Roland Berger (罗兰贝格) 2026面试通关指南：不仅仅是'欧洲版MBB'

Roland Berger (罗兰贝格) 2026面试通关指南：面试真题完整版

[!NOTE] 本文包含Roland Berger面试的完整真题与解析，涵盖Market Sizing, Profitability, Market Entry, M&A, Pricing, Growth Strategy及Behavioral Questions。

I. Introduction

A. About Roland Berger

Roland Berger, founded in in Munich, Germany, is a global strategy consulting firm with a strong European heritage. The firm is known for its deep industry expertise, entrepreneurial spirit, and commitment to delivering tangible results for its clients. With a focus on strategy, operations, and performance improvement, Roland Berger serves a diverse range of clients, from multinational corporations to public-sector institutions. The firm's culture is characterized by a collaborative and intellectually rigorous environment, where consultants are encouraged to think creatively and challenge the status quo.

B. Interview Format

The interview process at Roland Berger typically consists of several rounds, including a mix of case interviews and behavioral (or fit) interviews. The case interviews are designed to assess your problem-solving skills, business acumen, and ability to structure complex issues. You will be presented with a real-world business problem and asked to develop a logical and well-reasoned solution. The behavioral interviews aim to evaluate your personality, motivations, and alignment with the firm's values. Expect questions about your past experiences, teamwork skills, and leadership potential.

II. Case Interview Questions

A. Market Sizing

Question Question: Your client is a leading manufacturer of electric bicycles. They are

considering entering the French market. What is the estimated annual market size for electric bicycles in France? Answer: To estimate the annual market size for electric bicycles in France, I would structure my approach as follows: First, I would start with the population of France, which is approximately million people. I would then segment the population by age, as electric bicycle usage is likely to vary across different age groups. Let's assume the following age distribution: - years:% - years:% + years:% Next, I would estimate the potential adoption rate of electric bicycles within each age group. I would assume that the primary target market is the - age group, with a smaller but growing segment in the + group. I would make the following assumptions: - years: This group is large and diverse. I would further segment it into urban and rural populations. Let's assume% of the French population is urban. Within the urban population, I would estimate that a certain percentage would consider an electric bicycle for commuting or leisure. Let's say% of the urban population in this age group are potential buyers. + years: This group might use electric bicycles for mobility and recreation. I would estimate a lower adoption rate, say%. Now, let's calculate the number of potential users: - years: million *% *% (urban) *% (adoption) = [X] million + years: million *% *% (adoption) = [X] million Total potential users: [X] million + [X] million = [X] million Finally, to get the annual market size, I need to consider the replacement cycle. Let's assume an average replacement cycle of years for an electric bicycle. This means that each year, /th of the existing users will replace their bikes. Additionally, there will be new buyers entering the market. I would estimate the market growth rate to be around% annually, based on current trends in sustainable mobility. So, the annual market size would be: Replacement market: [X] million users / years = , units/year New market: [X] million users *% growth = , units/year Total annual market size: , + , = ,, units Assuming an average price of €, per electric bicycle, the total market value would be approximately €. billion.

[!TIP] 解题思路总结: 这道市场规模估算题旨在考察你的结构化思维和逻辑推理能力。关键在于将 一个大问题分解成更小、更易于管理的部分。从总人口入手，然后根据年龄、地理位置（城 市/农村）等相关因素进行细分。对每个细分市场，你需要做出合理的假设（例如，采用 率、更换周期、市场增长率），并清楚地说明你的假设依据。最后，将所有细分市场的估算 结果汇总，得出最终的市场规模。在整个过程中，保持与面试官的互动，解释你的思考过 程，并对你的假设持开放态度，准备好根据面试官的反馈进行调整。

1.2 Question

Question: Your client is a major automotive manufacturer planning to launch a new line of electric scooters in Berlin. Estimate the potential annual revenue from this new venture in the first year of operation. Answer: To estimate the potential annual revenue, I will break down the problem into estimating the number of scooters sold and the average revenue per scooter. . Estimating the Number of Scooters Sold: Target Population: Berlin has a population of approximately [X] million people. The primary target demographic for electric scooters would be individuals aged -. Let's assume this group represents about% of the population, which is [X] million people. Addressable Market: Not everyone in the target demographic will be interested or able to use an electric scooter. Let's consider factors like income level, lifestyle, and access to other transportation. I'll assume that% of this group are potential customers, resulting in an addressable market of [X] million *% = , people. Adoption Rate: For a new product launch, the first-year adoption rate will be crucial. Considering the competitive landscape and the novelty of the product, a conservative estimate for the first-year adoption rate would be around%. Number of Units Sold: , *% = , scooters. . Estimating Revenue per Scooter: Revenue will come from two main sources: the sale of the scooter itself and potential recurring revenue from services like maintenance or battery swapping subscriptions. Scooter Price: Based on market research for similar electric scooters, a competitive price point might be around €. Service Revenue: Let's assume the client offers a premium service package (e.g., insurance, maintenance) for € per year. If we predict a% uptake on this service among first-year buyers, this adds another layer of revenue. . Calculating Total Annual Revenue: Sales Revenue: , scooters * €/scooter = €,, Service Revenue: , scooters *% * €/service = €, Total Estimated Annual Revenue: €,, + €, = €,, So, a reasonable estimate for the first-year annual revenue would be approximately €. million.

[!TIP] 解题思路总结: 这个问题要求估算一个新产品在特定市场的首年收入。核心思路是"自上而 下"的估算方法。首先，从最大的人口基数（柏林人口）开始，通过一系列逻辑过滤器（目 标年龄段、潜在客户比例、首年采用率）逐步缩小范围，最终估算出销量。接着，分析收入 来源，这里分为了产品销售和增值服务两部分。为每个收入来源设定一个合理的价格，并最 终将各部分收入相加得出总收入。在面试中，清晰地阐述每一个假设的理由至关重要，这能 展示你的商业直觉和分析能力。

B. Profitability

Question Question: A major European airline has seen its profitability decline by% over the

last year. The CEO has hired Roland Berger to identify the root causes and recommend a course of action. How would you approach this problem? Answer: To address the airline's declining profitability, I would use a structured framework to diagnose the problem thoroughly before recommending solutions. My approach would involve the following steps: . Clarify the Problem: First, I would seek to understand the context. I'd ask clarifying questions such as: Has this% decline been sudden or gradual over the year? How does this compare to the industry average? Are competitors facing similar issues? Has our client's market share changed? Could you break down the profitability decline by region, route, or aircraft type? Profitability is a function of Revenue and Costs (Profit = Revenue - Costs). The decline must be due to a decrease in revenue, an increase in costs, or a combination of both. I would investigate both sides of this equation. . Analyze the Revenue Side: I would break down revenue into its core components: (Number of Passengers) x (Average Ticket Price) + Ancillary Revenue. Number of Passengers: Has the passenger volume decreased? This could be due to increased competition, reduced capacity (fewer flights or smaller planes), or external factors like economic downturns or travel restrictions. Average Ticket Price: Has the airline been forced to lower prices to compete? I would analyze pricing strategy, yield management, and the mix of ticket classes (economy, business, first). Ancillary Revenue: This includes baggage fees, in-flight sales, seat selection fees, etc. Has this revenue stream declined? Why? . Analyze the Cost Side: I would categorize costs into fixed and variable costs. Fixed Costs: These include aircraft leases, gate fees, maintenance facilities, and administrative overhead. Have any of these costs increased significantly? For example, did the airline recently acquire new, expensive aircraft or expand its administrative staff? Variable Costs: These are tied to the number of flights and passengers. The most significant variable costs for an airline are: Fuel: Have fuel prices increased? How effective is the airline's fuel hedging strategy? Labor: Have pilot, cabin crew, or ground staff salaries and benefits increased? Were there any recent union negotiations? Maintenance: Are maintenance costs per flight hour increasing? This could indicate an aging fleet. Sales & Marketing: Has the airline increased its marketing spend without a corresponding increase in revenue? . Synthesize Findings and Formulate Hypotheses: After gathering data for both revenue and cost drivers, I would identify the primary factors contributing to the% profitability decline. For example, my initial hypothesis might be that the decline is primarily driven by a surge in fuel costs combined with an inability to pass these costs onto consumers due to intense price competition on key routes. . Develop Recommendations: Based on the root cause analysis, I would propose a set of actionable recommendations. For instance: If the issue is revenue-side: I might suggest network optimization (cutting unprofitable routes), a revised pricing strategy, or initiatives to boost ancillary revenue (e.g., new loyalty program benefits). If the issue is cost-side: Recommendations could include fleet modernization for better fuel efficiency, renegotiating supplier contracts, or streamlining ground operations to reduce turnaround times. My final recommendation would be a prioritized list of initiatives with an estimated impact on profitability and a high-level implementation plan.

[!TIP] 解题思路总结: 这是一个典型的盈利能力下降案例。关键在于使用"利润 = 收入 - 成本"这个 核心框架。首先，通过提问来明确问题的范围和背景。然后，系统地将收入和成本分解为各 自的驱动因素，并对每个因素进行深入分析，寻找变化的根本原因。在分析过程中，要不断 与面试官互动，提出假设并用数据（或假设的数据）来验证。最后，基于你的分析，提出具 体、可行的解决方案，并说明这些方案将如何帮助客户恢复盈利能力。展现结构化思维和全 面的商业洞察力是成功的关键。 . Question Question: Our client, a manufacturer of high-end kitchen appliances, has been profitable for years but has recently experienced a significant drop in their net profit margin, from% to%. They are unsure of the cause. How would you investigate this? Answer: To investigate the drop in net profit margin, I would adopt a structured approach to dissect the client's financial performance and operational activities. The goal is to isolate the factors responsible for the margin erosion. . Initial Framework & Clarifying Questions: I would start by clarifying the scope and context. Key questions would include: Over what period did this -percentage-point drop occur? Is this an industry-wide trend or specific to our client? Has the company's revenue changed during this period? Or is the issue purely with margins? Has the product mix or sales channel mix shifted? My primary framework would be to analyze the components of the net profit margin: Net Profit Margin = (Net Profit / Revenue). Since Revenue is the denominator, a change in revenue could affect the margin, but the core issue is likely within the components of Net Profit (Revenue - Costs). I would break down the costs into: Cost of Goods Sold (COGS), and Selling, General & Administrative (SG&A) expenses, and other expenses like interest and taxes. . Analyzing Cost of Goods Sold (COGS): COGS is often the largest cost component for a manufacturer. I would investigate: Raw Material Costs: Have the prices of key materials (e.g., stainless steel, electronic components) increased? I would look at commodity price trends and the client's procurement strategy. Manufacturing Costs: Have labor costs in the factory risen? Has factory overhead (e.g., energy, maintenance) increased? Is there any production inefficiency, like a higher defect rate? Supply Chain & Logistics: Have transportation or warehousing costs gone up? . Analyzing Selling, General & Administrative (SG&A) Expenses: SG&A costs can also significantly impact margins. I would examine: Sales & Marketing: Has the company increased its spending on advertising, promotions, or sales commissions? If so, has this spending generated a proportional increase in sales? General & Administrative: Have there been increases in executive salaries, office rent, or other administrative overhead? Was there a recent large investment in IT systems or a new headquarters? . Analyzing Revenue and Pricing: Even if total revenue is stable, changes in the revenue structure can affect margins. Pricing Strategy: Has the client been forced to offer discounts or promotions to maintain sales volume in the face of new competition? This would lower the average selling price. Product Mix: Has there been a shift in sales towards lower-margin products? For example, are customers buying more of the basic models and fewer of the high- end, high-margin appliances? Channel Mix: Has there been a shift towards lower-margin sales channels? For example, are more sales happening through big-box retailers who demand higher volume discounts, compared to direct-to-consumer or specialty stores? . Hypothesis and Next Steps: After this initial analysis, I would form a hypothesis. For example, "The decline in net profit margin is likely due to a combination of rising stainless steel prices (increasing COGS) and a shift in sales mix towards a new, lower- priced product line intended to compete with new market entrants." To validate this, I would request specific data: a breakdown of COGS and SG&A over the last two years, sales data by product SKU and sales channel, and information on recent pricing changes. Based on the findings, I would then develop targeted recommendations, such as renegotiating supplier contracts, adjusting the pricing of lower-margin products, or focusing marketing efforts on promoting high-margin items. [!TIP] 解题思路总结: 这是一个典型的盈利能力分析案例，但重点在于"利润率"而非"总利润"。这 意味着你需要关注收入和成本之间的相对关系。首先，要将问题结构化，把净利润率分解为 其基本构成部分（收入、销货成本、运营费用等）。然后，对每个部分进行深入探究，提出 可能的原因并形成假设。例如，成本上升（原材料、劳动力）或平均售价下降（折扣、产品 组合变化）都可能侵蚀利润率。在整个过程中，要像侦探一样，通过提问和数据分析来寻找 线索，最终定位问题的根源并提出解决方案。

