management consulting preparation made easy - for the solution

2 © Introduction to the Integral Method – management-consulting-formula.com

Hello, I am very happy to share with you this case study with its full solution, illustrating one of the faces of the « Integral Method » online training. I hope this extract will give you a first vision of what is the Integral Method and how it will be able to help you overtake the mass of candidates, almost all being of high level, but that use tools and technics that often can't make the difference. The entirely corrected case is an application of the transverse method described in detail in the training. I recommend you to do again this case after having acquired the notions and tools of the Integral Method: you will see that it’s like chalk and cheese. By finishing this case, you will have achieved a first important step of your training by familiarizing yourself with a selection of concepts to perfectly master before the day D of your real interviews.

Victor Haïm Mamou

Thank you for having downloaded this extract of the Integral

Method on management-consulting-formula.com !


Watch out!

Don't believe your friends !

- No candidate enters a consulting firm worth this name without a serious training on both the form

and the substance

- This is true even for the graduates of the most prestigious schools and universities of the planet

The terrible case study is a supplementary difficulty considerably overestimated by the candidates!

- You have well read, it is not the difficulty, it is a difficulty specific to these interviews

- If you invest a certain effort and a methodical approach, it is possible to successfully pass the

case studies in every scenario – I will come back on this later, it is the major theme of the

management-consulting-formula.com site.


Why the Integral Method training?

Imagine yourself facing an interlocutor that, not happy to triturate you on your way, your

motivations and your personality, also allows himself to interrogate you on the a subject

that the theme is not revealed to you until the interview, needing from you a big dose of

improvisation...

It is the methodology and the state of mind that give the value and the originality of the

contents of what I share on the management-consulting-formula.com site, I will explain

you will immediately after...

Welcome to the ruthless univers of the

consulting firms interviews !


Objective review (?) of existing works on this subject

Before formalizing the contents of the preparation of the interviews within the consulting firms, I

have searched to understand why the existing works had not helped me a lot when I was candidate

Catch-all

The complete bazaar : many cases but no methodology

• Genious if you want to have the white paper's syndrome (ie, being stuck during the

interview)

• It is up to you to synthezise what you need to retain, but is this all you have to do ?

Catalog The organized bazaar : aways too many cases, but segmented by families

• « What? You did not recognise during real interview that case statement of your

examiner was the 36th type of case, variant IV on the costs reduction? »

Partial

Methodology

The interview reducted to its case study : perfect for the first round or for pre-selection

tests...but this will not get you easily to the job offer

• « I perfectly did my case study but I was not accepted "

• All the soft dimension of these interviews if left aside…


How the Integral Method is built?

What!?We are not entering to the heart of the subject right away ??

• « Quickly I want to do a case... ten cases... a hundred cases »

No dear readers, we start our route together in an original way in terms of pedagogy – I have been

a teacher remember and it can't be undone ! - by the enouncement of what one must not do, so that

you understand exactly what it is about and you perceive the associated risks.

After that, we will detail what one must do for each of these problematics, knowing that the heart of

my – so of your – work will consist to focalise of the case of study part properly speaking... but not

only !

As you will see, we will talk at the same time about

- The substance : to be irreprochable in terms of « business sense » and structured approach

- The format : to master each of the 3 key steps of an interview within a consulting firm

- The recruitement process : to make the good choices to be recruited withing approximatively 2

months, without useless stress and without agenda errors that could cost you a lot – I will share with

you my personal experience where I almost left over McKinsey for errors you will not make:)


Case n°1: Fieldsommer Supermarket

Case statement

The chain of supermarkets Fieldsommer is

present in Germany for 20 years

Recently, its share price withing the stockmarket

has fallen down, whereas Ocset, one of its

competitors has seen in parallel its price growing

up in a solid maner

The Fieldsommer CEO asks you to help him

remedy this situation

Difficulty

Duration ~40' à 50'

