Overall Guide

Ivey Guide to Consulting 1
Ivey HBA Guide to Consulting

Created: August 2006
Last Updated: 1uly 30, 2011

Table of Contents
INTRODUCTION: GUIDE TO CONSULTING ...................................................................................... 4
THE CONSULTING INDUSTRY .............................................................................................................. 5
COMPENSATION ........................................................................................................................................ 5
WORKING HOURS WORK / LIFE BALANCE ....................................................................................... 6
TRAVEL SCHEDULE ................................................................................................................................... 7
THE WORK OF CONSULTANTS ................................................................................................................. 8
CAREER PROGRESSION ............................................................................................................................11
TRAINING AND GROWTH .........................................................................................................................12
INDUSTRY CULTURE ................................................................................................................................13
CONSULTING FIRMS THAT RECRUIT FROM IVEY .......................................................................14
WHAT CONSULTING FIRMS LOOK FOR IN CANDIDATES ........................................................................14
Accenture.............................................................................................................................................15
A.1. Kearney ........................................................................................................................................16
Bain & Company .................................................................................................................................18
Boston Consulting Croup ...................................................................................................................22
Deloitte Consulting .............................................................................................................................26
McKinsey & Company ........................................................................................................................28
Mercer Management Consulting ........................................................................................................31
Mercer Oliver Wyman .........................................................................................................................32
Mezzanine Business Consulting .........................................................................................................33
Monitor Croup ....................................................................................................................................34
Roland Berger .....................................................................................................................................37
Secor Corporate Consulting ...............................................................................................................39
ZS Associates .......................................................................................................................................40
THE RECRUITING PROCESS ................................................................................................................41
PRE-RECRUITING .....................................................................................................................................43
Cetting to Know the Firms and the Industry......................................................................................43
Writing Resumes and Cover Letters ...................................................................................................44
Preparing for Case Interviews ............................................................................................................45
RECRUITING SEASON ...............................................................................................................................48
1ob Postings on Ivey eZone ................................................................................................................49
Information Sessions Preparation ...................................................................................................49
Information Sessions During ..........................................................................................................49
Information Sessions Reception ......................................................................................................49
Information Sessions Follow-up .....................................................................................................50
Submitting 1ob Applications ...............................................................................................................50
Interview Shortlist on eZone ...............................................................................................................51
First Round Interviews What to expect ...........................................................................................51
Offers for Second Round What to expect ........................................................................................52
Second Round Interviews What to expect .......................................................................................52
1ob Offers What to expect ................................................................................................................53
Sell Round What to expect ...............................................................................................................54
Handling Interview Scheduling Conflicts ..........................................................................................54
Handling Multiple and Exploding Offers ..........................................................................................55
POST-RECRUITING ...................................................................................................................................55
Contingency Plan What to do If You Dont Receive An Offer .......................................................55
Unsuccessful Summer Recruiting ......................................................................................................55
Unsuccessful Full-1ime Recruiting ...................................................................................................56
PREPARATION FOR RECRUITING......................................................................................................58
RECOMMENDED READING .......................................................................................................................58
CASE INTERVIEW PREP: MENTAL MATH ...............................................................................................60
Multiplication ......................................................................................................................................60
Division ................................................................................................................................................61
Working with Percentages ..................................................................................................................63
CASE INTERVIEW PREP: GRAPHS, DIAGRAMS & CASES ........................................................................64
Craph 1: Lifetime Profitability Curve ................................................................................................64
Craph 2: Client ROE Performance ....................................................................................................66
Craph 3: Sales Mix of a Car Dealership ............................................................................................68
RECRUITMENT TIMELINE: SUMMER AND FULL-TIME ...........................................................................70
HBA 1 Recruitment 1imetable and Action Plan ................................................................................70
HBA 2 Recruitment 1imetable and Action Plan ................................................................................71

Introduction: Guide to Consulting

Purpose of the Guide
This document is designed as an operational guide speciIic to the consulting industry
that should be read and reIerenced prior to and during the recruiting season in order to
help Iully prepare YOU, the candidate, to get a job in consulting. It can be used as either
a direct source, or as a reIerence tool to lead you to inIormation and prep materials that
will help you:

Decide iI consulting is right Ior you
DiIIerentiate between the Iirms that recruit at Ivey
Navigate the entire recruiting process

Relevance and Applicabilitv
This guide has been written by graduates oI the Ivey School oI Business who have
recently been successfully recruited by top consulting Iirms. We believe the inIormation
contained within is up to date, relevant and readily applicable to your recruiting eIIorts.
Enjoy!

Your Recruiting Responsibility
You have likely heard it before, but it is worth repeating:

YOU are the only one responsible for your recruiting success.

You must take ownership of your entire recruitment effort. While the Career
Management (CM) team is an invaluable resource provided by the school, it is not a
guarantee of employment. You must use and internalize the materials available to you to
prepare yourself to outshine and outperform candidates from other schools.

The Consulting Industry

Supporting Materials for Reference
Title Location Cost
Vault Career Guide to Consulting Ivey eZone Free
Company Websites Internet Free

There is a lot oI upside Irom starting a career in Management Consulting. Yet with
everything, there are tradeoIIs to be made, and these tradeoIIs are best viewed in a
relative context to the other major industries that recruit HBAs Irom Ivey. To do this we
have developed a list oI seven criteria (ranging Irom the tangible to the intangible) to
consider when choosing an industry Ior employment. There are obviously other things to
consider, and this is only a start when considering your Iuture career:

Compensation
Working hours (often referred to as Work / Life Balance)
Travel schedule
Type oI work (what you do on a day-to-day basis)
Career progression
Training and growth
Industry culture

Compensation

Management Consulting Iirms pay signiIicantly more to their new recruits when
compared to industry jobs and most other proIessions. Yet even under the broad
definition of Management Consulting there is significant variation in compensation
based upon the type oI consulting work being perIormed. Base salaries can range Irom
($60,500 to $84,000, with a median oI $65,000 all Iigures quoted in Canadian Dollars CAD
unless otherwise speciIied)

Section Objective:
This section is designed to help you determine if consulting is a profession you would
be interested in pursuing. It will do this by comparing the consulting industry to the
other main industries that employ Ivey graduates.
Exhibit 1: Median Base Salaries of Industries that Recruit from Ivey (2009-2010)
1

Working Hours Work / Life Balance

Weekdays While hours will vary dramatically based on the amount oI work and timing
oI deadlines, an 11 hour day could be a reasonable expectation (9 am 8 pm). There is
the potential Ior a much shorter and much longer day / night based on client and project
needs.

Weekends Consulting Iirms do not expect you to work on weekends, though it is
always possible that a particular client engagement is time sensitive and requires the
added eIIort in this case it would likely be expected oI you.

1
http://www.ivey.uwo.ca/HBA/pdfs/IveyHBA_2009-2010_Employment_Report.pdf

Note: They pay more for two reasons Firstly, they hope to attract the best talent to
work on client engagements, because that is what they promise to client companies.
Secondly, they can justify the higher compensation, as they are able to bill clients for
many hours at a substantial hourly rate when compared to counterparts in other
industries.


Vacations / Holidays The Iirms respect national and religious holidays, and oIten oIIer
about two weeks oI paid vacation time per year.

Travel Schedule

Out oI all jobs at Ivey, consulting may require the most amount oI travel. Depending on
the Iirm, this could mean travel in Canada, North America and even international
destinations. While this sounds exciting, many consultants report that the novelty soon
wears off, and the reality is that youre away from friends and family quite often. You
will hear the popular 3-4-5 Model quoted throughout consulting information sessions.

Some Consulting Iirms always work at the client company, while others choose to go
there on a needs basis. Regardless oI which model they prescribe to, it is possible you
will be asked to travel. While you can request to be staIIed in your home city, it is never
certain they can accommodate you. On the upside, the Iirm or the client will oIten pay Ior
you to Ily home on weekends, and with many Iirms you get to keep the air-miles you
accumulate.

Warning: If you dont like traveling or have commitments to stay in a particular city,
consulting might not be for you. Research the expected commitments carefully.

3, 4, 5 Model:
The 3-4-5 refers to spending 3 nights a week away from home (Monday, Tuesday,
Wednesday), coming home the 4
th
night (Thursday night) and spending the 5
th
day in
the office (Friday). With long hours at the client site, there is often little time for
sightseeing.

Smart Travel Model
The alternative approach to travel is what some firms call smart travel. This basically
means that they will only go to the client site if it will add value to their analysis or
work. This means less travel and fewer nights away from home.

Why Do Companies Hire Consultants?

Consultants are often asked this question by executives from their client companies:

Why do I need someone, who knows nothing about my industry
or my problems, to come in and tell me how to run my business?

The Work of Consultants

Beyond the question of why hire consultants (see above), people often ask what do
consultants actually do? In its simplest description, Management Consultants are hired
to help companies identiIy and solve problems. They oIten do this by helping companies
answer questions about their business that can vary Irom the broad (What should our
strategy be for the next five years?) to the specific (What is the profit potential of
market X?). Answering these questions is the heart oI what consultants do (See
Exhibit 2) they gather inIormation, analyze it, and present it to their clients in a way
that answers their question and prompts them to action.

Exhibit 2: The Work of Consultants

HBA: Undergraduate recruits enter consulting Iirms at what is typically called the
Analyst or Associate level. This is the lowest level oI the organizational hierarchy (See
Exhibit 3: Org. structure Below). Analysts usually do the bulk oI actual analytical work
Ior consulting engagements, and their time is oIten split across three activities
collecting, analv:ing and presenting data and insights:

Collection of Data This is research-based work where Analysts will seek out data
and inIormation that will support a particular aspect oI the engagement. There are two
types oI research, primarv and secondarv. Primary research involves collecting Iirst-hand
(new) inIormation Irom customers, employees, suppliers, investors and competitors.
Secondary research involves Iinding, reviewing, Iiltering, summarizing and synthesizing
existing research, data and inIormation.

Primary Research Examples: Customer / employee satisIaction surveys, customer Iocus
groups, employee interviews, competitive benchmarking, collection oI sales data, cost
analysis. (See: Ivey Client Field Project ICFP)

Secondary Research Examples: External research reports, competitor Iinancial
statements, existing Iirm knowledge and experience, existing client inIormation.

Analysis of Data Once data has been collected, the relevant inIormation and insights
need to be extracted. Analysts must understand what the data means, by manipulating it,
Key Skills & Abilities
Strong interpersonal and communication skills. Team Skills. Ability to summarize and
synthesize vast amounts of information. Creativity in obtaining information and data.
Collect Data
& Information
Analyze and
Interpret Data
Present Findings
Results
& Recommendations
Work of Consultants
Output from Consultants
synthesizing it and summarizing the key inIormation into valuable insights that will help
solve the case and drive results Ior the client.

Examples of Analysis: Regression analysis (See Management Science & Finance), trend
analysis, aggregation and disaggregation oI inIormation, compilation oI survey results.

Presentation of Data & Recommendations The insights Iound Irom research
and analysis must be conveyed to the client company in a simple, direct and actionable
way. A new paradigm in consulting is the 80/100 rule, stating that:

The presentation and communication oI an idea can have a huge impact on the successIul
implementation oI that idea thereIore the presentation oI ideas is equally as important at
the ideas themselves! Analysts will prepare presentations by taking the key insights and
ideas Irom analysis and presenting them in eIIective ways that both convey the idea and
drive the client to act on the idea.

Methods of Presentation: Organizational charts & diagrams, graphs, PowerPoint slides,
reports and executive summaries, action plans.

MBA: Graduate recruits enter consulting Iirms at the Consultant level. This is typically
the second level oI hierarchy (See Exhibit 3 Below). Many oI the demands upon MBAs
are the same as HBAs, with the major diIIerences being that MBAs will be given less
time to learn the ropes and they will be expected to manage themselves and other
analysts in a case team, while perIorming case work (See above descriptions), managing
client expectations and selling new business to existing clients.

80 / 100 Rule:
An 80 percent solution that is 100 percent implement-able is vastly
preferable to the perfect theoretical solution that can't be implemented

Ability to summarize and synthesize vast amounts of information. Comfort with
quantitative analysis and manipulation (See excel and other commercial software).
Comfort interpreting financial statements. Ability to identify and interpret trends.
Ability to summarize and synthesize vast amounts of information. Ability to be
succinct. Strong PowerPoint skills. Effective written and verbal communication skills.
Strong repertoire of graphs and diagrams to present data. Creativity in presenting ideas.
(See: Communications with Sider or Shackel)

Exhibit 3: Organizational Structure of the Consulting Firm

Exhibit 4: Career Path of a Consultant at Bain & Company

Source. www.bain.com

Career Progression

The majority oI consulting Iirms have a steep organizational hierarchy meaning that not
everyone will progress to Manager or Partner (See Exhibit 3 Above).

Managers
Partners
Consultants
Consulting Firm Organizational Structure & Responsibilities
Analysts & Associates
HBA Entry Level
MBA Entry Level
Manage the Firm
Sell New Business
Perform Client Work
Manage Case Team
Sell New Business
Perform Client Work
Manage Case
Manage Analysts
Perform Client Work
Collect Data
Interpret / Analyze Data
Prepare Presentation of
Results
N/A
3-5 Yrs
2-3 Yrs
2-3 Yrs
Roles & Responsibilities
Years Until
Promotion
Note: While MBAs coming in at the Consultant level are higher in the organization
than Analysts, it is quite common that 2
nd
and 3
rd
year Analysts will have more
experience and comfort with the firms operating practices. New Consultants should
view these experienced Analysts as an excellent source of learning.
The approximate time it takes to progress through the Iirm is outlined in the
organizational structure above. Analysts are oIten expected to get an MBA iI they wish to
move to the Consultant level (See Exhibit 4 Above). After 2-3 years with a firm there
are a number of options available:

Get promoted to continue consulting Typically only available to those with an
MBA. II this path is chosen, it could take anywhere Irom 5-10 years beIore being
oIIered partnership in the Iirm.
Return to graduate school (MBA) Some Iirms will sponsor this initiative Ior
HBAs who joined at the Analyst level. They will pay Ior the cost oI education,
and coming Irom a reputable Iirm goes a long way in bolstering your Business
School application as Iirm partners are likely also alumni oI the schools. Note:
Some firms will pav for an MBA education with a forgivable loan that requires 2-
3 vears of work with them upon graduation.
Pursue jobs in industry The Iirm Partners will help with this job search by
leveraging their network oI colleagues. Many Analysts also go to work Ior clients
they previously worked with.
Start a business Many consultants also have an entrepreneurial interest that
they later pursue, equipped with the training and experience consulting has taught
them.