C. Market Entry

Question Question: A successful German brewery, known for its craft beers, is considering

entering the U.S. market. What factors should they consider, and what would be your recommendation? Answer: To advise the German brewery on entering the U.S. market, I would use a comprehensive market entry framework. This framework would cover the market attractiveness, the competitive landscape, the client's capabilities, and the potential entry strategies. . Market Attractiveness: First, we need to understand if the U.S. market is an attractive target for our client. Market Size and Growth: The U.S. craft beer market is large but has matured. What is the current size, and what are the growth projections? Is the growth in specific segments (e.g., IPAs, sours, non-alcoholic craft beer)? Profitability: What are the typical profit margins for craft breweries in the U.S.? This will be influenced by pricing, distribution costs, and taxes. Customer Segments: Who are the U.S. craft beer consumers? What are their preferences, purchasing habits, and willingness to pay for premium, imported German craft beer? Regulatory Environment: The U.S. has a complex three-tier system for alcohol distribution (producer, distributor, retailer) that varies by state. We need to understand the legal and regulatory hurdles, including licensing, labeling, and taxation. . Competitive Landscape: Next, I would analyze the competition our client would face. Key Competitors: The U.S. has thousands of local and regional craft breweries. Who are the dominant players in the premium/import segment? What are their strengths and weaknesses? Competitive Intensity: How saturated is the market? Is it dominated by a few large players, or is it highly fragmented? How do competitors differentiate themselves (e.g., price, brand, style, local focus)? Barriers to Entry: What are the main barriers? These could include access to distribution channels, brand recognition, and the high cost of marketing. . Client Capabilities and "Right to Win": We need to assess if our client has the resources and capabilities to succeed in the U.S. Brand & Product: Does their brand story and product portfolio (e.g., traditional German styles like lagers, pilsners, hefeweizens) resonate with U.S. consumer tastes? Is there a unique selling proposition (USP)? Financial Resources: Does the client have sufficient capital to fund the market entry, which could be expensive, especially regarding marketing and distribution? Production Capacity: Can they produce enough beer to meet potential U.S. demand while maintaining quality? How will they handle logistics and ensure freshness across long distances? . Market Entry Strategy: Based on the above analysis, I would evaluate several entry modes: Exporting: Start by exporting through a U.S. importer/distributor. This is the lowest-risk, lowest-investment option. It allows the client to test the market. Licensing/Contract Brewing: License the brand and recipes to a U.S. brewery. This offers faster market access and reduces logistical complexity but involves less control over quality and brand image. Joint Venture: Partner with a local U.S. brewery. This can provide immediate access to distribution, local market knowledge, and production facilities. Direct Investment (Greenfield/Acquisition): Build or buy a brewery in the U.S. This is the highest-risk, highest-cost option but offers the most control and long- term potential. Recommendation: My preliminary recommendation would likely be a phased approach. I would suggest starting with exporting to a few select urban markets with a strong craft beer culture (e.g., New York, San Francisco, Chicago). This would allow the client to build brand awareness and test consumer response with minimal initial investment. They should partner with a specialized import distributor who has experience with European craft beers. If this initial phase is successful, they could then consider a more significant investment, such as a joint venture or contract brewing, to expand their footprint and reduce transportation costs. A full-scale acquisition or greenfield investment should only be considered once the brand is well-established and has a proven track record in the U.S. market.

[!TIP] 解题思路总结: 市场进入案例需要一个结构化的评估过程。一个好的框架通常包括四个关键 领域：1) 市场吸引力（市场有多大？在增长吗？有利可图吗？）；2) 竞争格局（谁是主要玩 家？市场有多拥挤？）；3) 公司自身能力（我们有什么优势？我们的产品/品牌是否契 合？）；4) 进入模式（我们应该如何进入？出口、合资、自建？）。通过系统地分析这些方 面，你可以得出一个全面的、有数据支持的结论。对于推荐，通常最好是提出一个分阶段 的、风险可控的策略，而不是一步到位的激进方案。这显示了你的商业判断力和对风险管理 的理解。

3.2 Question

Question: A European luxury fashion brand wants to expand its presence in China. They currently only have stores in Shanghai and Beijing. They are considering opening new stores in so-called "New Tier " cities like Chengdu and Hangzhou. What are the key challenges and opportunities they should evaluate? **Answer: To advise the luxury fashion brand on its expansion into China's New Tier ** cities, I would structure my analysis around four key areas: Market Opportunity, Consumer Behavior, Operational Challenges, and Competitive Landscape. . Market Opportunity: Economic Growth and Wealth Distribution: New Tier cities are experiencing rapid economic growth and a rising affluent class. I would analyze the GDP growth rates, disposable income levels, and the number of high-net-worth individuals in target cities like Chengdu and Hangzhou. This will help quantify the potential customer base. Luxury Market Maturity: While not as mature as Shanghai or Beijing, these cities have a growing appetite for luxury goods. I would assess the current size of the luxury market in these cities and its growth trajectory. Are consumers there ready for our client's specific brand positioning? Real Estate and Retail Environment: I would investigate the availability and cost of prime retail locations in high-end shopping malls or luxury districts. The location is critical for a luxury brand's image and foot traffic. . Consumer Behavior: Taste and Preferences: Consumer tastes can vary significantly by region in China. I would research the specific preferences of luxury consumers in Chengdu and Hangzhou. Are they more brand-conscious or more interested in unique, niche products? Do they prefer classic styles or more trendy items? Shopping Habits: How do consumers in these cities shop for luxury goods? Is it primarily through physical stores, or is there a strong reliance on e-commerce and social commerce platforms like WeChat and Little Red Book (Xiaohongshu)? This will influence the marketing and sales channel strategy. Brand Perception: What is the current perception of our client's brand in these cities? Is it well-known, or will significant marketing investment be required to build awareness and desirability? . Operational Challenges: Talent Acquisition: Finding and retaining experienced staff, especially store managers and sales associates who understand the nuances of luxury retail, can be a challenge in emerging markets. Logistics and Supply Chain: Expanding to new cities will require a robust logistics network to ensure timely delivery of products and maintain inventory levels. This is particularly important for a fashion brand with seasonal collections. Regulatory and Legal: I would investigate any local regulations or business practices that might differ from those in Shanghai and Beijing. . Competitive Landscape: Existing Competitors: Which other luxury brands are already present in these cities? What is their market share and store footprint? How will our client differentiate itself? Local Brands: Are there any emerging local luxury or high-end designer brands that are popular with consumers in these regions? Recommendation: Based on this analysis, my recommendation would be to proceed with a cautious and targeted expansion. Start with one or two flagship stores in the most prestigious shopping malls in Chengdu and Hangzhou to establish a strong brand presence. Develop a localized marketing strategy that leverages local influencers and social media platforms popular in the region to connect with the target audience. Invest in training local staff to ensure they can deliver the high-end customer experience expected from a luxury brand. Consider a "pop-up store" or a strong online-to-offline (OO) strategy as a lower-risk way to test the market before committing to a full-scale physical store rollout. This phased approach will allow the brand to learn about the specific dynamics of each new city while minimizing the initial risk.

[!TIP] 解题思路总结: 这个案例考察的是在特定新兴市场中的地域扩张策略。关键在于认识到中国 市场的多样性，不能将一线城市的成功经验简单复制到新一线城市。分析框架应围绕市场机 会、消费者洞察、运营可行性和竞争环境展开。在分析消费者时，要特别关注地域性的品味 和购物习惯差异。在提出建议时，一个分阶段、有针对性的扩张计划通常比大规模、同质化 的扩张更为明智。这表明你理解在新兴市场中"测试和学习"的重要性。

D. Mergers & Acquisitions

Question Question: Our client is a large pharmaceutical company. They are considering

acquiring a smaller biotech firm that has a promising new drug in late-stage clinical trials. What are the key factors our client should consider when evaluating this acquisition? Answer: To evaluate this potential acquisition, I would structure my analysis around three main pillars: the strategic fit of the target, the valuation and financial implications, and the risks and integration challenges. . Strategic Fit and Synergies: Portfolio Enhancement: Does the new drug fit into our client's existing therapeutic areas (e.g., oncology, cardiology)? Or does it represent a strategic entry into a new, high-growth area? A drug in a related field might leverage our client's existing sales force and expertise. Scientific and R&D Capabilities: Beyond the single drug, what is the quality of the biotech firm's research and development platform? Do they have other promising candidates in the pipeline? Acquiring their scientific talent and technology could be a long-term strategic asset. Market Potential of the Drug: I would assess the market for the new drug. This includes: Market Size: How many patients could benefit from this drug? What is the total addressable market? Competitive Landscape: What are the existing treatments for this condition? How does this new drug compare in terms of efficacy, safety, and price? Is it a first-in-class or best-in-class therapy? Pricing and Reimbursement: What is the likely price of the drug, and will it be covered by insurance and national health systems? This is a critical factor for commercial success. . Valuation and Financials: Valuation of the Target: This is complex for a biotech with a pre-revenue drug. I would use a risk-adjusted Net Present Value (rNPV) model. This involves forecasting the drug's future sales, estimating the costs (manufacturing, marketing), and then discounting these future cash flows back to the present. The key is to apply a probability of success for the drug gaining regulatory approval, which is a major risk. Deal Structure: How should the acquisition be structured? An all-cash deal, a stock swap, or a combination? Should there be milestone payments (e.g., payments contingent on the drug receiving FDA/EMA approval)? Financial Impact on the Acquirer: How will the acquisition impact our client's balance sheet and income statement? Will it be accretive or dilutive to earnings per share in the short and long term? Does the client have the financial capacity to make the acquisition without over-leveraging? . Risks and Integration Challenges: Clinical and Regulatory Risk: The biggest risk is that the drug fails in its final clinical trials or is not approved by regulatory bodies like the FDA or EMA. I would want to see all the clinical data to date to assess this risk. Integration Challenges: How will the small, agile biotech firm be integrated into the large, bureaucratic pharmaceutical company? There is a significant risk of a culture clash, which could lead to the departure of key scientific talent. A key decision is whether to keep the biotech as a semi-autonomous R&D unit or fully integrate it. Manufacturing and Scale-up: Can the drug be manufactured at a commercial scale reliably and cost-effectively? This is often a major challenge when moving from clinical trial batches to mass production. Recommendation: My recommendation would depend on the findings from these three areas. If the strategic fit is strong, the drug has a high probability of success and significant market potential, and the valuation is reasonable, I would recommend proceeding with the acquisition. However, I would strongly advise creating a detailed post-merger integration plan that focuses on retaining key talent and preserving the innovative culture of the biotech firm. I would also suggest a deal structure with milestone payments to mitigate the clinical and regulatory risks.

