Big 3 consultant CASES another Big 3 consultant | Casing series #1

hey everyone welcome back to our channel if you're new here my name is Neil and I currently work as a consultant at Bain & Company and then you'll meet Rohit pretty soon he actually just started his internship with Bain pretty recently the reason that Rohith and I made this channel is because we came from a non-target school when trying to go through the big three consulting process the victory being the kinsey Bain & BCG and it was pretty tough for us because there weren't many resources that we could easily go to and figure out everything that we needed we had to kind of piece by piece find all of the things that we needed to know in order to be able to do the process luckily successfully so that's why we've created this channel today this video I think will be pretty special we'll be casing each other I don't know I think we haven't decided yet either robic location you're all KCM but I think this will be really valuable for y'all to see how people who have made it through the process successfully case keep in mind though we have in case I think in my in my situation I have in case we may be like two years and then Rohit maybe has encased within the last like six months so we might be a little rusty but that's okay and I think that there are three things I want y'all to keep in mind to make this video as useful or for you all as possible the first one of course is just realizing we're not going to be perfect at casing and we're not perfect at providing feedback I think a reason to keep that in mind is because there might be some things that you do your own way or some pieces of feedback you've heard from us someone else that is in conflict with what we say I think that's totally fine and that's we're really where it takes your problem-solving skills to be able to figure out all right what is more genuine to me what do I think is best in need in different situations and then be able to just adapt that to your style the second thing is as either I'm casing Rohit or he cases me or in future casing videos when people are casing each other I would recommend that you almost act as if the interviewer is casing you and you pause the video along with how the case is progressing so that you could take a stab at creating an answer or a framework doing the math or whatever and then be able to compare it actively to the person who's actually be encased in the video that way you can see how you did it you can an additional rep and then you can see the difference between how you did it and the person did it so that hopefully you can learn from that without actually having to have another person case you and then the last thing that I wanted to mention before we dive into actual case is that right now we're filming this video June 17th and there's just a couple months before when a lot of you all I know will be applying for these internships or full-time positions in the next two or three months so we would love if y'all could provide us comments down below where you tell us what aspects of the case interview you want us to really focus on and deep dive and then also any other burning questions that you think would be really useful for y'all as you're approaching your applications the internships and and all of that I think that's enough talking for me what's going on to the case alright I guess we decided her okay it's gonna case me so keep in mind I haven't taste I think in three years last time I case was maybe like October of like 2017 and it's June 2020 right now so see how this goes yeah I get to have the fun so let's get into it if you're ready sir I'm gonna go your friend has approached you with the business idea and he wants your advice he wants to open a DVD rental service in New York City specifically Manhattan DVDs would be delivered to customers through delivery people on bicycles what would you tell your friend cool that's an interesting idea I'm guessing this is probably before the time of Netflix and Corona like we should assume that coronavirus isn't happening that Netflix and like mass live streaming services happen you know maybe like the early back mm yeah should we assume that yeah that's a fair assumption okay good cuz cuz otherwise I would tell him not to do it that wouldn't work yeah assuming assuming all of those things that's good to know and so I guess just to clarify I've heard the details correctly friends approached me he wants aid he wants to start a DVD rental service where people would on bike deliver DVDs to people within Manhattan right and and so I mean if I had to guess I would assume my friend is doing this maybe because he thinks this is an idea that would be become profitable pretty soon I guess one do we like is that the case and do we have any idea of what he wanted to become profitable and then - sorry I guess you yeah I'll answer that question he wants to be profitable within a year yeah okay and then are there any other broader goals like does he wants to branch into other different types of services or places and then I guess is there anything else I should know in terms of the goals that we're trying to achieve besides becoming profitable within a year no that's his only goal cool I think then I have all the information I need I will write up some of my thoughts structure them and then get back to you - cool