• Case Interview: A comprehensive guide
  • Pyramid Principle
  • Hypothesis driven structure
  • Fit Interview
  • Consulting math
  • The key to landing your consulting job
  • What is a case interview?
  • What do I need to learn to solve cases?
  • How do I practice for case interviews?
  • Fit interviews
  • Interview day - what to expect, with tips
  • How we can help

1. The key to landing your consulting job.

Case interviews - where you are asked to solve a business case study under scrutiny - are the core of the selection process right across McKinsey, Bain and BCG (the “MBB” firms). This interview format is also used pretty much universally across other high-end consultancies; including LEK, Kearney, Oliver Wyman and the consulting wings of the “Big Four”.

If you want to land a job at any of these firms, you will have to ace multiple case interviews.

It is increasingly likely that you will also have to solve online cases given by chatbots etc. You might need to pass these before making it to interview or be asked to sit them alongside first round interviews.

Importantly, case studies aren’t something you can just wing . Firms explicitly expect you to have thoroughly prepared and many of your competitors on interview day will have been prepping for months.

Don’t worry though - MCC is here to help!

This article will take you through a full overview of everything you’ll need to know to do well, linking to more detailed articles and resources at each stage to let you really drill down into the details.

As well as traditional case interviews, we’ll also attend to the new formats in which cases are being delivered and otherwise make sure you’re up to speed with recent trends in this overall part of consulting recruitment.

Before we can figure out how to prepare for a case interview, though, we will first have to properly understand in detail what exactly you are up against. What format does a standard consulting case interview take? What is expected of you? How will you be assessed?

Let's dive right in and find out!

Professional help

Before going further, if this sounds like a lot to get your head around on your own, don't worry - help is available!

Our Case Academy course gives you everything you need to know to crack cases like a pro:

Case Academy Course

To put what you learn into practice (and secure some savings in the process) you can add mock interview coaching sessions with expereinced MBB consultants:

Coaching options

And, if you just want an experienced consultant to take charge of the whole selection process for you, you can check out our comprehensive mentoring programmes:

Explore mentoring

Now, back to the article!

2. What is a case interview?

Before we can hope to tackle a case interview, we have to understand what one is.

In short, a case interview simulates real consulting work by having you solve a business case study in conversation with your interviewer.

This case study will be a business problem where you have to advise a client - that is, an imaginary business or similar organisation in need of guidance.

You must help this client solve a problem and/or make a decision. This requires you to analyse the information you are given about that client organisation and figure out a final recommendation for what they should do next.

Business problems in general obviously vary in difficulty. Some are quite straightforward and can be addressed with fairly standard solutions. However, consulting firms exist precisely to solve the tough issues that businesses have failed to deal with internally - and so consultants will typically work on complex, idiosyncratic problems requiring novel solutions.

Some examples of case study questions might be:

  • How much would you pay for a banking licence in Ghana?
  • Estimate the potential value of the electric vehicle market in Germany
  • How much gas storage capacity should a UK domestic energy supplier build?

Consulting firms need the brightest minds they can find to put to work on these important, difficult projects. You can expect the case studies you have to solve in interview, then, to echo the unique, complicated problems consultancies deal with every day. As we’ll explain here, this means that you need to be ready to think outside the box to figure out genuinely novel solutions.

2.1. What skills do case interviews assess?

Reliably impressing your interviewers means knowing what they are looking for. This means understanding the skills you are being assessed against in some detail.

Overall, it’s important always to remember that, with case studies, there are no strict right or wrong answers. What really matters is how you think problems through, how confident you are with your conclusions and how quick you are with the back of the envelope arithmetic.

The objective of this kind of interview isn’t to get to one particular solution, but to assess your skillset. This is even true of modern online cases, where sophisticated AI algorithms score how you work as well as the solutions you generate.

If you visit McKinsey , Bain and BCG web pages on case interviews, you will find that the three firms look for very similar traits, and the same will be true of other top consultancies.

Broadly speaking, your interviewer will be evaluating you across five key areas:

2.1.1.One: Probing mind

Showing intellectual curiosity by asking relevant and insightful questions that demonstrate critical thinking and a proactive nature. For instance, if we are told that revenues for a leading supermarket chain have been declining over the last ten years, a successful candidate would ask:

“ We know revenues have declined. This could be due to price or volume. Do we know how they changed over the same period? ”

This is as opposed to a laundry list of questions like:

  • Did customers change their preferences?
  • Which segment has shown the decline in volume?
  • Is there a price war in the industry?

2.1.2. Two: Structure

Structure in this context means structuring a problem. This, in turn, means creating a framework - that is, a series of clear, sequential steps in order to get to a solution.

As with the case interview in general, the focus with case study structures isn’t on reaching a solution, but on how you get there.

This is the trickiest part of the case interview and the single most common reason candidates fail.

We discuss how to properly structure a case in more detail in section three. In terms of what your interviewer is looking for at high level, though, key pieces of your structure should be:

  • Proper understanding of the objective of the case - Ask yourself: "What is the single crucial piece of advice that the client absolutely needs?"
  • Identification of the drivers - Ask yourself: "What are the key forces that play a role in defining the outcome?"

Our Problem Driven Structure method, discussed in section three, bakes this approach in at a fundamental level. This is as opposed to the framework-based approach you will find in older case-solving

Focus on going through memorised sequences of steps too-often means failing to develop a full understanding of the case and the real key drivers.

At this link, we run through a case to illustrate the difference between a standard framework-based approach and our Problem Driven Structure method.

2.1.3. Three: Problem Solving

You’ll be tested on your ability to identify problems and drivers, isolate causes and effects, demonstrate creativity and prioritise issues. In particular, the interviewer will look for the following skills:

  • Prioritisation - Can you distinguish relevant and irrelevant facts?
  • Connecting the dots - Can you connect new facts and evidence to the big picture?
  • Establishing conclusions - Can you establish correct conclusions without rushing to inferences not supported by evidence?

2.1.4. Four: Numerical Agility

In case interviews, you are expected to be quick and confident with both precise and approximated numbers. This translates to:

  • Performing simple calculations quickly - Essential to solve cases quickly and impress clients with quick estimates and preliminary conclusions.
  • Analysing data - Extract data from graphs and charts, elaborate and draw insightful conclusions.
  • Solving business problems - Translate a real world case to a mathematical problem and solve it.

Our article on consulting math is a great resource here, though the extensive math content in our MCC Academy is the best and most comprehensive material available.

2.1.5. Five: Communication

Real consulting work isn’t just about the raw analysis to come up with a recommendation - this then needs to be sold to the client as the right course of action.

Similarly, in a case interview, you must be able to turn your answer into a compelling recommendation. This is just as essential to impressing your interviewer as your structure and analysis.

