How to Match Problem Solving Frameworks with Case Interview (Part 5 of 12) | caseinterview
Summary
TLDR本视频脚本深入探讨了案例面试中的问题解决框架。首先,介绍了案例面试的开场、分析、结尾的通用步骤,然后重点讨论了与特定案例情况相匹配的具体问题解决框架。脚本强调了利润问题、商业情境、并购以及供需框架这四种主要的案例类型,并提供了识别这些问题类型的关键信号。接着,详细解释了如何使用盈利性框架来解决利润问题,强调了在解决案例时需要考虑的数学因素和商业背景。此外,还讨论了如何根据案例的不同阶段灵活运用或结合使用这些框架,以及在面试中如何有效地展示和沟通解决方案。最后,提到了在准备案例面试时,练习的重要性,包括在白板上绘制和记录笔记的技巧。
Takeaways
- 📈 **结构化思维**:在案例面试中,首先需要对问题进行结构化,明确解决问题的方法。
- 🔍 **问题类型**:商业问题通常分为四类:利润问题、商业情境、并购情境和供需框架。
- 💰 **利润问题**:利润问题通常涉及收入下降、成本失控或价格问题,框架为利润=收入-成本。
- 🚀 **商业情境**:商业情境包括公司战略、新市场进入、新产品引入或竞争对手分析等。
- 🔄 **并购情境**:涉及是否应该收购某公司,通常容易识别,关键词为“并购”。
- ⚖️ **供需框架**:当提到“供应”或“需求”并给出相关数字时,可能需要使用供需框架。
- 🔑 **触发词**:识别问题类型的关键词,如利润、收入、成本、供应、需求等,以确定适用的框架。
- 📚 **框架选择**:根据问题的具体情况选择最合适的框架,有时可能需要结合使用多个框架。
- 🤔 **深入分析**:在数学计算的基础上,进一步分析问题的商业背景和市场环境。
- 🛠️ **实践应用**:通过练习,熟悉并记忆框架的步骤,以便在实际面试中灵活应用。
- 📊 **白板练习**:练习在白板上边讲边画,模拟面试时可能需要的实际操作。
- ✈️ **行业特点**:在高固定成本行业中,如航空业,供需问题尤为重要,因为它们影响着行业结构。
Q & A
什么是案例面试中结构化问题的方法?
-在案例面试中,结构化问题的方法是定义我们如何解决问题的方式。这通常涉及到识别问题的类型,比如利润问题、商业情境问题、并购问题或供需问题,并匹配相应的问题解决框架。
利润问题通常涉及哪些因素?
-利润问题通常涉及收入、成本和利润之间的关系。如果提到这三个因素中的任何一个,通常可以认为是一个利润问题,框架可以表示为‘利润 = 收入 - 成本’。
商业情境问题包括哪些类型的案例?
-商业情境问题包括公司战略、进入新市场、引入新产品、竞争对手分析以及并购等。这些问题通常需要在市场环境、竞争对手、客户以及公司内部环境中寻找答案。
并购问题在案例面试中如何识别?
-并购问题通常很容易识别,因为会直接提到‘合并’或‘收购’这样的关键词。问题可能是关于是否应该收购某特定公司,或者在一般意义上是否应该进行收购。
供需框架通常用于解决哪些类型的问题?
-供需框架通常用于解决与行业产能相关的问题,如在高固定成本行业中,供需关系如何影响行业行为,或者在市场结构性变化时,是否应该增加或减少产能。
在案例面试中,如何确定应该使用哪个框架?
-在案例面试中,确定使用哪个框架的关键是寻找触发因素,这些触发因素可以帮助识别问题的类别。例如,提到利润、收入或成本时,可能需要使用利润框架;提到合并或收购时,可能需要使用商业情境框架;而提到供应或需求时,可能需要使用供需框架。
为什么在案例面试中使用较少的框架是有益的?
-使用较少的框架有助于减少关于使用哪个框架的争论,使得面试者能够更快地通过框架的初步阶段,专注于问题的实质。熟悉几个框架并能熟练运用它们,比记住很多框架但对它们的应用不够熟练要好。
在案例面试的准备过程中,为什么练习是重要的?
-练习可以帮助面试者熟悉框架的步骤,提高对框架的记忆和应用能力。通过模拟实际面试的情况,比如使用白板和标记笔进行演示,可以增强面试者的现场表现和逻辑思维能力。
案例面试中,如何处理涉及多个类别的情境?
-在案例面试中,如果情境涉及多个类别,通常首先识别为利润问题,然后通过数学方法找出问题所在,接着进入商业情境分析原因,最后可能需要考虑供需框架来评估行业变化对经济的影响。
为什么航空业在案例面试中经常被提及?