cool [Music] all right well I think I'm good to go Rohit cool so when I'm thinking about my friends idea of wanting to start this bike rental service and then wanting to become profitable not sorry not bike rental service DVD rental service using Pikes and then thinking about also wanting to become profitable in a year there are three things that come to mind the first two are related to just like basic profitability right so the first one being revenue is secondly being costs and then the third one is kind of a I would say a catch-all of the human element like things like market trends mainly is what I'm trying to get at so things like what is the movie popularity of people within Manhattan looking at the demographics looking at I guess also like any trends that would indicate things that would I mean it's easy for me to say now cuz I know Netflix is a thing so like but I guess back then I would have also wanted to consider just like any groundbreaking things I would like totally shift the market place to where a business model like this might become obsolete obviously easy to say with hindsight but I think that'd be something I'd want to consider but I think the the meat of this case lies in the first two categories within revenue and costs right right and so digging a little bit deeper in those of course we know the within revenue volume price so with volume I'd want to know if my friend has any estimates as to how many DVDs he think he would be able to rent or is that something I even want us to market size and kind of estimate for him and then on the other side price I'm sure that there's probably a tiered pricing structure or like different kinds of prices that he might offer depending on how many DVDs so I'd like to also understand his pricing structure and just overall like that side of the revenue portion and then moving on the class of course with fixed and variable just I guess digging deeper into those fixed costs I'm sure is like you have to actually buy the rental seats DVDs that you're gonna be renting out you need to buy bikes and then also just like other costs in terms of fix and then variable being I think labor might be the biggest one that I can I can proceed so does that all kind of make sense within the revenue cost profitability yeah that makes sense cool and then do you agree that we should probably go towards that profitability maybe even like the first thing seeing if we can like market size within the revenue yeah that sounds like a great certain point so how would you go about doing that yeah it's a good point um so I think high-level before I take some time to really think about it a little bit more in detail but the high level would be I'd want to I guess we could even look at the like volume and the price categories within revenue so like I'd want to market size the volume you know starting with the population of Manhattan and then going to like DVD people who watch movies at home rather than like going to you know the movie theater people who don't even watch movies and then out of those people how many do we think would actually use our service right you know and I think this is more just to like see what the potential market size is not what it would be in a week from now you know what I mean so yeah and then and then of course assume some kind of price that we're renting these DVDs for you know so kind of doing that and multiplying them together and then that gets the revenue and then maybe we can put in costs later on so it's I do that so I'll take maybe like 30 seconds or a minute to write all the stuff out and then we can apply two numbers do it okay perfect [Music] okay cool so here are some of the numbers that I've come with it's a little rudimentary but I think it'll get the point across I've broken it up into volume in Christ I could mention earlier pricing just like how much we grant them the DVDs and I guess also one thing I wanted to include in the price is like the actual delivery fee that's something I should have commented on earlier but we'll start in the revenue starting with the population of Manhattan I know that the population of New York City is around 9 million I don't know exactly how much it's like 8 8 to 9 I don't know how much exactly Manhattan takes a population but I assumed about a third I'm just cuz I know there's a lot of other boroughs and stuff that make up New York City it was that time right to you so we actually have data on that it's about 2 million people 2 million okay yeah so from that 2 million people I will then assume a percentage of people and I guess also are these either DVD renters or the percentage that we assume of DVD renters who would use us are those numbers that we have any decayed data on or we did okay cool I should've asked earlier them sorry you're good so we know that 25 percent of the people in Manhattan rent DVDs okay and as and does that tell us how often no okay so we just assume the 25 percent rent at some point and then do we know I guess that will give us the total like market size of people who rent DVDs like the number of people who rent DVDs do we have a price in which we want to like rent them DVDs it's a good question if not I can I can make an assumption and if we get data in the in the future we can always suggest that right yeah sounds good cool yeah so so it first seems you know two million 25% of people