[!TIP] 解题思路总结: 并购案例，特别是涉及制药和生物技术领域时，需要一个综合性的评估框 架。这个框架应超越单纯的财务分析，深入探讨战略协同效应、科学和市场的潜力，以及整 合的风险。对于一个尚未盈利的生物技术公司，传统的估值方法可能不适用，因此需要使用 更专业的模型，如风险调整后的净现值（rNPV）。在面试中，展示你对行业特定风险（如临 床试验失败和监管审批）的理解至关重要。最后，一个好的答案不仅会给出"买"或"不买"的 建议，还会就如何构建交易和管理整合提出具体的、深思熟虑的建议。 . Question Question: A private equity firm is considering acquiring a well-established, family- owned German "Mittelstand" company that manufactures specialized industrial machinery. What are the key aspects you would analyze to determine if this is a good investment? Answer: For a private equity firm evaluating the acquisition of a Mittelstand company, the analysis should focus on the company's intrinsic value, its potential for operational improvement and growth, and the exit strategy. I would structure my due diligence around the following areas: . Business and Market Analysis: Market Position: What is the company's position in its niche market? Is it a market leader? What is its market share? I would want to understand the company's competitive advantages (e.g., technology, brand reputation, customer relationships). Industry Dynamics: Is the industry growing, stable, or declining? What are the key trends (e.g., automation, digitalization, sustainability) and how is the company positioned to capitalize on them? Customer Base: Who are the main customers? Is the customer base diversified, or is there a high concentration on a few key clients? How strong are the customer relationships? Supplier Relationships: Similarly, I would assess the supplier base. Are there dependencies on a few critical suppliers? What are the terms of the contracts? . Financial Performance and Valuation: Historical Financials: I would analyze at least the last - years of financial statements (income statement, balance sheet, cash flow statement). I would look for stable or growing revenues, healthy profit margins (EBITDA margin is a key metric for PE), and strong cash flow generation. Valuation: I would use multiple valuation methods to determine a fair price. This would include: Discounted Cash Flow (DCF): Projecting future cash flows and discounting them to the present. Comparable Company Analysis (CCA): Comparing the company to similar publicly traded companies. Precedent Transaction Analysis (PTA): Looking at what similar companies have been acquired for. Debt Capacity: How much debt can the company sustain? PE firms typically use leverage (a Leveraged Buyout or LBO model) to finance acquisitions, so understanding the company's ability to service debt is crucial. . Operational Improvement and Growth Levers (The "PE Value Creation Plan"): This is the core of a PE investment thesis. How can the PE firm increase the company's value over its ownership period (typically - years)? Operational Efficiencies: Are there opportunities to improve manufacturing processes, optimize the supply chain, or reduce administrative costs? Mittelstand companies are often run very traditionally, so there may be significant potential for modernization. Growth Strategies: International Expansion: Many Mittelstand companies are strong in Europe but have limited presence in North America or Asia. The PE firm could help them expand globally. Product/Service Innovation: Can the company develop new products or add a service component to its offerings? M&A / Buy-and-Build: Could the company serve as a platform to acquire smaller competitors and consolidate the market? Management Team: Is the current management team strong and willing to stay on after the acquisition? Or will the PE firm need to bring in a new CEO/CFO? This is particularly important in a family-owned business where the owner might be retiring. . Exit Strategy: From day one, a PE firm thinks about how it will eventually sell the company and realize its return. Potential exit routes include: Sale to a Strategic Buyer: Selling the company to a larger corporation in the same or a related industry. Secondary Buyout: Selling to another private equity firm. Initial Public Offering (IPO): Taking the company public. Recommendation: I would recommend proceeding with the acquisition if the analysis shows that the company is a market leader in a stable or growing niche, has strong and defensible margins, and, most importantly, there are clear and achievable levers for value creation. For example, if the company has a superior product but weak international sales, the PE firm can bring in its network and expertise to drive global expansion. The ideal scenario is a fundamentally strong business that can be made even better through the PE firm's active ownership. [!TIP] 解题思路总结: 私募股权（PE）的案例与企业并购案例的视角不同。PE的最终目标是在几年 内通过提升企业价值来实现投资回报。因此，你的分析不能只停留在"这家公司好不好"，而 必须聚焦于"我们（PE公司）如何能让这家公司变得更有价值"。核心是识别并量化价值创造 的机会，这通常包括运营改进、增长战略（如国际化、新产品）和潜在的后续收购。同时， 对财务杠杆（LBO模型）的理解和对退出策略的考量也是必不可少的。在回答时，要像一个 投资者一样思考，关注EBITDA、现金流和最终的投资回报率（IRR）。

E. Pricing . Question

Question: Your client is a streaming service, similar to Netflix or Disney+, but focused on a niche market: independent and art-house films. They are struggling to determine the optimal monthly subscription price. How would you advise them? Answer: Determining the optimal pricing for a subscription service is a classic problem that requires balancing customer acquisition, retention, and revenue maximization. I would approach this using a combination of cost-based, value-based, and competitor-based pricing analysis. . Clarify the Objective: First, I need to understand the client's primary goal. Is it to maximize market share, maximize short-term revenue, or maximize long-term profitability? The optimal price will differ depending on the objective. Let's assume the goal is to maximize long-term profitability. . Cost-Based Analysis: This forms the price floor. We need to understand the costs involved in running the service. Content Costs: This is the biggest driver. What are the costs of licensing films from distributors or producing original content? These can be fixed fees, revenue-sharing agreements, or a combination. Technology & Infrastructure Costs: This includes server costs, streaming bandwidth, and platform maintenance. Marketing & Sales Costs: How much does it cost to acquire a new subscriber (Customer Acquisition Cost - CAC)? G&A Costs: Overheads like salaries, rent, etc. By dividing the total monthly costs by the expected number of subscribers, we can determine the minimum price needed to break even. . Competitor-Based Analysis: This helps to understand market expectations. Direct Competitors: Are there other niche streaming services for independent films? What are their price points and value propositions? Indirect Competitors: We must also consider major players like Netflix, Hulu, and Amazon Prime Video. While their content is different, they establish a psychological price anchor in the consumer's mind for what a streaming service "should" cost. Our client will likely need to price their service relative to these giants. For example, a price significantly higher than a standard Netflix plan would need a very strong justification. . Value-Based Analysis (The Most Important Part): This determines the price ceiling. The price should reflect the value the service provides to its target audience. Customer Segmentation: The "art-house film lover" is not a monolith. There might be different segments: e.g., film students, casual cinephiles, dedicated film buffs. Each segment may have a different willingness to pay. Perceived Value: What makes the service unique? Is it the curation, exclusive content, community features (like forums or director Q&As), or the quality of the streaming (e.g., K restorations)? The higher the perceived value, the higher the potential price. Pricing Research: I would strongly recommend conducting market research to quantify willingness to pay. Methods could include: Surveys: Directly asking potential customers what they would be willing to pay. Conjoint Analysis: A more sophisticated survey method that forces respondents to make trade-offs between different features and price points. This is very effective for determining the value of specific features. A/B Testing: Offering different price points to different groups of new subscribers to see how it affects conversion rates. Recommendation: Based on this analysis, I would recommend a tiered pricing strategy: Basic Tier: A lower-priced option (e.g., €./month) with access to the core library, perhaps with ads or limited to standard definition. This would be aimed at attracting a wider audience and competing with the price point of larger services. Premium Tier: A higher-priced option (e.g., €./month) with access to the full library in K, offline downloads, and exclusive content like director commentaries. This would target the dedicated film buffs who perceive the most value and have a higher willingness to pay. Annual Discount: Offer a discount for annual subscriptions (e.g., pay for months, get ) to improve customer retention and cash flow. This strategy allows the client to capture value from different customer segments while maintaining a competitive entry-level price.

[!TIP] 解题思路总结: 定价问题没有唯一正确答案，关键在于展示一个全面且逻辑严谨的分析过 程。一个经典的定价框架是"定价三C"：成本（Cost）、竞争（Competition）和客户 （Customer/Value）。成本决定了价格的底线，竞争决定了市场的参照点，而客户愿意支付 的价值决定了价格的上限。在咨询面试中，仅仅提到这三点是不够的，你需要深入探讨每 个"C"的具体分析方法。例如，在分析客户价值时，提出具体的市场调研方法（如联合分析） 会非常加分。最后，给出的建议不应只是一个单一的价格点，而是一个灵活的定价策略（如 分层定价），这能更好地体现你的商业头脑。 . Question Question: A software company has developed a new AI-powered productivity tool for enterprise clients. They are unsure whether to use a subscription-based model (per user, per month) or a usage-based model (pay-per-use, e.g., per API call or per report generated). What framework would you use to help them decide? Answer: To help the software company choose the right pricing model, I would evaluate the two options—subscription-based and usage-based—against a set of key criteria that align with the company's goals and the nature of their product. My framework would focus on four main areas: Customer Value Alignment, Revenue Predictability, Market Adoption, and Operational Complexity. . Customer Value Alignment: How do customers derive value? Is the value continuous and ongoing (suggesting a subscription is a good fit), or is it sporadic and tied to specific events (suggesting usage-based is better)? For a productivity tool, usage might vary greatly. A small team might use it occasionally, while a large enterprise might use it constantly. Budgeting and Predictability for the Customer: Enterprise customers often prefer predictable costs for budgeting purposes. A fixed monthly subscription is easy to budget for. A usage-based model can create uncertainty, which might be a barrier to adoption for some customers. Perception of Fairness: Does a "one-size-fits-all" subscription feel unfair to smaller or less frequent users? A usage-based model can be perceived as fairer, as customers only pay for what they use. . Revenue Predictability and Growth for the Company: Subscription Model: This model provides highly predictable, recurring revenue (MRR/ARR), which is attractive to investors and makes financial planning easier. It creates a stable foundation for the business. Usage-Based Model: Revenue can be more volatile and harder to forecast. However, it has a key advantage: revenue can grow automatically as the customer's usage grows (a "land-and-expand" model). The company directly benefits from the customer's success and increased reliance on the tool. . Market Adoption and Sales Strategy: Reducing Friction for New Customers: A usage-based model can have a lower barrier to entry. A "freemium" or low-cost entry point where customers only pay for what they use can encourage trial and adoption. It's easier to get a department to try a tool with a small, variable cost than to get approval for a large annual subscription. Sales Process: A subscription model often involves a more traditional, longer sales cycle, with negotiations over contract size and user seats. A usage-based model can sometimes be more product-led, with customers signing up and scaling their usage on their own. . Operational Complexity: Subscription Model: Relatively simple to manage. Billing is straightforward (e.g., charge X dollars per user per month). Usage-Based Model: Operationally more complex. The company needs a robust system to accurately track usage, meter it, and bill for it. This requires significant engineering and administrative overhead. Recommendation: Given the pros and cons of each, I would recommend a hybrid model, which is increasingly common in BB SaaS. This model combines the best of both worlds: Tiered Subscriptions with Usage Allowances: Offer several subscription tiers (e.g., Starter, Business, Enterprise). Each tier includes a certain number of users and a generous allowance of usage (e.g., , reports per month). This provides revenue predictability for the company and cost predictability for the majority of customers. Pay-as-you-go for Overage: If a customer exceeds their monthly allowance, they are charged a per-unit fee for the extra usage. This allows the company to capture revenue from high-usage customers and ensures that heavy users are paying their fair share. This hybrid approach provides a stable revenue base, aligns cost with value, reduces the barrier to entry for smaller customers, and allows the company to grow with its most successful clients. [!TIP] 解题思路总结: 这是一个关于商业模式选择的策略问题，而不仅仅是定价。你需要比较两种 模式的优缺点，但不是在一个真空中比较，而是要紧密结合客户（企业客户）和公司自身的 特点。一个好的框架应该从多个角度进行评估，比如对客户的好处、对公司收入的影响、对 销售和市场推广的便利性，以及实施的复杂性。在BB软件领域，混合模式（Hybrid Model）是一个非常常见且有效的解决方案，因为它结合了订阅模式的稳定性和用量模式的 灵活性。提出混合模式的建议表明你了解行业最新的最佳实践，能够提供一个成熟且平衡的 解决方案。

