マッキンゼーのケース面接対策

本記事では、マッキンゼーに特化した対策ポイントをまとめている。

（目次以下はマック）

 

戦略コンサルの面接は大きく、

・フェルミ推定

・ケース面接（売上向上等）

に分類される。

 

近年BCG以下外資戦コンは、中途に対しては、少し変り種（現職の業界課題、成長戦略、社会課題等）も課してはいるが、

基本的な臨み方は、フェルミ・ケース面接とは変わらない。

 

しかし、マッキンゼーの場合は、これら戦コンとはやや趣向が異なる面接を行う。

（難易度が高い、とも言えなくはないが、どちらかというと、タイプが違う、という捉え方の方が正しい。）

 

以下、マッキンゼーのケース面接対策を、実際のお題を扱いつつ解説していく。

（なお、コンプラの問題上、ここで扱う問題は、マッキンゼーオフィシャルサイトで公開されているものをベースにしている。）

（面接前のゲームに関しては、関連のYoutube解説動画をご参照のこと）

 

 

 

＜目次＞

・①マッキンゼーのケース面接の概要と特徴（全容把握）

・②各問で気を付けるべきポイント（他の受験者との差別化要因）

・③実際の考え方（公式サイトの模範解答を深化）

 

 

 

【①マッキンゼーのケース面接の概要と特徴】

マックのケース面接では、約1時間の中で3つのお題を議論する。

シンキングタイムが10分程度与えられ、資料を読み込み、議論をする。

（面接官ごとに進め方はやや異なっており、各問ごとにシンキングタイムを設ける場合もあれば、一気に進める場合もある）

 

マックのケース面接の特徴は、

A）資料が配布される

B）状況設定が具体的である

である。

 

A）資料が配布される

他のファームと異なり、資料が配布される。

（ここ1年程度、ATK等一部ファームの中途で、資料を配ることも増えたが、売上のグラフなど、極めて簡素なものに留まる）

 

マックから提示される資料は概ね

a)client goal（プロジェクトのゴール）

b)Description of situation（クライアントの置かれている状況） 

c)Mck study（マックの立場、理解）

d)data and graph（関連する指標ないしマッキンゼーの分析結果）

が含まれたものとなる。

 

これを制限時間内に読み解き、

かつ、3つの問いに関する仮説を持つ必要がある。

 

面接は、日本人が受験者の場合は、基本的には日本語（資料・議論共に）で行われる。

（最終面接を除く。かつ、受験者のバックグラウンドが英語関係ありの場合はその限りではない）

 

B）状況設定が具体的である

他ファームで配布される資料以上に、マックの資料は具体的な設定を置く。

（他ファームの場合、国内自動車のセカンドティアの売上推移、とかその程度）

当然、わざわざそこまで具体化しているのだから、その前提・設定を汲んだ具体的な議論をする必要がある。

 

裏を返せば、すべてに通じるような一般論は求めていない、ということだ。

ここで言う一般論とは、

・稼働率が課題

・店の前で声掛けをすることで入店率を上げる

・SNSで集客する

など。

ケース面接解説記事にも記載したが、あらゆるものに言えそうな抽象的、一般的議論は、特にマックでは通用しない。

 

＊以下、資料の一例である。

 

＜企業系＞

＜Client goal＞

Our client is SuperSoda. SuperSoda is a top-three beverage producer in the United States and has approached McKinsey for help in designing a product-launch strategy.

 

＜Description of situation＞

As an integrated beverage company, SuperSoda leads its own brand design, marketing, and sales efforts. In addition, the company owns the entire beverage supply chain, including production of concentrates, bottling and packaging, and distribution to retail outlets. SuperSoda has a considerable number of brands across carbonated and non-carbonated drinks, five large bottling plants throughout the country, and distribution agreements with most major retailers.

 

SuperSoda is evaluating the launch of a new product, a flavored sports drink called Electro-Light. Sports drinks are usually designed to replenish both energy (sugars) and electrolytes (salts) in the body. However, Electro-Light has been formulated to focus more on the replenishment of electrolytes and has a reduced sugar content compared to most other sports drinks. The company expects this new beverage to capitalize on the recent trend away from sugar-rich products.