rent DVDs that gives us five hundred thousand right so we know that in Manhattan 500k people are renters DVD renters nope and and that sounds like a pretty good number so far that is a like a lot of people but I know that there are their prominent rental services like blockbusters so it would be cool to see how integrated they are with in Manhattan mm-hm but I think the way where we go from this is by assuming a percentage that we think would use our service and then trying to apply revenue figures do that so that we can just come to a yearly revenue number right and then later on we can apply costs just to see if it'd be profitable that make sense that make sense I guess like what are some of the assumptions that you're making here mmm clarify those yeah for sure yeah that's exactly what I was about to do um I guess the first assumption is the ax so there's there's I think two main assumptions the first one is out of these 500k DVD renters how many do we think actually would use our service mm-hmm right because then that'll give us just like our customer base where and then the second one is just assuming a price of wait how much do we think that my friend would charge not only for the DVD rental but also for the delivery fee which I think I'll just like kind of put that into one lump sum of what a customer pays you know what I mean and then and then the last one which I just thought of I guess is is that we'd also want to assume how many times per year that these people rent because I think we'll want to do this one just like the first year basis so that we can test against the hypothesis that her friend had of wanting to be profitable in a year so I'll do those real quick yeah I guess one more thing I should mention know is that the friend knows that he can service all of Manhattan because it's too big he can't he can't okay so he can only service let's see here let's see if there's a third in my name okay cool and I guess another assumption then that we can assume is that these 500k the DVD renters are distributed evenly throughout Manhattan yeah you can assume that and type of me make it I have it's a new math is a little easier I appreciate that okay so within our addressable market there are 250 K DVD renters mm-hmm thanks for the easy path and then within that I I think for now I'd want to assume that realistically my my god is telling me that these 250 K DVD renters rent on average would rent on average between the low end which is one you know zero well their DVD renter so it'd be at least one month a year right to up to as many as I mean I'm sure some people rent one DVD per weekend so up to fifty right but I think like most populations and most activities its bell curve and the middle is probably going to be somewhere around five to ten times per year that make sense yeah so I think what I'm gonna do then is I'm going to apply that ten DVDs per person per year so about one per month I think that sounds pretty reasonable right mm-hmm yeah that's all good okay cool so 10 bees per year so that'll give us the number of DVDs rented within this population that we're trying to address right but then now we need to assume out of those people how many of you think are actually gonna use our friends service right and I think that number is going to be again in like the single to low double-digit numbers just because I think especially in the first year you're not gonna I want to be conservative and assuming how much market we capture so I would say conservatively let's just use 10 percent again and I think that once I multiply these out it seems like this 10 percent if this number comes out pretty high that 10 percent could be the reason why all right actually one thing my health and one concern that you raised earlier - is that blockbuster has a pretty hold on man and so maybe we can be even more conservative and say he can only get 1% in the first year yeah that makes sense yeah let's do 1% then so so then we know out of the 250 K DVD renters ten DVDs per year for them so that's 2.5 million one percent of that is gonna be twenty five thousand right so it makes sense means that twenty five thousand DVDs per year for the first year especially hopefully this 1% will grow and then for each DVD I think that a reasonable because I'm trying to put myself in the shoes or in yeah I guess in the shoes of the customer within Manhattan someone who probably has a decent amount of money if you're living on Manhattan but still cares about affordability within the context of Manhattan affordability right right so I think one DVD that gets brought directly to your apartment or to your house I could see people paying between like four to eight dollars for that I think double digits so like ten dollars is too much and I think anything maybe even below five dollars might not be enough for us to like overcome the cost of bikes and of labor and stuff so I'll just say an even seven seven and a half dollars so I'm good yeah I guess what are the factors we wanted to know in order to come to a price on this yeah I guess we want to know a thing well so I guess we want to know all the cost involved right and I can put another sheet I guess like maybe cause you're obviously a good one but maybe besides class oh yeah I guess another thing would just be what our people used to paying for DVD rentals I'm so looking at what blockbuster