面试技巧培训资料（英文）.doc

1Case QuestionsCase questions are most commonly used in consulting interviews, but they can be used in other situations, such as in interviews for marketing positions with consumer goods companies. Simply put, a case interview is the analysis of a business question. Unlike most other interview questions, it is an interactive process. Your interviewer will present you with a business problem and ask you for your opinion. Your job is to ask the interviewer logical questions that will permit you to make a detailed recommendation. The majority of case interviewers don't have a specific answer that you, the candidate, are expected to give. What the interviewer is looking for is a thought process that is at once analytical and creative. Here's a sample case question: You are advising a credit card company that wants to market a prepaid phone card to its customers. Is this a good idea? You: What is the role of our company? Do we simply market the card or must we create them ourselves? Interviewer: This card will be co-marketed with an outside phone company. We don't need to perform telecommunications functions. You: What are our expenses connected with the card? Interviewer: We must pay 15 cents for every minute we sell. We also have to pay $1.00 as a start-up cost for the card and card systems. You: What are our marketing expenses? Interviewer: We normally use slips of paper that are attached to the backs of our credit card payment envelopes. We sometimes also send customers a direct mailing - in a separate envelope. Or we can have telemarketers call selected customers. You: What's the cost of each of these marketing techniques, and what is their response rate? Interviewer: Telemarketers have a 2 percent response rate, and cost $1.00 per call. Direct mailings cost us 40 cents per mailing and have a 0.50 percent rate of response. Our payment attachments have a 0.25 rate of response, but only cost us 5 cents each. You: I'm going to assume we will sell one-hour phone cards. That will cost us $9.00 for the minutes and a dollar per card - so each card costs us $10. Interviewer: That sounds reasonable. You: And what is our expected revenue on a one-hour phone card? What is the current market rate for a 60-minute phone card? Interviewer: Assume it's 50 cents a minute. You: So if we sell the cards for $30, we have a $20 profit, minus our expenditures on marketing. Interviewer: What's our cost structure look like? 2You: Okay, let's figure this out. To sell 1,000 cards through telemarketing, we would need to contact 50,000 people. That would cost us $50,000. To use direct mail, we would have to contact 200,000 thousand people, which, at 40 cents per mailing, costs us $80,000. Since the envelope inserts aren't very reliable, we will need to contact 800,000 people using that method. But at 5 cents each, it costs only $20,000 to sell 1,000 cards. We make $20 profit on each card. But even at the cheapest promotional vehicle, at $20 profit, we would only break even, because our profits on 1,000 cards would be $20,000. We shouldn't market this card, unless we can further cut our marketing costs or increase the price of the card. If we could slice the cost of the envelope attachments a penny or so, or sell the card for $35, or convince our co-marketer to reduce our costs, it might be worth selling.Commonly-asked QuestionsCompanies these days look for more than whether you're a witty or especially cool individual when it comes to personality. Among the characteristics highest on their list are teamwork and innovation. They may not ask whether you are a team player, or creative - doesn't mean you shouldn't go ahead and tell them. But then again, a lot of interviewers will ask you outright: tell me why your personal traits will work here.1. Why are you applying for this position? Probably the most commonly asked question at job interviews. You need to convince your interviewer that you are enthusiastic about the job. 2. Tell me about a time when you used initiative/Give me an example of when you came up with an innovative solution/Give me an example of a time you exceeded expectations. In this ever-changing world in which we work, employees are supposed to be innovative, to be able to “think outside of the box. Questions like these (such as the way the “initiative“ question and “exceeded expectations“ questions are worded) can be used as opportunities to talk about creative faculties - pick an instance when showing initiative meant coming up with an out-of-the-ordinary solution.3. I see on your resume that you served as chairperson of such-and-such committee. What was that experience like?Along with innovation, employers often look for leadership ability. In general, interviewers are looking for evidence of a willingness to listen, an ability to give feedback, and a firmness when it comes to getting things done. 4. What would members of your basketball team/business school cohort/ butterfly catching expedition