Consultants already comment on how difficult it is to find candidates with the right communication skills. Add to this the current direction of travel, where AI will be able to automate more and more of the routine analytic side of consulting, and communication becomes a bigger and bigger part of what consultants are being paid for.

So, how do you make sure that your recommendations are relevant, smart, and engaging? The answer is to master what is known as CEO-level communication .

This art of speaking like a CEO can be quite challenging, as it often involves presenting information in effectively the opposite way to how you might normally.

To get it right, there are three key areas to focus on in your communications:

  • Top down : A CEO wants to hear the key message first. They will only ask for more details if they think that will actually be useful. Always consider what is absolutely critical for the CEO to know, and start with that. You can read more in our article on the Pyramid Principle .
  • Concise : This is not the time for "boiling the ocean" or listing an endless number possible solutions. CEOs, and thus consultants, want a structured, quick and concise recommendation for their business problem, that they can implement immediately.
  • Fact-based : Consultants share CEOs' hatred of opinions based on gut feel rather than facts. They want recommendations based on facts to make sure they are actually in control. Always go on to back up your conclusions with the relevant facts.

For more detail on all this, check out our full article on delivering recommendations .

Prep the right way

2.2. where are case interviews in the consulting selection process.

Not everyone who applies to a consulting firm will have a case interview - far from it!

In fact, case interviews are pretty expensive and inconvenient for firms to host, requiring them to take consultants off active projects and even fly them back to the office from location for in-person interviews. Ideally, firms want to cut costs and save time by narrowing down the candidate pool as much as possible before any live interviews.

As such, there are some hoops to jump through before you make it to interview rounds.

Firms will typically eliminate as much as 80% of the applicant pool before interviews start. For most firms, 50%+ of applicants might be cut based on resumes, before a similar cut is made on those remaining based on aptitude tests. McKinsey currently gives their Solve assessment to most applicants, but will use their resulting test scores alongside resumes to cut 70%+ of the candidate pool before interviews.

You'll need to be on top of your game to get as far as an interview with a top firm. Getting through the resume screen and any aptitude tests is an achievement in itself!

For readers not yet embroiled in the selection process themselves, let’s put case interviews in context and take a quick look at each stage in turn. Importantly, note that you might also be asked to solve case studies outside interviews as well…

2.2.1. Application screen

It’s sometimes easy to forget that such a large cut is made at the application stage. At larger firms, this will mean your resume and cover letter is looked at by some combination of AI tools, recruitment staff and junior consulting staff (often someone from your own university).

Only the best applications will be passed to later stages, so make sure to check out our free resume and cover letter guides, and potentially get help with editing , to give yourself the best chance possible.

2.2.2. Aptitude tests and online cases

This part of the selection process has been changing quickly in recent years and is increasingly beginning to blur into the traditionally separate case interview rounds.

In the past, GMAT or PST style tests were the norm. Firms then used increasingly sophisticated and often gamified aptitude tests, like the Pymetrics test currently used by several firms, including BCG and Bain, and the original version of McKinsey’s Solve assessment (then branded as the Problem Solving Game).

Now, though, there is a move towards delivering relatively sophisticated case studies online. For example, McKinsey has replaced half the old Solve assessment with an online case. BCG’s Casey chatbot case now directly replaces a live first round case interview, and in the new era of AI chatbots, we expect these online cases to quickly become more realistic and increasingly start to relieve firms of some of the costs of live interviews.

Our consultants collectively reckon that, over time, 50% of case interviews are likely to be replaced with these kinds of cases. We give some specific advice for online cases in section four. However, the important thing to note is that these are still just simulations of traditional case interviews - you still need to learn how to solve cases in precisely the same way, and your prep will largely remain the same.

2.2.3. Rounds of Interviews

Now, let’s not go overboard with talk of AI. Even in the long term, the client facing nature of consulting means that firms will have live case interviews for as long as they are hiring anyone. And in the immediate term, case interviews are still absolutely the core of consulting selection.

Before landing an offer at McKinsey, Bain, BCG or any similar firm, you won’t just have one case interview, but will have to complete four to six case interviews, usually divided into two rounds, with each interview lasting approximately 50-60 minutes .

Being invited to first round usually means two or three case interviews. As noted above, you might also be asked to complete an online case or similar alongside your first round interviews.

If you ace first round, you will be invited to second round to face the same again, but more gruelling. Only then - after up to six case interviews in total, can you hope to receive an offer.

2.3. Typical case interview format

Before we dive in to the nuts and bolts of case cracking, we should give you a bit more detail on what exactly you’ll be up against on interview day.

Case interviews come in very similar formats across the various consultancies where they are used.

The standard case interview can be thought of as splitting into two standalone sub-interviews. Thus “case interviews” can be divided into the case study itself and a “fit interview” section, where culture fit questions are asked.

This can lead to a bit of confusion, as the actual case interview component might take up as little as half of your scheduled “case interview”. You need to make sure you are ready for both aspects.

To illustrate, here is the typical case interview timeline:

  • First 15-30 minutes: Fit Interview - with questions assessing your motivation to be a consultant in that specific firm and your traits around leadership and teamwork. Learn more about the fit interview in our in-depth article here .
  • Next 30-40 minutes: Case Interview - solving a case study
  • Last 5 minutes: Fit Interview again - this time focussing on your questions for your interviewer.

Both the Case and Fit interviews play crucial roles in the finial hiring decision. There is no “average” taken between case and fit interviews: if your performance is not up to scratch in either of the two, you will not be able to move on to the next interview round or get an offer.

NB: No case without fit

Note that, even if you have only been told you are having a case interview or otherwise are just doing a case study, always be prepared to answer fit questions. At most firms, it is standard practice to include some fit questions in all case interviews, even if there are also separate explicit fit interviews, and interviewers will almost invariably include some of these questions around your case. This is perfectly natural - imagine how odd and artificial it would be to show up to an interview, simply do a case and leave again, without talking about anything else with the interviewer before or after.

2.4. Differences between first and second round interviews

Despite interviews in the first and second round following the same format, second/final round interviews will be significantly more intense. The seniority of the interviewer, time pressure (with up to three interviews back-to-back), and the sheer value of the job at stake will likely make a second round consulting case interview one of the most challenging moments of your professional life.

There are three key differences between the two rounds:

  • Time Pressure : Final round case interviews test your ability to perform under pressure, with as many as three interviews in a row and often only very small breaks between them.
  • Focus : Since second round interviewers tend to be more senior (usually partners with 12+ years experience) and will be more interested in your personality and ability to handle challenges independently. Some partners will drill down into your experiences and achievements to the extreme. They want to understand how you react to challenges and your ability to identify and learn from past mistakes.
  • Psychological Pressure: While case interviews in the first round are usually more focused on you simply cracking the case, second round interviewers often employ a "bad cop" strategy to test the way you react to challenges and uncertainty.

