Successful implementation of BPR requires strong leadership, effective change management and a commitment to continuous improvement. Leaders, senior management, team members and stakeholders must champion the BPR initiative and provide the necessary resources, support and direction to enable new processes and meaningful change.

BPR examples: Use cases

Streamlining supply chain management.

Using BPR for supply chain optimization involves a meticulous reassessment and redesign of every step, including logistics, inventory management and procurement . A comprehensive supply chain overhaul might involve rethinking procurement strategies, implementing just-in-time inventory systems, optimizing production schedules or redesigning transportation and distribution networks. Technologies such as supply chain management software (SCM), enterprise resource planning (ERP) systems, and advanced analytics tools can be used to automate and optimize processes. For example, predictive analytics can be used to forecast demand and optimize inventory levels, while blockchain technology can enhance transparency and traceability in the supply chain.

• Improved efficiency
• Reduced cost
• Enhanced transparency

Customer relationship management (CRM)

BPR is a pivotal strategy for organizations that want to overhaul their customer relationship management (CRM) processes. Steps of business process reengineering for CRM include integrating customer data from disparate sources, using advanced analytics for insights, and optimizing service workflows to provide personalized experiences and shorter wait times.

BPR use cases for CRM might include:

• Implementing integrated CRM software to centralize customer data and enable real-time insights
• Adopting omnichannel communication strategies to provide seamless and consistent experiences across touchpoints
• Empowering frontline staff with training and resources to deliver exceptional service

Using BPR, companies can establish a comprehensive view of each customer, enabling anticipation of their needs, personalization of interactions and prompt issue resolution.

• 360-degree customer view
• Increased sales and retention
• Faster problem resolution

Digitizing administrative processes

Organizations are increasingly turning to BPR to digitize and automate administrative processes to reduce human errors. This transformation entails replacing manual, paper-based workflows with digital systems that use technologies like Robotic Process Automation (RPA) for routine tasks.

This might include streamlining payroll processes, digitizing HR operations or automating invoicing procedures. This can lead to can significant improvements in efficiency, accuracy and scalability and enable the organization to operate more effectively.

• Reduced processing times
• Reduced errors
• Increased adaptability

Improving product development processes

BPR plays a crucial role in optimizing product development processes, from ideation to market launch. This comprehensive overhaul involves evaluating and redesigning workflows, fostering cross-functional collaboration and innovating by using advanced technologies. This can involve implementing cross-functional teams to encourage communication and knowledge sharing, adopting agile methodologies to promote iterative development and rapid prototyping, and by using technology such as product lifecycle management (PLM) software to streamline documentation and version control.

BPR initiatives such as these enable organizations to reduce product development cycle times, respond more quickly to market demands, and deliver innovative products that meet customer needs.

• Faster time-to-market
• Enhanced innovation
• Higher product quality

Updating technology infrastructure

In an era of rapid technological advancement, BPR serves as a vital strategy for organizations that need to update and modernize their technology infrastructure. This transformation involves migrating to cloud-based solutions, adopting emerging technologies like artificial intelligence (AI) and machine learning (ML) , and integrating disparate systems for improved data management and analysis, which enables more informed decision making. Embracing new technologies helps organizations improve performance, cybersecurity and scalability and positioning themselves for long-term success.

• Enhanced performance
• Improved security
• Increased innovation

Reducing staff redundancy

In response to changing market dynamics and organizational needs, many companies turn to BPR to restructure their workforce and reduce redundancy. These strategic initiatives can involve streamlining organizational hierarchies, consolidating departments and outsourcing non-core functions. Optimizing workforce allocation and eliminating redundant roles allows organizations to reduce costs, enhance operational efficiency and focus resources on key priorities.

• Cost savings
• Increased efficiency
• Focus on core competencies

Cutting costs across operations

BPR is a powerful tool to systematically identify inefficiencies, redundancies and waste within business operations. This enables organizations to streamline processes and cut costs.

BPR focuses on redesigning processes to eliminate non-value-added activities, optimize resource allocation, and enhance operational efficiency. This might entail automating repetitive tasks, reorganizing workflows for minimizing bottlenecks, renegotiating contracts with suppliers to secure better terms, or by using technology to improve collaboration and communication. This can enable significant cost savings and improve profitability.

• Lower costs
• Enhanced competitiveness

Improving output quality

BPR can enhance the quality of output across various business processes, from manufacturing to service delivery. BPR initiatives generally boost key performance indicators (KPIs).

Steps for improving output quality involve implementing quality control measures, fostering a culture of continuous improvement, and using customer feedback and other metrics to drive innovation.

Technology can also be used to automate processes. When employees are freed from distracting processes, they can increase their focus on consistently delivering high-quality products and services. This builds customer trust and loyalty and supports the organization’s long-term success.

• Higher customer satisfaction
• Enhanced brand image

Human resource (HR) process optimization

BPR is crucial for optimizing human resources (HR) processes. Initiatives might include automating the onboarding process with easy-to-use portals, streamlining workflows, creating self-service portals and apps, using AI for talent acquisition , and implementing a data-driven approach to performance management.