pays yeah charges people yeah do we don't do we have a home on that yeah so blockbuster charges four dollars per DVD and then another important thing to note about blockbuster because I don't know how much you know about them is like you have to go to the location yeah in order to pick up Liddy yeah yeah there was a blockbuster in my neighborhood so I remember visiting it um so ya still know about them right but yeah so then so it make sense but of course yeah like you mentioned we have to go in and like actually pick it up so I think mimicking their four dollars per DVD but then so I'm having to add a delivery fee to that do we know if our friend has an idea of what kind of bill degree fee he wants to add does he want it to be flat for delivery does he wanted to like scale based on where they live we're guessing it's flat right let's assume flat for now mm-hmm and is there any indication on how much he wants it to be or is that something I can assume you can assume that okay my assumption is that doubling the cost of the DVD would seem a little outrageous to people so my estimate would be anywhere between $1 and $3 and for now I'll try to uptake in the middle in say $2 that sound good so $2 for the delivery fee mm-hmm so then that gives us $6 per DVD that we deliver right right and so remember back we have the 25k DVDs per year multiplying that by the 6 that gives us 150 K in revenue which I mean that doesn't seem great for revenue but keeping in mind this is the first year and also that the delivery fee I put on is pretty low and that also that 1% that we put on is pretty well so I would say although this is not the most hopeful number I'm thinking especially given that like 150 K doesn't go far in Manhattan and the labor we're gonna have to pay he's gonna eat up at that I think that's it's not so bad that I would say don't do it at all but to really see if this 150 K in revenue is good or not I'd want to look at the cost so are there any information that we have about that some information but I guess like what would you need yeah yeah cost so I think the main cost that I'm thinking about right now and we mentioned them earlier within the context of a fixed and variable cost right with the fix being you know buying bikes financial CDs DVDs I put a char on there I mean that's just like other like background costs you know administrative costs and stuff like that and then the variable I think the main one is is labor yeah and then maybe maintenance of Pyke's might be a variable cost as well up at home yeah what do we think one of those yeah I think there's there's one cost that you're missing that would comprise this pretty significant cost I think you got all the other ones and also a quick note on the bikes we're just having the people that are delivering use their own bikes so we don't have to pay for the bikes would be in terms of slides DVDs I guess the other thing would be setting up like an application or a website know so that people can actually like interface with our our service and then like you know yeah book stuff yeah so like marketing yeah marketing yeah marketing and like software and stuff yep yeah what category would you put that marketing probably be fixed this week or would definitely be fixed cool so I have a couple numbers on those the DVD costs you have another friend who has a huge collection and we're gonna sell it to you for $10,000 okay and that should be enough to get you started and then you have another friend who is willing to build you the website and get you marketing material for $10,000 simple oh those are $10,000 mm-hmm and let's say that the HR cost and all of that is kind of negligible for now like you're the friend will end all of the hiring cool do we have any idea of our labor yeah for the labor we're assuming $4 per delivery person per delivery okay interesting so does it I'm trying to make sure I'm interpreting there right but that that basically means that we're just keeping the delivery fee if we look at it from Oh like a per like a variable perspective not taking into account the um they're like fixed costs of the DVDs in the marketing it seems like then we're getting to two dollars or like whatever the delivery fee is assuming that we have four dollars for the rental right yeah yeah it's like without the fixed costs the profit is $2.00 per yeah yeah yeah cool sweet so I think that gives us enough data at least right now to see if it would be profitable unless there's any other numbers I can apply these numbers and see what the potential profitability for the first year comes out to be yeah let's go ahead and do this we assumed that 25,000 DVDs would be delivered per year we know that from all of those in our assumptions that we charge four dollars per DVD two dollars for the delivery fee so that means that really our profit is just this $2 per delivery fee or $2 on delivery fees per DVD delivered right mm-hmm so it's 50 K and then we know we have to take out these like 10,000 in marketing which I I'm sure my friend could probably negotiate with his friends to pay overtime but let's just assume that we have we we want to be good friends back to them because it seems like they're doing this favor so we just wanna pay them back whenever we can so that's minus 20 so ya see like 30 K is our profit per year for the first year and yeah that's I think that's definitely