Case n°1 : Fieldsommer Supermarket

Documents at the disposal of the candidate and of the examiner



Synthesis of the documents at the disposal of the candidate

and of the examiner

Candidate

• The candidate has to start by presenting his case

approach plan starting with a blank paper

• The Appendix I and II are preferably given as answer to

the questions asked by the candidate

• If the candidate dries, the examiner takes the lead

giving him the Appendix on the way

• If the candidate doesn't highlight the key elements from

these data, the examiner will ask matching questions

• Finally the candidate has answers sheets for each of

the addressed themes

Examiner

• The examiner disposes of a global analysis of the case,

decomposing the prioritary themes and the expected

questions of the candidate

• The examiner ‘disposes of Questions and Answers

slides that can be used to lead the discussion gradually

41

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Graphiques 1: 10 principaux concurrents

Annexe I – analyse concurrentielle

127

124

96

93

91

86

74

59

54

211Super M

Ocset

Kapitale

Soglas

Fieldsommer

Diagon

Rosmo

VSKF

Alfa

Jorg

TCAM

'06-'11 (%)

PdM

'11 (%)

14.5

8.7

8.5

6.6

6.4

6.2

5.9

5.1

4

6.3%

38.5%

10.8%

-14.3%

-23%

-11%

-16%

-3.3%

-6.2%

-52%3.7

Graphique 2: évolution du nombre de concurrents

1 5801 650

2 230

2 550

-15%

20102008 20112009

1 Candidat

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127

124

96

93

91

86

74

59

54

211Super M

Ocset

Kapitale

Soglas

Fieldsommer

Diagon

Rosmo

VSKF

Alfa

Jorg

TCAM

'06-'11 (%)

PdM

'11 (%)

14.5

8.7

8.5

6.6

6.4

6.2

5.9

5.1

4

6.3%

38.5%

10.8%

-14.3%

-23%

-11%

-16%

-3.3%

-6.2%

-52%3.7


1 5801 650

2 230

2 550

-15%

20102008 20112009

1 Candidat

41

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127

124

96

93

91

86

74

59

54

211Super M

Ocset

Kapitale

Soglas

Fieldsommer

Diagon

Rosmo

VSKF

Alfa

Jorg

TCAM

'06-'11 (%)

PdM

'11 (%)

14.5

8.7

8.5

6.6

6.4

6.2

5.9

5.1

4

6.3%

38.5%

10.8%

-14.3%

-23%

-11%

-16%

-3.3%

-6.2%

-52%3.7


1 5801 650

2 230

2 550

-15%

20102008 20112009

1 Candidat

40

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• Pour aiguiller le candidat, les questions suivantes

peuvent être posées

– En analysant le Graphique n°1, pourquoi fait-il

sens de se concentrer sur Ocset?

– Selon vos projections, dans combien d'années

Ocset devrait devenir leader?

Réponses aux questions essentielles - concurrence

QuestionsQuestions

• Quel est le positionnement de Fieldsommer sur le

marché?

• Notamment vis-à-vis d'Ocset?

• Quelle est l'évolution de la concurrence?

Réponses de l'examinateurRéponses de l'examinateur

• Voici les données disponibles sur la concurrence -

Annexe I

• Quels sont vos commentaires sur le Graphique n°

1?

• Quels sont vos commentaires sur le Graphique

n°2?



– Quelles semblent être les entreprises les plus

vulnérables?

1 Examinateur

40

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– En analysant le Graphique n°1, pourquoi fait-il




Réponses aux questions essentielles - concurrence

QuestionsQuestions


marché?



Réponses de l'examinateurRéponses de l'examinateur


Annexe I

• Quels sont vos commentaires sur le Graphique n°

1?


n°2?




vulnérables?

1 Examinateur

90

© Méthode Intégrale de présentation personnelle et de résolution d’étude de cas –

etudedecas.fr

Synthèse des questions essentielles que le candidat doit

poser pour traiter le cas

Ventes

• Quel est le niveau des ventes

de Fieldsommer?

– Comparaison à Ocset?

Evolution?

– Selon différents formats de

magasins? Sur internet?

Coûts

• Quel est le positionnement de

Fieldsommer en terme de

coûts?

– Par rapport à Ocset?

Evolution?

Organisation

• Quels sont les formats de point

de vente de Fieldsommer?

• Quelle est leur répartition en

Allemagne? Leur densité?

• L'organisation d'un magasin

type est-elle différente de celle

d'Ocset?