say about you? Tell us about a time you had to deal with a difficult team member. Teamwork is another highly valued trait these days, companies are looking for employees who work well in groups. If your interviewer doesn't bring up teamwork, do it yourself. These questions are similar to the leadership questions - interviewers are looking for both an openness to ideas and a willingness to nudge team members toward a goal. 35. Why did you decide to switch careers/Why did you decide to go back to school/Why did you take time off during college? Be prepared to walk through your resume with your interviewer, especially at companies that like to promote from within. They want to know that you're committed to the industry and will be loyal to their company.6. Where do you see yourself in 5 years? You don't necessarily need to say that you want to work for the company forever, but you should express how you think the position to which you are applying will help you grow. 7. So you just graduated. How did you like school?Loved it. Learned so much. And let me tell you a little bit about what types of activities I was involved in.8. What lessons did you learn from you last job that you think can be transferred to this position? 9. What do you consider your biggest fault?Interviewers love this question, even though it sort of invites dishonesty. You're supposed to say something like: “I'm a perfectionist.“ Or: “I tend to work too hard.“ You may want to prepare a more thoughtful answer, but you should at least anticipate this question. 10. If you could go anywhere for 24 hours, with an unlimited budget where would you go?Sometimes, interviewers will ask off-the-wall questions just to get a better sense of who you are as a person.Questions to Ask During Your Summer Internship Interviews* Can you give me an example of my summer responsibilities? Try to make sure the answer you receive is as specific as possible. Particularly if you're new to the industry, you want to ensure that you will perform work that is representative of a full-time associate. * How many people are typically given permanent job offers? And ask for percentages too. This shows you're interested in opportunities after graduation at the firm, and allows you to plan your strategic options. Some firms, like Goldman Sachs, are known for giving offers to a small proportion of the summer class. You may want to try better odds at another firm. * Will I be able to rotate between departments? Again, the more you know about the company, the better you will be able to determine which department interests you most, or whether you want to work at the firm at all. If there's a specific department you want to work in, you should make this known. * Do you provide any assistance with relocation? Many firms will help locate, and even subsidize, summer housing. If this makes a difference in whether you take the position, ask. 4Strategies for Answering Business Case QuestionsIf you're going into an interview where you might expect a case question (a business question presented to you for your detailed analysis), it's important to have a few basic tips down pat. 1. Take notes. As your interviewer presents your case, be sure to take careful notes on the numbers or other facts given. (Always bring a notepad and a pen to a consulting interview.) You don't want to ask your interviewer to later repeat information that has already been given. 2. Ask questions. Your interviewer expects you to ask questions - as many intelligent questions as you need to obtain an accurate picture of the relevant facts in the case. Many inexperienced case interviewees make the error of not asking their interviewer any questions, perhaps afraid that they will look ignorant, or not wishing to “bother“ the interviewer. On the contrary - not asking questions is a fatal error in a case interview. If you don't know the first thing about the helicopter market, ask how much it costs to manufacture a rotor. If you need to estimate the demand for a beef-flavored potato snack in Wichita, Kansas, then feel free to ask the population of Wichita and environs. 3. Be prepared to take charge. You will often find that your interviewer will direct your line of questioning to a specific area, but you must always be ready to control the conversation in case the interviewer does not direct your reasoning. If you are unsure, simply ask the interviewer. For instance, if you find the interviewer offering little direction as you move through your initial scooping questions, you may wish to ask, “I find the lack of a risk assessment to be a potential showstopper. Might I ask some detailed questions about this?“ Or you might say, “Given what you have told me about the situation, I would like to drill down for further clarity regarding the client's current relationship with its distribution partner. Would that be OK?