Training and Growth

Perhaps on oI the greatest reasons to enter the Iield oI consulting is the tremendous
learning during your time there. In many ways working in consulting is a direct extension
and consolidation oI your business school education. The skills you will develop and take
with you Irom working with a top consulting Iirm will prove invaluable in your Iuture
business aspirations whatever they may be. Training and growth is both Iormal and
inIormal:

Formal Training Initiatives: New recruit training, global training, oIIsite
weekends with the local oIIice, in oIIice training sessions and seminars these are
but a number oI Iormal means oI training oIIered by many Iirms.
InIormal On-the-Job Training: Consulting has oIten been reIerred to as an
apprenticeship, passing on skills and knowledge. This sentiment is reinIorced
by practicing Analysts and Consultants who tell us that what they learn on the job
Irom experienced colleagues and clients has proven the most practical and
valuable.

Industry Culture

Good consultants, while coming Irom varied backgrounds and interests, tend to share a
Iew characteristics that are representative oI the industry:

Excellent team skills
ComIort and enjoyment oI math and quantitative problems
Ability to manage oneselI and others
General curiosity and passion Ior learning
Drive Ior excellence dissatisfaction with the status quo

It is a collaborative, team-based environment that you will be working in, and one that
will both demand a lot Irom you and give a lot back in return. Because consulting attracts
the top perIormers Irom the top business schools, it will be more intense than an industry
job.

Every Iirm has a diIIerent and unique culture. The best way to discover their culture is to
meet up with individuals Irom the Iirm to discuss their work and their liIestyle this will
give you a Ieel Ior the Iirm.

The Iollowing is a summary comparison oI the 4 main industries that hire Ivey grads:

Comparison of Industries that Recruit from Ivey
Consulting Investment
Banking
Accounting Marketing
Compensation
$65,000 $72,000 $45,000 $52,000
Hours / Week
55-70 Hours 60-90 Hours 40-60 Hours 40-50 Hours
Travel
Heavy Light Medium Medium
Type of Work
Unique, project
based problem
solving
Quantitative
analytics and
document
generation
Accounting,
control testing,
audit
Business unit
management and
execution
Career Path
Flexibility to
enter many
industries and
Iunctions aIter
consulting
Career Iocused
on Iinancial
services
Secure CA
designation;
Continue
accounting or
join industry
Follow corporate
path. Plenty oI
opportunity to
enter other
industries
Training
On-the-job &
Iormal. General
business problem
solving skills
On-the-job &
Iormal. Financial
analytics
On-the-job &
Iormal. CA
designation &
Iinancial
accounting
On-the-job &
Iormal.
Marketing and
general business
management
Culture
Team-based Individualistic Team-based Individual &
team culture
Note: Compensation refers only to base salary. Bonuses can vary dramatically by
industry.

Consulting Firms That Recruit From Ivey

Title Location Cost
Vault Guide to the Top 50 Management
and Strategy Consulting Firms
Ivey eZone Free
Company Websites Internet Free
Consulting News CM OIIice Free (Must
read in oIIice)

What Consulting Firms Look for In Candidates

Every consulting Iirm has a slightly diIIerent Iocus and preIerence in the candidates they
recruit. However, there are some characteristics and skills that are universally applicable
in the consulting industry. These broad skills include:

1) Leadership skills
a. The ability to manage yourselI, take initiative and lead others to achieve a
deIined goal or objective
2) Team skills
a. The ability to work with others both amicably and eIIectively to best
achieve a deIined goal or objective oI the team
3) Client Skills
a. The ability to communicate with clients, convey a proIessional image and
be an advocate oI the Iirms expertise in order to grow business
4) Analytical & logic skills
a. The ability to apply logical, structured thought to problems and situations
in order to eIIectively and eIIiciently solve the problem or achieve the goal

Be sure to highlight the experience, skills and abilities you have that correlate to the
above characteristics. In addition to this however, each Iirm is slightly diIIerent and looks
Ior diIIerent qualities in the candidates they recruit. Below is a small write-up Ior each
consulting Iirm that comes to Ivey. There are recommendations on how to best tailor your
Section Objective:
This section is designed to help you determine what recruiters are looking for in
candidates when they come to Ivey. We have provided an overview of general
consulting characteristics along with company specific profiles to help you tailor your
resume and cover letter, and prepare for interviews.
resume and cover letter, along with advice on how to Crack the Case and ace your
interviews with each respective Iirm.

Accenture
Overview of the Firm
Accenture (Iormerly Andersen Consulting) is the consulting arm oI what was Arthur
Andersen. They provide consulting services across a broad range oI Iunctions; however
they have made their name by consulting and implementing IT and Outsourcing
solutions. They are a massive Iirm both in terms oI employees (103,000 - 2004) and
revenues ($13.7 Billion - 2004).
What type of consulting do they hire for?
Strategy & Operations Consulting
IT Consulting
What its like to work there
Travel Model Accenture has been known to spend a lot oI time at the client
site. On the upside, iI consultants are not with the client, there is no obligation to
be in the oIIice the Iirm will oIten let individuals work Irom home.
Office Transfers Accenture has a myriad oI operating groups, and oIIices in
most major cities around the world. While the Iirm does oIIer the opportunity to
transIer across oIIices and Iunctions, it has been rumored that it is quite
bureaucratic to arrange such transIers.
Tailoring resumes and cover letters
Specialists from day One Accenture has five operating groups which serve a
speciIic type oI customer Ex. Communications & High Tech, Government or
Financial Services. It might be wise to speciIy an interest in a particular operating
group iI you know where you want to be working.
Complete Client Solutions They like to emphasize the added capabilities they
can oIIer clients by drawing Irom the various diversiIied consulting groups within
the company. They Ieel this allows them to give a more comprehensive solution
to their clients.
What to expect in the interviews
Strategv Accenture strategy typically uses both case and behavioral interviews at both
Iirst and second rounds.
Expect case interviews to be relatively unstructured. Most oI the time the
interviewers simply adapt a case they worked on personally. It is unlikely that
they will use graphs or charts. This means it is important to have a strong plan as
to what you want to discuss. Also, watch the interviewer careIully Ior hints as to
where they want you to go.
For the behavioral aspect oI the interview, they like to see that you have
researched the Iirm and are Iamiliar with their multitude oI operating groups and
Note: The below information is a reflection of past experience and input from the firms
it may not be reflective of future hiring and employment at the various firms. The
information is subject to change without notice. The best way to learn about these firms
in more detail is to interact with representatives currently working with them.

Iunctions. Also, have a good rationale Ior the predictable Why Accenture?
question.
IT Group Accenture IT tends to be satisIied with simply behavioral interviews.
Learn everything you can about the Iirm and the practice group you will be
interviewing with. Know your past experiences and resume very well. Practice
behavioral questions.

A.T. Kearney
Updated July 2011

Between 1926 and 1935, Andrew Thomas Kearney joined the predecessor Iirm and
became a managing partner. The predecessor Iirm split in two: McKinsey & Co. (NYC
& Boston) and McKinsey, Kearney & Co. (Chicago). Then in 1946, McKinsey,
Kearney & Co. adopted the name A.T. Kearney & Company. In 1995, EDS, a global
inIormation industry leader, purchased the Iirm which operated as a related but separate
entity. Finally, in 2006, a management buyout restored A.T. Kearney to an independent
Partnership.

The Iirm has strengths in success through collaborative relationships, diversity oI
expertise, intellectual integrity and community commitment. There are over 50 oIIices
in 36 countries.


Services: complexity management; manuIacturing; mergers & acquisitions;
procurement & analytic solutions; strategy; sustainability; innovation; marketing
& sales; organization & transIormation; strategic IT; supply chain management
Industries: aerospace & deIense; automotive; communications & high tech;
consumer products & retail; energy & process; Iinancial institutions;
pharmaceutical & healthcare; public sector; transportation; utilities

Organizational Structure

Hierarchy (junior to senior): Business Analyst (typical undergrad entry); Senior
Business Analyst; Associate (typical MBA entry); Manager; Principal; Partner
Progression: 15-21 months (undergraduate degree) or 6-12 months (graduate
degree) Ior Business Analyst to Senior Business Analyst; 12-24 months Ior Senior
Business Analyst to Associate; 24-36 months Ior Associate to Manager; 36-54
months Ior Manager to Principal; 42-60 months Ior Principal to Partner.


Culture
Known Ior our collegial and results-driven approach both within the Iirm and with
clients
Many Iormer consultants who enjoyed their time at the Iirm but have ultimately
moved on to other careers maintain close relationships as alumni
ATK oIIers a number oI alternative work arrangements and enhanced leave
options to help promote work-liIe balance Ior our consultants (part-time, parental
leave, unpaid vacation option, extended leave, etc.)

Hours/Travel:

Work hours vary by project and by project phase, but a typical work week oI 50
to 70 hours is not atypical, with Iurther peaks and valleys
On most projects, all consultants will have at least one client peer with whom they
directly engage on a regular, oIten daily, basis. This approach requires even junior
consultants to be working on client site the majority oI the week
North American projects typically employ a Monday to Thursday travel model,
with consultants returning to their own local oIIices on Fridays

International Opportunities:
Global Mobility Program: assignments (short-term), exchange (~2 years), and
transIer programs globally
Scholars Program: the Iirm oIIers paid GMAT preparation time Ior and
encourages application to business school; high-perIorming junior consultants can be
further supported on the Scholars Program with tuition reimbursement and an
educational leave oI absence
Spirit oI Service: globally coordinated, locally-executed philanthropy program
Iocused on encouraging and celebrating employee volunteerism.


All around consulting skills including analytics, communication, teamwork,
leadership, etc.
Consider what would make a good consultant in our environment, and highlight
your skills or attributes the best align with that expectation
Operations Consulting As a Iirm that takes pride in their operations
consulting, it helps to show an interest and past experience in this area.
Quantitative Focus Many oI their practicing consultants come Irom
quantitative backgrounds (engineering, mathematics)which might indicate a bias
towards analytical skills that they are looking Ior.
Thought Leadership ATK issues a number oI publications (See their website)
that contain the Iirms thought leadership in their areas oI expertise. This might be
good material to read beIore preparing your cover letter and resume.


ATK typically uses both case and behavioral interviews in both Iirst and second rounds.
Expect a relatively structured case interview with the use oI graphs and charts that
present inIormation you must interpret and discuss. The Iirm does a lot oI
operations work and thereIore will oIten give a case interview involving an
operations-based problem. The interviewer will oIten prompt you by asking
What type of information would you like to have to solve problem X? when
you mention the right type oI inIo, they will present Iurther inIormation and
graphs.
The behavioral interview will be relatively straightforward, Why Consulting,
Why ATK. Dont be surprised if the interviewer breaks out a small market
sizing problem or a mini-case.
First round: one-on-one, combined case/Iit interviews
Final round: one-on-one conversational case interview and case presentation to a
panel
All interviewers are senior consultants

Resources

http://www.atkearney.com/index.php/Careers/careers.html

Bain & Company
Updated July 2011


Bain & Company is a global business consulting Iirm with oIIices in all major cities. We
make companies more valuable by helping management make the big decisions: on
strategy, operations, mergers & acquisitions, technology and organization. Bain was
Iounded in 1973 on the principle that consultants should deliver results - not just reports -
to their clients, and that consultants must measure their success in terms oI their clients'
Iinancial results. Our clients have historically outperIormed the stock market by 4:1.
With over 3,500 Bain consultants worldwide, we have worked Ior over 4,600 clients in
virtually every industry.

Strategy Consulting


Bain hires Associate Consultants in their 4
th
year oI undergraduate studies, who join Bain
upon graduation. Those who perIorm well and show outstanding potential are generally
promoted to senior associate consultants (SACs) aIter about two years. In this role, your
experience and maturity allow you to analyze more complex problems and develop
deeper and higher-level client relationships. SACs learn to construct complex strategic
solutions and take on greater leadership within their case teams. SACs can choose Irom a
variety oI career paths. For instance, they may be be promoted directly to the consultant
position (and eventually become a leader at Bain), or pursue an advanced degree in
business or another subject at one oI the world's elite graduate schools (most MBAs
return to Bain with a Consultant oIIer that includes Iull-tuition reimbursement).
Bain also hires Associate Consultant Interns (ACIs). This program is ideal Ior top-
perIorming undergraduate students ready Ior real-liIe business experiences in an
energetic and proIessional environment.
All ACIs are immediately assigned to cases and, like ACs, Iocus on collecting data,
executing the analyses and presenting the insights. ACIs are exposed to a variety oI
business issues and quickly learn the Iundamentals oI Bain's core tools.
We target students in their 3rd year oI a 4 year undergraduate program (concurrent
students may apply in their 3
rd
or 4
th
year oI a 5 year program) to join us Ior a summer
internship.

Travel Model

Bain prescribes to a smart travel model, meaning that they will go to the client site only
iI it is necessary or will add value to their work. This usually equates to less travel than
some oI their competitors.