2.5. Differences between firms

For the most part, a case interview is a case interview. However, firms will have some differences in the particular ways they like to do things in terms of both the case study and the fit component.

As we’ll see, these differences aren’t hugely impactful in terms of how you prepare. That said, it's always good to know as much as possible about what you will be going up against.

2.5.1. Candidate led vs interviewer led case formats

Most consulting case interview questions test your ability to crack a broad problem, with a case prompt often going something like:

" How much would you pay to secure the rights to run a restaurant in the British Museum? "

You, as a candidate, are then expected to identify your path to solve the case (that is, provide a structure), leveraging your interviewer to collect the data and test your assumptions.

This is known as a “candidate-led” case interview and is used by Bain, BCG and other firms.

However, a McKinsey case interview - especially in the first round - is slightly different, with the interviewer controlling the pace and direction of the conversation much more than with other case interviews.

At McKinsey, your interviewer will ask you a set of pre-determined questions, regardless of your initial structure. For each question, you will have to understand the problem, come up with a mini structure, ask for additional data (if necessary) and come to the conclusion that answers the question.

McKinsey’s cases are thus referred to as “interviewer-led”. This more structured format of case also shows up in online cases by other firms - notably including BCG’s Casey chatbot (with the amusing result that practising McKinsey-style cases can be a great addition when prepping for BCG).

Essentially, these interviewer-led case studies are large cases made up of lots of mini-cases. You still use basically the same method as you would for standard (or candidate-led) cases - the main difference is simply that, instead of using that method to solve one big case, you are solving several mini-cases sequentially.

2.5.2. The McKinsey PEI

McKinsey brands its fit aspect of interviews as the Personal Experience Interview or PEI. Despite the different name, this is really much the same interview you will be going up against in Bain, BCG and any similar firms.

McKinsey does have a reputation for pushing candidates a little harder with fit or PEI questions, focusing on one story per interview and drilling down further into the specific details each time. We discuss this tendency more in our fit interview article. However, no top end firm is going to go easy on you and you should absolutely be ready for the same level of grilling at Bain, BCG and others. Thus any difference isn’t hugely salient in terms of prep.

2.6. How are things changing in 2023?

For the foreseeable future, you are going to have to go through multiple live case interviews to secure any decent consulting job. These might increasingly happen via Zoom rather than in person, but they should remain largely the same otherwise.

However, things are changing and the rise of AI in recent months seems pretty much guaranteed to accelerate existing trends.

Even before the explosive development of AI chatbots like ChatGPT we have seen in recent months, automation was already starting to change the recruitment process.

As we mentioned, case interviews are expensive and inconvenient for firms to run. Ideally, then, firms will try to reduce the number of interviews required for recruitment as far as possible. For many years, tests of various kinds served to cut down the applicant pool and thus the number of interviews. However, these tests had a limited capacity to assess candidates against the full consulting skillset in the way that case interviews do so well.

More recently, though, the development of online testing has allowed for more and more advanced assessments. Top consulting firms have been leveraging screening tests that better and better capture the same skillset as case interviews. Eventually this is converging on automated case studies. We see this very clearly with the addition of the Redrock case to McKinsey’s Solve assessment.

As these digital cases become closer to the real thing, the line between test and interview blurs. Online cases don’t just reduce the number of candidates to interview, but start directly replacing interviews.

Case in point here is BCG’s Casey chatbot . Previously, BCG had deployed less advanced online cases and similar tests to weed out some candidates before live case interviews began. Now, though, Casey actually replaces one first round case interview.

Casey, at time of writing, is still a relatively “dumb” chatbot, basically running through a pre-set script. The Whatsapp-like interface does a lot of work to make it feel like one is chatting to a “real person” - the chatbot itself, though, cannot provide feedback or nudges to candidates as would a human interviewer.

We fully expect that, as soon as BCG and other firms can train a truer AI, these online cases will become more widespread and start replacing more live interviews.

We discuss the likely impacts of advanced AI on consulting recruitment and the industry more broadly in our blog.

Here, though, the real message is that you should expect to run into digital cases as well as traditional case interviews.

Luckily, despite any changes in specific format, you will still need to master the same fundamental skills and prepare in much the same way.

We’ll cover a few ways to help prepare for chatbot cases in section four. Ultimately, though, firms are looking for the same problem solving ability and mindset as a real interviewer. Especially as chatbots get better at mimicking a real interviewer, candidates who are well prepared for case cracking in general should have no problem with AI administered cases.

2.6.1. Automated fit interviews

Analogous to online cases, in recent years there has been a trend towards automated, “one way” fit interviews, with these typically being administered for consultancies by specialist contractors like HireVue or SparkHire.

These are kind of like Zoom interviews, but if the interviewer didn’t show up. Instead you will be given fit questions to answer and must record your answer in your computer webcam. Your response will then go on to be assessed by an algorithm, scoring both what you say and how you say it.

Again, with advances in AI, it is easy to imagine these automated interviews going from fully scripted interactions, where all candidates are asked the same list of questions, to a more interactive experience. Thus, we might soon arrive at a point where you are being grilled on the details of your stories - McKinsey PEI style - but by a bot rather than a human.

We include some tips on this kind of “one way” fit interview in section six here.

3. What do I need to learn to solve cases?

If you’re new to case cracking. You might feel a bit hopeless when you see a difficult case question, not having any idea where to start.

In fact though, cracking cases is much like playing chess. The rules you need to know to get started are actually pretty simple. What will make you really proficient is time and practice.

In this section, we’ll run through a high level overview of everything you need to know, linking to more detailed resources at every step.

3.1. Business fundamentals

Obviously, you are going to need to be familiar with basic business concepts in order to understand the case studies you are given in the first instance.

If you are coming from a business undergrad, an MBA or are an experienced hire, you might well have this covered already.

However, many consultants will be entering from engineering or similar backgrounds and the major consulting firms are hiring more and more PhDs and non-MBA master's graduates from all subjects. These individuals will need to get up to speed on business fundamentals.

Luckily, you don’t need a degree-level understanding of business to crack interview cases, and a lot of the information you will pick up by osmosis as you read through articles like this and go through cases.

However, some things you will just need to sit down and learn. We cover everything you need to know in some detail in our Case Academy course. However, some examples here of things you need to learn are:

  • Basic accounting (particularly how to understand all the elements of a balance sheet)
  • Basic economics
  • Basic marketing
  • Basic strategy

Note, though, that learning the very basics of business is the beginning rather than the end of your journey.

Once you are able to “speak business” at a rudimentary level, you should try to “become fluent” and immerse yourself in reading/viewing/listening to as wide a variety of business material as possible, getting a feel for all kinds of companies and industries - and especially the kinds of problems that can come up in each context and how they are solved.