“ In this way, you take charge of the line of questioning without stepping on the interviewer's role. 4. Make no assumptions! As a case interviewee, you should never make any assumptions. You should assume the persona of an actual consultant trying to learn about an assignment. It might seem obvious that there is no preexisting work plan (because if there was, why would this be a case interview?) but you should ask. You should also ask if the company has encountered a similar problem, or what other companies in the field have done when faced by similar problems. Your interviewer may not release that information but will be impressed that you asked these sensible questions. Some good basic “professional“ questions to ask, which apply to most cases: Who hired us? How long will these engagements last? 5 Is there a work plan? Has the company faced this problem (or opportunity) before? If so, how did it react? What was the outcome? What have other companies facing this situation done? Has the firm already done any research into the issue? If so, what were its findings?5. Maintain eye contact. Always maintain direct eye contact during the case interview. Eye contact is critical when answering case questions - it demonstrates confidence and authority. Remember that in consulting you may find yourself in front of 20 executives at a major corporation presenting a strategy you were briefed on only a half-hour ago. And then you have to answer questions! So you can see why business case interviewing is so important to consulting - it is a direct parallel to the environment consultants must face every day.Finance Interview QuestionsWith Wall Street salaries skyrocketing, investment-banking jobs are as hot as ever. This means it's especially important to be prepared for banking and finance interviews. These finance interview questions should help. For more questions and interview advice, read the Vault.com Guide to Finance Interviews. 1. How would you value a company you're considering buying?One of the most common questions Wall Street interviewers ask. (Other variations of this question are: “how would you value a stock you were considering buying, taking public, etc.) Wall Streeters use this question to separate the finance jocks from the neophytes. Here's a basic answer that should impress your interviewer: One answer to this question is to discount the company's projected cash flows by a “risk-adjusted discount rate.“ After projecting the first five or 10 years, you add in a “Terminal Value,“ which represents the present value of all the future cash flows that are too far into the future to project. You can calculate the Terminal Value in one of two ways: (1) you take the earnings of the last year you projected, say year 10, and multiply it by some market multiple like 20 times earnings, and that's the terminal value; or (2) you take the last year, say year 10, and assume some constant growth rate after that, perhaps 10%. The present value of this growing stream of payments after year 10 is the Terminal Value. Note: To figure out what “discount rate“ you would use to discount the company's cash flows, tell your interviewer you would use the “Capital Asset Pricing Model“ (or “CAP-M“). (In a nutshell, CAPM says that the proper discount rate to use is the risk-free interest rate adjusted upwards to reflect this particular company's market risk or “beta.“) 6Finally, you should also mention other methods of valuing a company, including looking at “comparables,“- that is, how other similar companies were valued recently as a multiple of their sales, net income, or some other measure. 2. Walk me through the major line items on a Cash Flow statement.A question to test your accounting skills. The answer: First the Beginning Cash Balance, then Cash from Operations, then Cash from Investing Activities, then Cash from Financing Activities, and finally the Ending Cash Balance. 3. What is EBITDA? Also known as “cash flow,“ EBITDA is Earnings Before Interest, Taxes, Depreciation, and Amortization. 4. Say you knew a company's net income. How would you figure out its “cash flow“?A basic answer: You start with the company's net income. Then you add back depreciation and amortization. Then you subtract the company's Capital Expenditures (called “CapEx“ for short, this is how much money the company must invest each year on plants and equipment). The number you get is the company's cash flow: 5. Company A is considering acquiring Company B. Company A's P/E ratio is 55 times earnings, whereas Company B's P/E ratio is 30 times earnings. After Company A acquires Company B, will Company A's earnings per share rise, fall, or stay the same?Company A's earnings-per-share will rise, because of the following rule: when a higher P/E company buys a lower P/E company, the acquirer's earnings-per-share will rise. The deal is said to be “accretive,“ as opposed to “dilutive,“ to the acquirer's earnings. Defeating the 12-Ball QuestionSome interview questions are notoriously difficult. This particular logic problem has made its appearance at various consulting,