-航空业经常被提及是因为它是一个典型的高固定成本行业,其供需关系和产能问题对于理解行业行为至关重要。航空业的例子有助于展示如何在案例面试中应用供需框架。
在案例面试中,如何处理那些看似简单但实际上包含复杂因素的案例?
-在处理看似简单但实际上包含复杂因素的案例时,重要的是不要被问题的表面现象所迷惑。应该使用数据和框架来分析问题,即使是简单的案例,如柠檬水摊,也可能涉及到需求曲线和供应曲线等复杂的经济概念。
为什么在案例面试中,了解外部环境和内部环境对于解决问题很重要?
-了解外部环境和内部环境对于解决问题很重要,因为这有助于面试者全面理解问题的背景和上下文。这包括市场状况、竞争对手的行为、客户需求以及公司自身的优势和劣势。这种全面的视角有助于制定更有效的解决方案。
Outlines
📈 案例面试概览与框架介绍
本段落介绍了案例面试的开场、分析、结束的通用步骤,并讨论了如何根据具体案例情况选择合适的问题解决框架。提到了案例面试的四个主要类别:利润问题、商业情境、并购以及供需框架。强调了利润等于收入减成本的基本框架,并指出了不同类别的案例可能需要不同的框架来解决。
🔍 商业情境与供需框架的深入分析
第二段落深入讨论了商业情境类别,包括公司战略、进入新市场、新产品引入以及竞争对手分析。同时,详细解释了并购案例的特点,以及如何通过供需框架来探索行业容量问题。强调了在确定问题类别时寻找触发点的重要性,并介绍了如何根据不同的商业情境选择合适的框架。
🎯 框架的灵活运用与案例实践
第三段落讨论了在案例面试中如何灵活运用框架,以及如何从利润问题过渡到商业情境,再到供需框架。提到了在实践中根据不同情况创造性地组合框架,以及如何在面试中使用白板和标记来展示思路。还提到了在高固定成本行业中,如航空业,供需问题的重要性和常见性。
Mindmap
Keywords
💡案例面试
💡框架
💡盈利问题
💡商业情境
💡合并与收购
💡供需框架
💡结构化
💡触发词
💡数学驱动
💡灵活性
💡练习
Highlights
讨论了案例面试的四个通用步骤:开场、分析、总结和结束。
介绍了实际框架,即针对特定案例情况的具体问题解决框架。
强调了午餐休息时间和下午的安排,包括不同类型案例的讨论和面试准备。
提到了案例开场的最后一步是结构化,即定义解决问题的方法。
讨论了常见的案例类型,如利润问题、商业情境、并购和供需框架。
强调了利润问题通常是案例的起点,涉及收入、成本和利润的关系。
商业情境类别包括公司战略、新市场进入和产品引入等问题。
并购案例通常涉及是否应该收购某家特定公司的问题。
供需框架常用于探索行业产能问题,如航空业的高固定成本问题。
强调了识别问题类别的触发因素,以匹配相应的框架。
介绍了作者使用的三个主要框架:盈利性框架、商业情境框架和供需框架。
讨论了如何通过框架识别和解决利润下降、成本失控和收入下降等问题。
强调了在案例面试中,灵活性和创造性的重要性,以及如何将不同框架结合起来。
提到了在面试中可能会要求在白板上边讨论边画图,强调了实践的重要性。
讨论了如何识别和处理跨越多个类别的复杂案例。
强调了在高固定成本行业中,供需问题的重要性,如航空业。
提到了在服务业务中很少看到供需问题,因为供应可以很容易地扩展。
讨论了如何通过案例面试书籍中的框架,但强调了选择适合自己的框架的重要性。
提到了在案例面试准备中,如何使用手稿和提示卡来帮助记忆和组织思路。
Transcripts
all right we talked early on this
morning about the case interview
mindsets how to open analyze and close
the case what are the generic steps and
what we do now is talk about actual
framework so what I call out matching
specific case situations the specific
problem-solving frameworks we'll go
through each one demonstrate those that
will take sort of till lunch we'll break
a lunch at 12:15 be about an hour so
come back and afternoon finish up
different kinds of cases and then finish
off the day on how to practice and
prepare for interviews as well as some
final tips okay any other sort of
administrative questions okay okay so we
talked earlier about opening a case and
and the last step in opening a case is
structuring it which is defining how
we're going to approach the problem
solving of the case so when talk about
common case types my favorite frameworks
which cases go with which frameworks and
then we're gonna demonstrate all this
all right here sort of in terms of the
business situation cases you don't need
to write this down but you're welcome to
if you want to there's like a whole
bunch of business problems out there
okay the general thing is they sort of
fall into four categories it's more
important number the categories I'll
talk about in a sec the first one which
I talked a lot about this morning is a
profit problem it's a very common way to
start off a case you know profits are in
the tank what do we do you know cost out
of control what we do revenues down what
do we do okay and so you're going to
have a lot of variations on those if
it's an if it's like in a financial
services industry there's like different
terms for revenue so you want to clarify
what they mean by certain terms
sometimes it'll be sort of a pricing
driven problem so prices the declines or
a costs have gone up fixed costs have
gone up very cost have gone up but
basically there's a whole class of
problems around revenues and costs so I
always think of it the framework as
profit equals revenue minus cost if I
mention any of those three things you
know usually it's a it's a profitability
problem okay
the next category cues ation and I
should also mention that the frameworks
I use tend to be a lot different than
some of the things you see out there I
mentioned earlier a lot of ways to be
right this is not the only way it's
simply a way so I just want to put that
as a caveat you'll find that I tend to
like if you look at the case interview
books that are out there they have like
all kinds of ideas like a laundry list
of frameworks you could use I only have
like four and they're really only like
three and the reason I have three is
because I can't remember like ten and I
figure it's better to know three really
well and like sort of forget half of ten
and sort of you sort of caught off guard
the second category of cases is probably
the most common one and I just call it a
business situation and that incorporates
what's this company strategy what should
it be and incorporates entering a new
market incorporates you know your your
nephew asked you to start a new business
because you're some hotshot Harvard MBA
what you did you how do you build
eliminates dance okay I actually have
that his case that was the case I bombed
by the way the only one I really bombed
was lemonade stand and because I thought
it was like too simple and in fact they
had that the right answer had demand
curve supply curves and tired demand I
had like very complicated he an entire
model built behind a lemonade stand I
sort of assumed there was a simple one