International Opportunities
Opportunities to transIer to one oI Bain's global oIIices are readily available.
International transIers are a great way to immerse yourselI in a Ioreign business
environment and culture, while doing the work you know in a Iamiliar Bain setting. With
over 40 oIIices around the globe, you can choose Irom a wide variety oI cities and
countries. The transIer program provides opportunities to broaden your proIessional
experiences while strengthening our "one Iirm" principle
Externships are options Ior strong perIorming ACs, SACs and consultants and are most
typically done during your third year at Bain. Externships give you insight into other
careers or organizations that you may be considering Ior down the road. An externship is
a six-month working engagement at a company oI your choiceaIter which you return to
Bain. An externship is a low-risk way to gain experience in another company or role that
interests you. Building the capabilities oI social organizations is also central to Bain's
social mission. You might pursue a 6-month externship at The Bridgespan Group, an
independent nonproIit organization incubated by Bain, or another charity or social
enterprise.

Culture
Our people deIine our culture. We hire intelligent and driven individuals, with an
emphasis on teamwork and trust. We enjoy working together. We are as energetic as we
are pragmatic, down-to-earth, and Iun. At Bain, you will not only grow as an individual,
but you also will build lasting relationships with your colleagues and clients. You'll team
up with engaging proIessionals who will teach you a thing or two over time. It's no
wonder so many Bainies point to our people as the top reason they joined the Iirm.
Bain's oIIice-centric model helps you develop deep and supportive relationships. You
will work with your oIIice colleagues, case aIter case, creating a strong team
environment. You'll also establish productive and long-standing mentor relationships in
your local oIIice, where senior leadership is truly invested in your career.
At Bain, we strive to attract, develop and retain talented individuals who are passionate
about making a proIound impact. We oIIer valuable options to ensure that you have a
long-lasting, IulIilling career at Bain, with many opportunities to Iollow your interests
and passions. We want Bain to work with your liIe as it changes over time.

Problem solving: Consulting is all about helping clients to overcome their most vexing
business challenges. We look Ior candidates with the ability to Irame complex problems,
apply creative analytics and Iormulate a pragmatic solution. Team experience and
academic achievement may also indicate strong problem-solving skills.
Results: Bain has a proud legacy oI generating results that have a positive, measurable
impact on the client's bottom line. No matter what your background, we want to see that
you made a quantiIiable diIIerence in an organization's success.
Leadership: Do you have proven leadership experience? Whether through work, school
or extracurricular activities, leadership Irames your application in a Iavourable light.
Passion: We look Ior candidates who show an enthusiasm Ior solving client problems
and delivering meaningIul results. Who Iocus on succeeding as individuals and as part oI
a team. And who show a zest Ior making a diIIerence outside oI the oIIice. Passionate
people bring an energy to client engagements and Bain and help both groups achieve
extraordinary outcomes.
Results Oriented Bain & Company is big on results. They emphasize this in
their marketing materials, and live this value everyday in the oIIice and on the
client site. Bain consultants talk about acting like owners which means they
work and make decisions Ior their clients as iI it were their own company and
money on the line. Talk about the results you achieved on your resume to make an
impression.
Private Equity Leadership Bain is the world leader in private equity (PE)
consulting. For those interested, Bain oIIers consultants work within their private
equity group. Furthermore, the top PE Iirms recruit heavily Irom the pool oI Bain
consultants. Mentioning an interest in areas oI the Iirm will show a keen interest
in the company.
Community Leaders Bain has created many initiatives that reIlect the firms
belieI in giving back to their community. They have a non-proIit consulting arm,
the Bridgespan Group, and they will sponsor new hires to travel and help third
world countries in their summer between business school and work.
Thought Leaders Bain has a number oI high proIile thought leaders whose
publications are very highly regarded. Some examples include Chris Zooks
Profit from the Core and Fred Reichhelds The Loyalty Effect.


There are typically 2 rounds oI 1 on 1 interviews. 1
st
rounds consist oI 2 x 30 minute
case interviews. 2
nd
rounds consist oI 2 x 40 minute case interviews and 1 x 40 minute
experience interview.

Bain Iirst round will typically involve two case interviews with a Iew behavioral
questions thrown in. Second round interviews will have two case interviews with Partners
or Managers, along with one Iull behavioral interview.

Bain case interviews are typically more structured and more quantitative in
nature. They will oIten pull out charts and graphs that they want you to interpret
quickly and eIIiciently. Interviewers will expect you to Iocus on the most
important inIormation Iirst in order to drive at insights. Further, they will want to
test your comIort in working with numbers be sure to practice your quant skills!
It is likely that you will only receive a behavioral interview in the second round oI
interviews. They are looking Ior a Iit with the Bain culture and a comIort in
communicating with others. They have been known to throw in small market
sizing problems or mind games to test your composure just relax, they want you
to succeed!


Resources
Website: http://www.joinbain.com/

Boston Consulting Group
Updated July 2011


History
BCG was Iounded by Bruce D. Henderson as the Management and Consulting Division
oI the Boston SaIe Deposit and Trust CompanyitselI a subsidiary oI The Boston
Company.
A Iormer Bible salesman, Henderson had earned an undergraduate degree in engineering
Irom Vanderbilt University beIore attending Harvard Business School. He leIt HBS
ninety days beIore graduation to work Ior Westinghouse Corporation, where he became
one oI the youngest vice presidents in the company's history. He would leave
Westinghouse to head Arthur D. Little's management services unit beIore accepting an
improbable challenge Irom the CEO oI the Boston SaIe Deposit and Trust Company to
start a consulting arm Ior the bank.


Structure
As a new hire, you would typically join BCG as an associate or a consultant, depending
on your academic qualiIications and proIessional background. AIter gaining suIIicient
experience and expertise, your career path could lead to being a project leader, later a
principal, and perhaps eventually a partner in the company. II you do not choose the
partner career track, BCG also oIIers support Ior alumni.
Evaluation

Evaluation at BCG is taken very seriously. There is a concerted eIIort to oIIer continuous
inIormal Ieedback as well as more Iormal Ieedback at the end oI each project. All
individuals will be evaluated along a number oI dimensions that are important to their
development: analytics, presentation style, conceptual ability, interpersonal skills,
motivation, initiative, organization, communication skills, team skills, and overall
integrity.

Strategy, IT, Healthcare, Operations

Travel Model

Travel depends on where the Client is located. Consultants report a long-run average
between 55-65 hours a week.


The BCG Ambassador program provides the opportunity to transIer to Ioreign oIIices Ior
periods between 12 and 18 months. TransIers (both international and national), and pro
bono consulting experiences are also available.

Culture

BCG's Engagement and Culture topic provides a wealth of expertise not only in
diagnosing engagement and culture problems, but also in moving clients successfully
toward higher engagement or the desired culture.

Friendly Team Culture BCG, though among the elite strategy Iirms, likes to
boast a down-to-earth oIIice culture and respect Ior colleagues. The Toronto
oIIice has an excellent lounge area complete with a pool table Ior Friday
aIternoons in the oIIice, or as a break during those late nights. Consultants also
report being oIIered tickets to top sporting events.
Hands-On BCG consultants report that their cases involve a healthy mix oI
both strategy and implementation, meaning that consultants get a real hands-on
experience.


1. Diversity oI experiences, both educational and outside oI school
2. Good standing GPA/average
3. Excellent leadership qualities

Looking for Unique BCG oIten quips that they are looking Ior those
outstanding, unique candidates. II you have any truly unique skills, abilities or
experiences tell them about it! It will deIinitely diIIerentiate you Irom the pack.
Truly International BCG likes to emphasize their international presence both
in Europe and Asia, making them a truly global Iirm.
Thought Leadership BCGs history is one of continued thought leadership,
coining new phrases that have captured the management thought oI the day
including Time Based Competition and the Growth-Share Matrix. One oI
their thought leaders, George Stalk, actually works out oI the Toronto oIIice.


First round interviews will likely involve two 45 minute case interviews with a consultant
or project leader. The Iinal round likely involves three, one-hour case interviews with
vice-presidents and one, one-hour behavioural interview with a current associate.
The cases are typically a project the interviewer has worked on. The interviewer
may augment the discussion with graphs or charts Ior which you must draw
inIormation and hypotheses Irom. Second round interviews are more diIIicult than
the Iirst round interviews. The VP will typically spend 10 minutes grilling you on
your resume, and then spend 40 minutes on a case, and will leave 10 minutes Ior
you to ask her any questions. The VP will oIten try to bully you, which is simply
a way to assess how you deal with pressure. Can you deIend your belieIs in an
articulate manner?
The behavioral interview is a casual chat with an associate, where your resume
will be reviewed and discussed at length.

Resources

Website: http://www.bcg.com/
Interview Prep and Interactive Case:
http://www.bcg.com/join_bcg/interview_prep/practice_cases/default.aspx

HBA alumni:
Last Name: First Name: Position:
Amarshi Muhammad Associate
Banting Kate Consultant
Block Michael Consultant
Fung Alex Principal
Grevler CliII Partner
Head Linden Associate
Orlander Paul Partner
Richardson Alan Principal
Ridesic Sam Partner
Ruttan Kyle Associate
Sharp Michael Associate
Shomair Nicole Consultant
Tribe Eric Consultant

Capgemini Consulting
Recently, Capgemini has become one oI the top Iive IT services and consulting
companies worldwide. In North America, Capgeminis growth has been driven primarily
by the acquisition of Ernst & Youngs consulting practice. This addition resulted in
several years oI Iinancial diIIiculties due to re-structuring oI business operations and
personnel. Capgemini has since emerged Irom the re-organization with a stronger
Iinancial outlook and a concentrated eIIort on recruiting new clients and consultants,
increasing training opportunities, and building the Canadian oIIices. A large Iirm with
over 60 000 consultants worldwide and $8.58 Billion in revenues (2004), Capgemini
diIIerentiates itselI through its proven collaborative approach to working with clients, its
Rightshore
TM
delivery model, and its unique accelerated solutions environment (ASE) Ior
strategy development.
IT Consulting
Strategy Consulting
Travel Model Consultants can expect to spend 4 days a week at the clients site
with most consultants returning to the oIIice on Fridays Ior internal meetings.
With a strong client base in the GTA however, travel is less signiIicant than with
other Iirms.
Work Life Balance The Canadian management team is committed to
ensuring that consultants do not burn-out due to excessive hours. Although the
work week may be shorter than at other Iirms, consultants can expect their time in
the oIIice or at the client site to be very Iocused and results oriented. Depending
on the project timelines, late hours may be required.
Project Length Project assignments are generally broken down into phases oI
about 3-4 months with the opportunity Ior engagement on subsequent phases. As
a rule, consultants will only be staIIed on one project at a time.
Work Environment The atmosphere is highly collaborative with a very strong
emphasis on teamwork and adaptability. Due to the small nature oI the Canadian
oIIice, consultants are given signiIicant responsibility early on and required to
work across a wide variety oI projects with the consulting, technology and
outsourcing groups.
Technology Capgemini provides the market with consulting (strategy,
transIormation), technology services and outsourcing business solutions.
ThereIore projects may require that consultants straddle across these divisional
areas and become comIortable with various technologies.
Collaborative Approach Capgeminis approach to problem-solving is to work
closely with the client combining their expertise with Capgeminis methodology
to develop the Iinal solution. It is highly advisable to include examples oI
teamwork, client interaction and presentation skills on your resume.
Accelerated Solutions Environment (ASE) Unique to Capgemini, this is a
great source oI pride Ior the company, it will help to understand this philosophy
oI problem-solving.
Key Sectors Capgemini holds a strong client base in the energy, utilities,
Iinancial and retail marketing industries and many projects revolve around CRM,
BI, ERP, supply chain or transIormation consulting. Any relevant experience
within these areas, in organizational change management or strategy
development, as well as technical expertise should be included in your
application.
Broad Experience - Capgemini looks Ior individuals who can adapt to projects
within the diIIerent sectors and combine their broad experience to enhance their
client interaction skills. Given the smaller size oI the Canadian oIIices, an
entrepreneurial attitude and strong initiative are assets.
Balanced Soft and Hard Skills Within your resume, attempt to demonstrate
interpersonal / presentation skills and qualitative analysis as well as quantitative
skills.
Capgemini uses both case and behavioural interviews in both Iirst and second rounds
In the Iirst round you can expect questions led by 2 senior consultants / managers
about your resume, your interests in consulting, and the Iirm. The case questions
revolve around a problem presented on PowerPoint slides which include a number
oI graphs and charts Ior you to interpret. With each slide you will be asked to
draw inIerences Irom the data, ask Iurther questions, and draw conclusions beIore
receiving the next slide with more inIormation. II you demonstrate a strong
ability early on in the interview, expect a harder line oI questioning and some red
herring questions during the case component.
The second round interview at the companys office is composed of teamwork
activities and presentations to senior management in the ASE, as well as 2 longer
one-on-one behavioural interviews and one case interview. Do your research to be
able to ask good questions about the firms current performance and case work.
Be prepared to discuss your interests and which area you Ieel is your best Iit
within the Iirm (see website Ior more inIormation). Recruiting is done Ior the
Toronto oIIice unless alternative arrangements are made.

Deloitte Consulting
Deloitte Consulting is, as the name might imply, the consulting arm oI the massive
accounting Iirm Deloitte. There were plans to separate Irom the Accounting Iirm in and
around 2002 with the onset oI Sarbanes Oxley, however Deloitte bucked the industry
trend and decided that the Iirm would be able to oIIer a more complete client solution iI
they were able to remain intact. The Iirm is now much more certain oI its strategy and its
Iuture direction.
Strategy & Operations Consulting
Travel Model Deloitte does not have a rigid policy on travel. Each individual
case will dictate whether the consultants need to be with the client or not.
Offices Everywhere If youre not working at the client site, it is an added
advantage that Deloitte has oIIices all across the GTA. Consultants can go to any
oIIice on any given day and be set up with an oIIice immediately based on their
needs.
Client Base In recent years, Deloitte Toronto has been able to boast more local
clients which has resulted in less long-distance traveling Ior consultants.
Culture Deloitte has a very down to earth culture with a relaxed oIIice
environment.
Full Service Offering Deloitte, like Accentue, likes to boast a broad range oI
business groups that can come together to oIIer a comprehensive client solution. It
will be helpIul to have some perspective on the diIIerent divisions within Deloitte.
Work Life Balance Deloitte boasts excellent work liIe balance, as one
consultant noted that they were happy to take a small pay cut in exchange Ior a
liIe outside oI work on weekdays.
Deloitte typically has two case interviews in Iirst round, and incorporates a behavioral
aspect in second round interviews back in the Toronto oIIice.
Case interviews tend to be drawn Irom the direct experience oI Deloitte
consultants. This implies that you should both develop a good Iramework
approach to the case, but be prepared to make a 180 degree turn iI the interviewer
is giving you hints in another direction.
Deloitte behavioral interviews are, like most Iirms, just looking Ior a Iit with their
culture and Ior your ability to express yourselI and your experiences clearly.