F. Growth Strategy

Question Question: Our client is a traditional, brick-and-mortar retailer specializing in high-

quality cookware. Their sales have been stagnant for the past three years. The board wants to see a plan for% annual growth over the next five years. What growth strategies would you propose? Answer: To develop a plan for% annual growth, I would use the Ansoff Matrix as a guiding framework to explore different growth avenues. The matrix considers four strategies: Market Penetration, Market Development, Product Development, and Diversification. I would analyze each of these in the context of the client's business. . Market Penetration (Existing Products, Existing Markets): This is about selling more of the current products to the current target audience. This is often the least risky strategy. Enhance In-Store Experience: Transform the stores from simple retail spaces into experiential destinations. This could include cooking classes, chef demonstrations, and product testing stations. This drives foot traffic and builds a community around the brand. Loyalty Program: Implement a customer loyalty program to increase purchase frequency and average transaction value. Offer points, exclusive access to events, or special discounts. Optimize Store Layout and Merchandising: Use data analytics to understand customer flow and optimize product placement to encourage cross-selling and up-selling. . Market Development (Existing Products, New Markets): This involves taking the current product line to new customers. E-commerce and Digital Transformation: This is the most critical lever. The client must build a robust online store. This is not just a new sales channel; it's a way to reach a national or even international audience that is not served by their physical stores. This should be complemented by a strong digital marketing strategy (SEO, social media, content marketing with recipes and cooking tips). Geographic Expansion: Cautiously open new physical stores in promising, high- income demographic areas that are currently underserved. New Customer Segments: Target new segments, such as the wedding registry market or corporate gifting programs. . Product Development (New Products, Existing Markets): This involves creating new products to sell to the existing customer base. Expand Product Range: Introduce adjacent product categories that appeal to home cooks. This could include high-quality food ingredients (e.g., spices, oils), cookbooks, kitchen textiles (aprons, towels), or small kitchen appliances that complement their core cookware offering. Private Label Brand: Develop a private label brand for certain product categories. This can offer higher margins and greater control over the product. Collaborations: Partner with famous chefs or food bloggers to create co-branded product lines. This can generate excitement and attract their followers. . Diversification (New Products, New Markets): This is the riskiest strategy and should be approached with caution. Restaurant Supply: The client could leverage its expertise and supplier relationships to enter the BB market, supplying cookware to restaurants and hotels. Cooking School: A more ambitious move would be to open a branded cooking school, which would be a new service for a potentially new customer segment. Recommendation and Roadmap: Achieving% annual growth will require a multi- pronged approach. I would recommend a phased implementation: Year - (Foundation): Focus heavily on Market Development through a major investment in e-commerce. This is the single biggest opportunity. Simultaneously, implement Market Penetration strategies like a loyalty program and in-store events to maximize the value of the existing store footprint. Year - (Expansion): Once the e-commerce platform is mature, begin Product Development. Use the data from online sales to identify which new product categories are most in-demand. Start with a few pilot product launches. Year - (Exploration): Once the core business is growing healthily, the client can explore Diversification opportunities like BB sales, but only if there is a strong business case and it doesn't distract from the core retail operations. This roadmap prioritizes the highest-impact, most logical initiatives first, creating a sustainable path to achieving the% growth target.

[!TIP] 解题思路总结: 增长战略案例要求你系统地思考所有可能的增长路径。Ansoff矩阵（市场渗 透、市场开发、产品开发、多元化）是一个非常强大和经典的框架，可以确保你不会遗漏任 何重要的可能性。对于每一种策略，你需要提出具体、有创意的想法，并将其与客户的实际 情况（传统实体零售商）相结合。最重要的部分是超越简单的想法罗列，提出一个有优先 级、分阶段的实施路线图。这表明你不仅能产生想法，还能考虑如何将这些想法付诸实践。 对于一个增长停滞的传统企业来说，数字化转型（电子商务）几乎总是最核心的增长动力， 应该作为优先推荐的重点。 . Question Question: A regional fast-food chain specializing in healthy, organic burgers is experiencing success in its home state. The CEO wants to expand nationally. What are the key challenges and what should their expansion strategy be? Answer: Expanding a successful regional concept into a national brand is a significant undertaking with substantial risks. I would structure my advice around analyzing the challenges of scaling and then proposing a strategic, phased expansion plan. . Analysis of Key Challenges: Supply Chain Consistency and Cost: The client's brand is built on "healthy, organic" ingredients. Sourcing high-quality, organic ingredients at scale across the entire country will be a major challenge. They need to establish a national supply chain that can deliver fresh ingredients to all locations without compromising quality or driving up costs prohibitively. Brand Awareness and Marketing: The brand is well-known in its home state but will have zero brand recognition in new markets. A significant marketing investment will be required to build awareness and communicate the brand's value proposition against established national giants like McDonald's and Burger King, as well as other "better burger" chains like Shake Shack. Maintaining Quality and Consistency: As the number of locations grows, it becomes increasingly difficult to maintain the same quality of food and customer service that made the brand successful initially. This requires robust training programs, standardized operational procedures, and strong quality control mechanisms. Real Estate and Site Selection: Finding and securing prime real estate locations in new markets is competitive and expensive. A poor location can doom a restaurant before it even opens. The company needs a sophisticated, data-driven approach to site selection. Capital Requirements: National expansion is extremely capital-intensive. The company will need significant funding for store construction, marketing, and operational ramp-up in new markets. . Expansion Strategy Recommendation: Given these challenges, a "big bang" national rollout is too risky. I would recommend a phased, "hub-and-spoke" expansion strategy. Phase : Regional Dominance (Years -): First, solidify the brand's position in its home state and expand into adjacent, culturally similar states. This allows the company to leverage its existing brand equity and supply chain. This "fortress" strategy creates a strong, profitable base from which to launch a wider expansion. Phase : Target Key "Hub" Cities (Years -): Instead of expanding state by state, identify - major metropolitan areas across the country that have a high concentration of the target demographic (health-conscious, higher-income consumers). Examples could be Los Angeles, New York, Austin, and Chicago. Enter these "hub" cities with a cluster of several stores, rather than just one. This creates a critical mass, makes marketing more efficient, and helps to build brand momentum in the new market. This approach allows the company to establish regional supply chain hubs to serve these city clusters. Phase : "Spoke" Expansion and Franchising (Years -+): Once the brand is established in the hub cities, begin expanding into the surrounding suburban and smaller urban areas (the "spokes"). At this stage, the company should consider a franchising model to accelerate growth and reduce capital requirements. By now, the brand will be strong enough to attract high-quality franchisees. The company can provide the brand, menu, and operational system, while the franchisee provides the capital and local management. . Supporting Initiatives: Franchisee Selection: Develop a rigorous selection and training process for franchisees to ensure they uphold the brand's quality standards. Technology Investment: Invest in technology for online ordering, delivery integration, and customer relationship management (CRM) to compete effectively in the modern fast-food landscape. This strategy allows for controlled, manageable growth, mitigating the risks of over- extension while systematically building a national presence. [!TIP] 解题思路总结: 这个案例是关于如何将一个成功的区域性业务扩展到全国。关键的挑战在 于"规模化"⸺如何在你变大的同时，保持让你成功的那些特质（比如，有机食材的质量）。 一个好的答案会首先识别出这些规模化带来的核心挑战（供应链、品牌、质量控制、资 本）。然后，提出的扩张策略应该是务实和分阶段的。避免建议"一次性在全国开店"这种不 切实际的方案。一个"中心辐射"或"城市集群"的策略是一个非常成熟和经典的咨询建议，因 为它在风险和增长速度之间取得了很好的平衡。此外，引入"特许经营"（franchising）作为 后期加速增长的手段，也显示了你对餐饮行业商业模式的理解。

G. Unconventional

Question Question: You are the new CEO of a major city's public transportation system (e.g., the

subway and bus network). The system is facing declining ridership, aging infrastructure, and a budget deficit. What would be your priorities for the first days? **Answer: As the new CEO of a major city's public transportation system, my first ** days would be focused on three key areas: Diagnose, Stabilize, and Strategize. The goal is to quickly understand the core issues, address immediate problems to build credibility, and lay the groundwork for a long-term transformation plan. Phase : Diagnose (Days -) - Understand the Reality Deep Dive into Data: My first priority would be to immerse myself in the data. I would analyze ridership trends (by line, time of day, and demographic), on-time performance records, maintenance backlogs, and detailed financial statements. The goal is to move from general problems ("declining ridership") to specific, data-backed insights ("a% drop in weekend ridership on the Blue Line since the new ride-sharing service launched"). Engage with Stakeholders: I would meet with key stakeholders to understand their perspectives: Frontline Staff: Ride the buses and subways. Talk to drivers, station agents, and maintenance crews. They have invaluable on-the-ground knowledge of the system's real problems. Passengers: Hold town hall meetings and conduct passenger surveys to understand their pain points. Is it reliability, safety, cleanliness, or cost? Government Officials and Regulators: Understand the political landscape, budget constraints, and regulatory requirements. Union Leaders: Open a line of communication to understand labor concerns and build a collaborative relationship. Phase : Stabilize (Days -) - Secure Quick Wins While the long-term problems require deep solutions, I need to build momentum and public confidence with some visible, short-term improvements. Focus on Reliability and Cleanliness: These are two of the most significant drivers of passenger satisfaction. I would launch a "State of Good Repair" blitz. This would involve a highly visible campaign to deep-clean all stations and vehicles, and to deploy "SWAT teams" of maintenance workers to fix the most common causes of delays (e.g., faulty doors, signal problems). This might not solve the deep infrastructure issues, but it shows a commitment to improving the rider experience. Improve Communication: Overhaul the real-time information systems. Ensure that digital signs, apps, and social media provide accurate and timely information about delays and service changes. Being transparent about problems is often better than leaving passengers in the dark. Address the Budget Deficit (Initial Steps): Initiate a full review of all non- essential spending. Look for immediate cost-saving opportunities that don't impact service quality, such as optimizing energy consumption or renegotiating contracts with suppliers. Phase : Strategize (Days -) - Chart the Course With a better understanding of the problems and some initial credibility established, I would use the final month to develop the framework for a long-term strategic plan. Outline a -Year Vision: Based on the diagnostic phase, I would present a high- level vision to the board and the public. This vision would outline the key strategic pillars, such as: ) Modernizing the Core (infrastructure upgrades), ) Reimagining the Customer Experience (ticketing, apps, station design), and ) Financial Sustainability (new revenue streams, operational efficiency). Identify Key Initiatives and "Lighthouse" Projects: I would identify a few high- impact, long-term projects to champion, such as a plan for a new, simplified fare system or a pilot program for on-demand bus services in underserved areas. Build the Team: Begin to make key leadership appointments and restructure the organization to be more data-driven, customer-focused, and accountable. By the end of the first days, I would not have solved all the problems, but I would have a clear diagnosis, have demonstrated a commitment to improvement through quick wins, and have a credible strategic roadmap for the future.