The material put out by the consulting firms themselves is a great place to start, but you should also follow the business news and find out about different companies and sectors as much as possible between now and interviews. Remember, if you’re going to be a consultant, this should be fun rather than a chore!

3.2. How to solve cases like a real consultant

This is the really important bit.

If you look around online for material on how to solve case studies, a lot of what you find will set out framework-based approaches. However, as we have mentioned, these frameworks tend to break down with more complex, unique cases - with these being exactly the kind of tough case studies you can expect to be given in your interviews.

To address this problem, the MyConsultingCoach team has developed a new, proprietary approach to case cracking that replicates how top management consultants approach actual engagements.

MyConsultingCoach’s Problem Driven Structure approach is a universal problem solving method that can be applied to any business problem , irrespective of its nature.

As opposed to just selecting a generic framework for each case, the Problem Driven Structure approach works by generating a bespoke structure for each individual question and is a simplified version of the roadmap McKinsey consultants use when working on engagements.

The canonical seven steps from McKinsey on real projects are simplified to four for case interview questions, as the analysis required for a six-month engagement is somewhat less than that needed for a 45-minute case study. However, the underlying flow is the same.

This video has more information on how frameworks can be unreliable and how we address this problem:

Otherwise, let's zoom in to see how our method actually works in more detail:

3.2.1. Identify the problem

Identifying the problem means properly understanding the prompt/question you are given, so you get to the actual point of the case.

This might sound simple, but cases are often very tricky, and many candidates irretrievably mess things up within the first few minutes of starting. Often, they won’t notice this has happened until they are getting to the end of their analysis. Then, they suddenly realise that they have misunderstood the case prompt - and have effectively been answering the wrong question all along!

With no time to go back and start again, there is nothing to do. Even if there were time, making such a silly mistake early on will make a terrible impression on their interviewer, who might well have written them off already. The interview is scuppered and all the candidate’s preparation has been for nothing.

This error is so galling as it is so readily avoidable.

Our method prevents this problem by placing huge emphasis on a full understanding of the case prompt. This lays the foundations for success as, once we have identified the fundamental, underlying problem our client is facing, we focus our whole analysis around finding solutions to this specific issue.

Now, some case interview prompts are easy to digest. For example, “Our client, a supermarket, has seen a decline in profits. How can we bring them up?”. However, many of the prompts given in interviews for top firms are much more difficult and might refer to unfamiliar business areas or industries. For example, “How much would you pay for a banking license in Ghana?” or “What would be your key areas of concern be when setting up an NGO?”

Don’t worry if you have no idea how you might go about tackling some of these prompts!

In our article on identifying the problem and in our full lesson on the subject in our MCC Academy course, we teach a systematic, four step approach to identifying the problem , as well as running through common errors to ensure you start off on the right foot every time!

This is summarised here:

Four Steps to Identify the Problem

Following this method lets you excel where your competitors mess up and get off to a great start in impressing your interviewer!

3.2.2. Build your problem driven structure

After you have properly understood the problem, the next step is to successfully crack a case is to draw up a bespoke structure that captures all the unique features of the case.

This is what will guide your analysis through the rest of the case study and is precisely the same method used by real consultants working on real engagements.

Of course, it might be easier here to simply roll out one an old-fashioned framework, and a lot of candidates will do so. This is likely to be faster at this stage and requires a lot less thought than our problem-driven structure approach.

However, whilst our problem driven structure approach requires more work from you, our method has the advantage of actually working in the kind of complex case studies where generic frameworks fail - that is exactly the kind of cases you can expect at an MBB interview .

Since we effectively start from first principles every time, we can tackle any case with the same overarching method. Simple or complex, every case is the same to you and you don’t have to gamble a job on whether a framework will actually work

In practice, structuring a problem with our method means drawing up either an issue tree or an hypothesis tree , depending on how you are trying to address the problem.

These trees break down the overall problem into a set of smaller problems that you can then solve individually. Representing this on a diagram also makes it easy for both you and your interviewer to keep track of your analysis.

To see how this is done, let’s look at the issue tree below breaking down the revenues of an airline:

Frame the Airline Case Study

These revenues can be segmented as the number of customers multiplied by the average ticket price. The number of customers can be further broken down into a number of flights multiplied by the number of seats, times average occupancy rate. The node corresponding to the average ticket price can then be segmented further.

It is worth noting that the same problem can be structured in multiple valid ways by choosing different means to segment the key issues.

That said, not all valid structures are equally useful in solving the underlying problem. A good structure fulfils several requirements - including MECE-ness , level consistency, materiality, simplicity, and actionability. It’s important to put in the time to master segmentation, so you can choose a scheme isn’t only valid, but actually useful in addressing the problem.

After taking the effort to identify the problem properly, an advantage of our method is that it will help ensure you stay focused on that same fundamental problem throughout. This might not sound like much, but many candidates end up getting lost in their own analysis, veering off on huge tangents and returning with an answer to a question they weren’t asked.

Another frequent issue - particularly with certain frameworks - is that candidates finish their analysis and, even if they have successfully stuck to the initial question, they have not actually reached a definite solution. Instead, they might simply have generated a laundry list of pros and cons, with no clear single recommendation for action.

Clients employ consultants for actionable answers, and this is what is expected in the case interview. The problem driven structure excels in ensuring that everything you do is clearly related back to the key question in a way that will generate a definitive answer. Thus, the problem driven structure builds in the hypothesis driven approach so characteristic of real consulting practice.

You can learn how to set out your own problem driven structures in our article here and in our full lesson in the MCC Academy course.

Join thousands of other candidates cracking cases like pros

3.2.3. lead the analysis.

A problem driven structure might ensure we reach a proper solution eventually, but how do we actually get there?

We call this step " leading the analysis ", and it is the process whereby you systematically navigate through your structure, identifying the key factors driving the issue you are addressing.

Generally, this will mean continuing to grow your tree diagram, further segmenting what you identify as the most salient end nodes and thus drilling down into the most crucial factors causing the client’s central problem.

Once you have gotten right down into the detail of what is actually causing the company’s issues, solutions can then be generated quite straightforwardly.

To see this process in action, we can return to our airline revenue example:

Lead the analysis for the Airline Case Study

Let’s say we discover the average ticket price to be a key issue in the airline’s problems. Looking closer at the drivers of average ticket price, we find that the problem lies with economy class ticket prices. We can then further segment that price into the base fare and additional items such as food.

Having broken down the issue to such a fine-grained level, solutions occur quite naturally. In this case, we can suggest incentivising the crew to increase onboard sales, improving assortment in the plane, or offering discounts for online purchases.

Our article on leading the analysis is a great primer on the subject, with our video lesson in the MCC Academy providing the most comprehensive guide available.

3.2.4. Provide recommendations

So you have a solution - but you aren’t finished yet!