 

＜McKinsey study＞

SuperSoda’s vice president of marketing has asked McKinsey to help analyze the major factors surrounding the launch of Electro-Light and its own internal capabilities to support the effort.

 

＜Question 1:＞

What key factors should SuperSoda consider in deciding whether or not to launch Electro-Light

 

＜Question 2:＞

After reviewing the key factors SuperSoda should consider in deciding whether to launch Electro-Light, your team wants to understand the beverage market and consumer preferences to gauge potential success of Electro-Light.

 

Your team has gathered the following information on the US sports-drink market. The information shows an estimate for the share of electrolyte drinks, as well as the current share for the two main electrolyte products: CoolSweat and RecoverPlus.

 

 

 

Based on the target price and up-front fixed costs, what share of the electrolyte drink market would Electro-Light need to capture in order to break even? Here is some additional information for you to consider as you form your response:

 

Electro-Light would launch in a 16-ounce presentation (one-eighth of a gallon) with a price of $2 to retailers.

In order to launch Electro-Light, SuperSoda would need to incur $40 million as total fixed costs, including marketing expenses as well as increased costs across the production and distribution network.

The vice president of operations estimates that each bottle would cost $1.90 to produce and deliver in the newly established process.

 

＜Question 3:＞

SuperSoda executives believe that the company's position as a top three beverage company gives them strategic strengths toward achieving the desired market share. However, they ask the team to outline what would be needed to achieve the target of 12.5 percent share of the electrolyte-drinks market. What would SuperSoda need to do to gain the required market share for Electro-Light following its launch?

 

 

＜公共系＞

＜Client goal＞

Loravia is a fictional country located in Eastern Europe with a population of 20 million. The government of Loravia wants to achieve major improvements in both the quantity and quality of education for its children. Because McKinsey has great deal of global knowledge and expertise in the education sector, the Loravian Department of Education has asked McKinsey to provide advice on how they can achieve this transformation in its school system.

 

＜Description of situation＞

Loravia’s free-market economy is still developing, having emerged from many decades under communism. Recently, the government of Loravia put in place a new economic plan, with aspirations to transform its economy and “turbocharge” its development so that it is well positioned to compete with its European neighbors. The government of Loravia realizes that the education of its children is a critical factor in meeting its economic-development goals. It intends to transform its school system over the next 10 years so that it is able to support its economic aspirations.

 

Schooling in Loravia is completely public, and is provided by a network of government-run schools, which admit children from ages 5 through 18.

 

The first stage of this effort is to diagnose the current state of education in schools in Loravia to determine how best to meet the government’s future aspirations.

 

＜McKinsey study＞

McKinsey has been asked to support the Loravian Department of Education in diagnosing the condition of its current school system, and in identifying the most important areas for improvement.

 

＜Question 1:＞

What are the issues you would want to investigate in diagnosing the condition of the current school system in Loravia?

 

＜Question 2:＞

The chart below shows some important education-related measures for Loravia, and also for some comparison countries. Three sets of comparison countries have been used. In the first set are some of Loravia’s neighboring countries in Eastern Europe. In the second set are some of the most developed economies in Europe. Finally, in the third set are some countries that have similar sized economies to Loravia on a per person basis (similar GDP per capita).

 

What can you observe from this chart?

 

 

＜Question 3:＞

One of the clients at the Loravian Department of Education mentions the example of neighbor country C, which outperforms all of Loravia's economic peers and neighbors in the international assessment. She believes that the more concentrated school structure in this country is a big reason for its better outcomes in the international assessment. She suggests that having larger, less fragmented schools allows for more effective selection and training of teachers, leading to improved education outcomes for the students. Finally, she shares that 15 percent of Loravia's population are currently attending school.

 

What would be the reduction in the total number of schools in Loravia if it were to reach the same average school size as neighbor country C?

 

 

 

【②各問で気を付けるべきポイント】