[!TIP] 解题思路总结: 这是一个"CEO"或"领导者"视角的案例，考察的是你的优先级设定、利益相 关者管理和战略思维能力。一个好的回答应该非常有条理，而"百日计划"是一个经典的框 架。将其分为几个阶段（如诊断、稳定、战略规划）可以帮助你组织思路。在"诊断"阶段， 强调数据驱动和与一线人员的沟通。在"稳定"阶段，重点是寻找那些能够快速见效、提升公 众信心的"速赢"项目（比如清洁和准点率）。在"战略规划"阶段，你需要展示你能够从日常 运营中抽身，思考更长远的未来。这个问题的关键在于展示你既能深入细节，又能把握全局 的领导者潜力。 . Question Question: Imagine you are advising the Minister of Tourism for a small island nation in the Caribbean. The country's economy is heavily dependent on tourism, which has been devastated by the recent pandemic. How would you advise the government on a strategy to rebuild and future-proof its tourism industry? Answer: Advising a government on rebuilding its tourism industry requires a holistic approach that balances short-term recovery with long-term resilience and sustainability. I would propose a three-phase strategy: Respond, Recover, and Reimagine. Phase : Respond (Immediate Actions - - months) This phase is about immediate crisis management and ensuring the industry can survive. Health and Safety Protocols: The top priority is to establish and clearly communicate world-class health and safety protocols. This includes vaccination requirements for tourists and hospitality workers, testing on arrival, and "Safe- Certified" standards for hotels and restaurants. This is essential to rebuild traveler confidence. Financial Support for the Industry: Provide immediate financial relief to hotels, tour operators, and their employees. This could include wage subsidies, loan guarantees, and tax deferrals to prevent widespread bankruptcies and job losses. Targeted "Travel Bubble" Diplomacy: Negotiate "travel corridors" or "bubbles" with key source markets that have low infection rates. This allows for a controlled restart of tourism while minimizing public health risks. Phase : Recover (Short-to-Medium Term - - months) This phase focuses on stimulating demand and getting the industry back on its feet. Aggressive and Targeted Marketing: Launch a major international marketing campaign focused on the country's key selling points (e.g., natural beauty, safety, unique culture). The messaging should emphasize that the destination is "open and safe." The campaign should be highly targeted at demographics most likely to travel first (e.g., younger, more adventurous travelers; remote workers). Incentivize Travel: Introduce promotions to stimulate bookings, such as "book now, travel later" flexible cancellation policies, or partnering with airlines to offer flight and hotel packages. Domestic and Regional Tourism: Don't neglect the domestic and regional markets. Promote "staycations" and short-haul travel to provide a baseline of demand while long-haul international travel is still recovering. Phase : Reimagine (Long-Term Strategy - + months) This is the most important phase. The crisis provides a unique opportunity to not just rebuild, but to build back better and create a more sustainable and resilient tourism industry. Diversify the Tourism Product: The pandemic highlighted the risks of being overly dependent on one type of tourism (e.g., mass-market beach resorts). The government should promote investment in new, higher-value segments: Eco-tourism and Nature-based travel: Leverage the island's natural assets. Wellness Tourism: Develop spas, yoga retreats, and wellness centers. Cultural and Heritage Tourism: Showcase the island's unique history, music, and cuisine. "Work from Paradise" Digital Nomad Visas: Attract long-stay remote workers who will spend more money in the local economy. Invest in Sustainability: Implement policies to protect the natural environment that tourists come to see. This could include limits on cruise ship sizes, investment in renewable energy for hotels, and promoting locally sourced food in restaurants. A strong sustainability story is also a powerful marketing tool. Improve Infrastructure and Human Capital: Use this period to invest in upgrading airports, roads, and digital infrastructure. Also, invest in training programs to upskill the tourism workforce, particularly in digital skills and high- end hospitality services. By following this strategy, the island nation can not only recover from the immediate crisis but also build a more diversified, sustainable, and resilient tourism economy for the future. [!TIP] 解题思路总结: 这是一个宏观层面的公共部门战略案例。你需要扮演一个国家经济顾问的角 色。一个好的结构是按时间线划分，比如"短期-中期-长期"或"应对-恢复-重塑"。在"应 对"阶段，重点是止血和稳定局势。在"恢复"阶段，重点是刺激需求和重启经济活动。最重 要的是"重塑"阶段，这体现了战略思维⸺不仅仅是回到过去，而是利用危机作为一个契 机，解决行业长期存在的结构性问题（如过度依赖、可持续性不足）。提出具体且创新的想 法，如"数字游民签证"或"生态旅游"，可以展示你的创造力和对全球趋势的了解。 . Question Question: How would you estimate the number of golf balls sold in Germany last year?

Answer: This is a classic market sizing or "guesstimate" question. The key is not to know the exact answer, but to demonstrate a logical, structured, and reasonable thought process. I will approach this by estimating the number of golfers and their annual golf ball consumption. . Estimate the Number of Golfers in Germany: Population of Germany: Let's start with the total population, which is approximately million people. Segmentation by Likelihood to Play Golf: Golf is a sport that is correlated with age and income. I will segment the population to find the addressable market. Let's assume the primary age group for golfers is - years old. This is roughly% of the population. So, M *% ≈ million people. Golf is also a relatively expensive sport. Let's assume that only the top% of the population by income can afford to play regularly. So, M *% = million people. Estimating the Participation Rate: Out of this million potential pool, not everyone will play golf. Golf is a niche sport in Germany compared to football. I'll estimate a participation rate of about -%. Let's take a middle ground and say .%. Number of golfers = million * .% = , golfers. (A quick sanity check: the German Golf Association reports around , registered golfers, so , is a reasonable estimate including casual players). . Segment Golfers by Frequency of Play: Not all golfers play with the same intensity. I'll segment them into three groups: Avid Golfers (%): Play once a week (approx. rounds/year). , *% = , golfers. Regular Golfers (%): Play once a month (approx. rounds/year). , *% = , golfers. Occasional Golfers (%): Play a few times a year (let's say rounds/year). , *% = , golfers. . Estimate Golf Ball Consumption per Golfer: This depends on skill level and how many balls are lost per round. I'll also consider balls used for practice. Balls Lost per Round: A reasonable average might be balls lost per round. Better players lose fewer, beginners lose more. Balls for Practice: Let's assume golfers, on average, buy an extra dozen balls per year just for practice on the driving range or putting green. Annual Consumption per Segment: Avid: ( rounds * balls/round) + practice balls = balls/year. Regular: ( rounds * balls/round) + practice balls = balls/year. Occasional: ( rounds * balls/round) + practice balls = balls/year. . Calculate Total Annual Sales: Now, I'll multiply the number of golfers in each segment by their annual consumption. Avid: , golfers * balls/golfer = ,, balls. Regular: , golfers * balls/golfer = ,, balls. Occasional: , golfers * balls/golfer = ,, balls. Total Estimated Balls Sold: .M + .M + .M = [X] million balls. . Sanity Check: Let's do a quick sanity check. [X] million balls is roughly [X] million dozen-packs. If the average price of a dozen balls is €, the total market value would be around € million. This seems plausible for a country the size of Germany. Another way to check is from the supply side (number of golf courses). There are about golf courses in Germany. If each course sells, on average, dozen-packs per week (a high estimate), that would be * * * ≈ [X] million balls. This is in the same order of magnitude, so my demand-side estimate of [X] million seems reasonable.

[!TIP] 解题思路总结: 这种估算题（Guesstimate）考察的是你的结构化思维、逻辑性和常识。没 有正确答案，过程比结果更重要。关键步骤是： . 澄清和构建框架： 将大问题（德国高尔夫球销量）分解为更小的、可估算的部分（高 尔夫人口 x 人均消费量）。 . 自上而下估算： 从总人口开始，通过一系列合理的假设（年龄、收入、参与率）逐步 缩小范围，得到核心用户群体的数量。 . 细分核心群体： 认识到用户不是同质的，根据行为（如打球频率）将其划分为不同类 型（如狂热、普通、偶尔），这会让你的估算更精确。 . 量化假设： 为每个环节赋予一个合理的数字，并解释你为什么这么认为。例如，"我 假设平均每场丢2个球，因为......" . 计算和总结： 将所有部分汇总，得出最终结果。 . 健全性检查（Sanity Check）： 这是非常重要的一步。从另一个角度（如供应端）进 行快速估算，或者将结果转化为一个你更有体感的数字（如市场总价值），来验证你的 答案是否在合理的数量级内。这展示了你思维的严谨性。

III. Behavioral Questions

A. Leadership & Teamwork

Question Question: Tell me about a time you led a team through a difficult challenge. What was

the situation, what was your role, and what was the outcome? Answer: In my previous role as a project manager at a tech startup, we were tasked with developing a new feature for our main software product. The deadline was extremely tight—only six weeks—and the team was composed of individuals from different departments who had never worked together before. The initial two weeks were challenging; communication was inefficient, and we were falling behind schedule. The primary difficulty was a lack of a unified vision and clear roles. My role was to lead this cross-functional team. I took a three-step approach. First, I organized a half-day workshop to align everyone on the project's goals and, most importantly, the "why" behind the feature. This helped to create a shared sense of purpose. Second, I worked with the team to clearly define each person's responsibilities and deliverables, creating a detailed project plan with weekly milestones. This eliminated confusion and created accountability. Third, I instituted daily -minute stand-up meetings. This wasn't to micromanage, but to foster open communication, quickly identify roadblocks, and maintain momentum. One major obstacle arose in the fourth week when our lead developer discovered a significant technical dependency we hadn't anticipated, which threatened to delay the entire project. Instead of simply reporting the delay, I facilitated a brainstorming session with the engineering team. By empowering them and encouraging creative thinking, one of the junior engineers proposed an innovative workaround that we could implement without a major delay. I made the decision to trust his judgment and re-allocate resources to support his approach. The outcome was that we successfully launched the feature on time. The launch was a success, leading to a% increase in user engagement in the first month. More importantly, the project transformed a group of individuals into a cohesive and high- performing team. They continued to use the communication practices we established on subsequent projects. This experience taught me that leadership is not about having all the answers, but about creating an environment where the team can find the answers together.