Now, you need to deliver your solution as a final recommendation.

This should be done as if you are briefing a busy CEO and thus should be a one minute, top-down, concise, structured, clear, and fact-based account of your findings.

The brevity of the final recommendation belies its importance. In real life consulting, the recommendation is what the client has potentially paid millions for - from their point of view, it is the only thing that matters.

In an interview, your performance in this final summing up of your case is going to significantly colour your interviewer’s parting impression of you - and thus your chances of getting hired!

So, how do we do it right?

Barbara Minto's Pyramid Principle elegantly sums up almost everything required for a perfect recommendation. The answer comes first , as this is what is most important. This is then supported by a few key arguments , which are in turn buttressed by supporting facts .

Across the whole recommendation, the goal isn’t to just summarise what you have done. Instead, you are aiming to synthesize your findings to extract the key "so what?" insight that is useful to the client going forward.

All this might seem like common sense, but it is actually the opposite of how we relay results in academia and other fields. There, we typically move from data, through arguments and eventually to conclusions. As such, making good recommendations is a skill that takes practice to master.

We can see the Pyramid Principle illustrated in the diagram below:

The Pyramid principle often used in consulting

To supplement the basic Pyramid Principle scheme, we suggest candidates add a few brief remarks on potential risks and suggested next steps . This helps demonstrate the ability for critical self-reflection and lets your interviewer see you going the extra mile.

The combination of logical rigour and communication skills that is so definitive of consulting is particularly on display in the final recommendation.

Despite it only lasting 60 seconds, you will need to leverage a full set of key consulting skills to deliver a really excellent recommendation and leave your interviewer with a good final impression of your case solving abilities.

Our specific article on final recommendations and the specific video lesson on the same topic within our MCC Academy are great, comprehensive resources. Beyond those, our lesson on consulting thinking and our articles on MECE and the Pyramid Principle are also very useful.

3.3. Common case types and the building blocks to solve them

You should tackle each new case on its own merits. However, that’s not to say there aren’t recurring themes that come up fairly reliably in cases - there absolutely are. Business is business and case studies will often feature issues like profitability, competition etc.

Old fashioned framework approaches would have you simply select a defined framework for each kind of case and, in effect, just run the algorithm and wait for a solution to fall out.

We’ve already explained how frameworks can let you down. In this context, too many candidates will fall into the trap of selecting a framework for that case type that simply won’t work for their specific case.

The counterpoint in favour of frameworks, though, is that they are at least fast and prevent you having to start from the ground up with a common kind of case.

Ideally, you should have the best of both worlds - and this is why, in our articles on this site and in our MCC Academy course, we have developed a set of “building bocks” for common case themes.

As they name suggests, building blocks give you modular components for different kinds of case to help build out your own custom structures faster. These then allow you to leverage the symmetries between cases without inheriting the inflexibility of frameworks.

Let’s take a look at five different case types and get a brief idea of how our building block approach helps you with each. You can find more detail on each in the full length articles linked, as well as in the full-length video lessons in our MCC Academy course.

3.3.1. Estimation

Consultants need to push forward to provide definitive recommendations to clients in a timely manner despite typically not having access to full information on a problem. Estimation of important quantities is therefore at the heart of real life consulting work.

Estimation is thus just as fundamental to case cracking.

A case interview might centre on an estimation question, and this might be quite common for a first round interview. However, estimation is also very likely to be a crucial part of pretty well any other kind of case question you receive is likely to include estimation as a crucial component of your analysis.

The kinds of estimation you might be asked to make in a case interview can be very daunting:

  • How many bank branches are there in Italy?
  • How many cars are sold in Berlin in one year?
  • How many people will buy the latest high-tech smartphone on the market?

You might have no idea where to begin with these examples. However, tempting as it might be, your answer cannot ever be a simple guess .

A decent estimation does have a guessed element - though this should really be an educated guess based on some pre-existing knowledge. However, this guessed element is always then combined with a rigorous quantitative method to arrive at a reasonable estimation.

In context of a case interview, it’s important to realise that your interviewer doesn’t really care about the right answer (they don’t need to ask you to find out, after all). What’s important is showing the rational process by which you get to your answer.

A guess that was somehow exactly correct is no good compared to a “wrong” answer that was reached by a very sensible, intelligent process of estimation. In cases, this method will often be a matter of segmentation.

So, where would we start in working out how many cars are sold in Berlin, for example?

The key to estimation case questions is the ability to logically break down the problem into more manageable pieces. In consulting case studies, this will generally mean segmenting a wider population to find a particular target group. For example, starting from the total population of Berlin and narrowing down to the cohort of individuals who will buy a car that year.

There are usually many ways to segment the same starting population, and several different segmentation schemes might be equally valid. However, it is crucial to choose the specific method best suited to the goal in answering the question and allowing you to best leverage the data you have available.

Segmentation must be allied with assumptions in order to arrive at an estimation. These assumptions are the “guessed” element of estimations we mentioned above. Assumptions cannot just be plucked from thin air, but must always be reasonable .

The example below showcases both the segmentation and assumptions made in an estimation of the size of the wedding planning market in London:

Estimation Example Structure

Our articles on estimation and the MECE concept are great starting points in getting to grips with consulting estimation. However, the best place to learn how to make estimations is with the dedicated building block video lesson in our MCC Academy course.

Those of you from physics or engineering backgrounds will probably see a lot in common with Fermi questions . We have plenty of estimation cases for you to work through in our free case library. However, Fermi questions are a great way of getting a little extra practice and you can find a lifetime’s supply online.

3.3.2. Profitability

The fundamental goal of any normal business is to maximise profits - nobody is getting up and going to work to lose money. Even Silicon Valley tech start-ups are supposed to be profitable some day!

Profitability problems are thus bread and butter issues for management consultants.

Clients often tell consultants broadly the same story. The business was doing in well in recent years, with strong profits. However, some recent turn of events has upset the status quo and led to concerns around profit levels. Consultants are brought in as businesses are often sufficiently complex that it can be difficult to figure out precisely where and why the company is losing money - let alone how to then reverse the situation and restore healthy profits.

Despite steady growth in customer flow, the Walfort supermarket chain has seen falling profits in the past year. What is the reason for this decline?

Understanding profitability ultimately means understanding the various components that determine a company’s profit. You will need to learn to decompose profit first into revenues and costs (profit being the synthesis of these two factors). Crucially, you then need to segment further, distinguishing different specific revenue streams and separating various fixed and variable costs.

To take an example, just examining the revenue side of profit, the incoming revenues for an insurance firm might be broken down as follows:

Insurance Revenues

Improving profitability will inherently mean increasing revenues and/or decreasing costs. To solve profitability problems, we thus have to understand the ways we can minimise different costs, as well as ways to drive sales and/or optimise pricing to increase revenue. Importantly, you must be able to judge which of these options is best suited to address specific scenarios.