so don't get caught off guard don't
assume you know Thanks
use the data in the case still got the
job we got that one so business
situations entering new markets
introducing a new product competitor
that is X should you do Y so any sort of
business situation type of case I I sort
of lump into business situations mergers
and acquisitions big company wants to
acquire a small company should they
acquire this particular small company ok
that's emergence and acquisitions it's
really a variation of a business
situation so you know the business
situation approach then emergent
acquisition works and then last one is a
supply demand framework also sort of
often used as sort of a way to explore
issues around industry capacity okay
so in a lot of industries with high
fixed costs so airplanes for example
the behaviors in that industry sometimes
seem crazy but it's because of this high
fixed cost and and we'll talk a little
about that but it's an interesting issue
they probably are listed in the order
that in the order frequency so you
probably see profit fairly often
business situation quite often as well
often times cases we'll start off as a
profit problem and then move right into
a business situation okay because this
is purely math right isolate
mathematically what's the numerical
driver of the problem but then you have
no business context so a business
situation is all about under in the
context of the market place competitors
customers as well as the companies up in
terms of supply demand sometimes the
supply demand or capacity type problems
are acquisition related okay if they're
trying to like acquire a company to like
eliminate it sometimes a big company
will eliminate by competitor just to
take the capacity off the market
sometimes because of the way the funny
way that the supply demand curves are in
that industry so if the acquisition is
driven by the diminishe you then you
would want to use a supply demand
framework it's more like we've decided
we're going to acquire somebody should
it be this company that company that's
more of like a business situation and
that's how I sort of define me to any
type of problem around building down
building up building or shutting down a
factory which adds capacity and then any
kind of capacity shift in response to
demand so if the issue is you know the
markets really sort of structurally
change its tracted by twenty percent
likely be contracted for a long time a
twenty percent should we shut down the
factory sort of sounds like a business
situation but it'll probably end up
being a supply demand okay so what
you're looking for what in this process
is you're looking for the triggers to
figure out which category of problem it
is so you know which framework to match
it to and and I'll just show you how to
go back and forth real fast here the
four court forms I have matched those
categories so I have a profitability
framework I'll show you business
situation mergers and acquisitions and a
supply demand frame
as well so I'll give you the telltale
signs the reason I use fewer frameworks
and criticize it's like less debate as
to which one to use
you know if they mention profit revenues
or cost I mean you never go on starting
with the profitability framework but
you'll find that you go through the
primer pretty fast if you know what
you're doing so usually it's like five
seven maybe ten minutes max if you've
never seen it before you don't only have
a business background you'll be in
profit and revenue minus class like all
day long because you won't realize
profit it's driven by Bevin your cost
and so on and so forth so that's the
easiest one because it's just pure pure
math okay and that's I mean complicated
math either business situations are all
as basically the default one if you
don't know what to do start with
business situations it helps you
understand the context of the external
environment the internal environment and
so forth mergers and acquisitions those
are very easy to tell because they'll
say merge will require hear the words
the keyword phrase it's emergent a
question case the only tricky one is
whether it's sort of like a a fit issue
so should we acquire this particular
company versus is is it a good idea to
acquire someone in general given
capacity constraint so that's the only
one that's sort of a little tricky and
then the other ones around supply and
demand are when they mentioned the word
supply when they mentioned the word
demand and they give you numbers that's
a big sign if they give you numbers
around supply that's usually a sign that
they want to do the math and a supply
demand curve and literally plot out a
curve an example might be your clients
I'll make it up your client is the mines
coal okay and their cost to produce is I
don't know 50 bucks per metric time I
have no idea that's even remotely close
and their nearest competitor has this
cluster they can produce a metric ton at
forty dollars per metric time okay they