Clients

• Les clients sont-ils différents

dans les 2 chaînes?

• Quelle politique de rétention et

de conquête des clients?

• Fieldsommer est-elle une

entreprise focalisée sur les

clients par rapport à Ocset?

Concurrence

• Quel est le positionnement de

Fieldsommer sur le marché?

Notamment vis-à-vis d'Ocset?

• Quelle est l'évolution de la

concurrence?

Certaines de ces questions n'appelleront pas de réponse

permettant de résoudre le cas...mais ne pas les poser serait

considéré comme un manque

1 2 3

4 5

ExaminateurCas n°1: Supermarché Fieldsommer

92


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Graphiques 1: les 10 principaux concurrents

sur la plus grande région Allemande


211

127

124

96

93

91

86

74

59

54

Super M

Ocset

Kapitale

Soglas

Fieldsommer

Diagon

Rosmo

VSKF

Alfa

Jorg

TCAM

'06-'10 (%)

PdM

'10 (%)

14.5

8.7

8.5

6.6

6.4

6.2

5.9

5.1

4

6.3%

38.5%

10.8%

-14.3%

-23%

-11%

-16%

-3.3%

-6.2%

-52%3.7

Graphique 2: l'évolution du nombre de concurrents

sur l'ensemble du pays

1 5801 650

2 230

2 550

2007 2008 2009 2010

-15%

1 Examinateur & candidatCas n°1: Supermarché Fieldsommer

91


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Annexe I

• Quels sont vos commentaires sur le Graphique n

1?

• On suppose que la région donnée en illustration

dans l'Annexe I est représentative du pays


n 2?



– En analysant le Graphique n 1, pourquoi fait-il




Réponses aux questions essentielles – concurrence (1/2)

Questions


marché?



Réponses de l'examinateur




vulnérables?

1 ExaminateurCas n°1: Supermarché Fieldsommer



Key questions Candidate's response sheet

Candidate Case n°1: Fieldsommer Supermarket


Introduction to the case to the attention of the examiner

This slide does not have to be discussed with the candidate

Examiner

The Ocset chain distinguish itself from the competition by a strong growth of its sales, even

though it is not today a market leader, it will become in a short time

Its success allows it to sell more per store, whatever the format of the point of sales: in

supermarket and even in the hypermarket

A volume effect combined to a better mastery of the operational costs on all the value chain

allows Ocset among other things to have lower costs than the competition

The reason of this quick success is in the practice of a strategy focused on the customer

• The absolute priority of Ocset is, in all the fields, the consumer: in order to capitalize on its

competitive advantage with a high level of service at a just price

• A fine knowledge of the customer is allowed by a analysis of the transaction data, with a key

investissment on the IT part

• The service offer is superior to the competition's one thank to its multiple point of sales format

offer, a large choice and a high quality of service both in the stores and on the Internet

In order to buck the trend, Fieldsommer has to capitalize on its existant network so to answers

to the best to the expectations of the customers



Timing of the case to the attention of the examiner

This one does not have to be discussed with the candiate !

Examiner Case n°1: Fieldsommer SUpermarket

Expectations Difficulties Traps Duration

Working plan

Analyzes

Synthesis and

conclusion

The competition study

has to clearly appear

The sales and costs

analysis has to preceed

the organisational

considerations

Get out the "so what" of

the calculation, especially

in the competition part

Prove common sense for

the costs and customers

parts

Get out the client part as

heart of the case study

Emphasize on the

potential actions to be

done by Fieldsommer

High because the

case is not a

classic one and

needs a look from

up in order not to

neglect some

subjects

Medium

Get out the

hypotheses

within the

quantitative part

High

Analyse the

evolution of the

feasability over the

time for the studied

levers, especially

the organisational

ones

Zapping the sales and

costs part

Forgetting the

centrality of the client

in this B to C business

Closing its hypotheses

Not reading the

appendixes with

precision and…not

answering to the asked

question (sales)

Remaining theoretic in

the clients part

Limiting yourself to the

diagnostic part

Suggesting solutions

without discussing the

realism of their

practice

~ 5' to 10'

~ 30' to 35'

~ 5'

~ 40' à 50' Total


Analysis of the case statement

Examiner

Case statement

The chain of supermarkets Fieldsommer is

present in Germany for 20 years

Recently, its share price withing the stockmarket

has fallen down, whereas Ocset, one of its

competitors has seen in parallel its price growing

up in a solid maner

The Fieldsommer CEO asks you to help him

remedy this situation

Fielfsommer is an actor established a long time ago on the

german market,

• What has recently happened ?