The key to tackling the complex kind of profitability questions given by MBB-level consultancies lies in this proper segmentation.

By contrast, old-fashioned case interview frameworks will simply have you look at aggregate cost and revenue data before recommending generic cost-cutting or revenue-driving measures. However, this will often lead to negative outcomes in more involved cases, making matters worse for the client.

For example, it might well be that a company actually makes a loss when it serves a certain cohort of customers. An airline, for instance, might lose money on economy class customers but make a healthy profit on each business class customer. Attempts to boost revenue by increasing sales across the board might actually reduce profit further by increasing the number of economy class customers. What is required is targeted measures to increase focus on business class and/or mitigate economy class losses.

You can start learning to segment these kinds of cases properly in our article on profitability , whilst the best way to really master profitability questions is our full lesson on the subject in the Building Blocks section of our MCC Academy course.

3.3.3. Pricing

For a company to be profitable at all, it is a pre-requisite that it charges the right price for whatever it sells. However, establishing what price to charge for any one product - or indeed a whole suite of related products - can be a highly complex business.

Consultants are often engaged to negotiate the many variables, with all their complex interdependencies, at play in pricing. Correspondingly, then, pricing is a common theme in case interviews.

  • A company launches a new smartphone with a significantly improved camera. How much should they charge?
  • A doughnut chain wants to start selling coffee in their shops. How much should they charge per cup?

Clearly, lot of different factors can influence the answers to these questions, and it can be difficult to know where to start. To get a handle on all this complexity, you will need to take a methodical, structured approach.

To really understand pricing, you must begin from fundamentals like the customer’s willingness to pay, the value captured by the company, and the value created for the customer. These basics are shown in the diagram below:

Pricing Basics

This might seem simple enough, but the exact level at which prices are ultimately set is determined by a whole host of factors, including product availability, market trends, and the need to maintain a competitive position within the market. In particular, if we are changing the price of an existing product, we must consider how the price elasticity of demand might cause sales to fluctuate.

Our four-step method for pricing starts from establishing the customer’s next best alternative, calculating the value added by our own product, and working from there. A summary of this method is given, along with an overview of pricing in general, in our article on the subject . However, the most complete resource is our pricing lesson in the MCC Academy .

3.3.4. Valuation

Valuation is fundamental to any kind of investment. Before allocating capital towards a particular opportunity, an investor must understand precisely what value it holds and how this compares to the other available options.

In short, valuation tells us how much we should be willing to pay to acquire a company or an asset.

There are many ways to value an asset - indeed the finer points are still subject to research in both the academic and private sectors.

Standard ways to assign value include asset-based valuations (notably the Net Asset Value or NAV) and the various multiples so widely used by market traders.

However, in consulting case interviews, you will only usually need to be familiar with Net Present Value (NPV) . This means you need to learn and master the NPV equation:

NPV Equation

CF = Cash Flow r = Discount Rate

Whilst this is a pretty simple equation on the face of it, in order to make proper use of it, you will also need to develop a feel for interest/discount rates appropriate to different cases. This will be essential, as you will often have to estimate rational values for these rates for different investments before plugging those values into the NPV equation. Our Case Academy course has more detail here.

Note, though, that NPV is only really half the story.

NPV provides a kind of “absolute” value for an asset. However, the fact is that the worth of any asset will be different for different buyers , depending largely upon what the buyer already owns. In just the same way a spare clutch for a 1975 Ford will be a lot less valuable to a cyclist than to someone restoring the relevant classic car, so a courier business will be more valuable to an online retailer than to an airline.

As such, what we call the Total Enterprise Value (TEV) of an asset is calculated as a function of that asset’s NPV and of the potential cost and revenue synergies resulting from an acquisition. This is shown in the useful structure below:

TEV

You can learn more about all aspects of valuation in our article here , as well as in our dedicated video lesson in MCC Academy . These include guides to the kind of interest rates typically required to finance different kinds of investment.

3.3.5. Competitive Interactions

Most of what we’ve discussed so far in terms of case themes and our building block approach to them will all depend upon the prevailing competitive landscape our client exists within. Product prices, profit levels and ultimately valuations can all change over time in response to competition.

What is more, the zero sum dynamics of competitive interactions mean that these things can change quickly .

Companies enjoying near monopolies for years or even decades can quickly see their values go to zero, or near enough, in the face of some innovation by a competitor coming onto the market.

Nokia and Kodak thoroughly dominated the mobile phone and photography markets respectively - until new companies with new products pulled the rug out from under them and led to precipitous collapses.

New market entrants or old competitors with new ideas can throw a company’s whole business model up in the air overnight . Complex decisions about profound changes need to be made yesterday. Firms trying to save themselves will often slash prices in attempts to maintain sales - though this can actually make things worse and result in a corporate death-spiral. Consultants are then frequently called in to help companies survive - with this type of engagement carrying over to inform case interview questions.

You are running an airline and a low-cost competitor, like Ryanair, decides to start operating on your routes. You are rapidly losing customers to their lower fares. How do you respond?

Your eventual solutions to competitive interaction problems will likely need to be novel and unique to the situation. However, the process by which we understand competitive interactions and move towards those solutions is usually very methodical, moving through the limited dimensions in which a company can take action.

The following structure neatly encodes the general options open to responding to new sources of competition:

Competitive Interaction Structure

Of course, we would never suggest that you blanket-apply any strict, inflexible methodology to a whole swathe of case questions – this is precisely the approach that causes so much trouble for candidates using old-fashioned frameworks.

This structure is only a starting point - a shortcut to a bespoke framework specific to the case question in hand. You might well have to alter the details of the structure shown and you will almost certainly have to expand it as you lead the analysis . How you build out your structure and the solutions you provide are necessarily going to depend upon the specific details of the case question.

Thus, in order to deal with competitive interactions, you will need to put in the time to understand how the different strategies available function - as well as how competitors might then react to implementing such strategies. With enough practice, though, soon you won’t be fazed by even the most complex cases of competition between firms.

You can learn more in our article here and in our dedicated video lesson on competitive interaction in the MCC Academy case interview course.

3.4. Mental mathematics

Almost every interview case study will feature some mental mathematics and this is an area where many many candidates let themselves down.

As such, it makes sense to out in the time and make sure you are fully proficient.

Nothing beyond high school level is required, but you probably don’t do much mental arithmetic day to day and will likely need to practice quite a lot to get good enough to reliably perform at pace, under pressure.

We give a high-level overview of what you need to know in our consulting math article , but devote a whole section of our MCC Academy course to a deep dive on consulting math, with plenty of practice material to get you up to scratch.

4. How do I practice for case interviews?

As we said above - case interviews are much like chess. The rules are relatively quick to learn, but you need to practice a lot to get good.