start mentioning words like that $1.00
dollars to produce that's like a
capacity issue red flag you might start
thinking about supply and demand
okay that make sense any questions from
this morning I did Rick
all right let's you out see frameworks
here you should all have a handout we
don't the more handouts up front I'm
going to talk first about the
profitability framework so I'm going to
pull out your handout and the the five
pages in the handout are where
essentially my I don't my crib sheet if
you would things I would sort of
mechanically go through before I begin
to view it's what's having one of your
own welcome to use mine if it doesn't
quite work for you change it do you want
entirely different up to you it's good
to just have one thing and what I would
do is when I practice I would have it in
front of me so I could remind myself of
the steps and then I work on memorizing
the steps so I can throw it out okay so
it's an initial again I mentioned
earlier that if you're brand new to
cases it's very mechanical early on and
then you start getting more flexible and
by flexible actually a good example is
so someone who's mechanically good at
cases well I say oh that's a profit
problem I must use the profit framework
and I can only use the profit for I'm
looking I can't do anything else and
they're going to find that that has
limitations because the profit frame
only gives you the mathematical reason
why the business is sort of flailing but
not any context as to why okay so the
flexibility when you're sort of getting
a little more creative is in the middle
the profitability framework you realized
okay something like why are these why is
revenue is like why's pricing falling
through the floor
I know that's what is mathematically but
why and then all of a sudden you roll
into a business situation okay and it
might be as the process of going through
the business situation you might realize
well this industry has really changed a
lot they're these entire new growth
segments that the client is not in
participating at all maybe they ought to
acquire somebody okay and then the
question is what would that happen to
industry supply and will that shower
that change the economics of the
industry so then you roll into like a
supply demand framework so that's sort
of you know I wouldn't say the ants but
sort of medium to advanced is you start
intermingling between these two and I'll
like make up frameworks to I'll show you
how it's sort of a little bit how to do
that when nothing else fits yeah sure
you better you should it's impossible to
do it well without it also often you
want to UM do if you're using oh if they
want sometimes it's hurting the
interview will hand you a like a like a
dry erase board marker and start asking
you to sort of talk doing the case while
standing okay so you actually practice
like you know drawing on the whiteboard
taking notes and you won't have your pen
and paper there right so you want to
take your own notes so you're going to
have two white numbers on the side and
then you have to do that your notes on
one side and then the official
presentation if you would in the middle
so there's a lot of sort of just
logistical stuff you want to get used to
yes yes
moving having situations that sort of
span across categories types of cases
you'll see that in the first round last
one all kinds of nouns and the most
common one is really it's a profit
problem and then okay you figure out
mathematically what's wrong but you
don't know why it's wrong and then you
don't know what to do about it so then
you have to blow into business that's
sort of by far the most common one and
then the other ones much less common
sometimes you move into a supply demand
that tends to be by the way it tends to
be in really high fixed cost industries
it's another size so airplanes airlines
they do all kinds of bizarre stupid
stuff in their lives because the cutback
of the capacity structure and the high
fixed cost of that business is just
ridiculous I mean I find interesting
like I personally made more money than
the entire US airline industry in its
history of 50 years because I have have
at least net worth of a buck hey that
business has not made a dollar like in
half a century
that they have they keep going right
because of it and it's because of this
demand and supply issues so that's a
typical one if it's what if it sounds
like like big heavy things are involved
when it then that's like a high fixed
cost business and that's typically a
sign that it's likely to be supplied
north the possibility for it to be a
supply demand is likely you almost never
see supplied in any case for us service
of businesses so really high margin low
fixed cost and high variable cost
businesses
almost never have a supply manager
sometimes it's demand which is more of a
business situation but not really around
supply because because supply can scale
very easily in that business that's what
happens
you
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