Case Interviews.

Case interviews are given in more places than just consulting firms. Insurance companies, pharmaceutical firms, and some hospital administration roles are also known to give case interviews – particularly for those focused on strategy, operations, or management and Administrative Fellowships.

Acing a case interview requires structured thinking, clear communication, and practical business insight. One of the best ways to prepare for case interviews is to practice.

Resources Available:

Throughout the year, the Career & Practicum Office hosts case interview workshops. Find these events and book your appointments on Handshake

Help! I have an interview tomorrow!

We highly suggest you prepare for case interviews early in your job search so you’re not scrambling if one comes along. Recognizing that isn’t always feasible, here is a guide to prepare for a case last minute.

When to Start Preparing

It is said that candidates need at least> 4 weeks of prep time for case interviews so start as soon as possible.

Where to Start

  • Our suggestion is to begin with Management Consulted’s free case prep course.
  • Go through cases on your own. If you need practice cases, email a href=”mailto:SPHCareerOffice@bu.edu”>sphcareeroffice@bu.edu. Google is also a great resource.
    • Start with 8-10 market sizing questions
    • 4 profitability cases
    • 4 market study cases
    • 2 M&A cases
  • Practice outloud. Do mock cases with friends or the CPO. One of the hardest pieces of acing a case interview is the verbal thought process with clear, concise delivery.
    • The BUSPH Student Consulting Club and CPO have teamed up to create and circulate a Case Interview Buddies Sign-Up Form to help students find peers to practice with.
      • Use this sheet to find contact information for people who are interested in practicing case interviews and reach out. Be sure to add your name too.

Case Interview Tips

  • Listen carefully to the problem stated. Make sure you are answering the right question.
  • Start with a structure.
    • Think of three to four sub-questions that you need to answer before you can address the overall issue.
  • Stay organized. When discussing a specific issue, remember why you are discussing it and where it fits in the overall problem.
  • Think out loud – communicate your train of thought clearly and concisely.
    • If you have considered some alternatives and rejected them, tell the interviewer what and why.
  • Ask for additional information when you need it. But make sure that the interviewer knows why you need the information.
  • Listen for cues from the interviewer. Any information given to you by an interviewer is given to help you—listen to them and follow their lead.
  • Be comfortable with numbers. You will almost always have to work with numbers in a case. This requires comfort with basic math and sometimes large quantities. You may also be asked to perform estimations.
  • Don’t fixate on the exact number. It is more important to demonstrate a logical thought process than to arrive at the solution.
  • Use business judgment and common sense.
  • Stay calm and adaptable.
  • Think of the interviewer as a teammate in a problem-solving process and the case as a real client problem that you need to explore and then solve. Clients need pragmatic solutions that they can act on as soon as possible.
  • Focus on actionable recommendations, even though sometimes they may not be the most elegant solution to the problem
  • Summarize and recommend. End the case with a concise summary of your findings and a clear, actionable recommendation based on your analysis.

Some Common Mistakes

  • Misunderstanding the question or answering the wrong question.
  • Proceeding in a haphazard fashion. For example, not identifying the major issues that need to be examined or jumping from one issue to another without outlining your overall approach.
  • Asking a barrage of questions without explaining to the interviewer why you need the information.
  • Force-fitting familiar business frameworks to every case question, whether relevant or not, or misapplying a relevant business framework that you do not really understand, rather than using common sense.
  • Failing to synthesize a point of view. Even if you don’t have time to talk through all the key issues, synthesize a point of view based on where you ended up.
  • Not asking for help. If you are stuck – whether it is a misunderstanding related to the overall problem, or you are struggling with a specific analysis — ask for help.

Basic Case Interview Structure

1. Listen & Clarify

  • Make small talk
  • Listen carefully to the problem stated.
  • Write down the facts of the case and repeat the main points back to the interviewer
  • Confirm the question they want answered and clarity any questions about the case
  • Ask for a couple of minutes to think about the case

2. Structure your thoughts

  • Take a breath and think about the problem – what are the major areas you should be focusing on to answer their question?
  • Create a list of ideas (“grocery list” format)
  • Create an issue tree (big “bucket” ideas)

3. Analyze

  • Tell the interviewer you are ready to explain your thoughts (the buckets)
  • Explain each bucket category
  • Keep the conversation going and clarify “How does this sound?” “Am I moving in the right direction?“
  • Ask for a few minutes to finalize your thoughts and recommendations

4. Summarize & Recommend Solutions

  • Restate the problem and your thought process
  • Summarize your “high level” take-a-ways
  • Talk through your recommended solutions
  • Conclude with your final recommendation and what you expect it to result in