Lack of adaptation to the market in evolution ?

Inadaptation of the answer to the competition ?

The fall of a listed share expresses a loss of confidence in

the future of the enterprise but it does not give us the

reasons

• Fall of sales ? Rise of costs ?

• Non-competitive offer ? Disaffection of the customers ?

The fall of Fieldsommer does not seem to be the one of the

market because a competitor performs well

What happens with the competitional environment ?

What are Ocset's assets ?

Remedying the situation implies understanding the reasons and

suggesting appliable actions to Fieldsommer



Synthesis of the case statement analysis

Highlight of the case analysis structure

Application of the IM framework to structure the case

External to the enterprise Internal to the enterprise

What strategy ?

What organisation ?

What costs ?

What performance ?

What sales ?

Market

Clients

Competition

Suppliers

Innovation

Macro-

parameters

Priority 1 Priority 2 Non-prioritary

1

2

3

5

4

Examiner

i Priority Order

One of the competitors is clearly

stated in the model

The mangnitude of the

Fieldsommer difficulties has to

be clearly quantified

A choice must be made

concerning the potential causes

Other secondary subjects to

keep in mind just in case

Analysis of the

competiton

Sales and costs

Clients, organisation...

Strategy, performance,

market analysis,

providers

86


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Analyse de l'énoncé du cas

Examinateur

Enoncé du cas

La chaîne de supermarché Fieldsommer est

présente en Allemagne depuis 20 ans

Récemment, son prix d'action en Bourse s'est

effondré, alors qu'Ocset, l'un de ses

concurrents a vu parallèlement son prix

augmenter de manière solide

Le Pdg de Fieldsommer fait appel à vous afin

de remédier à cette situation

• Fieldsommer est un acteur établi depuis longtemps sur

le marché allemand, que s'est-il passé récemment?

– Manque d'adaptation au marché en évolution?

– Inadaptation de la réponse à la concurrence?

• La chute d'un titre en bourse traduit une perte de

confiance en l'avenir de l'entreprise mais ne nous en

donne pas les raisons

– Chute des ventes? Hausse des coûts?

– Offre non compétitive? Désaffection des clients?

• La chute de Fieldsommer ne semble pas être celle du

marché car un concurrent performe bien

– Qu'en est-il de l'environnement concurrentiel?

– Quels sont les atouts d'Ocset?

• Remédier à la situation implique de comprendre les

raisons et de proposer des actions applicables à

Fieldsommer

Cas n°1: Supermarché Fieldsommer



Synthesis of expectations, difficulties and traps on every of the

thematics of the Analysis part

Examiner Case n°1: Fieldsommer Supermarket

Challenge the case statement

by questioning the focus on

Ocset

Suggest a structured approach

for the quantitative part

Methodically decompose the

cost items

Illustrate the cost levers

Competition

Expectations Difficulties Traps

Easy, to get

in legs !

Some common

sense

hypotheses

Easy, guided by

the common

sense

Not making links

between the charts n 1

and n 2

Not analysing the given

data, not answering the

asked calculation

Asking the split of the

costs ... instead of taking

the initiative of doing it

Sales

Costs

Organisation

Customers

Give concrete insights

Put into perspective the

operational implications of a

client focus

It is here that the

case is really

cracked

Remaining too theoretical,

without emphasizing on

the added value of

Ocset's approach

Cover the large spectrum of

the organisational aspects

Focusing on a

particular aspect of the

organisation

1

2

3

4

5 Need to be

capable of

seeing the big

picture


Presentation of the chosen approach to address the case

Candidate's response sheet



Synthesis of essential questions that the candidate has to ask

to address the case

Sales

What is the sales level of

Fieldsommer ?