If you’re working through our MCC Academy course, we recommend getting through the core Problem Driven Structure section. After that, you should be practising alongside working through the remainder of the course and beyond. However you do things, you need to get up to speed with the fundamentals before practice is going to do much more than confuse you.

Of course, if you’re enrolled in one of our mentoring programmes , your mentor will let you know precisely when and how you should be scheduling practice, as well as tracking your progress throughout.

4.1. Solo Practice

For solitary preparation, one of the best uses of your time is to work on your mental mathematics . This skill is neglected by many applicants - much to their immediate regret in the case interview. Find our mental math tool here or in our course, and practice at least ten minutes per day, from day one until the day before the interview.

Once you've covered our Building Blocks section, you should then start working through the cases in My Consulting Coach's case bank alongside your work on the course. This is a large library of case interview questions and answers in different formats and difficulties.

To build your confidence, start out on easier case questions, work through with the solutions, and don't worry about time. As you get better, you can move on to more difficult cases and try to get through them more quickly. You should practice around eight case studies on your own to build your confidence.

4.2. Peer practice

One you have worked through eight cases solo, you should be ready to simulate the interview more closely and start working with another person.

Here, many candidates turn to peer practice - that is, doing mock case interviews with friends, classmates or others also applying to consulting.

If you’re in university, and especially in business school, there will very likely be a consulting club for you to join and do lots of case practice with. If you don’t have anyone to practice, though, or if you just want to get a bit more volume in with others, our free meeting board lets you find fellow applicants from around the world with whom to practice.

4.3. Professional practice

You can do a lot practising by yourself and with peers. However, nothing will bring up your skills so quickly and profoundly as working with a real consultant.

Perhaps think about it like boxing. You can practice drills and work on punch bags all you want, but at some point you need to get into the ring and do some actual sparring if you ever want to be ready to fight.

Of course, it isn’t possible to secure the time of experienced top-tier consultants for free. However, when considering whether you should invest to boost your chances of success, it is worth considering the difference in your salary over even a just few years between getting into a top-tier firm versus a second-tier one. In the light of thousands in increased annual earnings (easily accumulating into millions over multiple years), it becomes clear that getting expert interview help really is one of the best investments you can make in your own future.

Should you decide to make this step, MyConsultingCoach can help, offering the highest quality case interview coaching service available . Each MCC case coach is selected as an MBB consultant with two or more years of experience and strong coaching expertise.

Case interview coaching is hugely beneficial in itself. However, for those who want to genuinely maximise their chances of securing a job offer - and especially for time-poor, busy professionals or hard-pressed students who want to take the guesswork and wasted time out of their case interview prep - we also offer a much more comprehensive service .

With one of our bespoke mentoring programmes , you are paired with a 5+ year experienced, ex-MBB mentor of your choosing, who will then oversee your whole case interview preparation from start to finish - giving you your best possible chance of landing a job!

4.4. Practice for online cases

Standard preparation for interview case studies will carry directly over to online cases.

However, if you want to do some more specific prep, you can work through cases solo to a timer and using a calculator and/or Excel (online cases generally allow calculators and second computers to help you, whilst these are banned in live case interviews).

Older PST-style questions also make great prep, but a particularly good simulation is the self-assessment tests included in our Case Academy course . These multiple choice business questions conducted with a strict time limit are great preparation for the current crop of online cases.

5. Fit interviews

As we’ve noted, even something billed as a case interview is very likely to contain a fit interview as a subset.

We have an article on fit interviews and also include a full set of lessons on how to answer fit questions properly as a subset of our comprehensive Case Academy course .

Here though, the important thing to convey is that you take preparing for fit questions every bit as seriously as you do case prep.

Since they sound the same as you might encounter when interviewing for other industries, the temptation is to regard these as “just normal interview questions”.

However, consulting firms take your answers to these questions a good deal more seriously than elsewhere.

This isn’t just for fluffy “corporate culture” reasons. The long hours and close teamwork, as well as the client-facing nature of management consulting, mean that your personality and ability to get on with others is going to be a big part of making you a tolerable and effective co-worker.

If you know you’ll have to spend 14+ hour working days with someone you hire and that your annual bonus depends on them not alienating clients, you better believe you’ll pay attention to their character in interview.

There are also hard-nosed financial reasons for the likes of McKinsey, Bain and BCG to drill down so hard on your answers.

In particular, top consultancies have huge issues with staff retention. The average management consultant only stays with these firms for around two years before they have moved on to a new industry.

In some cases, consultants bail out because they can’t keep up with the arduous consulting lifestyle of long hours and endless travel. In many instances, though, departing consultants are lured away by exit opportunities - such as the well trodden paths towards internal strategy roles, private equity or becoming a start-up founder.

Indeed, many individuals will intentionally use a two year stint in consulting as something like an MBA they are getting paid for - giving them accelerated exposure to the business world and letting them pivot into something new.

Consulting firms want to get a decent return on investment for training new recruits. Thus, they want hires who not only intend to stick with consulting longer-term, but also have a temperament that makes this feasible and an overall career trajectory where it just makes sense for them to stay put.

This should hammer home the point that, if you want to get an offer, you need to be fully prepared to answer fit questions - and to do so excellently - any time you have a case interview.

6. Interview day - what to expect, with tips

Of course, all this theory is well and good, but a lot of readers might be concerned about what exactly to expect in real life . It’s perfectly reasonable to want to get as clear a picture as possible here - we all want to know what we are going up against when we face a new challenge!

Indeed, it is important to think about your interview in more holistic terms, rather than just focusing on small aspects of analysis. Getting everything exactly correct is less important than the overall approach you take to reasoning and how you communicate - and candidates often lose sight of this fact.

In this section, then, we’ll run through the case interview experience from start to finish, directing you to resources with more details where appropriate. As a supplement to this, the following video from Bain is excellent. It portrays an abridged version of a case interview, but is very useful as a guide to what to expect - not just from Bain, but from McKinsey, BCG and any other high-level consulting firm.

6.1. Getting started

Though you might be shown through to the office by a staff member, usually your interviewer will come and collect you from a waiting area. Either way, when you first encounter them, you should greet your interviewer with a warm smile and a handshake (unless they do not offer their hand). Be confident without verging into arrogance. You will be asked to take a seat in the interviewer’s office, where the interview can then begin.

6.1.1. First impressions

In reality, your assessment begins before you even sit down at your interviewer’s desk. Whether at a conscious level or not, the impression you make within the first few seconds of meeting your interviewer is likely to significantly inform the final hiring decision (again, whether consciously or not).

Your presentation and how you hold yourself and behave are all important. If this seems strange, consider that, if hired, you will be personally responsible for many clients’ impressions of the firm. These things are part of the job! Much of material on the fit interview is useful here, whilst we also cover first impressions and presentation generally in our article on what to wear to interview .

