2023年案例面试题.doc
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1、麦肯锡案例面试题:Magna Health案例分析(英文,有答案)面试, 案例分析Practice CasesMagna HealthIntroductionTo step through this case example, we will give you some information, ask a question, and then, when you are ready, give you a sample answer. We hope that the exercise will give you a sense of the flow of a case interview
2、. (Please note, you can stop this exercise and pick up where you left off later. Your cookies must be on to use this feature). In this exercise, you will answer a series of questions as the case unfolds. We provide our recommended answers after each question, with which you can compare your own answ
3、ers. We want to emphasize that most questions in a case study do not have a single right answer. In a live case interview, we are more interested in your explanation of how you arrived at your answer, not just the answer itself. An interviewer can always assess different but equally valid ways of ap
4、proaching an issue, and then bring you back to the particular line of inquiry that he or she wants to pursue. You should also keep in mind that in a live case, there will be far more interaction with the interviewer than this exercise allows. For example, you will have the opportunity to ask clarify
5、ing questions. Finally, a live case interview would typically be completed in 30 - 45 minutes, depending on how the case evolves. In this on-line exercise, there is no time limit. There are ten questions in this on-line case study. This case study is designed to roughly simulate one during your inte
6、rview, so you will not be able to skip ahead to the next question until you have answered the one you are on. You can refresh your memory of previous answers by clicking the highlighted Q&A links to the left. To print the answer, click on the print icon that appears in the TOP RIGHT corner. At the e
7、nd, you can print the entire on-line case study at once. Start Case Study=Client Goal: To determine how to improve its financial situation. Our client is Magna Health, a health care company in the Midwest. It both insures patients and provides health care services. Employers pay a fixed premium to M
8、agna for each of their employees in return for which Magna covers all necessary health services of the employee (ranging from physician care and medications to hospitalization). Magna currently has 300,000 patients enrolled in its plan. It has 300 salaried physician employees who provide a broad ran
9、ge of services to patients in six centers. These physicians represent a wide range of specialty areas, but not all areas. When a patient needs medical treatment in a specialty area not covered by a Magna physician, they are referred outside of the Magna network for care, and Magna pays all referral
10、costs on a fee-for-service basis. Magna does not own any hospitals itself, instead contracting services from several local hospitals. Magnas CEO has retained McKinsey to help determine what is causing the declining profitability and how Magna might fix it. QUESTION 1What key areas would you want to
11、explore in order to understand Magnas decline in profitability? ANSWER 1 Some possible areas are given below. Great job if you identified several of these and perhaps some others. Magnas revenuesPrice paid by employer for employee health coverage.Number of employees covered by Magna.Magnas costs (or
12、 fixed and variable costs)Magnas main cost components consist of administrative (non-medical) and medical costs (e.g., hospital, drugs, outpatient care)Outpatient costs can be split into internal physician costs versus external referral costsMagnas patient base demographics/overall risk profile whic
13、h may affect medical costs=QUESTION 2The team discovers that the demographics of Magnas subscribers have changed significantly in the past 5 years, from majority industrial workers/laborers to majority office employees. Knowing this, are there any specific areas you would investigate first? ANSWER 2
14、 We are looking for a few responses, similar to the ones below: Claim costs, as the change in the subscriber base will change the profile of diseases (e.g., more heart disease/stress and less work related injury)External referral costs, due to the change in the disease profile for which they have in
15、-house competency=QUESTION 3After reviewing the basics of Magnas business, your team believes that one of the root causes of Magnas financial problems is how it manages medical costs, particularly the cost of referrals to specialists outside of its physician network. Your team has gathered the follo
16、wing information on Magna and its primary competitor, Sunshine HMO: Number of patientsAverage cost of referral(per member per month)Magna Health300,000$20Sunshine HMO500,000$15What are the most likely reasons that the average cost of referral at Magna is higher than at Sunshine? (At this point you s
17、hould feel free to offer hypotheses, and you could ask your interviewer questions to clarify the information) ANSWER 3 Although there are a number of possible responses, you might have the following suggestions: Referral pricing: Magna might be paying more than Sunshine for specialist services (e.g.
18、, its outside contracts with oncologists might be at higher rates than Sunshines contracts).Number of referrals: Magnas physicians might have different practice patterns than Sunshine physicians, i.e., they may be less comfortable treating heart disease patients or have different training/protocols.
19、Mix of specialties: Magnas mix of specialties that requires referrals (cardiology and neurosurgery) are probably more expensive specialties (than cardiology and psychiatry, Sunshines referral specialties).Mix of patients: Magna has sicker or older (65) patients (individuals over 65 are more likely t
20、o need medical care in the specialty areas outside of Magnas network, particularly cardiology).=QUESTION 4What analyses would you do if the things you suggest were contributing to this problem? ANSWER 4 In giving the answer, its useful if you are clear about how the analysis you are proposing would
21、help to answer the question posed. You might take the following approach, where weve outlined different areas of analysis: Referral pricing:Gain data on prices currently being paid by Magna for a sample of common specialtiesGain similar data for a competitor if possible for an industry average (perh
22、aps through interviews with non-Magna specialists)Number of referrals:Interview Magna physicians and non-Magna physicians to see if any obvious behavioral differences existConsult industry publications on this issueMix of specialties:Check number of referrals by specialty for Magna and estimate simi
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