Comparison to Ocset ?

Evolution ?

According to different

formats ? Over the Internet ?

Costs

What is Fieldsommer

positioning in terms of costs

?

Compared to Ocset ?

Evolution ?

Organisation

What are the sales point

formats of Fieldsommer ?

What is their repartition in

Germany ? Their density ?

Is the organisation of a

typical store different from

the Ocset one ?

Customers

Are the clients different in

the 2 chains ?

What retention and conquest

politic ?

Is Fieldsommer a company

focused on the clients

comparing to Ocset ?

Competition

What is Fieldsommer's

positioning on the market ?

Especially comparing to

Ocset ?

What is the evolution of the

competition ?

Some of these questions will not allow you to solve the case... but

not asking it would be considered as a lack

1 2 3

4 5



Here is the available data on the competition –

Appendix I

What are your comments on the Chart n°1 ?

We suppose that the given region in the

illustration within the Appendix I is

representative of the country

What are your comments on the chart n°2 ?

To help the candidate, the next questions might

be asked:

‒ By annalysing the chart n 1, why does it

make sens to focus on Ocset ?

‒ According to your projections, in how many

years Ocset should become leader ?

Answers to essential questions – competition (1/2)

Questions

What is the positioning of Fieldsommer on the

market ?

Especially comparing to Ocset ?

What is the evolution of the competition ?

Answers of the examiner


be asked:

‒ What seem to be the most vulnerable

enterprises ?

1 Examiner Case n°1: Fieldsommer Supermarket


Chart 1: the 10 main competititors on the

biggest german region

Appendix I – competitive analysis

211

127

124

96

93

91

86

74

59

54

Super M

Ocset

Kapitale

Soglas

Fieldsommer

Diagon

Rosmo

VSKF

Alfa

Jorg

CAGR

'06-'10 (%)

Market

share

'10 (%)

14.5

8.7

8.5

6.6

6.4

6.2

5.9

5.1

4

6.3%

38.5%

10.8%

-14.3%

-23%

-11%

-16%

-3.3%

-6.2%

-52% 3.7

Chart 2: the evolution of the number of competitors in

the entire country

1 5801 650

2 230

2 550

2007 2008 2009 2010

-15%

1 Examiner and candidate Case n°1: Fieldsommer Supermarket


Answers to essential questions – competition (2/2) Candidate's response sheet

1

Rational of the focus on Ocset

• ...

Evolution of the competition

• ...

Synthesis competition part

• ...



Answers to essential questions - sales Questions sheet – answers of the examiner

Questions

What is the sales level of Fieldsommer ?

Comparison of sales to those of Ocset ?

What is the relative evolution of the sales ?

What sales level according to the stores format ?

What about sales over the Internet ?


Here are the available data on sales for the two

chains – please refer to the Appendix II

What are your comments ?

The available data is resumed on the chart n°1 of

the Appendix II

Same delta of sales both on this channel and on

all the stores formats

To help the candidate, the following questions

might be asked:

‒ Can you calculate the sales level in 2010

for each chain with the help of the charts

n 1 and 2 by explaining your hypotheses ?

‒ Is the delta between the sales of the two

enterprises linear ? Is a year stand out?

What hypotheses can explain this fact ?


be asked

‒ What hypotheses can explain the

differences in business figures according to

the stores formats

2 Examiner Case n°1: Fieldsommer Supermarket


Appendix II – Sales of Fieldsommer and Ocset

0

5

10

6.0

3.3 2.5

Ocset: 75% of sales in supermarkets and hypermarkets in 2009

Fieldsommer: 90% of sales in supermarkets and hypermarkets in 2009

Hypermarkets Supermarkets

Business number 1st Trimester (M€)

2.1

10

50

20

90

0

50

100

Supermarkets Hypermarkets

Number of sales points 2010

0

50

100

150

2006 2007 2008 2009 2010

Fieldsommer

Ocset

Sales index

Charts 1 and 2: estimation of sales Chart 3: evolution of sales

2 Examiner and candidate Case n°1: Fieldsommer Supermarket


Candidate's response sheet – sales analysis (1/2)

2

Calculation of the sales levels

Hypotheses

Calculation



Candidate's response sheet – sales analysis (2/2)

2

Sales delta difference according

to the store format

• ...