IBM Global Business Services
IBM Global Business Services - GBS (Iormerly IBM Business Consulting Services) is
the consulting arm oI IBM. As a company that is shiIting away Irom computer hardware
sales towards consulting services (witness the recent divesture oI personal computers to
Lenovo and the acquisition oI PricewaterhouseCoopers Consulting a Iew years ago), IBM
Global Business Services is a growing and important area oI IBM. With 2005 revenue oI
$14 billion, the consulting arm is large in its own right; but at the same time it is also part
oI an even larger, $91 billion organization with a 170-nation Iootprint and 240,000
employees. Opportunities to work in diIIerent areas oI IBM are numerous and
encouraged; consulting does not have to be the only career path at IBM.
Strategy Consulting
IT Consulting
BIG Big Blue is a big company, and it shows. OI course, this sometimes means
that you have to deal with bureaucracy (especially during the hiring process when
sometimes it might Ieel like the left hand doesnt know what the right hand is
doing), but being large also has numerous beneIits. Resources are plentiIul and
useIul, beneIits are great, career mobility is Iantastic, and the brand name is
recognizable everywhere.
Travel Model Most work is done at client sites, and all employees get laptops
to Iacilitate work. As part oI the Strategy and Change group in the Financial
Services sector in the Toronto oIIice, most clients are a Iew blocks away, so a
quick walk is most oI the traveling involved (however, as part oI other groups and
practices, the travel may be more extensive).
Staffing Policy IBM tends to Iollow the same structure as most consulting
Iirms: you get staIIed on projects you have a good Iit with, and the team sizes
vary Irom project to project. Most assignments last around three months.
Type of Work - Although IBM is considered a technology company by the
masses, GBS has very little to do with technology. GBS consultants deal with
various projects and provide our recommendations, and only aIter that is there a
warm hand-oII to the technology Iolks to implement their recommendations.
Consequently, you do not need to be a programmer or system architect to work
here.
Use Your Network to Find the 1obs UnIortunately, IBM GBS does not do
much undergraduate campus hiring (they tend to Iocus on MBAs and come to
campus to hire HBAs Ior technology-related positions). Consequently, you will
have to use your network to get an interview with their non-IT group. (One recent
HBA graduate was able to use his network to do so).
Corporate Values IBM has three corporate values they place a lot oI emphasis
on, so research those and include them in your cover letter (Innovation has been
getting a lot oI attention recently).
A Focus on Services Keep in mind that IBM is not primarily a computer
company anymore, they are a services company. Make sure you understand where
the company is heading and what they are trying to do.
GBS does not currently get involved with HBA campus hiring. II you can get an
interview with them (oIten through contacts or your network) they will likely bring you
into Toronto Ior interviews with senior people in the company:
The Iirst interview will likely be behavioral. Be ready to have anecdotes Irom the
points on your resume and talk about your experiences in a cohesive Iashion.
The second interview may be a case, where they will present you with some
inIormation and then probe you with questions regarding the problem.

McKinsey & Company
Updated July 2011


Founded in 1926 by James McKinsey and Marvin Bower, now with 8,000 consultants
globally in 90 oIIices, in over 50 countries. McKinseys mission is to help clients make
distinctive, lasting and substantial improvements in their perIormance and to build a great
Iirm that attracts, develops, excites, and retains exceptional people.

The Iirm is one oI the oldest and most prestigious management consulting Iirms, and
continues to command respect and leadership in the competitive space oI strategy
consulting. Ex-McKinsey consultants are known Ior picking up top posts at some oI the
worlds top organizations.


Management/strategy consulting, in private, public and social sectors.


Entry-level opportunities Ior Undergraduates as Business Analysts. The Business Analyst
program is typically 2 years at which point you would move to a 3
rd
year opportunity,
move to an associate role or work in the industry/attend a post-graduate institution.

Culture

McKinsey consultants spend a lot oI time with each otherits the nature of a team-
driven, client-Iocused culture. InIormal lunches, drinks at the end oI the week,
celebrations, and retreats are how consultants build and strengthen Iriendships.

Great Mentorship McKinsey is known Ior helping launch the careers oI their
consultants, Iinding them top jobs in some of the worlds best organizations
Work-Life Balance McKinsey is known Ior demanding a lot oI hours out oI
their consultants. This can sometimes spill over into the weekend as well to get
the work done.
Up or Out McKinsey has a strong up or out policy, whereby it is expected that
incoming undergrad consultants will stay Ior little more than two years until they
move on or return to graduate school.


Internationally you have the opportunity to work within North America and anywhere
that the Iirm is serving clients, there is the option to transIer and apply Ior a 3
rd
year as a
Business Analyst abroad. As an associate you can also apply Ior the rotation program in
which you would be temporarily working in diIIerent oIIices across the globe Ior a period
oI time. There is also the opportunity to work Ior Not-Ior-proIits across the globe.

Travel Model

The client model is structured so that you will be with the Client Irom Monday to
Thursday and in your local oIIice on Fridays. Travel requirements depend on where your
client is located.


The Iirm looks Ior well-rounded individuals with a record oI strong academics, work
experience and leadership.

From Generalists to Specialists McKinsey has recognized the growing
demand Irom their clients Ior consultants with a specialization and Iocus. As a
result they are now hiring recruits with the intention oI having them partially
Iocused on a particular industry or Iunction. In particular, McKinsey Toronto has
recently created a group oI consultants that have a particular interest and Iocus on
technology based industries the Iirm states that those consultants will spend
50 oI their time on generalist cases and 50 oI their time on technology based
clients. They also Ilew a concurrent Ivey-Science candidate down to the U.S. to
interview speciIically Ior their Pharmaceutical practice. II you have a particular
interest, research the Iirm and talk to people working there Ior unique
opportunities.
Cross Enterprise Leadership Its no secret that McKinsey helped develop the
new Ivey strategy, coined by the popular term Cross Enterprise Leadership. In
the same way McKinsey is looking Ior those candidates that can understand the
big picture as well as the individual components oI a business.
Looking for Leaders McKinsey will likely have you write a leadership essay
to include with your application. II possible, choose an experience that is easy to
understand and relate to. Be sure to make the essay action oriented and
incorporate the three aspects, leadership, teamwork and analytics into the essay.
Mountains of Publications McKinsey is a serial publisher oI new thought
leadership Ior the industry, ranging Irom Iull books to articles in the McKinsey
Quarterly. Showing a genuine interest in their work will help differentiate.
Check their website to Iind all oI the resources. You can even sign up Ior a
weekly newsletter in your email.



Interviews consist oI 2 rounds. The Iirst round includes a problem solving test and two
Iace-to-Iace case behaviour interviews with Associates and/or Engagement Managers.
This is the chance to ask the questions you have about the company. Be on your best
behavior and demonstrate strong client skills. The second round consists oI 3-4 case
behaviour based interviews with Associate Principals, Principals and/or Directors

McKinsey case interviews are both heavily guided yet at the same time
unstructured. Interviewers will ask speciIic pointed questions Ior you to answer,
then leave it to you to develop the approach and inquire about inIormation you
want. They have a time constraint and may push you on to the next phase oI a
case pre-maturely iI they need to dont get phased by this, simply switch your
Iocus and answer the new question. They like to see conIidence in the conclusions
you draw, and they want the interviewer to drive and lead case discussion.
McKinsey will include a healthy balance oI quantitative / analytical work and
general business problem solving. Be prepared to crunch numbers in your head
and to be precise practice your math!
McKinsey behavioral interviews are looking Ior a Iit with their culture oI
achievement and proIessionalism, and a comIort in communicating with others.

Resources
www.mckinsey.com/careers
http://www.mckinsey.com/locations/Canada

Mercer Management Consulting
Mercer Management Consulting (MMC) is a wholly owned subsidiary oI the massive
proIessional services Iirm Marsh & McLennan Companies Inc. The parent company is
publicly traded. MMC was Iormed in 1990 and has grown dramatically over the past 15
years through a strategy oI international acquisitions. They continue to develop their
capabilities and client list, going up against the traditional leaders oI strategy consulting.
Strategy Consulting
Travel Model Mercer likes to work on the client site, meaning about 4 days oI
travel every week. On the upside, the Toronto oIIice oI Mercer is a major hub and
oIten staIIs oIIices all over the U.S. and Europe this can mean travel to
interesting and unique locations.
International Clients Mercer (using a global staIIing philosophy) has no
problem sending Toronto consultants to go work in the U.S. This means traveling
away Irom home.
Fridays in the Office Consultants at Mercer constantly applaud the atmosphere
in the Toronto oIIice, which involves drinks and socializing on Friday aIternoons
aIter 4PM.
Entrepreneurs at Heart Despite Mercers corporate parent, the firm has a very
entrepreneurial culture. They like to remind candidates that although they are part
oI a larger company, MMC makes all decisions on their own and has tremendous
autonomy.
Culture of Merit Mercer constantly cites their culture oI meritocracy whereby
those individuals who perIorm will be given more responsibility, while also being
rewarded Ior their work.
Serial Thought Leaders For a Iirm only 15 years old, they produce a
tremendous amount oI publications that are highly regarded in the business
community including The Profit Zone and Profit Patterns. Reading these will
give you some insight into the firms perspectives.
Mercer will likely have two case interviews in Iirst round that might also incorporate a
Iew behavioral questions. Second round will be a similar Iormat, but with more
interviews and with partners instead oI consultants.
Mercer case interviews tend to be drawn Irom actual case work oI the consultants.
The cases are relatively unstructured meaning you will have to develop a strong,
logical approach to answering the problem. The cases have a healthy balance oI
quantitative number crunching, logic based analytics and business creativity.
While graphs and charts are not common in Iirst rounds, they use them Irequently
in second round interviews and expect a logical interpretation oI the data.
MMC behavioral interviews are like most Iirms just looking Ior a Iit with their
culture and Ior an ability to express yourselI and your experiences eIIectively.

Mercer Oliver Wyman
Mercer Oliver Wyman (MOW) is the Iinancial services consulting division oI the
massive proIessional services Iirm Marsh & McLennan Companies. The group is the
result oI the acquisition oI Oliver, Wyman & Company in 2003. Oliver, Wyman was a
prestigious Iirm operating in the Iinancial consulting space, and Mercer has chosen to
keep the name Ior brand equity. They boast many oI the worlds top Iinancial institutions
as clients, and their work ranges Irom high level strategy work to process based risk
management and actuarial analysis.
Financial Services Consulting
Deep Specialization Founded as a Iirm that specializes only in the Iinancial
services sector, they have developed an excellent reputation. Showing a general
interest in the Iinancial services industry will be a plus on any application.
Culture of Merit Like their sister company Mercer Management Consulting,
MOW constantly cites their culture oI meritocracy whereby those individuals who
perIorm will be given more responsibility, while also being rewarded Ior their
work.
MOW will likely use both case and behavioral interviews in Iirst and second round.
MOW cases tend to be drawn Irom actual client engagements and will oIten be
more heavily quantitative than the average consulting interview. Interviewers are
looking Ior an ability to both solve the case eIIectively, but they are also looking
Ior poise in ones ability to handle the case.
MOW behavioral interviews are like most Iirms just looking Ior a Iit with their
culture and an ability to express yourselI and your experiences eIIectively.

Mezzanine Business Consulting
Mezzanine Business Consulting is the spawn oI what was one time called Ivey Business
Consulting. Largely staIIed and led by ex-Ivey grads, the Iirm Iocuses on what they call
tactical consulting. Much of their work is with small to mid sized companies, and the
type oI work they perIorm is more operational in nature than you might get at other Iirms.
Tactical Consulting
Staffing Model Mezzanine prescribes to a lean staIIing model, oIten involving
short cases with only a Iew consultants involved. This means consultants can get a
lot oI responsibility in a short time at Mezzanine.
Flexible Hours Due to Mezzanines entrepreneurial nature, working hours are
Ilexible and may vary Irom very slow weeks to extremely demanding weeks with
late nights.
True Meritocracy The Iirm is still relatively small. To keep the Iixed costs oI
their consultants low, they have a much more variable compensation scheme,
even Ior entry level consultants. This means that the more you work and the more
you bill out, the more you will make.
Entrepreneurial by Necessity Starting a consulting Iirm in the competitive
North American landscape is no doubt a diIIicult task. All consultants at
Mezzanine are expected to bring a strong entrepreneurial Ilair to help grow the
business. Further, they are all encouraged to Iind new business whenever possible.
Mezzanine business consulting uses both behavioral and case interviews in Iirst and
second round.
Case interviews will oIten be drawn Irom the interviewers experience. Plot out a
strong Iramework and take cues Irom the interviewer in order to judge where to
direct your case analysis.
Mezzanine employs one unique Iorm oI behavioral interviewing whereby
candidates that come to 2
nd
round are asked to prepare a 5 minute presentation on
a particular topic relating to Mezzanine and their business. Beyond that, they are
looking to see whether their candidates have the entrepreneurial energy to work in
a smaller, less structured environment.