below the poverty line for Manhattan if our friend here is is not doing any other jobs so I mean this number isn't super hopeful but again keeping in mind I assumed a lot of things that could be different in the real iteration of this you know the one percent at super low the fact that we're only doing two dollars per delivery fee we are in Manhattan people pay like seven bucks for coffee you know maybe they'll be willing to pay more than two dollars for the delivery fee for a DVD so I think these are all things to consider when one looking at this 30k but even then like even let's say we two extra three exit to ninety thousand instead of thirty thousand I think that still isn't the most hopeful number obviously a lot better but you know I mean yeah yeah yeah nothing too quick on strong over yeah I guess like what other things which we looked at in addition dish profitability mm-hmm yeah I think I alluded to some of it in my framework but could I am just like a little bit of time to write some stuff down [Music] cool so come up with a handful of ideas and I've kind of categorized them into three categories of kind of the other things that he can think about or do the first one being kind of like market related research the second one being partnerships and then the third one kind of a catch-all for both expansion and then also like negotiation and I'll explain what those mean in a sec I'm starting with the first one with market research I think one thing that you should definitely try to be aware of is like what hot movies are coming out you know on DVD that people would want to be rented or is this a down cycle for movies you know like are the last couple years they're not that great for DVD movies because I think that would really affect how many people want to use a service and then also doing some market research on the pricing so optimal price for delivery like I know Chinese places and pizza places like those are common delivery places right so we want to see how much are people especially in likely places within Manhattan paying for delivery already you know obviously a different product but still I think very similar enough right then the last one just being like understanding the demographics right I think more demographic some demographic azar going to be more targeted towards rentals and others so just making sure we understand not only who those people are but then also how to best advertise for them and then kind of quickly go into the other two partnerships wanting to see maybe like I don't know people rent a lot of movies on Valentine's Day so I put Valentine's there and they they're like you know places like you delivery on chocolate or flowers where they also provide a movie you know from our service and then also like on delivery food you know like what's better paired with like a DVD rental you can watch on your house then like pizza or like Chinese food you know something like that yeah yes so seeing if that's if there's a useful way we can tag along there and then the last one being the expansion so seeing what other boroughs with in Manhattan or within New York City but then also other places in Manhattan we can expand to like why are we only able to address half and not the whole thing right and then also yeah our other boroughs like within New York outside of Manhattan and then the last thing is just negotiating with the bikes or the labor people it's good that they're bringing their own bikes but $4 per delivery for each DVD could be a lot especially if like they're delivering ten DVDs in the same apartment building or the same block you know like we might be shooting ourselves in the foot by doing that you know instead maybe we just do like an hourly thing or something I don't know yeah I know we need to keep the incentives aligned because the more the way we do it now the more DVDs DVDs they get they are I guess deliver in a short amount of time the better for them and us so keeping that incentive a line but also like trying to see if we can cut costs there mm-hmm that makes sense okay so given all that what would you recommend to your friends yeah cool so if I had to give a recommendation to my friend I would recommend this idea with caution and what I mean by that is so far within the first year it doesn't look the best in terms of profitability but the reason I still wouldn't want him to go forward with it is because I think a lot of the numbers that we've used were pretty conservative right and so even if some of those numbers were 2 X - 5 X - like that could be a reasonable profit for the first year so yeah again just reiterating I would recommend that he do it but that he focus on a lot of the numbers that we calculated here just a really pressure test if this would be a profitable venture for him or not and then kind of talking about next steps or things outside of just the the regular yes or no that I think you should consider are a lot of these things specifically the market research just like being really being able to find out the optimal target audience and then the optimal amount that they would pay for the delivery because I think that's where he's gonna get a lot of the revenue from and then on the other side of it with the costs trying to negotiate with the laborers or the people who are writing these bikes and delivering to see if he can cut that down because