Clarifying questions at the start of the case

Hi Anonymous!

You touch on an important point here. Many candidates don't understand what distinguishes the clarifying questions at the start from later analysis-related questions (asking for market data. financials, etc.) In general, asking such analysis-related questions at the start is bad! It comes across completely arbitrary, and the interviewer will ask himself why you are asking analysis-questions before even having layed out an analysis approach (the structure)! It just makes no sense to ask for data before laying out your structure, because this information will have ZERO impact on this structure (--> the logic according to which you should address the question).  

The clarifying questions you ask at the beginning have the following objectives:

1. Completely understanding the context/situation (including, unclear terminology, but also, for example, the business model of the client if unclear!)
2. Understanding/narrowing down the actual question(s) of the client (very often the question is poorly/vaguely stated in the prompt, and it is your duty as the candidate to make it precise!)
3. Understanding (and quantifying if applicable) the underlying objective(s) of the client

These questions are aiming at understanding the initial setting, hence forming a precondition to outline your structure towards answering the core question (the issue tree)!

The later analysis-related questions that you ask while navigating through the case are then aiming to verify the actual relevance of each sub-branch in your tree. So if you have defined and disaggregated the criterion to answer the client's core question in a clean way, all these leater questions follow a this precise "roadmap" as layed out by your tree. These questions then oftentimes also comprise enquiries on current performance metrics (revenues, costs, growth rates etc.), which normally never make sense to be asked in the clarifying questions (before making explicit your structure).

Cheers, Sidi

Good question! I look at it in two ways:

First: What isn't clear?

Here, you just want to ask anything you don't understand. Naturally, we want to run away from what we don't know...consultants run towards it!

• Do you understand the context provided? Do I know how the industry works and how they company would likely be operating?
• Do you understand the problem/opportunity they face? Is it clear what they're trying to do?

Second: Use GOBTM

Write GOBTM at the bottom of your page in case you're stumped in part 1.

G = Geography (Where to they operate, where are they looking to go, etc.)

O = Objective (Can I clarify the exact objective of this case. I.e. increase profits by how much)

B = Business Model (Am I clear on how the company makes money and what they sell?)

T = Timing (Over what time frame does this solution/problem take place?)

M = Market (Who are my customers? What market do I operate in?)

Bonus

Fundamentally, you are trying to narrow your framework. You are tyring to ask questions that get you closer to the solution

Bonus 2

Never ask an open-ended/vague question. Try to lead with a hypothesis. For example, don't say "How does this shoe company work?". Rather say "I imagine the shoemaking process involves reviewing wood/leather, cutting/shaping it, sewing/gluing it together, and then finishing it in some way. Is this about right?"

Dear A,

Actually it's ok to ask 2-3 clarifying questions you start your case. Sometimes it may take more, depends on what basic information you have. 

There are 3 main types of clarifying question which you may ask to fill the information gap before case solving. There are related to the objectives of the case, information about the company and some terminology you're unfamiliar with. 

Here are some basic things you need to know before the case: 

- about the case objective:

• What is the measurable metric of success?

• What is the time frame?

• What are potential restrictions or limitations?

- about your understanding of the company

       •.   Business model: How does the company make money? Do they sell directly to customers or do they sell through retailers or partners? 

• Products and services: What products and services does the company sell? What benefits do these products and services provide?

• Geographic location: Does the company have one location or are they a national chain? Does the company operate in just one country or do they have an international presence?
  
  - about definition of a term you are unfamiliar with

Most consulting interviews do not require you to have specialized knowledge or expertise in an industry. Therefore, if you come across a term that you are unfamiliar with, it is completely acceptable to ask the interviewer for the definition.

After getting the information about the case, make sure you have all the pieces of it that you need, if you don't then go for clarifying questions. 

Best,

André

Hi there,

The number of questions depends on the complexity of the case. For many cases, 2 to 4 are enough.

Good questions at the beginning are related to:

• Clarify goal and constraints of the client
• Understand the revenue model of the client
• Clarify any part of the prompt which is unclear

You should ask questions until these points are clarified and avoid to ask questions related to parts of the initial structure in advance.

Best,
Francesco