Comment on the evolution of sales

• ...

Synthesis sales part

• ...



Answers to essential questions – cost (1/2) Questions Sheet – the examiner’s answers

Questions

What is Fieldsommer position in terms of costs?


Compared to market, Fieldsommer costs are

average.

Could you give the structure of the costs for a

supermarket chain like Fieldsommer?

Compared to Ocset, Fieldsommer costs are higher,

what could explain this to you?


can be asked

– What are the different fixed costs?

– What are the different variable costs?

3 Examiner


can be asked

– Can you identify the levers for each cost item?



Answers to essential questions - costs (2/2) Candidate sheet answers

3

Cost breakdown

• ...

Statement of cost levers

• ...

Synthesis on the costs

• ...



To go further on, we can ask the following

questions

How the customers segmentation could help in

the analysis of the 2 chains ?

Ex. segment grow, sale per customer,

retention level

Answers to essential questions - customers (1/2)

Questions

Are customers being different within the 2 chains?

Is Oscet a company focused on clients comparing

to Fieldsommer?

Examiner's answers

4

To help the candidate, we can remind the following

levers

‒ Products

‒ Services

‒ Adaptation of the offer to the customers

What are the expected impacts of the clients’

focus on the Ocset company ?


No, the two chains are positioned on similar customer

segments, at this point we do not have more

information on customer segmentation

Yes, Ocset is the company that focuses more

systematically on the client

According to you what are the structural elements

of such customer strategy?


Answers to essential question – clients (2/2) Response sheet of the candidate on the Ocset client's focus elements

4

According to you what can be the key

elements of such a customer strategy ?

• ...

What are the expected impacts of the clients'

focus on the Ocset company ?

• ...



Answers to essential questions – organisation (1/3)

Questions

What are the formats of the sales point of

Fieldsommer ? Of Ocset ?

Is the organisation of a typical store is different

from the Ocset one ?

Examiner's responses

Fieldsommer is developed on the segment of

supermarkets and in a smallest measure, of

hypermarkets

Ocset has created in 2007 and launched in 2008

five differents formats of store

Yes, the organisations are different, according to

you what could give Ocset a competitive

advantage on a given sale point ?

5


might be asked

‒ What can be the competitive advantages and

the risks linked to the development of these

different formats ?

To help the candidate, the following themes can

be reminded, to make him develop

- Products

- Services

- Layout

Examiner

What is the geoChart repartition of the sale points

?

What density ? What HR politic ?

The geoChart aspects and the HR don't allow

to bring insights to our problematic



Answers to essential questions – organisation (2/3)

Questions

The operational proceses of the 2 chains are

different ?

Examiner's responses

• Yes, mainly on dimensions linked to the

relation with the customers

• In a more general way, can you list the

domensions to explore in the domain of the

processes ?

5

• To help the candidate, the following

dimensions can be discussed, to make him

share his thoughs

- Purchases

- Transportation

- Stock management

- Shelves management

- Clients retention

- etc.



Answers to essential questions – organisation (3/3) Candidate's sheet response

5

Advantage and risks of a

multiformat offer

• ...

Competitive advantage of a

sale's point

• ...

Synthesis - organisation part

• ...

Candidate

Process

• ...



Synthesis of the case study and conclusion Candidate's sheet response



Case solution



Pursue your effort... by discovering the 27 differentiation

levers you will learn in the Integral Method

There is no secret in the hiring interviews in consulting firms, the Integral Method works

incredibly well because it answers among other things to the following subjects which are

real differenciation levers, essential to be a part of the candidates that receive concrete

offers after their recruitment process:

1. How to organize your recruitment process so to avoir the 3 traps in which 90% of

the candidates fall and put in danger their competitiveness

2. How to contact the consultancy cabinets with THE method that works today, I will

describe it phase by phase

3. What to do if the firm of your dreams is not accessible with the method seen in point

2), don't worry, nothing is lost as far as you do things in a professional way and

order

4. How to REALLY difference yourself from other candidates on the "fit" part of the

interview, attention I am not talking about artificial tactic here but about the

practice of an incredibly effective approac that strategy consultants always use and

that I explain within an interview

5. I will present you my competitiveness scale on the "fit" level with 5 levels, 99% of

the candidates don't pass the level 2... and I will be next to you to the ultimate

level, step by step

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5




• How to avoid the 7 reasons to fail the case studies, I guarantee that more than