you know every additional dollar we get per delivery is cute you know that's that's increasing our profit margin by like 10 or 20 percent you know all right and then I think that the nice to have next steps will just be like these partnerships or like the expansions to other places in Manhattan probably like secondary tertiary kind of ideas you know yeah after you've gotten to like primary business model down pat cool that makes sense think the friend will be happy with this cool until Netflix comes that is true ten years later he's out of business and then he blinds you got room I can't read the future though so all right new let's start with the feedback am i doing man I guess first off you did well in the case but I wanted to hear how do you think you did [Music] considering that I have been cased in three years I was getting notes to some I've been doing the job for the last year I think I did well I don't think and I say that from the perspective of I don't think there were any like major flaws I do think that I missed some things you know and I was slow to get certain things that were important certain aspects like the costs and marketing being a big one I think it took me a little bit too long to get to that but yeah overall I think I did fine but obviously room to improve if I were to like be happy a man review in a month you know okay yeah no I think that's pretty good assessment I think you did a pretty good job overall and I'll just go through from start to finish what I like and what I didn't like Oh so starting off I think you asked some really good clarifying questions so things like you know what the goals were which i think is always a really important question and a time period the only thing is on the time period and the goals I guess the main goal was that you wanted to break even within one year and then later on in the case you were like being worried about you know $30,000 is not a lot but all you wanted was to get be profitable the first year so I think using that later but a bit better yeah I didn't really understand yeah yeah after that I think the way you laid it out in terms of framework was really good especially starting off with here the main three things that I want and enlisting that one two three as a broad overview and then getting into each of the three in more detail yeah a quick thing on that just about frameworks so especially with like COBIT and stuff you all probably will not have a lot of in-person interviews so you'll be having to practice cases virtually with your friends but then also do cases whenever you get interviews one thing that you want to keep in mind when you're giving someone a framework over the internet or even in person is that you want to explain it so well that if they were not looking at your paper but only listening to your voice they could still rewrite your framework and draw it almost exactly like how do you have it from the paper so I think in that aspect of the paradigm that Rowe have mentioned of over viewing the different categories you have in your framework you know first one second one third one altogether and then deep diving into each one individually is a really good way of doing that so any minds behind one invention yeah that's another really good thing that you did was you understood that the meat of the case light and the profitability and you also mentioned it and so that that leads me to know that you know what you're doing and then finally and then finally you went from hey this is what I think I want to focus on like you've laid out the whole framework and then you are like re focus on this this is some good and so that shows that you want to drive the case the results of good for the interviewer yeah and then gives you the potential to redirect me in case I'm going down the wrong path exactly yeah so I think you did a great job there then he went into the market sizing I think you stumbled a little bit with like going into market sizing not on the volume side but you were mentioning things like price instead of I think it might have been better if he just focused on like okay what's what's the size of the market and then focused on pricing later instead of mentioning it all at once because I was kind of trying to figure out what you're doing I guess I was trying to figure sometimes when people say market size they can mean the number of people sometimes they can mean the number of dollars spent I was taking more of the dollar spent revenue approach so that's why I'm trying to do both at the same time okay but maybe a thing that I probably could have done there is asked if you had any information before I kind of assumed that it would be a pure market sizing where I had to come up with all the numbers so maybe that's something I could have just included a quick question on did you have it do you have any information on any of these things before I I don't then yeah and then I think you did a really good job of laying out exactly what you were going to do on the market sizing before actually plugging in the numbers I do think there were a couple of things that you missed out and that broad overview that I kind of just wanted to let you drive the case what kinds of things were missing yeah so I was gonna mention one thing is that you assumed that you could do all the minute and and especially when you're doing something like this