[!TIP] 解题思路总结: 这是一个经典的领导力问题。好的答案需要使用STAR方法（Situation, Task, Action, Result - 情境、任务、行动、结果）来构建。首先，清晰地描述一个具体且有挑战性 的"情境"。然后，明确你的"任务"或角色。重点在于详细描述你采取的"行动"，这应该展示 你的领导力特质，如沟通、激励、决策和解决问题的能力。不要只说"我领导了团队"，而要 具体说明你是"如何"领导的（例如，组织研讨会、明确分工、建立沟通机制）。最后，用量 化的"结果"来证明你领导的成功，不仅包括项目的结果，也包括对团队成长的积极影响。这 能让你的故事更有说服力。 . Question Question: Describe a situation where you had a conflict with a teammate. How did you handle it? Answer: During my internship at a consulting firm, I was part of a team of four working on a market analysis project for a client. One of my teammates, let's call him Alex, and I had very different working styles. I prefer to structure the work upfront and follow a clear plan, while he was more spontaneous and preferred to dive directly into the research and see where it led. This led to friction. He felt my approach was too rigid and slow, while I was concerned that his lack of structure would lead to duplicated work and missed deadlines. The conflict came to a head when we were preparing for a mid-project client presentation. Alex had gone ahead and created several slides based on his research without consulting the storyboard we had agreed upon as a team. The slides contained interesting data but didn't fit the narrative we were trying to build. I was frustrated because I felt he was ignoring our team process. My first step was to address the issue directly and privately with Alex. I asked to have a coffee with him to discuss our collaboration. I started the conversation by acknowledging his hard work and the valuable data he had found. I used "I" statements to express my concerns, saying, "I feel a bit concerned that we might not be aligned on the story for the client, and I'm worried about having to redo work under pressure." This was much more constructive than accusing him of not being a team player. We had an open conversation. He explained that he felt our initial plan was stifling his creativity and that he worked best by exploring freely first. I listened to his perspective and understood his point of view. We agreed on a compromise. For the remainder of the project, we would block out time for him to do exploratory research, but we also agreed that before creating any final deliverables, he would sync up with me to ensure his findings could be integrated into the overall project structure. We also set up a shared document to track our individual progress and key findings to improve transparency. The result was a significant improvement in our working relationship. The final presentation was a success because it combined his creative insights with a clear, logical structure. The client was very pleased. I learned that conflict in a team isn't necessarily a bad thing; it often arises from different, but equally valid, working styles. The key is to address it proactively, listen with empathy, and find a collaborative solution that leverages everyone's strengths. [!TIP] 解题思路总结: 这个问题旨在评估你的冲突解决能力和团队合作精神。同样，使用STAR方 法。选择一个真实的、有一定复杂度的冲突，而不是简单的误会。关键在于展示你的成熟度 和情商。避免指责对方，而是专注于描述行为和对团队的影响。在"行动"部分，重点描述你 是如何主动、专业地解决问题的。强调私下沟通、使用非攻击性语言（如"我"感觉...）、积 极倾听和寻求双赢的解决方案。一个好的答案会以积极的"结果"收尾，不仅解决了冲突，还 改善了团队关系或流程，并展示了你从中学到的东西。 . Question Question: Can you give an example of a time you had to motivate a team or a team member who was feeling discouraged? Answer: In my final year of university, I was the leader of a team of five for our capstone engineering project, which was to design and build a small autonomous robot. About two months before the final deadline, we hit a major setback. The main processing unit of our robot failed, and the initial tests of our navigation software were disastrous. The team's morale plummeted. One member, in particular, who was responsible for the software, felt personally responsible and became very withdrawn and demotivated. My task was to lift the team's spirits and get the project back on track. I knew that simply saying "let's work harder" wouldn't be effective. My approach was three-fold. First, I called a team meeting, but instead of focusing on the problems, I started by reminding everyone of how far we had come and the innovative aspects of our design that we were all proud of. I reframed the setback not as a failure, but as a critical learning opportunity that would ultimately make our final product more robust. I wanted to shift the narrative from despair to resilience. Second, I spoke with the demotivated team member one-on-one. I listened to his frustrations and made it clear that this was a team challenge, not an individual failure. I said, "We succeed or fail as a team." To help him rebuild his confidence, I suggested we break down the complex software problem into smaller, more manageable tasks. I then worked alongside him on the first task—debugging a specific sensor integration issue. This wasn't about doing his work for him, but about showing solidarity and being a supportive resource. Third, I reorganized our project plan to celebrate small wins. I created a mini-milestone for every small piece of progress, and every time we hit one, we would take a moment as a team to acknowledge it. This created a positive feedback loop and helped to rebuild momentum. The outcome was very positive. The software engineer regained his confidence and, with the team's support, managed to fix the core issues in the navigation algorithm. The team as a whole became more resilient and collaborative. We not only met our deadline but also received a commendation for the robustness of our robot's navigation system. The experience taught me that motivation isn "'s true power comes from empathy, reframing challenges as opportunities, and creating a structure for success. [!TIP] 解题思路总结: 这个问题考察你的情商和激励他人的能力。一个好的回答需要展示你不仅仅 是一个任务管理者，更是一个能鼓舞人心的领导者。使用STAR框架，选择一个团队士气低 落的具体情境。在"行动"部分，要展示多种激励手段：1) 重新构建叙事，将失败定义为学习 机会，并提醒团队共同的目标和已取得的成就。2) 对个人进行一对一的辅导和支持，表现出 同理心，并将大问题分解为小任务以重建信心。3) 创造积极的势头，通过设定并庆祝小的里 程碑来重建团队的动力。最后，用具体的结果来证明你的方法是有效的，比如项目成功完成 以及团队士气的回升。

B. Problem Solving

Question Question: Describe the most complex problem you've ever had to solve. How did you

go about it? Answer: The most complex problem I faced was during an internship where I was tasked with optimizing the inventory management system for an e-commerce company. The company was struggling with frequent stockouts of popular items while simultaneously having excess inventory of slow-moving products. This was tying up significant working capital and leading to lost sales. The complexity arose from the vast number of SKUs (over ,), unpredictable demand patterns, and a clunky, outdated IT system. My task was to develop a new model to improve our forecasting accuracy and reorder point calculations. My approach was highly structured and data-driven. First, I spent two weeks just understanding the problem from all angles. I interviewed warehouse managers, procurement officers, and data analysts to understand their pain points and existing processes. I also did a deep dive into the historical sales and inventory data, cleaning and structuring it to make it usable. Second, I broke the problem down. Instead of trying to optimize all , SKUs at once, I applied the ABC analysis, categorizing products into three groups: ʻA' items (top% of products driving% of sales), ʻB' items (the next%), and ʻC' items (the bottom%). This allowed me to focus my efforts on the ʻA' items first, as they would have the biggest impact on the business. Third, for the high-priority ʻA' items, I built a new forecasting model. I didn't just rely on simple historical averages. I incorporated seasonality, promotional activity data, and even external factors like social media trends for certain fashion items. I used Python and its data analysis libraries to build and back-test several models, ultimately selecting a more sophisticated time-series model that proved to be more accurate. Fourth, I didn't just deliver a model; I created a user-friendly dashboard for the procurement team. This dashboard visualized the forecast, suggested optimal reorder points and order quantities, and flagged items at risk of stockout. This was crucial for ensuring the adoption of my solution. The result was a significant improvement. We ran a pilot program on the ʻA' items for one quarter. In that period, we reduced stockouts for these key items by% and decreased their inventory holding by%. The company was so pleased with the results that they decided to roll out the system across all product categories and hired a full-time data scientist to manage and refine the models I had built. This experience taught me the importance of breaking down a complex problem into manageable parts and combining rigorous quantitative analysis with a practical, user-centric solution.

[!TIP] 解题思路总结: 这个问题旨在评估你的分析和解决复杂问题的核心能力。一个强有力的答案 应该：1) 选择一个真正复杂、多变量的问题，而不仅仅是一个困难的任务。2) 展示一个清 晰、结构化的解决问题的方法。例如，先诊断和理解问题，然后将其分解，接着建立模型或 解决方案，最后确保方案能够被执行。3) 强调你的分析能力。提到你使用了具体的方法（如 ABC分析）或工具（如Python）会让你的答案更可信。4) 关注"影响"。仅仅解决问题是不 够的，你需要量化你的解决方案带来的商业成果（例如，缺货率降低40%，库存减少 25%）。这能向面试官证明你是一个以结果为导向的思考者。 . Question Question: Tell me about a time you had to make a decision with incomplete information. Answer: While working on a project to develop a new mobile application, we had to decide which cloud service provider—AWS, Google Cloud, or Azure—to use for our backend infrastructure. We were a small team with a tight deadline, and we didn "'t have the resources to conduct a full-scale, months-long evaluation of each platform. We had to make a high-stakes decision based on limited, incomplete information. My role was to lead the evaluation process and provide a recommendation to the CTO. The challenge was that while we could find plenty of public data on pricing and features, we couldn't be certain about long-term scalability, the quality of technical support, or how easy it would be to hire developers with the right skills for each platform in the future. My approach was to make the most of the information we could gather and to structure the decision-making process to minimize risk. First, I identified our key decision criteria. These were: ) Cost-effectiveness for our specific use case (which involved spiky traffic), ) Ease of use and developer learning curve, ) Scalability and performance, and ) Availability of talent in the job market. Second, instead of trying to find a single "perfect" answer, I used a "⁄ " approach to research. I time-boxed the research to one week. I built simple cost models for our expected usage on each platform. I had our lead developer spend a day building a small proof-of-concept on our top two candidates (AWS and Google Cloud) to get a feel for the developer experience. I also researched job market trends and spoke to contacts in my network at other startups to get their anecdotal but valuable feedback on the platforms. Third, I framed the decision not as a permanent one, but as a "one-way vs. two-way door" decision, a concept from Amazon. I argued that while moving cloud providers is difficult, it's not impossible. The most important thing was to make a good-enough decision quickly and start building. To mitigate the risk of being locked-in, I advocated for using containerization technologies like Docker and Kubernetes from the start, which would make a future migration easier if we ever needed one. Based on this pragmatic analysis, I recommended AWS. While Google Cloud was competitive on some features, AWS had a more mature ecosystem, a larger talent pool, and our developer felt more productive on it during the proof-of-concept. The cost models showed it was affordable for our initial scale. I presented my recommendation to the CTO not as a certainty, but as the best decision given the available information and our time constraints, with a clear risk mitigation strategy (containerization). The CTO agreed with the recommendation. We moved forward with AWS and were able to launch our application on schedule. The decision proved to be solid, and the platform has scaled with our needs. This experience taught me that in business, you rarely have all the data you want. The key is to be resourceful in gathering the best possible information, to structure your decision-making process logically, and to be smart about mitigating the risks of being wrong. [!TIP] 解题思路总结: 这个问题考察你在不确定性下的判断力和决策能力。一个糟糕的答案是说 你"凭感觉"做决定。一个好的答案则会展示一个系统性的过程来处理不完整的信息。关键步 骤包括：1) 明确决策标准：你首先需要知道什么是"好"的决策。2) 快速、有效地收集关键信 息（80/20法则），而不是陷入无休止的分析。3) 风险管理：承认信息不完整，并思考如何 降低错误决策的风险（例如，这里的"容器化"策略）。4) 做出一个有理有据的、务实的推 荐，并清晰地沟通你的推理过程。这表明你是一个既果断又深思熟虑的决策者。 . Question Question: Describe a time you failed. What did you learn from it?

Answer: In my first job after university, I was put in charge of organizing a small client event. I was ambitious and wanted to impress my manager, so I took on almost all the tasks myself, from booking the venue to coordinating with speakers and managing the invitation list. I created a detailed plan and was confident I could handle it all. The situation became a failure about a week before the event. I had become a bottleneck. Because I was trying to do everything, small details started to slip through the cracks. I had sent out the wrong version of the agenda to a keynote speaker, and I was late in confirming the catering order, which meant we had to accept a less desirable menu. I was working -hour days but was still falling behind. My manager noticed how stressed I was and sat me down to review my progress. It was clear that the event was at risk of being disorganized. Realizing I had failed to manage the project effectively, my first action was to be transparent with my manager. I owned up to my mistake of not delegating and trying to be a "hero." I laid out all the pending tasks and the problem areas. Then, I immediately asked for help. My manager helped me re-prioritize the most critical tasks, and we identified two colleagues who had some bandwidth to assist. I then spent an hour clearly briefing them on the tasks they could take over, providing them with all the necessary information and context. The result was that with the team's help, we managed to pull the event together. It went well, although I knew it could have been better if I had managed it properly from the start. The most important outcome, however, was what I learned. This failure taught me a crucial lesson about the difference between personal productivity and leadership. I learned that delegation is not a sign of weakness, but a sign of strength. It allows a team to achieve more than any single individual can. I also learned the importance of communicating risks early and asking for help when you need it. In all my subsequent projects, I have made a conscious effort to delegate effectively and to foster a collaborative team environment, and I have been much more successful as a result.

[!TIP] 解题思路总结: "失败"问题是面试中最棘手但也是最重要的行为问题之一。面试官不是想看 你是否完美，而是想看你是否具有自我反思能力和成长心态。一个好的答案需要：1) 选择一 个真实的、你负有一定责任的失败，而不是将责任推给外部因素。2) 清晰地描述情况和你的 错误所在（例如，微观管理、不愿授权）。3) 重点描述你如何"纠正"错误或进行损害控制。 这展示了你的责任感和解决问题的能力。4) 最关键的部分是"你学到了什么"。你需要清晰地 阐述这次失败带给你的具体教训，并说明你是如何将这些教训应用到之后的工作中并取得更 好结果的。这能证明你能够从错误中学习和成长。

C. Personal Motivation

Question Question: Why are you interested in a career in consulting?