Monitor Group
Updated July 2011


Monitor was Iounded in the 1980s in Cambridge, MA; the Toronto oIIice will be
celebrating its 25
th
anniversary this Fall. There are approximately 1400 employees in 25
oIIices around the World (North American oIIices include Toronto, Cambridge, New
York, Chicago, Los Angeles and San Francisco).

Since inception the core Iocus oI the Iirm has been on Corporate Strategy, helping the
worlds largest companies determine Where to Play and How to Win. The firm also
has strong practices in several other content areas including Marketing Strategy, Pricing,
Organizational Design, and Innovation.


Monitor oIIers a wide range oI consulting services; however the Iocus oI the Iirm is on
Corporate Strategy. There is no speciIic industry Iocus, and clients span a broad range oI
industries including consumer products, pharmaceutical, chemical, Iinancial services, and
government.

The firm works with many of the Worlds largest companies (including many of the
Fortune 500), as well as with government and non-proIits/NGOs.


Monitor is a partnership, with approximately 100 senior partners owning and managing
the Iirms global practice. The Iirm is well known Ior its Ilexible and customized career
paths

While some firms focus on consultant classes or an up or out model, Monitor is
meritocratic in nature and tailors a career path Ior the individual. This leads to variation
in promotion and compensation among junior consultants, with the best perIormers being
promoted aIter 12-18 months, and a Iirm-wide average oI just over 24 months to
promotion to the member class.

However, it should be noted the role consultants play Irom case-to-case can vary
dramatically, and it is typical Ior strong perIormers to take on more senior roles prior to
official promotion. Despite not having an up or out, Monitor is still committed to
covering the cost oI business school Ior its strong perIormers who return to the Iirm aIter
their studies

Travel Model

Because Monitor works on the 50/50 model (two cases at once), there is typically less
travel than at some other Iirms; however, there is still travel! Instead oI deIaulting to
always being on client site, Monitor teams are known to only travel when there is a
purpose (e.g., client meetings, workshops, customer interviews, internal working
sessions). The hours can vary dramatically, but are comparable to other top tier
consulting Iirms.


As an international Iirm, Monitor provides a wide range oI opportunities Ior consultants
to gain international experience. Because the Iirm is structured on a global P&L,
consulting resources can move Ireely between oIIices. Toronto consultants are currently
living and working in London, Moscow, Dubai, Cambridge, Chicago, and New York.

Culture

Monitor oIIers a work environment oIten described as collegial, supportive and relatively
laid-back. New consultants in the Toronto office are paired with an officemate to show
them the ropes, and make sure they are well integrated into the community.

The Iirm views its consultants as its greatest assets, and invests signiIicantly behind the
Monitor community. In addition to oIIicial Summer and Holiday parties, the Toronto
oIIice also takes part in an annual trip to the BuIIalo Bills, a Iirm-wide Ski trip, summer
retreat in Muskoka, and Friday beer parties.


Culture of Merit Monitor truly lives a culture oI meritocracy. While they will
give you more diIIicult work as you are ready Ior it, they will also reward you
Iinancially Ior perIorming well this comes in the Iorm oI an annual bonus which
may potentially reach as high as 40 oI base salary.
Laid Back Atmosphere Monitor places tremendous trust and responsibility in
their consultants. While driven and committed to excellence, they are not too
concerned whether you work Irom home or the oIIice. Furthermore, the oIIice
culture is very casual with consultants sometimes showing up in street clothes Ior
work.
Responsibility Early On The firm isnt afraid to give their consultants a lot of
responsibility early on. One Ivey grad quipped that they were working directly
with a senior executive oI a client only weeks into joining.
The Many Subsidiaries Monitor prides itselI on the somewhat dizzying
number oI subsidiary and associated businesses under the Monitor name. The
organizational structure and relationships oI all these businesses can be very
conIusing, but at the same time these other businesses represent a great
opportunity Ior consultants to branch out and gain diIIerent experiences while
remaining with the company.


The Monitor interview process includes two rounds:
! Round One is held on-campus and includes two individual written cases
and a behavioral interview. The written cases are designed to test an
applicants quantitative and qualitative analytical abilities
! The second round interview is held at our Toronto oIIice and includes a
group case, and 4-6 behavioral interviews with senior leaders

In the past, Monitor has used a unique style when interviewing candidates. First round
will have two case interviews and one behavioral interview. The two cases are what they
call written cases. They will provide you with a booklet of information, exhibits and
graphs pertaining to some business problem, and then they will present you with the
situation and a number oI questions about the business problem. You will have 30
minutes to prepare an answer and then the interviewer will enter to discuss your answers
with you. In second round, you will spend the day at the oIIice. In the morning they will
put you through 5 or 6 behavioral interviews with partners and managers. In the
aIternoon you will perIorm a group case with 5 or 6 other candidates where you must
solve a case collectively.
The case interviews in both Iirst and second round are heavily structured with pre-
deIined questions to answer, and a booklet oI inIormation that will help you to
answer them. The best way to approach this is determine the information youll
need to answer each question, then search through the booklet to Iind that inIo.
Monitor behavioral interviews also tend to be quite diIIerent. While the Iirst
round is straight Iorward, the second round will vary Irom interviews with very
pointed questions to interviews that are more like a discussion. One interviewee
recalls entering the room and being asked his opinion on the current laws
regarding REIT taxation in Canada.


Resources

In addition to the inIo session, the Monitor website can be a useIul resource
Additionally, a number oI HBA alumni are currently working with Monitor
Toronto and are happy to speak more about the opportunities

Roland Berger
Updated July 2011

Roland Berger Strategy Consultants, Iounded in 1967, is one oI the world's leading
strategy consultancies. With roughly 2,000 employees working in 42 oIIices in 30
countries worldwide, we have successIul operations in all major international markets. In
North America we have oIIices in Chicago, Detroit and New York City. The strategy
consultancy is an independent partnership exclusively owned by about 200 Partners.


In the United States, the primary Iocus is on Consumer Goods & Retail, Energy &
Utilities and Automotive, and Iunctionally Iocus on Strategy and Operations. Globally
however, work is within all industries and Iunctions.


Undergraduate students enter the company as a Junior Consultant and progress to a
Consultant and then Senior Consultant (the entry point Ior an MBA student); Time
required to progress varies by consultant, but typically on average it requires 3 years oI
work.

Travel Model

There is no Friday in the office policy. Basically you will be there when the client
needs you. The Iirm is also accommodating oI your personal liIe situations.

Heavily travel based, working both across North America and globally. OIten work is
done on site, Ilying in on a Monday and out Friday. A typical week can range by project,
working anywhere Irom 60 hrs/wk 100 hrs/wk



Roland Berger's wide international presence oIIers consultants the ability to work
internationally on short term, temporary or a permanent basis. Consultants have the
ability to work on projects in various countries, transIer to another oIIice Ior a duration oI
approx. 6 -24 months or permanently relocate.

Culture

The culture is based oII oI Iirm values entrepreneurship, excellence and partnership.

The Office The Detroit oIIice is quite small and very Iriendly (approx. 15
consultants and 10 service staII plus 3 partners and 1 managing partner). Because
oI its size, a lot oI responsibility is given to the consultants as well as the
opportunity to work closely with the partners.
Training Every new hire is invited to a 2-week kick-off training, which
includes classroom training and team building exercises. The event is held in
Germany and you are sure to go to return Ior a Iew days each year Ior additional
classes.


It is not mandatory to have previous consulting experience, however iI you do not have a
background in consulting indicate why the change and the skills that will enable you to
be successIul at Roland Berger.

Serious about their work This is a no nonsense firm. They believe in
creative strategies that work and live by that each day. Therefore they like
well-balanced individuals with strong academic and proIessional credentials, and
extra-curricular involvement.
Multilingual Although not a requirement, languages are an asset especially iI
you aspire to work in an international oIIice.


2 rounds oI interviews - 1
st
round is on campus (halI Iit halI case) and 2
nd
round is at
either the Detroit or Chicago oIIice. The 2
nd
round consists oI several interviews,
including behavioral, business knowledge and a longer case interview with presentation.

First round typically includes a case and behavioral interview. The cases have
oIten been operational in nature in the past, and it seems they were looking Ior a
lot oI depth in the issues oI the case, requiring the candidate to drill down to the
solution.
Second round interviews typically include a case Ior which you have 30 minutes
to read and prepare a presentation (no computer allowed but a calculator is given).
A partner will likely meet with you to discuss your experience and education
Iollowed by another meeting with the managing partner to discuss any oI your
career objectives and questions about the Iirm.

Resources
Corporate website: www.rolandberger.com
US Website: http://www.rolandberger.us/

Ivey Alumni/Ambassadors: Sebastian Koper (MBA recruiting) and Courtney Allen
(undergraduate recruiting)

Secor Corporate Consulting
Secor Corporate Consulting is a truly Canadian consulting Iirm. Having started out in
Montreal Quebec, Secor acquired a marketing consulting Iirm in the Toronto market
around 2001 and has grown since organically. The company prescribes to a slightly
diIIerent model oI consulting whereby they use a very small Secor case team with a
larger number oI client employees this helps to reduce their costs and make them more
competitive.
Strategy Consulting
Quebec Connection The ability to speak French (while not required) is
deIinitely an asset with Secor. They have signiIicant operations in Quebec as well,
and it opens up doors iI you can speak the language.
Entrepreneurial Atmosphere As the Iirm is still quite small in Toronto,
consultants need to have an entrepreneurial Ilair and be ready to take on a whole
myriad oI tasks to see the success oI the Iirm.
Responsibility Fast! Consultants at the Iirm talk about being thrown into client
situations early and being Iorced to learn quite quickly. They will value this
Ilexibility and capability in their consultants. It will look good on you to show
examples of initiative youve taken in the past.
First and second round interviews have both case and behavioral components.
Cases are oIten taken Irom client situations and are relatively unstructured. They
incorporate a minimal amount oI quantitative analysis. Other types oI cases
encountered were more hypothetical business analysis problems eg. How could
an airport limousine driver increase his profitability?
Behavioral interviews are mostly straightIorward. Though some diIIerent styles
have been encountered. In one circumstance a candidate entered the interview and
was asked simply What do you want to know about Secor?, and a conversation
ensued.
In the second round interviews, one oI the components oI the behavioral interview
is called the tough chat where a partner will talk to you about a business
problem or something Irom your personal experience to gauge your ability to
structure an argument and apply logical problem solving skills to a situation or
problem. Dont be mislead by what seems like a casual conversation -think
careIully about your answer and its structure.

ZS Associates
ZS Associates, while considered a strategy Iirm, is really a Iocused marketing and sales
Iorce management company. The company got its start Irom two proIessors at
Northwesterns Kellogg School oI Management. The company deals with marketing
issues and is heavily Iocused on the pharmaceutical industry. They are currently trying to
expand their marketing expertise to other industries like Iinancial services.
Marketing and Sales Force consulting
Looking for Long Term Commitment The Iirm emphasizes their desire to
hire Ior the long-term and promote Irom within. This is driven by a belieI in
organic growth. They dont necessarily require their consultants to go back for an
MBA, and they emphasize that many oI their partners have moved up the ranks
Irom the entry level.
Gotta Love Pharma The bulk oI the companies clients are big
pharmaceuticals. Expressing an interest and having some knowledge oI this
industry is not a pre-requisite, but it can be a nice way to diIIerentiate yourselI in
your application and interview discussions.
Quantitative Analysis ZS has a more academic and mathematic approach to
their work (Note: the current Managing Partner oI the Toronto oIIice was a math
major in university). Many oI their assignments will involve the creation oI
complex Iorecasting models using excel and in house programs. It will look good
if you can highlight some experiences youve had in this regard.
The ZS interviewing process is much diIIerent Irom that oI most other Iirms. First round
will likely involve both a case and behavioral interview, while second round will likely
have two case interviews and one behavioral with the Managing Partner Ior Toronto.
First Round In the past, Iirst round case interviews have been both heavily
structured and heavily quantitative in nature. The interviewer gives you a
packaged case book with graphs and inIormation. As each piece oI inIormation is
revealed, questions will be asked about it. The interviewee will have to draw out
insights and crunch numbers to arrive at an intelligent answer.
Second Round There are two types oI case interviews in the second round a
regular business problem case, and a sales Iorce allocation case. The regular
business case is similar to most other Iirms unstructured and mildly quantitative.
The sales Iorce allocation case is quite unique candidates will be given
inIormation and they will have to work on a map with the interviewer to start
mapping out the most intelligent use oI a companies sales Iorce.
Behavioral interviews are very much Iocused on Iit and interest in the Iirm. They
want to see that you have a keen interest in the Iirm, and that you have an interest
in staying with the Iirm Ior longer than regular consulting Iirms.