90% of the failures are due to these reasons – the Integral Method allows you by

construction to avoid these critical risks

• How to reason at 4 details levels in the case studies to really be competitive –

the Integral Method materializes the first 3 levels of detail and I explain you the level 4

• The method to follow ste-by-step to make the difference during the 2 first

minutes of the case study – let me warn you, that you have chance to be surprised

by the number of things to do during these two minutes of case

• Discover the 2 types of questionsto ask in a very precise timing during the case

studies – a candidate that does not have this notion in mind can't be competitive

unless he counts on chance

• Discover the secret to suggest reasonings and recommendantions "out of the box" in

a case study – this differenciation lever is a real "game changer" in the practice of

case studies

• Learn the systematic method to respond to any business question during a case

study even if the stress makes you forget everything

• How to never lack of resources when an examiner tries to push you in your

entrenchments

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• Apply my tactic to suceed in the exercise at the end of the cases consisting in

synthesizing the case discussion in a very effective way

• Discover the technique that will structure your speech and your analysis

without changing the content – this works for the fit and the case

• Initiate yourself to my optimized approach to handle any quantitative question

during a case study

• Discover how not to forget key subjects during the analysis of a case statement

or when answering to any question during the case

• Learn to reason in 3 dimensions according to the Integral Method – and at 4

levels of details according to the lever of differenciation n⁰7

• Master the technique to never improvise during a case study

• Pass the test to determine is your active listening level is sufficient to be

competitive in the best consulting firms – 95% of the candidates fail this test !

Look it is almost the same percentage that miss the interviews with McKinsey,

at BCG and at Bain's...

• Pass the test to discover if you are good for the basic business calculations –

40% of the students of the french university and « Grande Ecoles » fail this test

• Discover my method to train yourself on a small number of cases and to

determine for sure if you are competitive by applying the Integral Method

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• Understand how to use the classic frameworks of strategy (Porter Forces, BCG

Matrix...) in order to be competitive during case interviews

• Discover how to use the book Case in Point and all the content of the "catalog of

cases" books type in an effective manner in the 21st century !

• Discover how 20 slides of the Integral Method will make you win hundreds of

hours of reading on consulting, strategy, management, organisation etc. - I have

read almost all of the reference books for you and I have made an actionable

synthesis out of it to succeed in cases studies, it is the 3rd level of the Integral

Method

• Train yourself on my "real" cas selection but also "training" cases that I have

specially conceived to allow you to make all the errors before the day D if your

real interviews !

• Benefit of the entire contents of my 4 books available on the management-

consulting-formula.com site for free in addition to the exclusive content of the

Integral Method training

• Discover my technique to allow you to conclude your interviews in the most

effective way, you know, when the examiner asks you if at your turn you have

questions – I will explain which are the 3 categories of questions and I will detail

the category that will for sure difference you !

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It’s your turn to concretize now your professional dreams by using

the real formula of success in consulting !

Every and each of the 27 differenciation levers of the previous slides can, by itself explain

the success or the failure during the interviews and the case studies. This is why the

Integral Method is the indispensable tool for any candidate who wants to put all the

chances on his side during his recruitment process in management consulting firms.

Really, do you think that between a candidate trained the right way on these 27 points and

another one, is there a contest? I can affirm to you thanks to the feedback of hundreds of

candidates that I guide in the entire world every year: the Integral Method will make you

play into another category of candidates, that of those who succeed to get concrete offers of

the best consulting firms! Period.

If receiving an offer in a consulting firm is your professional goal, the Integral Method is the

key to your success. By seeing the references that you can check on the website, the public

that I coach is particularly demanding, et he is right ! I can publicly say that today NO

CANDIDATE has ever said not having been satisfied after taking the training, there is no

reason that the Integral Method does not bring you the success you desire !

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