Answer: I'm drawn to a career in consulting for three primary reasons: the steep learning curve, the opportunity to create tangible impact, and the collaborative, team- based nature of the work. First, the learning curve. I am someone who is intellectually curious and thrives on being challenged. Consulting, by its very nature, offers a unique opportunity to work on a wide variety of complex business problems across different industries. The prospect of, in a single year, helping a retail company develop its e-commerce strategy and then working with a financial services firm to optimize its operations is incredibly exciting to me. I see consulting as an accelerated MBA in the real world, where I will constantly be learning from experienced colleagues, interacting with senior clients, and developing a versatile toolkit of analytical and strategic skills. Second, the impact. Throughout my academic and internship experiences, I've been most motivated when I can see a direct link between my work and a positive outcome. I'm attracted to consulting because it's not just about writing reports; it's about solving real-world problems that have a significant impact on a client's business. The idea of helping a company become more profitable, enter a new market, or navigate a major industry disruption is a powerful motivator for me. I want a career where my analytical skills are translated into actionable strategies that create real value. Finally, the collaborative environment. I enjoy working in teams where diverse perspectives are brought together to solve a problem. My experience in [mention a specific team project, e.g., the capstone project] taught me how much more can be achieved when you combine different skills and viewpoints. From everything I've learned about consulting, the work is intensely team-oriented, with small, dedicated teams working closely with each other and with the client. I am energized by the idea of working in such a dynamic, high-caliber environment where I can learn from my peers and contribute to a collective success. In summary, I see consulting not just as a job, but as a platform for continuous learning, meaningful impact, and collaborative problem-solving, all of which align perfectly with my personal and professional aspirations.

[!TIP] 解题思路总结: "为什么选择咨询"是每个咨询面试的必考题。你的答案需要超越"薪水高、有 声望"这类表面理由。一个有说服力的答案通常围绕三个主题：1) 学习与成长：强调你对快 速学习、解决多样化问题的渴望。将咨询比作"现实世界的MBA"是一个常见的、有效的比 喻。2) 影响力：表达你希望将分析能力转化为实际商业成果的愿望。强调你希望解决问题， 而不仅仅是分析问题。3) 团队与人：说明你被咨询行业聪明、有干劲的人和团队合作的文化 所吸引。在回答时，最好能结合你自己的一个简短经历来支撑你的论点（例如，"我在XX项 目中发现我喜欢团队合作"），这会让你的答案更真实、更有个性。 . Question Question: Why are you specifically interested in Roland Berger?

Answer: While I am broadly interested in strategy consulting, I am particularly drawn to Roland Berger for three specific reasons: its European heritage and global reach, its entrepreneurial culture, and its deep expertise in the industrial and automotive sectors. First, Roland Berger's unique position as the only leading global consultancy with European roots is very appealing to me. I believe this gives the firm a distinct perspective, combining a deep understanding of the complexities of the European market with a truly global mindset. Having studied [mention a relevant field, e.g., international business or European studies], I am fascinated by the dynamics of the global economy, and I am excited by the opportunity to work for a firm that is a bridge between European companies looking to expand globally and international companies looking to succeed in Europe. Second, from my research and conversations with people from the firm, I get a strong sense of Roland Berger's entrepreneurial spirit. The firm emphasizes creativity, individual initiative, and a non-hierarchical structure. This resonates deeply with me. I am someone who likes to take ownership of my work and think outside the box. The idea of working in an environment where I would be encouraged to challenge conventional wisdom and contribute my own ideas from day one is very motivating. This seems different from some of the more rigid, process-driven cultures at other firms. Finally, I am very impressed by Roland Berger's renowned expertise in the automotive and industrial goods sectors. My academic background in engineering and my internship experience at [mention a relevant company] have given me a strong interest in the challenges and transformations happening in these industries, such as electrification, autonomous driving, and Industry .. Roland Berger is a clear thought leader in these areas, and the opportunity to learn from and contribute to projects at the forefront of this industrial transformation would be an incredible experience. In short, I am not just looking for any consulting job; I am looking for a firm with a unique culture and a strong focus in areas I am passionate about. I believe Roland Berger is the perfect fit.

[!TIP] 解题思路总结: 这个问题考察你是否对公司做了功课，以及你是否真心想加入。一个糟糕的 答案是泛泛而谈，把适用于任何咨询公司的优点套在罗兰贝格身上。一个好的答案需要具 体、有针对性，并与你自身的背景和兴趣联系起来。你应该至少准备三个具体的原因。好的 切入点包括：1) 公司的独特定位：对于罗兰贝格，其"源于欧洲的全球咨询公司"的身份是一 个非常好的差异化点。2) 公司文化：提到"企业家精神"、"创造力"等罗兰贝格强调的价值 观，并说明这为什么与你的个性相符。3) 行业专长：找出罗兰贝格特别擅长的行业（如汽 车、工业品、航空航天），并将其与你自己的专业背景或兴趣联系起来。这表明你不仅仅是 想做咨询，而是想在罗兰贝格做咨询。 . Question Question: What is your greatest strength and what is your greatest weakness?

Answer: Greatest Strength: I believe my greatest strength is my ability to break down complex, ambiguous problems into a clear, structured, and actionable plan. I am naturally a systems thinker, and I am most energized when faced with a messy challenge that doesn't have an obvious solution. For example, in my final year project, our team was tasked with a very open-ended goal: "propose a solution to reduce plastic waste on campus." The problem was huge, and the team was initially overwhelmed. I took the initiative to structure our approach. I broke the problem down into key areas: sources of plastic waste, collection and recycling processes, and student behavior. For each area, I developed a set of key questions we needed to answer. This framework allowed us to divide the work logically and efficiently. I then led the data collection effort, which involved everything from analyzing the university's waste management data to conducting surveys with students. Ultimately, my structured approach helped the team to move from a state of confusion to delivering a clear, data-driven recommendation that was praised by our professor. I believe this ability to bring structure to chaos is a core skill for a consultant, and it's a strength I'm confident I can bring to Roland Berger. Greatest Weakness: My greatest weakness has been a tendency to want to perfect a piece of analysis before sharing it with my team. In the past, I would sometimes spend too much time trying to get every detail right on my own, driven by a desire to present a flawless final product. I realized that this was not always efficient and could slow down the team's progress. It also meant that I wasn't benefiting from my teammates' perspectives early in the process. I became aware of this during a group project where I was responsible for the financial modeling. I spent a lot of time refining the model, but when I finally shared it, a teammate pointed out a fundamental assumption I had made that was incorrect. We lost a day of work because of it. This was a key learning moment for me. Since then, I have been actively working on this by adopting an "⁄ " mindset. I now make a conscious effort to share my work with the team earlier and more frequently, even when it's still a work in progress. I schedule regular check-ins to get feedback and to ensure my work is aligned with the rest of the team. I've found that this collaborative approach not only leads to a better final product but also makes the process more efficient and enjoyable. While I still have high standards for my work, I now understand that in a team setting, "done" is often better than "perfect."

[!TIP] 解题思路总结: 这是一个经典的组合问题。对于优点：不要只说一个形容词（如"我很有条 理"），而是要通过一个简短的故事（使用STAR方法）来"展示"这个优点。选择一个与咨询 工作高度相关的优点，比如解决问题的能力、分析能力、领导力或沟通能力。对于缺点：这 是更难的部分。关键在于选择一个真实的、但不是致命的缺点。一个好的策略是选择一 个"曾经是缺点，但你已经意识到并正在积极改进"的弱点。这展示了你的自我意识和成长意 愿。你的回答结构应该是：1) 承认这个缺点。2) 提供一个具体的例子，说明这个缺点曾经 如何给你带来麻烦。3) 最重要的是，详细说明你为了改进这个问题正在采取哪些具体的行 动。4) （如果可能）说明你的改进已经取得了一些积极的效果。避免使用那些听起来像优点 的"假缺点"，比如"我是一个完美主义者"或"我工作太努力了"。

D. Industry Knowledge

Question Question: What is a major trend that is disrupting the automotive industry today, and

what are its implications for a traditional car manufacturer? Answer: One of the most significant trends disrupting the automotive industry is the shift towards CASE, which stands for Connected, Autonomous, Shared, and Electric vehicles. While all four are important, I believe electrification is the most fundamental and immediate challenge for a traditional car manufacturer, like a Volkswagen or a Ford. The implications are profound and touch every part of their business model: . Product and R&D: The core technology of the car is changing from the internal combustion engine (ICE) to the battery and electric motor. This requires a massive shift in R&D investment. Traditional manufacturers have a century of expertise in building engines and transmissions, which is rapidly becoming obsolete. They need to build new core competencies in battery technology, power electronics, and software, where they are currently lagging behind new players like Tesla and BYD. . Manufacturing and Supply Chain: Building an electric vehicle (EV) is fundamentally different from building an ICE car. It requires fewer parts but a completely different supply chain. The most critical and expensive component is the battery. Traditional manufacturers need to secure a stable supply of raw materials like lithium and cobalt and decide whether to build their own battery factories ("gigafactories") or rely on suppliers like CATL or LG Chem. This is a multi-billion dollar strategic decision. . Sales and Distribution: The traditional dealership model is being challenged. EV players like Tesla have pioneered a direct-to-consumer sales model, which gives them control over pricing and the customer experience. Traditional manufacturers are tied to their existing dealer networks, which creates channel conflict. Dealers make a significant portion of their profit from servicing ICE vehicles, a revenue stream that will shrink dramatically with EVs, which require much less maintenance. . Financial Implications: The transition is incredibly expensive. Companies are having to invest billions in R&D and new factories for a product (EVs) that is, for now, often less profitable than the ICE vehicles they are replacing. This puts immense pressure on their profitability during the transition period. They have to manage a "dual-track" business, running their profitable legacy business while funding the less profitable business of the future. In conclusion, electrification is not just about swapping a gas tank for a battery; it is a systemic shock that forces traditional car manufacturers to fundamentally rethink their entire value chain, from R&D and manufacturing to how they sell and service their cars. Their ability to navigate this transition will determine who the winners and losers are in the automotive industry of the st century.