Fostering employee engagement can also help attract, develop and retain top talent. Aligning HR processes with organizational goals and values can enhance workforce productivity, satisfaction and business performance.

• Faster recruitment cycles
• Improved employee engagement
• Strategic talent allocation

BPR examples: Case studies

The following case study examples demonstrate a mix of BPR methodologies and use cases working together to yield client benefits.

Bouygues becomes the AI standard bearer in French telecom

Bouygues Telecom , a leading French communications service provider, was plagued by legacy systems that struggled to keep up with an enormous volume of support calls. The result? Frustrated customers were left stranded in call lines and Bouygues at risk of being replaced by its competitors. Thankfully, Bouygues had partnered with IBM previously in one of our first pre- IBM watsonx™ AI deployments. This phase 1 engagement laid the groundwork perfectly for AI’s injection into the telecom’s call center during phase 2.

Today, Bouygues greets over 800,000 calls a month with IBM watsonx Assistant™, and IBM watsonx Orchestrate™ helps alleviate the repetitive tasks that agents previously had to handle manually, freeing them for higher-value work. In all, agents’ pre-and-post-call workloads were reduced by 30%. 1 In addition, 8 million customer-agent conversations—which were, in the past, only partially analyzed—have now been summarized with consistent accuracy for the creation of actionable insights.

Taken together, these technologies have made Bouygues a disruptor in the world of customer care, yielding a USD 5 million projected reduction in yearly operational costs and placing them at the forefront of AI technology. 1

Finance of America promotes lifetime loyalty via customer-centric transformation

By co-creating with IBM, mortgage lender Finance of America was able to recenter their operations around their customers, driving value for both them and the prospective home buyers they serve.

To accomplish this goal, FOA iterated quickly on both new strategies and features that would prioritize customer service and retention. From IBM-facilitated design thinking workshops came roadmaps for a consistent brand experience across channels, simplifying the work of their agents and streamlining the application process for their customers.

As a result of this transformation, FOA is projected to double their customer base in just three years. In the same time frame, they aim to increase revenue by over 50% and income by over 80%. Now, Finance of America is primed to deliver enhanced services—such as debt advisory—that will help promote lifetime customer loyalty. 2

BPR examples and IBM

Business process reengineering (BPR) with IBM takes a critical look at core processes to spot and redesign areas that need improvement. By stepping back, strategists can analyze areas like supply chain, customer experience and finance operations. BPR services experts can embed emerging technologies and overhaul existing processes to improve the business holistically. They can help you build new processes with intelligent workflows that drive profitability, weed out redundancies, and prioritize cost saving.

1. IBM Wow Story: Bouygues Becomes the AI Standard-Bearer in French Telecom. Last updated 10 November 2023.

2. IBM Wow Story: Finance of America Promotes Lifetime Loyalty via Customer-Centric Transformation. Last updated 23 February 2024.

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Moderna and OpenAI partner to accelerate the development of life-saving treatments.

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Moderna partners with OpenAI to deploy ChatGPT Enterprise to thousands of employees across the company. Now every function is empowered with AI, creating novel use cases and GPTs that accelerate and expand the impact of every team.

Moderna has been at the intersection of science, technology, and health for more than 10 years. Moderna’s mission is to deliver the greatest possible impact to people through mRNA medicines—with the COVID-19 vaccine being their most well-known breakthrough. 

The company has partnered with OpenAI since early 2023. Now, ChatGPT Enterprise is evolving how Moderna operates across each function.

Moderna is using its platform for developing mRNA medicines to bring up to 15 new products to market in the next 5 years—from a vaccine against RSV to individualized cancer treatments. In order to achieve its ambitions, Moderna has adopted a people-centric, technology-forward approach, constantly testing new technology and innovation that can increase human capacity and clinical performance.

We believe very profoundly at Moderna that ChatGPT and what OpenAI is doing is going to change the world. We’re looking at every business process—from legal, to research, to manufacturing, to commercial—and thinking about how to redesign them with AI.

Moderna brings AI to everyone

Moderna adopted generative AI the same way Moderna adopts other technology: with the mindset of using the power of digital to maximize its positive impact on patients. To allow AI to flourish, they knew they needed to start with the user and invest in laying a strong foundation for change.

Moderna’s objective was to achieve 100% adoption and proficiency of generative AI by all its people with access to digital solutions in six months. “We believe in collective intelligence when it comes to paradigm changes,” said Miller, “it’s everyone together, everyone with a voice and nobody left behind.” For this, Moderna assigned a team of dedicated experts to drive a bespoke transformation program. Their approach combined individual, collective and structural change management initiatives.   