The Recruiting Process

Title Location Cost
Vault Guide to the Top 50 Management
and Strategy Consulting Firms
Ivey eZone Free
Consolidated Case Interview Practice
Booklet
CM Free
Practice Case Interview Graphs and
Diagrams Example Booklet
CM Free
Ivey Case Interview Practice Booklet Ivey eZone Membership in
Consulting
Club
Crack the Case by David Ohrvall CM; Online website (e-
book version)
~$30 CAD
Consulting News CM OIIice Free (Must
read in oIIice)
Newspaper and Business Articles Ivey & CM Free
Ivey Alumni Database Book CM OIIice Free (Must
read in oIIice)
Case in Point

Recruiting is a Iull-time commitment. While the Iirms might not be on campus, you
should still be preparing Ior when they do come. As such, we have broken down the
recruiting experience into three main sections:

1. Pre-recruiting

2. Recruiting season

3. Post-recruiting

Exhibit 4: Overview of Recruiting at Ivey
Overview of the Summer Recruiting Process: HBA 1

Section Objective:
This section will prepare you to navigate the entire recruiting process. It will do this by
acting as your operational guide, timeline and action plan. While many other resources
talk about what you can do to prepare, this guide goes the extra mile in telling you when
you should be doing it!
November
February
January
December
Summer Break
April
March
September
October
Pre-Recruiting
Recruiting Season
Post-Recruiting
1. Hone resume and cover letter format
1. Continue interview practice daily
1. Draft and submit applications
2. Practice interviews with team of 3-4 (daily)
1. Prepare for interviews & job applications
2. Meet with firms of interest
1. Plan recruiting strategy for full-time
1. Focus on exams
1. Evaluate other recruiting options
1. Learn about potential industries
for employment
1. Learn about consulting industry
2. Start constructing your resume
Month Priority of Activities for the Month
Pre-Recruiting

You should have three main objectives in the pre-recruiting phase:

1. Get to know the various Iirms that you will apply to
2. Thoroughly prepare your resume and practice writing cover letters
3. Prepare yourselI Ior case and behavioral interviews

Getting to Know the Firms and the Industry

It is important to get to know the Iirms that you wish to apply to. First, it will help you
decide what type oI Iirm you hope to work Ior. Further, showing interest in the Iirms will
immediately put you on their recruiting radar (as long as you leave a good impression)
and teach you about the competitive space they operate in. Getting to know the Iirms
should go Irom the general to the speciIic:

Personal reading and research Start by reading the Vault Guide to the Top 50
Consulting Firms. In addition, you should research the websites and internet for each
consulting Iirm you have an interest in joining.

Talking to individuals in the industry Once you know the Iirms you are most
interested in joining, it is best to start by talking to people within your personal network,
and then expanding outward:

Friends and colleagues Talk to Iriends who have worked in consulting, or who
will be in the Iuture. Learn what they like about their work, what they dislike,
how many hours they put in and the type oI work they are doing.

Ivey HBAs and MBAs Talk to Ivey students who summered in consulting to
learn about their summer experience, and their recommendations Ior recruiting.
The consulting club will be a great resource Ior this

Ivey Alumni working in Consulting There are likely many Ivey grads currently
working at the Iirms that recruit Irom Ivey. In most cases it is okay to contact
them expressing an interest to learn more about the Iirm. It is best to schedule a
personal meeting with them Ior a coIIee or a beer (let them choose) aIter work.
Note: You can find their contact information through Alumni listings
available in the Business Library.

Ivey Alumni Partnership:
Ivey now offers an Alumni partnership program whereby students can get connected
with Ivey Alumni who are interested in mentoring students. This is often a good place to
find Alumni who can help guide your consulting recruitment initiatives.

Writing Resumes and Cover Letters

The process oI writing resumes and cover letters is an iterative one that takes a lot oI time
and eIIort so DONT wait until the last minute to prepare them. The resume you
start with at the beginning oI school will look nothing like the one you Iinally use in
applications. The more eyes that look at your resume and the more times you revise it, the
better it will become. CM and the Ivey Consulting Clubs oIIer a number oI great services
to help you with writing your resume and cover letters. These services are outlined
below:

CM In-Class Help CM will host a number oI class sessions in the Iirst Iew months oI
the program. The classes while non-industry speciIic will give you the general advice and
tools you need to start writing your resume and draIting cover letters in ways that are
expected oI you in Business School.

CM Document Editor Resume Review CM has a Iull-time Document Editor who will
review and edit cover letters and resumes, then send them back to you with annotations to
make improvements. CM will communicate the availability oI this service and timelines.

CM Meetings You can schedule meetings with CM online through eZone. You can use
one oI these meetings (approx. 30-45 mins in length) to go over your resume and cover
Note on Customizing Your Applications
Despite what others may tell you, it is important to customize both your resume AND
cover letter for each company application you submit. It is likely that your resume will
require only a minimal amount of adjustment. However every one of your cover letters
should be unique and tailored well to the firm which you are applying to. The people
reading your application will read 100 more exactly like it they can tell if you
have researched the firm well, or if you simply changed the name on a template
cover letter. It WILL make a difference.
Business Meeting Etiquette:
If youre going to arrange a meeting with someone to talk about the industry or their
firm, it is wise to adhere to some simple rules of etiquette:
Be on time this cant be stressed enough. Plan to be early!
Research and come with intelligent questions dont waste someones time!
Have a real conversation ask follow-on questions, start a discussion not an
interrogation
If you initiate a meeting, it is expected you pick up the tab.
letter writing. In addition, the 10 minute drop in sessions are excellent Ior reIining your
applications to the Iinal details.

Consulting Club Resume Review Much like CM the consulting club will also help to
review and critique your resume Ior you.

Friends and Colleagues Get your Iriends, colleagues, HBAs & MBAs to read over
your resumes and cover letters. Having a third party review your letters will improve
them dramatically.

Preparing for Case Interviews

The case interview is the hallmark oI consulting recruiting, and absolutely critical in
getting the job; iI you do not Ace the Case, dont count on getting a call back.

What Does It Mean 1o Ace the Case?
A case interview is simply a discussion about a particular business problem. For the
purposes oI the interview the business problem is much simpliIied and Iocused on at most
a Iew issues. The interviewer is trying judge your ability to approach and solve a
problem, and while getting the right answer is important, it is not enough to make you
an outstanding candidate. Below are the three main aspects needed to ace the case:

Case Process & Structure The process you use to arrive at a case solution is in many
ways more important than the answer itselI. The interviewer wants to see the use oI a
logical, structured approach to the problem. By showing an excellent process to
approaching problems, it gives the interviewer conIidence that you can adapt your
problem solving to any other situation, no matter what the circumstances they want to
know that it wasnt coincidence that you arrived at the case solution.

Case Result & Outcome While it is not enough to get the correct answer, it is still
important. The inIormation given in the case should point to a speciIic problem and a
specific area of focus to solve the problem. As such, there is in fact a right answer but
dont be worried, because if youve approached the case in a logical way being sure to
cover all bases, the inIormation should point to a relatively obvious solution to the case.

Tips on Resume & Cover Letter Writing
Make your resume action oriented
Answer the So What? Why are your experiences important or relevant?
Less is often more try to be concise
Not all advice is good advice decide which recommendations from friends and
colleagues make sense for you

Case Presentation & Composure Because consultants must work with clients on an
every day basis, part oI the case interview is judging your composure and conIidence in
attacking a problem and pulling together a solution. They want to see that you are truly
interested in the business problem, and they want to see that you can drive the discussion
around the business issue. This means you should be controlling the progression oI the
case, asking the questions and drawing insights without too much prompting Irom the
interviewer.

How 1o Best Prepare for Case InterviewsPractice!
You cannot study overnight to prepare Ior case interviews despite our business
education, case interviews test ones ability to approach general problem solving in a
logical, structured Iashion something not directly taught in business school.
Furthermore, in addition to solving the case, you must speak your thoughts and interact
with the interviewer iI you wish to make an outstanding impression. Pulling all oI this
together is a new experience and somewhat unnatural. As such, preparing Ior case
interviews requires a tremendous amount oI practice in order to make it seem natural, and
allow you to be conIident.

Personal Study and Reading The Iirst step in preparing Ior case interviews is to read
as much as you can on the topic to lay a Ioundation Ior Iuture practice and preparation.
The best introductory materials to read include:

Vault Guide to Case Interviews eZone
! A great way to introduce yourselI to the case method. However the
inIormation contained within is somewhat elementary and removed Irom
real case interviews. Use this as your Iirst introduction to the case method.
Business School Consulting Club Case Books (Harvard, Tuck, Ivey etc)
eZone
! These are books oI example case interviews that have been compiled by
the consulting clubs oI various business schools around the world. They
oIten have an opening section that talks about Irameworks and ways to
Note on Frameworks:
95% of the time using canned frameworks and business models, like Porters 5 Forces
or the 4Ps, will be a sure way to eliminate yourself as a candidate. No business problem
is the same, and no pre-defined framework will apply perfectly. If you try and force a
framework onto a unique business problem, it will show and you will likely miss some
key aspects of the case not to mention appearing painfully unoriginal.

In any case, ask yourself, What is the question I am trying to answer? Then the
logical follow-up is, What information will I need to answer this question? Let these
two questions define what information you ask for from the interviewer as you develop
your own customized framework to the problem.
approach cases. These books are excellent Ior practicing alone or with
Iriends.
David Ohrvalls Crack the Case CM or purchase at www.mbacase.com
! This is a great book written by an ex-consultant. It is written exclusively to
prepare the reader to Crack the Case interview. It is easy to read and
readily applicable to improving your case interviewing skills.
Consulting Firm Websites
! OIten consulting Iirms will include materials to help you prepare Ior case
interviews on their website. This can range Irom reading material to actual
interactive practice cases.

Individual Practice The next step aIter reading up on the case interview process is to
practice on your own. This will give you a chance to become Iamiliar with the types oI
cases out there and to begin applying some oI the techniques outlined in the above
reading. Use the case books compiled by other universities Ior practice.

Real-Life Practice AIter having read and practiced on your own, it is critical that you
get direct Iirst-hand experience with case interviews. This means you need to Iind people
to act as interviewers and administer case interviews to you.

CM mock interviews
Consulting clubs executive members
Classmates and colleagues #1 Resource for practice
2
nd
Year Students

Case Interviews: Practice Case Groups
The BEST way to prepare for case interviews is through continued practice! To do this,
create a small 3 or 4 person study group among yourself and friends interested in
consulting. The group should get together on a very regular basis (3 or 4 times a week)
to practice by giving each other case interviews and candid feedback.

This not only gives you great experience in with case interviews, but by acting as the
interviewee for your friends you will begin to see from the perspective of the
interviewer what things look like this will help you to refine and improve your
performance dramatically.
Mock Interviews: Choosing the Best Interviewers!
Not all mock interviewers are created equal. They are all second year students, but some
may not have gone through recruiting with consulting firms. Refer to their bios on
eZone to determine those best suited to help you.
Recruiting Season

The recruiting season Ior consulting comes Iast and hits hard. Investment Banking and
Consulting are the Iirst to come to campus and the Iirst to make job oIIers this is why
preparation before recruiting season is so important. An example oI the recruiting
timeline is outlined below, and each stage oI the process is addressed in Iurther detail:

Exhibit 5: Recruiting Timeline of a Typical Consulting Firm

Information Session
First Round Interviews
on Campus
Interview Shortlist:
Notified by CM
Job Applications Due
Job Offers Made
Second Round Interviews
in Company Office
Mon, Sept 11
th
Tues, Sept 12
th
Mon, Sept 18
th
Mon, Sept 25
th
Tues, Sept 26
th
Offers for Second Round
Fri, Oct 16
th
Night of Oct 16
th
Full-Time
Recruiting
Recruiting Stage
Job Openings Posted on
Ivey eZone
Fri, Aug 1
st
37
Pg #
39
40
40
40
42
41
38
Mon, Jan 8
th
Tues, Jan 9
th
Mon, Jan 15
th
Mon, Jan 22
nd
Tues, Jan 23
rd
Fri, Feb 9
th
Night of Feb 9
th
Summer
Recruiting
Wed, Nov 1
st
1ob Postings on Ivey eZone

Ivey eZone will become your prime resource Ior recruiting inIormation. At the beginning
oI recruiting season, job postings will come up quite Irequently, so it is important that
you check it everyday Ior new postings. As the postings come onto eZone you should
register to attend the information sessions for those companies you are interested in.
Note: If you sign up to attend an info session online, this is like scheduling a meeting
with the company. It is expected you will attend, and you should give plenty of
warning if you cannot or plan not to.

Information Sessions Preparation

It is a good idea to do some research into the company prior to the inIormation session.
While they dont expect you to know everything about the Iirm, you want to be able to
start conversation with them and speak intelligently. Reading the company proIile in the
Vault guide and visiting the company website is likely suIIicient. Come prepared with
thoughtIul questions.

Information Sessions During

InIormation sessions are meant Ior you to learn about the Iirm, and Ior the Iirm to learn
about you. The Iirms take note oI who attends their inIormation sessions (ie. II you want
an interview, its probably a good idea to attend.) However, asking questions in the group
session is not necessary to make a good impression only ask those genuine questions
that you Ieel will truly beneIit everyone. Here is a checklist to remember Ior inIo
sessions:
Appropriate dress code? The eZone event posting will speciIy. Consulting is
usually business casual unless otherwise stated
Pen & pad oI paper? You will likely want to take notes to help you remember
anything signiIicant Ior your interview, resume and cover letter prep.
Prepared research are there any questions you really want answered? Note them
down so you wont forget to ask

Information Sessions Reception

AIter every inIormation session the Iirms will host a small reception oI appetizers and
reIreshments. This is your chance to meet and speak with consultants Irom the Iirm on a
1-to-1 (or oIten 5-to-1) basis. This is the time when you should ask any questions you
have. It is also a great opportunity to learn more about what type oI work the consultants
are doing, and what they think oI the Iirm, the oIIice and the culture oI the company.
Some good rules oI etiquette are:
Avoiding alcoholic drinks
Including your colleagues in discussions dont be that guy who is overly
aggressive in conversation
When asking Ior or presenting your business card, it is good to have a rationale
behind it eg. Would I be able to contact you with some questions regarding
X?
Ask speciIic questions iI you want good answers eg Can you tell me about the
work youve been doing in the last two weeks on your current engagement? Vs.
What type of work do you do?

Information Sessions Follow-up

There are two things to do Iollowing an inIormation session:
Tailor your resume and cover letter
! II aIter the inIormation session you still intend to apply, tailor your resume
and cover letter to match with what they expressed interest in during the
information session. Also, its not a bad idea to mention meaningful
conversations you had with any oI their consultants.
Send oII thank you emails
! II you had a meaningIul chat with any oI their employees and you
mentioned you might Iollow up with a Iew more questions, then it is not a
bad idea to send off a thank you email to them. Note: Be selective in
doing this you do not want to bombard everyones inbox.