[!TIP] 解题思路总结: 行业知识题考察你是否关注商业世界，是否能像一个顾问一样思考行业层面 的问题。选择一个你熟悉且感兴趣的行业。在回答时，不要只是简单地描述一个趋势 （如"电动汽车"），而是要深入分析这个趋势对行业内公司的"影响"和"启示"。一个好的结 构是：1) 明确指出一个核心趋势。2) 将这个趋势对公司的影响分解到价值链的几个关键环 节（例如，研发、制造、销售、财务）。这展示了你的结构化思维。3) 讨论这些影响带来的 具体挑战和战略决策。这表明你不仅知道"是什么"，还思考了"所以呢？"。对于汽车行 业，"CASE"是一个非常经典和全面的框架，可以帮助你组织思路。 . Question Question: What do you think will be the biggest challenge for the airline industry in the next five years? Answer: While the airline industry has faced numerous challenges, from fuel price volatility to security threats, I believe the biggest challenge for the next five years will be the dual pressure of achieving environmental sustainability while maintaining financial viability. This challenge is particularly acute for several reasons: . Increasing Regulatory and Social Pressure: Governments, especially in Europe, are implementing stricter environmental regulations. This includes potential "green taxes" on flights, mandates for the use of Sustainable Aviation Fuel (SAF), and inclusion in carbon emissions trading schemes. At the same time, there is growing "flight shame" among consumers and corporate clients, who are increasingly looking to reduce their carbon footprint. This puts pressure on airlines to act, or risk losing customers and facing regulatory penalties. . The High Cost and Limited Availability of Solutions: The problem is that the solutions to decarbonize aviation are currently either technologically immature or prohibitively expensive. * Sustainable Aviation Fuel (SAF): SAF is the most promising short-to- medium-term solution. It can be used in existing aircraft and infrastructure. However, current production levels are tiny (less than 1% of global jet fuel demand), and it costs 3 to 5 times more than conventional jet fuel. For an industry with razor-thin profit margins, this is a massive financial burden. * New Technologies (Electric/Hydrogen): Truly zero-emission aircraft powered by batteries or hydrogen are on the horizon, but they are likely decades away from being viable for large-scale commercial long-haul flights. The technological and infrastructure challenges are immense. . The Post-Pandemic Financial Strain: The industry is still recovering from the financial devastation of the COVID- pandemic. Many airlines are saddled with huge debts. This leaves them with very little financial firepower to make the massive investments required for fleet renewal and the procurement of expensive SAF. . The Competitive Landscape: The airline industry is intensely competitive, especially with the presence of low-cost carriers. It is very difficult for a single airline to unilaterally invest heavily in sustainability if it means raising ticket prices, as they risk being undercut by competitors. This creates a "prisoner's dilemma" where collective action is needed but difficult to coordinate. Therefore, the core strategic challenge for airline CEOs will be to navigate this difficult balancing act. They need to find a way to invest in sustainability to secure their long- term "license to operate," while simultaneously managing costs and remaining competitive in the short term. This will require a combination of operational efficiencies (e.g., more efficient flight paths), fleet modernization, strategic partnerships to secure SAF supply, and effective communication with customers and investors about their sustainability journey. [!TIP] 解题思路总结: 这是一个很好的行业趋势问题。一个好的答案会识别出一个深刻且具有内在 矛盾的挑战，而不仅仅是一个简单的问题。在这里，"在财务压力下实现可持续发展"就是一 个很好的例子，因为它包含了一个核心的权衡取舍。你的分析应该：1) 清楚地定义挑战。2) 解释为什么这个挑战如此困难，可以从多个角度分析（监管、技术、财务、竞争）。3) 展示 你对解决方案的了解，并能解释为什么这些解决方案本身也充满挑战（例如，SAF很贵且稀 少）。这表明你对这个行业有超越表面的、深入的理解。最后，总结这个挑战对公司战略层 面的核心意义。 . Question Question: If you were to start a new company today, what industry would you choose and why? Answer: If I were to start a new company today, I would choose the personalized nutrition and wellness technology industry. I believe this sector is at the intersection of several powerful, long-term trends and offers a significant opportunity to create both business value and positive social impact. My reasoning is based on three main factors: . Market Pull from Macro Trends: Health & Wellness Focus: There is a massive global shift in consumer consciousness towards proactive health management, moving away from reactive medical treatment. People are increasingly willing to invest in their personal health and well-being. Personalization: Consumers are no longer satisfied with one-size-fits-all solutions. The success of companies like Stitch Fix in fashion and Spotify in music shows a clear demand for personalized experiences. This trend is now moving into health. Data & AI Advancement: The proliferation of wearables (like the Apple Watch and Oura ring), affordable genetic testing (like andMe), and advancements in AI create the technological foundation to actually deliver on the promise of personalization at scale. We can now collect vast amounts of personal health data and use AI to generate actionable insights. . The Business Model Opportunity: The business I envision would be a direct-to- consumer subscription service. Here's how it would work: Data Aggregation: The platform would integrate data from a user's wearables (activity, sleep), genetic profile, and regular blood biomarker tests (which could be done via at-home kits). AI-Powered Insights: Our proprietary AI engine would analyze this data to create a constantly evolving, holistic picture of the user's health. It would then provide highly personalized recommendations on nutrition, exercise, and lifestyle adjustments. Personalized Products: The service could then go a step further by delivering personalized products, such as custom-formulated daily vitamin packs or meal plans tailored to the user's specific needs and goals. This creates a powerful, high-margin, recurring revenue model with strong customer lock-in, as the service becomes more valuable to the user the more data it has. . A Defensible Competitive Advantage: The core of the business would not just be the physical products, but the data and the AI engine. This creates a powerful network effect and a "data moat." The more users on the platform, the more data the AI has to learn from, making its recommendations smarter and more accurate. This, in turn, attracts more users and makes it very difficult for new competitors to catch up. The business becomes a learning system that constantly improves. While there are certainly challenges, such as data privacy concerns and the need for rigorous scientific validation, I believe the convergence of consumer demand and technological capability makes this one of the most exciting and impactful industries to be in for the next decade. [!TIP] 解题思路总结: 这是一个结合了创造力、商业敏锐度和行业分析的综合性问题。一个好的答 案应该像一个简短的创业路演。你需要：1) 选择一个有前景的行业：这个行业最好是处于增 长期，并受到几个宏观趋势的推动。2) 清晰地阐述"为什么"：解释你为什么看好这个行 业。将你的理由结构化（例如，分为市场拉动、商业模式、竞争优势等）会更有说服力。3) 描述一个具体的商业模式：不要只是说"我要进入健康科技行业"，而是要勾勒出一个具体的 产品或服务。这表明你已经深入思考过如何将一个想法转化为一个可行的业务。4) 思考竞争 优势：一个优秀的答案会考虑到如何建立一个可持续的"护城河"（moat），比如数据网络效 应、品牌或专有技术。这展示了你的战略思维深度。

E. Firm Specific

Question Question: What Roland Berger project or publication have you found particularly

interesting, and why? Answer: I was particularly interested in a recent Roland Berger publication I read, titled "All-in on E-mobility: How to succeed in the new automotive era." I found it fascinating because it goes beyond the typical high-level discussion of electrification and provides a very concrete, actionable framework for how traditional automotive players can navigate this massive transformation. There were two aspects that stood out to me. First, the report's emphasis on the "dual- track" challenge. It clearly articulated the immense financial and organizational pressure on traditional OEMs who have to simultaneously manage the decline of their profitable internal combustion engine business while investing billions in the initially unprofitable EV business. The report didn't just state the problem; it offered a structured way to think about resource allocation, suggesting that companies need to treat their EV division almost like an internal startup, with different metrics, talent, and a more agile culture. This resonated with me as a very practical and realistic piece of advice. Second, I was impressed by the depth of the analysis on the future of the automotive value chain. The publication went into detail about how value is shifting from traditional hardware and manufacturing to batteries, software, and digital services. The idea that a car is becoming a "smartphone on wheels" is something I had heard before, but the report broke down what this actually means in terms of new revenue pools, such as in-car digital services, autonomous driving subscriptions, and energy services. This forward-looking perspective showed me that Roland Berger is not just analyzing the present but is actively shaping the strategic conversation about the future of the industry. Overall, this publication confirmed my interest in Roland Berger. It demonstrated the firm's deep industry expertise, its ability to combine high-level strategic thinking with practical, operational advice, and its position at the forefront of the most important industrial transformations of our time. It's exactly this kind of impactful, thought- leading work that I hope to be a part of.

[!TIP] 解题思路总结: 这个问题是检验你是否真正对罗兰贝格做了深入研究的"试金石"。如果你答 不上来，会是一个非常危险的信号。准备这个问题需要：1) 提前做功课：花时间去罗兰贝格 的官方网站，特别是"洞见"（Insights）或"出版物"（Publications）栏目。找到一篇与你 背景或兴趣相关的报告、文章或案例研究。2) 选择一篇并深入阅读：不要只读标题或摘要。 你需要能够讨论报告里的具体观点和数据。3) 准备好讨论"为什么"：为什么这篇文章让你 感兴趣？它让你学到了什么？它如何体现了罗兰贝格的特点？你的答案应该连接到你对公司 的正面印象（例如，深度行业知识、前瞻性思维、务实的建议）。4) 将其与你自身联系起 来：说明为什么这种类型的工作让你感到兴奋，以及你希望如何参与其中。这能将一个关于 公司的问题，转变为一个再次强调你对咨询和该公司充满热情的机会。 . Question Question: At Roland Berger, we value "entrepreneurship." What does this word mean to you, and can you give an example of when you have demonstrated it? Answer: To me, "entrepreneurship" is not just about starting a company. It's a mindset. It's about taking ownership, proactively identifying problems or opportunities, and then taking the initiative to create a solution, even when it's not explicitly your job. It combines creativity, a bias for action, and a sense of responsibility for the outcome. I demonstrated this entrepreneurial mindset during my internship at a BB software company. The company had a great product, but I noticed that our sales team was spending a lot of time manually creating customized sales proposals for each potential client. The process was slow and prone to errors. There was no official project or task for me to solve this, but I saw an opportunity to add value. First, I took the initiative to interview several members of the sales team to understand their workflow and pain points. I mapped out the entire proposal creation process and identified the key bottlenecks. Then, I realized that while each client was unique, about% of the proposal content was standardized. On my own time, I taught myself how to use a document automation tool called PandaDoc. I then built a set of dynamic templates for our sales proposals. These templates had pre-approved sections for legal terms, product descriptions, and case studies, but also included customizable fields for client-specific information. I also created a library of content blocks that salespeople could easily drag and drop to build a proposal. After developing a working prototype, I presented it to my manager and the head of sales. They were impressed with the initiative. We ran a pilot with two salespeople, and they reported that it cut the time to create a proposal by over%. The company subsequently decided to officially adopt the system I had built. This experience embodies what entrepreneurship means to me. I wasn't asked to do it, but I saw a problem, felt a sense of ownership, and built a solution from scratch that created tangible value for the company. I believe this proactive, problem-solving approach is exactly the kind of entrepreneurial spirit that Roland Berger values in its consultants. [!TIP] 解题思路总结: 当面试官问到一个公司的核心价值观时（如罗兰贝格的"企业家精神"、"同理 心"、"卓越"），你需要分两步回答。第一步，简要定义你对这个价值观的理解。这表明你和 公司有共同的语言。将"企业家精神"定义为一种"心态"（mindset），而不仅仅是"创业"，是 一个很好的切入点。第二步，也是更重要的，是用一个具体的个人经历（STAR方法）来证 明你具备这种品质。选择一个你"主动"发现问题并"主动"解决的故事，而不是一个你被分配 去完成的任务。这个故事的关键在于展示你的"主动性"（proactiveness）和"主人翁精 神"（ownership）。最后，将你的故事与公司的价值观明确地联系起来。 . Question Question: Do you have any questions for me?

Answer: Yes, thank you, I have a few questions.

• "I read on the Roland Berger website about the firm's commitment to sustainability consulting. Could you share an example of a recent sustainability project you've worked on and what you found most challenging or rewarding about it?" . "The entrepreneurial culture at Roland Berger is something that really attracts me. From your personal experience, how does this culture manifest itself in the day-to-day life of a consultant? For example, how much autonomy is a junior consultant given on a typical project?" . "Looking back at your own career at Roland Berger, what has been the most valuable skill you've developed here that you might not have developed as quickly elsewhere?" . "What are the typical next steps in the interview process from here?"

[!TIP] 解题思路总结: "你有什么问题吗？"是面试的最后一步，也是一个给你加分的机会。千万不 要说"没有问题"。准备3-4个有深度的问题。好的问题应该具备以下特点： . 表明你做过功课：问题应该基于你对公司、行业或面试官本人的了解（如果你知道他/ 她的背景）。引用你在公司网站上读到的内容是一个很好的方法。 . 关注文化、工作内容和个人发展：问一些关于公司文化、项目经验、职业发展路径的 问题。这表明你是在认真地评估这个机会是否适合你。 . 是开放式问题：避免那些可以简单用"是"或"否"回答的问题。你的目标是开启一段对 话。 . 避免问那些可以轻易在网上查到的信息：不要问"罗兰贝格有多少个办公室？"这类问 题，这会显得你没有做好准备。 . 最后可以问一个关于流程的问题：问一下接下来的步骤是什么，这既实际，也表明你 对这个机会的兴趣。