Prepare for your McKinsey MBA interview

Strategic case interviews calibrated to McKinsey’s hypothesis-driven approach and business acumen.

Socratify AI

The Interview

What McKinsey is looking for

Case Interview Interview

Strategic Business Cases

01Problem Decomposition

02Hypothesis-Driven Thinking

03Quantitative Analysis

04Strategic Recommendations

Behavioral Interview

01Leadership Potential

02Problem-Solving Mindset

03Communication Clarity

04Team Impact

Hypothesis-first approach//Quantitative rigor//Structured communication

Practice Library

McKinsey exercises

Ready to ace your McKinsey MBA case interview?

Prepare for your McKinsey MBA interview

Strategic case interviews calibrated to McKinsey’s hypothesis-driven approach and business acumen.

Socratify AI

The Interview

What McKinsey is looking for

Case Interview Interview

Strategic Business Cases

01Problem Decomposition

02Hypothesis-Driven Thinking

03Quantitative Analysis

04Strategic Recommendations

Behavioral Interview

01Leadership Potential

02Problem-Solving Mindset

03Communication Clarity

04Team Impact

Hypothesis-first approach//Quantitative rigor//Structured communication

How It Works

Master McKinsey Strategic Cases

Case interviews and behavioral rounds scored on McKinsey’s evaluation dimensions. · Click to expand

1Your B-School Goals

Strategic Case Analysis

Practitioner

Business Framework Design

Practitioner

2B-School Case Prep

NovaMart's margin has fallen 5pp in 2 years. Walk me through your approach.

CASE INTERVIEWHard

McKinsey

3Frameworks

Framework

Is the market opportunity shrinking?

Demand challenge?

Target demographic grew 12% but brand share down 8pp

Price elasticity: luxury segment trading down to accessible luxury

Competitive erosion?

3 new competitors entered luxury segment in past 18mo

Their average price 22% lower, brand perception ~0.9x ours

Is our execution flawed?

Distribution issues?

New categories in 40% fewer doors than core business

Retail partner sell-through only 34% of forecast

Operational efficiency?

New category gross margin 38% vs core 58%

Supply chain complexity increased 340%, cost per unit +28%

Are financial assumptions wrong?

Pricing power weakening?

Average selling price down 6% despite premium positioning

Discount depth in channels increased from 18% to 32% annually

Product mix unfavorable?

New categories represent 35% volume but 22% revenue

4Feedback

Market Analysis

Distinctive

Financial Modeling

Strong

Execution Planning

Meeting Bar

Strategic Recommendations

Strong

Repeat

Practice Library

McKinsey exercises

A luxury brand’s revenue growth stalled despite new launches. Diagnose and fix.

LEARNHard

Consumer · Business DiagnosisMcKinsey

Market share down 3pp while market grew 12%. Is it market or execution?

CASE INTERVIEWHard

Strategy · Market AnalysisMcKinsey

Design an entry strategy into a new market.

LEARNMedium

Strategy · Market EntryMcKinsey

Ready to ace your McKinsey MBA case interview?

How It Works

Master McKinsey Strategic Cases

Case interviews and behavioral rounds scored on McKinsey’s evaluation dimensions. · Click to expand

1Your B-School Goals

Strategic Case Analysis

Practitioner

Business Framework Design

Practitioner

2B-School Case Prep

NovaMart's margin has fallen 5pp in 2 years. Walk me through your approach.

CASE INTERVIEWHard

McKinsey

3Frameworks

Framework

Is the market opportunity shrinking?

Demand challenge?

Target demographic grew 12% but brand share down 8pp

Price elasticity: luxury segment trading down to accessible luxury

Competitive erosion?

3 new competitors entered luxury segment in past 18mo

Their average price 22% lower, brand perception ~0.9x ours

Is our execution flawed?

Distribution issues?

New categories in 40% fewer doors than core business

Retail partner sell-through only 34% of forecast

Operational efficiency?

New category gross margin 38% vs core 58%

Supply chain complexity increased 340%, cost per unit +28%

Are financial assumptions wrong?

Pricing power weakening?

Average selling price down 6% despite premium positioning

Discount depth in channels increased from 18% to 32% annually

Product mix unfavorable?

New categories represent 35% volume but 22% revenue

4Feedback

Market Analysis

Distinctive

Financial Modeling

Strong

Execution Planning

Meeting Bar

Strategic Recommendations

Strong

Repeat

McKinsey Interview Prep — B-School Interview | Socratify