Submitting 1ob Applications

This is a critical step in the recruiting process. Your application needs to be both
outstanding and well tailored to the particular company youre applying to. You must
diIIerentiate yourselI among a crowd oI very competitive applicants. To give you an idea
oI the competition Ior jobs in consulting we have included a numerical breakdown oI
candidates at each stage oI recruiting Ior one oI the top Iirms last Fall:

Stage of Recruiting # of Candidates
Job Applications Submitted 108
First-Round Interviews 12
Second-Round Interviews 5
1ob Offers Made 2

Typical applications will require three things (In this order):

Cover Letter
Resume
Ivey Transcripts (undergraduate grades are oIten unnecessary although
requirements vary Irom Iirm to Iirm read the job posting thoroughly)

Make note as to how the application should be submitted:

Online through eZone
CM Drop-OII Box
The companies website

Note: Do NOT wait until the last minute to submit. If something can go wrong, it
just might, and the 5PM deadline is a HARD deadline.

Interview Shortlist on eZone

AIter reviewing all applications the Iirms will send a shortlist oI approximately 8 to 15
candidates to CM this number can vary dramatically depending on the hiring needs oI
the Iirm and the talent they see in candidates. CM or the Iirms themselves will then
contact each selected candidate inIorming them that they can sign up Ior an interview
timeslot online on eZone.

First Round Interviews What to expect

First round interviews are typically held on campus in the CM interview rooms below the
CM oIIice. You should show up at least 15 minutes prior to your scheduled interview
time. You will want the time to relax yourselI, also it is possible that they are ahead oI
schedule and would like to start early. You will wait in a holding room until the
interviewing consultant comes in and calls Ior you. Once youre in the waiting room,
there isnt much more preparation you can do, just relax and be conIident in yourselI and
your skills. The Iollowing is a checklist oI things to remember beIore going into your
interview:
Dress code You should be dressed in business Iormal
Pen and paper The only materials you need are a Iolder with paper and a pen
Warm up your voice Your voice muscles are like every other muscle in your
body and need warming beIore they can work at their best. To be articulate it is a
good idea to warm up your voice by talking to someone else or yourselI
Bottle of water Bring one iI you preIer
Use the washroom Go ahead oI time, because you might not get a chance Ior
another hour
Practice your handshake Good Iirst impressions are everything
Choosing an Interview Time Slot:
You will want to schedule your interview timeslots such that you will not miss too many
classes (though it will inevitably happen). Your professors will understand if you speak
with them in advance of class an email is also fine. Plan to give yourself plenty of
time to get in the right mindset for an interview in order to be at your peak performance.
Smile Smiles are also a great way to give a good Iirst impression
Relax your mind and be natural If youre uptight it will show

Offers for Second Round What to expect

Invitation to Second Round One oI your interviewers will likely call you Irom within
24 hours to one week later. II you are oIIered a second round interview, that is quite the
accomplishment and you should thank the interviewer and congratulate yourselI. While
you have your interviewer on the phone it is a good time to ask them Ior Ieedback on
your interview. Despite the Iact that you did well (got to second round) there are always
ways to improve your perIormance. Try and elicit very speciIic Ieedback Irom the
interviewer eg. In preparation for my next round can you share with me, What was
the best thing I did?, What was my greatest weakness? At the end oI the day they
want you to succeed, because they recommended you Ior second round!

Declined Second Round Despite being declined a second round interview, this is still a
great chance to get valuable Ieedback on your interviewing skills. As above, ask speciIic
questions iI you want speciIic (and honest) answers. OIten times the person calling to
decline you second rounds will want to make the call as short as possible, so dont be
aIraid to be assertive in asking Ior speciIic, valuable Ieedback. Note: Be sure to be
conscientious and gracious as you ask Ior this advice it is more than likely you will
meet them at a later time in recruiting.

Second Round Interviews What to expect

Pre-Interview: Second round interviews are almost always the final round. All firms
will hold second rounds in their local oIIice (most likely Toronto). Firms will pay Ior you
to take a train (Iirst class hopeIully!) to Toronto on a Thursday night. They will take you
out to dinner with other candidates and consultants Irom the oIIice. They will pay Ior you
to stay in a hotel Ior Thursday night and will conduct Iinal rounds on Friday in their
oIIice. While the dinner the night before is often considered non-evaluative, you will
likely meet some oI the people who will interview you. This is a way Ior them to
determine iI youre someone they could work long hours with and still enjoy themselves.
Making a good Iirst impression and demonstrating your client skills is a good idea. Note:
Many firms will pay for any out-of-pocket expenses you incur to attend the
interview (Taxis, meals etc). Keep receipts and you can submit after.

The Interviews: Second round interviews will be longer and more intense. Where Iirst
round interviews are usuallv administered by consultants only a Iew years in the industry,
Iinal round interviews will be perIormed by Partners and senior ranking Managers oI the
Iirm. You might have been able to impress the interviewers in Iirst round with your quant
skills, but the Partners in second round want the complete package. They are looking Ior
candidates who can:

Develop a clear logical approach to the problem
Handle quantitative analysis with ease
Focus on the important inIormation quickly
Drive the interview
Remain composed and well presented
Display a broader business perspective
Develop creative solutions to identiIied problems

Furthermore, behavioral interviews become Iar more signiIicant in second round. They
want to be sure that you are someone they can put in Iront oI a client. Even more
signiIicantly, they want to be sure that you are someone they could work with Ior an
extended period oI time without having the urge to jump oII a building.

To get the oIIer you need to be the complete package you need to ace the case
interviews and drive home a strong impression oI what a great person you are to work
with. The checklist Irom Iirst round interviews applies to second round as well. Be
careIul too, because partners will oIten be very relaxed in the interview be sure you
maintain your proIessionalism and poise at all times This is an evaluative exercise.

1ob Offers What to expect

1ob Offers Made Ior those truly outstanding candidates, they will extend an oIIer to
join the Iirm either Ior the summer or Ior Iull time. One oI the partners will likely call
you the night oI the second round interviews to extend the oIIer, at which time they may
or may not outline details oI the contract either way they will likely Fedex the contract
to you as soon as possible Ior you to review it. Remember to be gracious and to thank
them Ior the opportunity.

No Offer However Irustrating it will be, it will probably happen. The best thing you
can do at this point is ask Ior some honest Ieedback on where they thought you could
have perIormed better. Try and get as speciIic as possible by asking them to give
examples and qualiIy the Ieedback they give you. Note: Getting to 2
nd
round with a top
consulting firm is a tremendous accomplishment in itself. If you made it that far, its
Offer Etiquette: No Bombs in Consulting
They understand that you are likely interviewing with other firms (and in fact they
probably like this, as it validates their decision to offer you a job.) Knowing this, they
do not expect you to accept their offer immediately this means no exploding offers,
a popular tactic in Investment Banking. After making the offer they will try to provide
you with as much information as you need to make your decision. Take your time.
because they believe there is potential for you, but you might not be 100 ready yet
dont get discouraged, there is always full-time recruiting.

Sell Round What to expect

For those candidates whom they extend oIIers, they may host what is called a sell
weekend. This is a chance Ior the Iirm to convince you to join them. They will likely put
you up in one of Torontos finest hotels and host a number of events over a weekend.
They will take you to their oIIice Ior an aIternoon to show you some oI their work. Then
at night they will take you out Ior dinner, drinks and partying. This is a great chance to
meet the other candidates who received oIIers this is important because they could
potentially be your Iuture work colleagues. Ask yourselI iI you could see yourselI
spending an entire week working long nights with these individuals. Would work still be
Iun? While the weekend is meant to be a lot oI Iun, you also need to ask yourselI iI the
company, current employees and culture Iits well with your personality.

Handling Interview Scheduling Conflicts

II you are interviewing with multiple Iirms, it is possible you will Iace some scheduling
conIlicts with the time oI your interviews:

First Round On-Campus II the scheduling conIlict is with Iirst round interviews on
campus, then you should speak with CM immediately to determine iI one oI the other
candidates is willing to interview at a diIIerent time. II CM can re-arrange scheduling,
they will inIorm the recruiting company. II however, you need to move your interview to
another date and time, this is a major inconvenience Ior the interviewing Iirm. In this
situation, you must contact their recruiting coordinator immediately and discuss the
situation and potential options available. The Iirms are usually very understanding and
willing to accommodate your needs however this may require you travel to their oIIice
Ior your Iirst round interview.

Second Round Off-Campus Second round interviews are held oII-campus and should
be scheduled and arranged completely by you. II you come across a conIlict, you will
have to determine the best course oI action, and then speak with the Iirms long in
advance to make other plans. The Iirms will do their best to accommodate in these
situations, however you may encounter constraints Ior example, it is possible that one
oI the interviewing partners is Ilying in Irom a Ioreign oIIice and is only available Ior one
day. Whatever the circumstances, be tactIul and as cooperative as possible in Iinding a
solution.


Handling Multiple and Exploding Offers

II you are interviewing with multiple Iirms it is possible that you will receive oIIers Irom
some Iirms beIore you have Iinished interviewing with others. While consulting Iirms do
not typically issue exploding oIIers, some Iirms ask to have a response by a certain date.
II you Ieel that you need more time to make your decision (Ior whatever reason) simply
contact the recruiting coordinator Ior the Iirm. They will likely be happy to accommodate
this request. In addition, you can contact CM Ior advice on how to manage the
conversation, work with the team to structure this conversation.

Post-Recruiting

Contingency Plan What to do If You Dont Receive An Offer

Naturally not everyone can get a job in consulting coming out oI Ivey. It is a very
competitive industry to enter and there are many excellent candidates. If you dont get the
job you wanted, but still have an interest in the industry, there are a number oI options
you should consider.

Unsuccessful Summer Recruiting

II you were intent on working in consulting Ior the summer but were unsuccessIul in
recruiting, dont get discouraged. There tends to be more hiring done during Iull-time
recruiting, and the experience Irom summer recruiting will prove invaluable in your next
attempt. It is much easier during Iull-time Ior a number oI reasons:

Interview Conflicts: Etiquette
There are a few good rules to follow when dealing with interviewing conflicts:
Deal with them ASAP the more warning a firm has, the more likely they can
find a happy solution
Honor previous commitments a good rule of thumb is to honor those
commitments that you make first. This is the respectable thing to do, and it is a
reasonable excuse to say that you already agreed to be somewhere else at a
certain time
No obligation for disclosure It is up to you whether you disclose what has
caused the scheduling conflict. It is sufficient to say a previous engagement,
though it probably wont hurt if you tell them youre interviewing with another
firm that same day (As long as it is a consulting firm telling them youre
interviewing in a different industry indicates a lack of focus and interest)
More consulting Iirms recruit Ior Iull-time
Consulting Iirms generally make more oIIers Ior Iull-time
Many oI the successIul candidates Irom summer are no longer on the market

II you are convinced you want to enter consulting Iull-time, then there are three things
you can do immediately to improve your chances:

Improve your marks Consulting Iirms use marks as one method oI evaluating
candidates. The higher you can get your Iirst year marks, the better chance you
have oI getting at least a Iirst round interview in Iull-time recruiting
Find an interesting summer experience Consulting Iirms do not expect their
recruits to have previous consulting experience. However, they like to see
interesting or related work experience that would make you a good candidate.
Furthermore, you should Iill the gaps in your resume by comparing it against
some of the skills that are employed by consultants ie. If you dont have very
much quantitative experience, try to Iind work in such a Iield.

Plan for full-time recruiting you should start planning your Iull-time
recruiting strategy over the summer months. This planning should cover three
aspects oI recruiting:
! Honing and reIining your resume and cover letter writing
! Improving and practicing case and behavioral skills
! Learning more about each oI the Iirms you are interested in
! For some HBAs, getting an opportunity to develop and demonstrate quant
skills will elevate an application

Unsuccessful Full-Time Recruiting

UnIortunately iI you arent able to receive an offer during full-time recruiting, it is
increasingly diIIicult to enter the industry. There are two paths that might still lead to a
job in consulting:

Teaming up for Full-Time Recruiting
The summer months are a perfect time to revisit the previous recruiting season and
analyze what you could have done better. Then to improve, assemble a group of your
friends and colleagues who will all be applying for consulting. Begin practicing cases
with them regularly.
Finding a Job: Use Your Network!
If you arent able to find a job through Ivey CM, always remember that over 80% of
jobs are not officially posted! This means that if you get out there and pan your network
of friends and colleagues, there might be a great opportunity for you. You have nothing
to lose!
The Iirms may post job opportunities later in the year iI they still need more
recruits
You could be recruited into consulting as an experienced hire from industry
Go back to school (MBA) to go through recruiting again

Use your personal network oI Iriends and colleagues to look Ior potential openings. In the
meantime, get relevant experience in one Iorm another.