you want to tell me that you're assuming that and then the second thing was a lot of the times DVDs this is kind of like more DVD specific but people watch it as like families or households and so if you assume like for example there are two people per household they wanted to buy everything by two already and so those are I guess like a couple assumptions that you made but overall I think he did a pretty good job on the market sizing then plugging in the numbers multiplying everything numbers were right and then after that we went into the pricing I think he did had some good assumptions there on the price mm-hm I do think like you could have asked me a couple more pieces of information on data that I had like the blockbuster being four dollars in competitor pricing now the overall I think he did a pretty good job of making assumptions coming to a price and then multiplying all the prices with the volume to figure out revenue didn't on the cause side you already mentioned this could have gotten to marketing or break stronger prior but at least you got a leader you led the direction you know after profitability going into the factors of what what other things you would want to mention which is also good the only issued there that I had was you didn't mention a lot of other operations that yeah I could have come up yeah so like I guess one example for the viewers and this is also kind of like DVD specific but you deliver it to the person but you also want to like pick it up later maybe at the end of the week and so that's gonna be another delivery cost for the driver or pickup for a pickup yeah so that could result in resulted in another $4 of you know delivery which would have put you in a negative profitability so that's one operations issue it could be a couple of other ones like you know if there's winter season disability yeah and it's like snowing in that and you can bike that cuts down your revenue but pretty significant amount no it's a couple of operations things there yeah quick question quick point on that like these are mistakes that I think are totally like reasonable and fine to me but the important thing is that you make them once and then I think like let's say that I was casing again in a week I think these would be mistakes that would be fresh on my mind so that's the importance of practicing especially and getting stuff wrong is that it helps you not get them wrong in the future so if you're I guess hesitant to start casing I think that is a good reason why is every subsequent time you'll just have so many more mistakes that you've made in the past that you can draw from and then do well on in the future yeah that's a great point and then finally the recommendation was really good I would just focus on being profitable in the first year as really important yeah and yeah I think you gave you no answer first you gave your I saw a couple solid reasons why you went with that recommendation you gave next steps and also a couple of risks you would want to look out for in the future so I think that's a great way of kind of framing the recommendation cool yeah oh one I guess piece of advice I always got on the recommendation will do two pieces of advice really the first one being always lead with your recommendation say like you know in this situation I recommend that and then say your actual like yes or no and then maybe two to three points depending on how many you have of actual support for that and then maybe restate your recommendation and then always give next steps of okay if they were actually going to pursue this recommendation what would you then recommend that they go and do a research or implement and then what are the next step or what are the risks sorry what are the risks in terms of both doing this recommendation and those next steps that you need to keep in mind so it's kind of like an overview of the recommendation that both is and I were talking we're kind of going through this process mm-hmm yeah so at the end of the case yeah nice and again I mentioned this in the in the introduction like 30 minutes ago and put a 1-over mind y'all but if there are any aspects specifically of either the case interview or more broadly applying to the big three consulting firms that you want answer please let us know in the comments below and then if you see other people who have made the same comment please make sure to LIKE like or I don't know do whatever you need to do to make sure that that's visible so that relief and I know what the most important pressing issues are so that we can answer them for you quickly but yeah if you have any questions on the feedback that we were talking about also put those in the comments and we'll answer directly into those comments oh yeah that's true cool sweet right see y'all next video [Music]

Channel: Neel and Rohit

Views: 20,488

Rating: 4.9482203 out of 5

Keywords: Consulting, management consulting, Bain, McKinsey, BCG, Boston Consulting Group, How to case, Big 3 consultants case each other, Neel and Rohit, What do management consultants do?, How to get into the Big 3, Big 3 case interviews, What do consultants actually do?, How to prepare for consulting interviews, resumes, consulting resumes, MBB resumes, networking, consulting networking, how to network with consultants

Id: S6NwJ9YLuCo

Length: 38min 3sec (2283 seconds)

Published: Mon Jun 22 2020