Individual change management initiatives included in-depth research and listening programs, as well as trainings hosted in person, online and with dedicated AI learning companions. “Using AI to teach AI was key to our success”, Miller points out. Collective change management initiatives included an AI prompt contest to identify the top 100 AI power users who were then structured as a cohort of internal Generative AI Champions. Moderna’s culture of learning led to local office hours in every business line and geography, and scaled through an internal forum on AI, which now has 2,000 active weekly participants. Lastly, structural change management initiatives included engaging Moderna’s CEO and executive committee members to foster AI culture through leadership meetings and town halls as well as incentive programs and sponsored events with internal and external experts.  

 This work led to an early win with the launch of an internal AI chatbot tool, mChat, at the beginning of 2023. Built on OpenAI’s API, mChat was a success, adopted by more than 80% of employees across the company, building a solid foundation for the adoption of ChatGPT Enterprise.  

90% of companies want to do GenAI, but only 10% of them are successful, and the reason they fail is because they haven’t built the mechanisms of actually transforming the workforce to adopt new technology and new capabilities.

Building momentum with ChatGPT Enterprise

With the launch of ChatGPT Enterprise, Moderna had a decision to make: continue developing mChat as an all-purpose AI tool, or give employees access to ChatGPT Enterprise?

“As a science-based company, we research everything,” said Brice Challamel, Head of AI Products and Platforms at Moderna. Challamel’s team did extensive user testing comparing mChat, Copilot, and ChatGPT Enterprise. “We found out that the net promoter score of ChatGPT Enterprise was through the roof. This was by far the company-favorite solution, and the one we decided to double down on,” Challamel said.  

Once employees had a way to create their own GPTs easily, the only limit was their imaginations. “We were never here to fill a bucket, but to light a fire,” Challamel said. “We saw the fire spread, with hundreds of use cases creating positive value across teams. We knew we were on to something revolutionary for the company.”

The company’s results are beyond expectations. Within two months of the ChatGPT Enterprise adoption: 

• Moderna had 750 GPTs across the company
• 40% of weekly active users created GPTs 
• Each user has 120 ChatGPT Enterprise conversations per week on average

Augmenting clinical trial development with GPTs

One of the many solutions Moderna has built and is continuing to develop and validate with ChatGPT Enterprise is a GPT pilot called Dose ID. Dose ID has the potential to review and analyze clinical data and is able to integrate and visualize large datasets. Dose ID is intended for use as a data-analysis assistant to the clinical study team, helping to augment the team’s clinical judgment and decision-making.

 “Dose ID has provided supportive rationale for why we have picked a specific dose over other doses. It has allowed us to create customized data visualizations and it has also helped the study team members converse with the GPT to further analyze the data from multiple different angles,” said Meklit Workneh, Director of Clinical Development at Moderna. 

Dose ID uses ChatGPT Enterprise’s advanced data analysis feature to automate the analysis and verify the optimal vaccine dose selected by the clinical study team, by applying standard dose selection criteria and principles. Dose ID provides a rationale, references its sources, and generates informative charts illustrating the key findings. This allows for a detailed review, led by humans and with AI input, prioritizing safety and optimizing the vaccine profile prior to further development in late-stage clinical trials. 

“The Dose ID GPT has the potential to boost the amount of work we’re able to do as a team. We can comprehensively evaluate these extremely large amounts of data, and do it in a very efficient, safe, and accurate way, while helping to ensure security and privacy,” added Workneh.

Improving compliance and telling the company’s story

Moderna’s legal team boasts 100% adoption of ChatGPT Enterprise. “It lets us focus our time and attention on those matters that are truly driving an impact for patients,” said Shannon Klinger, Moderna’s Chief Legal Officer. 

Now, with the Contract Companion GPT, any function can get a clear, readable summary of a contract. The Policy Bot GPT helps employees get quick answers about internal policies without needing to search through hundreds of documents. 

Moderna’s corporate brand team has also found many ways to take advantage of ChatGPT Enterprise. They have a GPT that helps prepare slides for quarterly earnings calls, and another GPT that helps convert biotech terminology into approachable language for investor communications. 

“Sometimes we’re so in our own world, and AI helps the brand think beyond that,” explained Kate Cronin, Chief Brand Officer of Moderna. “What would my mother want to know about Moderna, versus a regulator, versus a doctor? How do we tell our story in an effective way across different audiences? That’s where I think there’s a huge opportunity.”

A team of a few thousand can perform like a team of 100,000

With an ambitious plan to launch multiple products in the next few years, Moderna sees AI as a key component to their success—and their ability to stay lean as a business while setting new benchmarks in innovation. 

“If we had to do it the old biopharmaceutical ways, we might need a hundred thousand people today,” said Bancel. “We really believe we can maximize our impact on patients with a few thousand people, using technology and AI to scale the company.” 

Moderna has been well positioned to leverage generative AI having spent the last decade building a robust tech stack and data platform. The company fosters a culture of learning and curiosity, attracting employees that excel in adopting new technologies and building AI-first solutions.

By making business processes at Moderna more efficient and accurate, the use of AI ultimately translates to better outcomes for patients. “I’m really thankful for the entire OpenAI team, and the time and engagement they have with our team, so that together we can save more lives,” Bancel said.