Preparation for Recruiting

Recommended Reading

Document Location Cost Description
Vault Guide to
Careers in Consulting
eZone Free
This is an excellent surIace level
introduction to the consulting
industry. It will talk about the
demands oI consultants, the work
and the ups and the downs oI the
industry. Its weakness is that it
tends to generalize the industry
and is not Canadian speciIic.
Vault Guide to Case
Interviews
eZone Free
Another excellent surIace level
introduction to case interviews.
This is great reading when Iirst
learning about case interviews.
Vault Top 50
Consulting Firms
(2005)
eZone Free
This is an excellent resource with
a ton oI inIormation on virtually
all oI the Iirms that recruit Irom
Ivey.
Vault Guide to:
Insert Consulting
Firm Here
eZone Free
Vault produces guides speciIically
Ior some oI the larger consulting
Iirms. Look on eZone to search
out any oI interest.
Vault Guide to Cover
Letters and Resumes
eZone Free
Another solid resource outlining
how to draIt strong cover letters
and resumes. Use this document
when you make your early draIts
oI each document.
Crack the Case by
David Ohrvall
CM or
www.mbacase.com
~$30
$40
CDN
This is an excellent resource to
prepare for case interviews.
Written by an ex-Bain consultant
who also managed recruiting Ior
the firm. If youre serious about
consulting, this book will prove
invaluable in preparation Ior
interviews!
Ivey Consulting Club
eZone Free
This is an excellent book oI
Section Objective:
This section offers information and practice materials that will help you prepare for
interviews in consulting.
Practice Case Pack practice cases. Some taken Irom
other case books and some Ivey
speciIic.
Other Business
School Practice Case
Packs
eZone, CM, HBA2s Free
Just like the Ivey practice case
book, the other schools have
hundreds oI excellent cases to
practice with.
McKinsey Quarterly
Ivey Library Free
This is an excellent publication
containing articles and thought
leadership Irom McKinsey &
Company consultants.
Consulting News
CM Free
This is a great newsletter
publication that tracks news,
events and trends in the
consulting industry. Great
publication to get recent
inIormation on all aspects oI
consulting.
The Economist Guide
to Management
Consulting
Online
www.Economist.com
~$30
CDN
This publication oIIers a nice
overview oI the consulting
industry. It will also bring a more
international perspective Ior those
interested.
Ivey Alumni Database
CM Free
These are several large books
containing the contact inIormation
oI alumni. There are books
categorized by employer name &
alumni name. (Updated Annually)
Newspaper and
Business Articles
Ivey, CM, eZone Free
This is important Ior general
business knowledge and interest

Case Interview Prep: Mental Math

Case interviews are not designed to test your ability to perIorm complex mathematics.
However, you will be expected to crunch some numbers during the case interview. You
likely wont be given a calculator and thereIore should prepare yourselI to perIorm Iast
mathematic calculations in your head. Fortunately a Iew tricks and a lot oI practice can
get ANYONE up to the level needed to perIorm well in an interview. We have included
both examples and tips to help you prepare:

Multiplication

Multiplying with zeroes

Ex. 350 * 2,000,000

To multiply large numbers, Iirst strip oII the zeroes:

350 35
2,000,000 2
Note: we have taken oII 7 zeroes

Now multiply the base numbers:

35 * 2 70

Now add back the zeroes we took oII:

Answer: 70 7 zeroes 700,000,000

A simpler method is to simply turn 2,000,000 into 2 and multiply by 350 to get 700. Then
add back the 6 zeroes to get 700 Million.

Multiplying difficult numbers

Ex. 34 * 22

Choose one oI the numbers and break it down into tens and ones:

22 20 2

Then multiply (34 * 20) (34 * 2)

680 68 748

Note: You should be able to do all oI this in your head it is acceptable to write things
down, but looks better if you dont.

Division

Dividing with zeroes

Dividing large numbers is similar to multiplying large numbers.

Ex. 40,000 / 5,000

First cancel out the zeroes:

40,000 / 5,000 40 / 5

Then simpliIy the Iraction:

40 / 5 8

Dividing difficult fractions

Dividing with diIIicult Iractions can appear daunting, however it can become much easier
if you learn to use what is called fractional equivalents:

Ex. 27 / 30

Solution 1: 27 / 30

First break up the numerator:
27 / 30 20 / 30 & 7 / 30

Simplify the first fraction:
20 / 30 2 / 3

Calculate the result:
2 / 3 0.6666

Simplify the second fraction:
7 / 30 (7 / 3) / 10

This equation can simpliIy even Iurther:
7 / 3 2 1/3 2.333

Calculate the result:
2.333 / 10 0.2333

Add them together:
0.666 0.2333 0.8999 ~ 0.9 or 90

Solution 2: 27 / 30

Break the number up into two Iractions that are easier to manager:
27 / 30 24 / 30 & 3 / 30

Calculate each Iraction Irom basic knowledge:
24 / 30 4 / 5 0.8 or 80

3 / 30 1 / 10 0.1 or 10

Add them together:
0.8 0.1 0.9 or 90

Advanced Fractions
To use the same strategies above Ior more complex calculations, it is important to
virtually memorize a Iew common Iractions and become very comIortable in using those
Iractions while adding or subtracting zeroes Irom them. For example:

80 / 1100

First simpliIy the Iraction:
80 / 1100 8 / 110 (8 / 11) / 10

This division can become difficult now, as there are no easy numbers to break this
Iraction down to. In this case it is important to know some oI the Iractions oII by heart:

1 / 11 0.090909

Once we have this piece oI inIormation, we can calculate the Iraction:
8 / 11 8 * (1 / 11) 8 * 0.09090 ~ 0.72 (II we remember high school math 8 * 9 72)

Finish the equation:
0.72 / 10 0.072 ~ 7.2

For your reference:

1/6 .166
1/7 .142
1/8 .125
1/9 .111
1/11 .090

Working with Percentages

OIten times you will be asked to calculate a percentage oI a larger number:

Ex. If we have a gross margin of 30 on sales of $423,000, what will be our gross
profit?

The easiest way to deal with these calculations is to break the Iraction down into tens and
ones:

Ex. We dont know off hand what 30% of 423,000 will be. However, it is easy to
calculate 10 of 423,000

10 ` 423,000 42,300 (just drop off one zero in other words, divide by 10!)

Now the calculation becomes much easier:

30 ` 423,000 3 ` (10 ` 423,000) 3 ` (42,300)

126,900

Mental Math: No Geniuses, Just Good Prep
Mental math is not about being able to calculate complex equations from memory or
genius. What it is really about is simplifying complex calculations down to
manageable calculations that anyone can do!

To become comfortable at mental math simply requires training on a few tricks along
with plenty of practice Your peer group is the best place to practice mental math
Case Interview Prep: Graphs, Diagrams & Cases

Case interviews are designed to test your ability to interpret inIormation, draw out
insights and make recommendations Ior action. A great way to do this is through
presenting candidates with graphs and diagrams that contain inIormation and insights into
a companys problem. The ability to quicklv and effectivelv interpret these graphs is a
skill that can be practiced. The Iollowing are a series oI example graphs and diagrams.
We have highlighted the relevant inIormation and included a brieI commentary on each.
You can use these to test your Iriends and colleagues.

Graph 1: Lifetime Profitability Curve
This exhibit graphs the current customer mix oI Bank X against the proIitability oI those
customers over their expected liIetime with the bank. For example, while a student
customer may not contribute much profit todav, they are likely to remain a customer
with the bank Ior their entire liIe thereby contributing a signiIicant amount oI proIit in the
future. Their liIetime proIitability is the addition oI proIits today and in the Iuture.
Lifetime Profitability of Bank X Customer Mix
0
20
40
60
80
100
120
0 20 40 60 80 100
% of Customers
%

o
f

P
r
o
f
i
t
s

Question: Bank X wants to know how they can increase their proIitability.

Prompting Questions:
1) What are the key insights you can say about the graph Irom your Iirst glance?
2) Why are those insights signiIicant?
3) What Iurther inIormation would you like to have?
4) What recommendations do you have Ior Bank X?

Key Insights:
1) 80/20 Rule Clearly we can see that a minority oI their customer base contribute
a majority oI their proIitability. The Iirst 20 oI customers contribute close to
70 oI proIits. The implication is that those customers are the ones we should
spend the most time acquiring and retaining.
2) Unprofitable Customers The second key insight is that there are customers
who contribute negative proIits (the last 10). This implies that iI we simply
didnt have these customers we would be more profitable.
3) Huge Middleground Finally, we can say that there is a large segment oI
customers (~ 60) who are marginally proIitable.

Further Information:
I would like to know what the typical proIile oI Bank X customers is like. Ie. What type
of person makes up that top 20% of our very profitable customers? Who are those profit
drainers that contribute negative profits?

Recommendations:
1) Focus marketing dollars on acquiring and retaining customers that fit the top
20% profile of our existing customer mix
2) Remove the profit drainers. You can achieve this in two ways
a. First you can try to increase the revenues or reduce the cost Irom serving
the profit drainers, thereby making them more proIitable to serve
b. If they cant be made profitable, then Bank X should develop some
strategies to avoid acquiring them as customers
3) Improve the largest customer segment (~ 60) by migrating them to a more
proIitable liIetime position. Can we streamline costs in serving them? Is there any
way to sell them more products and improve the revenue side?

Graph 2: Client ROE Performance
This graph shows the relationship between the size oI Iirms (in terms oI sales $ and units)
and their Return on Equity. It tells what level oI ROE our client is currently getting and
gives us some insight into the dynamics oI their industry.

Note: The size oI the circles represents the volume oI units sold

Question: Our client is represented by the yellow circle. What can you tell me about our
clients perIormance to date?

1) How is our client perIorming relative to the industry?
2) What is the relationship between ROE and Sales?
3) Is our client perIorming up to expectations based on that relationship?

Key Insights:
1) Our client has a negative ROE, which is a very poor return and lagging in the
industry. This means we are signiIicantly underperIorming.
2) There is a positive relationship between sales and ROE, indicating some
economies oI scale.
3) Our client is drastically underperIorming their expected ROE based on their size.
Furthermore, there are comparable competitors (in volume and sales $) that are
achieving a satisIactory ROE. This means our client has room Ior improvement in
their operations.
ROE Comparison
1.00
10.00
8.00
30.00
4.00
5.00
8.00
-4%
-2%
0%
2%
4%
6%
8%
10%
(20.00) - 20.00 40.00 60.00 80.00 100.00 120.00
Sales (Millions $)
R
O
E

(
%
)

I would like to gain a better understanding oI the Clients revenues and costs to begin
diagnosing what might be causing the underperIormance.

Recommendations:
Look into cost and revenue to gain insight into their proIitability and ROE.

Graph 3: Sales Mix of a Car Dealership
The graph shows the change in sales mix Ior a car dealership over the past six years.
While sales Ior the entire dealership have increased signiIicantly over the past years,
proIitability has lagged.
Car Dealership Sales Mix
0%
20%
40%
60%
80%
100%
2000 2001 2002 2003 2004 2005
Year
%

o
f

S
a
l
e
sNew Car Sales
Used Car Sales
Repair Parts
Repair Service

Question: Our client, the owner oI a car dealership, is conIused. Sales have been
growing at over 10 Ior the past Iive years, but proIitability has taken a sharp nosedive.
The owner wants to know why proIits are down, and what they can do to return to
proIitability.

1) What has happened to the clients sales over the past five years?
2) What is the relationship between sales and proIitability?
3) What areas oI the dealership business do you think oIIer the best margins?
4) What do you think might be happening to this particular dealership?

Key Insights:
1) Our clients sales mix has changed dramatically over the past Iive years. The sale
oI used cars and the provision oI repair services have both decreased (as a
percentage oI sales) quite dramatically.
2) Sales do not equate to proIits. The other aspect oI that equation is margin. Sales *
Margin ProIit.
3) The diIIerent areas oI a dealership probably exhibit dramatically diIIerent margins
and levels oI proIitability. In particular, used cars typically oIIer signiIicantly
higher margins. In addition, repair shops enjoy double digit margins.

It is now important to begin asserting some hypotheses and trying to prove or disprove
them. In particular, we would like to know iI the two areas oI their business (used car
sales and repair service) truly oIIer higher margins and proIitability.

We might also begin to Iormulate some hypotheses as to what has caused the change in
their sales mix.

Recommendations:
The dealership needs to re-evaluate their sales mix. They need to determine the eIIect oI
the change in sales mix over the past Iive years. Further, they need to diagnose the causes
oI that change in sales mix. You might ask questions like:

Decrease in used car sales:
- Did the dealership change their incentive programs to their sales reps ie. Did
they oIIer higher commissions on the sale oI new cars vs. used cars?
- Has the supply oI used cars decreased in quantity or quality thereby disabling
their used car sales division?
- Has the demographic oI their customers in their geography changed? Has the
demographic oI customers they target in marketing changed?

Decrease in repair services:
- Has our level oI service met the expectations oI customers?
- Has a new, Iocused competitor entered the market?
- Are we Iailing to promote our repair shop through marketing or operations?

There are a multitude oI issues that might be aIIecting the dealership. The key is to
diagnose the problems and identiIy the causes oI those problems, then come up with
creative solutions to solve them.

Recruitment Timeline: Summer and Full-Time

We have included a visual diagram outlining the entire recruiting cycle Irom a high-level Ior both summer (January) and Iull-time
(Sept / Oct) recruiting. The red timeline indicates the timeline oI the recruiting activities, while the blue timeline is what YOU should
be doing at the corresponding time. Because HBA1 and HBA2 recruiting are on very diIIerent timelines, they have been separated
(See HBA 1 & HBA 2). You can reIerence this to help remind you what you should be thinking about at diIIerent stages oI the
recruiting cycle to best prepare yourselI to get that job in consulting.

HBA 1 Recruitment Timetable and Action Plan
HBA 1 Recruitment Timetable & Action Plan
Pg # Recruiting Stage
35 Career Management recruiting prep (in class)
37 Career Management mock interviews open
41 Job Postings placed on eZone
41 Information Sessions
42 Applications Due
43 First Round Interviews
44 Second Round Interviews
45 Job Offers Made
46 "Sell" Weekends
N/A Summer Internships
N/A Select consulting as an industry
35 Learn about consulting industry and employers
36 Draft resume and cover letter
37 Practice individually for case interviews
37 Meet with individuals from firms of interest
37 Practice interviews with CM and friends
41 Attend info sessions & customize cover letter
42 Summer Applications Due
Aug Apr May Jun Jul Jan Mar Feb Dec Sep Oct Nov
HBA 2 Recruitment Timetable and Action Plan

HBA 2 Recruitment Timetable & Action Plan
Pg # Section
N/A Consulting summer internships
41 Job Postings placed on eZone
41 Information Sessions
42 Applications Due
43 First Round Interviews
44 Second Round Interviews
45 Job Offers Made
46 "Sell" Weekends
N/A Firms Return to Campus for Further Recruiting
36 Draft resume and cover letter
37 Practice individually for case interviews
37 Meet with individuals from firms of interest
37 Practice interviews with CM and friends
41 Attend info sessions & customize cover letter
42 Full-Time Applications Due
September May June July August FebruaryMarch April OctoberNovember December January

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