As we have noted above, your interview might start with a fit segment - that is, with the interviewer asking questions about your experiences, your soft skills, and motivation to want to join consulting generally and that firm in particular. In short, the kinds of things a case study can’t tell them about you. We have a fit interview article and course to get you up to speed here.

6.1.2. Down to business

Following an initial conversation, your interviewer will introduce your case study , providing a prompt for the question you have to answer. You will have a pen and paper in front of you and should (neatly) note down the salient pieces of information (keep this up throughout the interview).

It is crucial here that you don’t delve into analysis or calculations straight away . Case prompts can be tricky and easy to misunderstand, especially when you are under pressure. Rather, ask any questions you need to fully understand the case question and then validate that understanding with the interviewer before you kick off any analysis. Better to eliminate mistakes now than experience that sinking feeling of realising you have gotten the whole thing wrong halfway through your case!

This process is covered in our article on identifying the problem and in greater detail in our Case Academy lesson on that subject.

6.1.3. Analysis

Once you understand the problem, you should take a few seconds to set your thoughts in order and draw up an initial structure for how you want to proceed. You might benefit from utilising one or more of our building blocks here to make a strong start. Present this to your interviewer and get their approval before you get into the nuts and bolts of analysis.

We cover the mechanics of how to structure your problem and lead the analysis in our articles here and here and more thoroughly in the MCC Case Academy . What it is important to convey here, though, is that your case interview is supposed to be a conversation rather than a written exam . Your interviewer takes a role closer to a co-worker than an invigilator and you should be conversing with them throughout.

Indeed, how you communicate with your interviewer and explain your rationale is a crucial element of how you will be assessed. Case questions in general, are not posed to see if you can produce the correct answer, but rather to see how you think . Your interviewer wants to see you approach the case in a structured, rational fashion. The only way they are going to know your thought processes, though, is if you tell them!

To demonstrate this point, here is another excellent video from Bain, where candidates are compared.

Note that multiple different answers to each question are considered acceptable and that Bain is primarily concerned with the thought processes of the candidate’s exhibit .

Another reason why communication is absolutely essential to case interview success is the simple reason that you will not have all the facts you need to complete your analysis at the outset. Rather, you will usually have to ask the interviewer for additional data throughout the case to allow you to proceed .

NB: Don't be let down by your math!

Your ability to quickly and accurately interpret these charts and other figures under pressure is one of the skills that is being assessed. You will also need to make any calculations with the same speed and accuracy (without a calculator!). As such, be sure that you are up to speed on your consulting math .

6.1.4. Recommendation

Finally, you will be asked to present a recommendation. This should be delivered in a brief, top-down "elevator pitch" format , as if you are speaking to a time-pressured CEO. Again here, how you communicate will be just as important as the details of what you say, and you should aim to speak clearly and with confidence.

For more detail on how to give the perfect recommendation, take a look at our articles on the Pyramid Principle and providing recommendations , as well the relevant lesson within MCC Academy .

6.1.5. Wrapping up

After your case is complete, there might be a few more fit questions - including a chance for you to ask some questions of the interviewer . This is your opportunity to make a good parting impression.

We deal with the details in our fit interview resources. However, it is always worth bearing in mind just how many candidates your interviewers are going to see giving similar answers to the same questions in the same office. A pretty obvious pre-requisite to being considered for a job is that your interviewer remembers you in the first place. Whilst you shouldn't do something stupid just to be noticed, asking interesting parting questions is a good way to be remembered.

Now, with the interview wrapped up, it’s time to shake hands, thank the interviewer for their time and leave the room .

You might have other interviews or tests that day or you might be heading home. Either way, if know that you did all you could to prepare, you can leave content in the knowledge that you have the best possible chance of receiving an email with a job offer. This is our mission at MCC - to provide all the resources you need to realise your full potential and land your dream consulting job!

6.2. Remote and one-way interview tips

Zoom case interviews and “one-way” automated fit interviews are becoming more common as selection processes are increasingly remote, with these new formats being accompanied by their own unique challenges.

Obviously you won’t have to worry about lobbies and shaking hands for a video interview. However, a lot remains the same. You still need to do the same prep in terms of getting good at case cracking and expressing your fit answers. The specific considerations around remote interviews are, in effect, around making sure you come across as effectively as you would in person.

6.2.1. Connection

It sounds trivial, but a successful video interview of any kind presupposes a functioning computer with a stable and sufficient internet connection.

Absolutely don’t forget to have your laptop plugged in, as your battery will definitely let you down mid-interview. Similarly, make sure any housemates or family know not to use the microwave, vacuum cleaner or anything else that makes wifi cut out (or makes a lot of noise, obviously)

If you have to connect on a platform you don’t use much (for example, if it’s on Teams and you’re used to Zoom), make sure you have the up to date version of the app in advance, rather than having to wait for an obligatory download and end up late to join. Whilst you’re at it, make sure you’re familiar with the controls etc. At the risk of being made fun of, don’t be afraid to have a practice call with a friend.

6.2.2. Dress

You might get guidance on a slightly more relaxed dress code for a Zoom interview. However, if in doubt, dress as you would for the real thing (see our article here ).

Either way, always remember that presentation is part of what you are being assessed on - the firm needs to know you can be presentable for clients. Taking this stuff seriously also shows respect for your interviewer and their time in interviewing you.

6.2.3. Lighting

An aspect of presentation that you have to devote some thought to for a Zoom interview is your lighting.

Hopefully, you long ago nailed a lighting set-up during the Covid lockdowns. However, make sure to check your lighting in advance with your webcam - bearing in mind what time if day your interview actually is. If your interview is late afternoon, don’t just check in the morning. Make sure you aren’t going to be blinded from light coming in a window behind your screen, or that you end up with the weird shadow stripes from blinds all over your face.

Natural light is always best, but if there won’t be much of that during your interview, you’ll likely want to experiment with moving some lamps around.

6.2.4. Clarity

The actual stories you tell in an automated “one-way” fit interview will be the same as for a live equivalent. If anything, things should be easier, as you can rattle off a practised monologue without an interviewer interrupting you to ask for clarifications.

You can probably also assume that the algorithm assessing your performance is sufficiently capable that it will be observing you at much the same level as a human interviewer. However, it is probably still worth speaking as clearly as possible with these kinds of interviews and paying extra attention to your lighting to ensure that your face is clearly visible.

No doubt the AIs scoring these interviews are improving all the time, but you still want to make their job as easy as possible. Just think about the same things as you would with a live Zoom interview, but more so.

7. How we can help

There are lots of great free resources on this site to get you started with preparation, from all our articles on case solving and consulting skills to our free case library and peer practice meeting board .

To step your preparation up a notch, though, our Case Academy course will give you everything you need to know to solve the most complex of cases - whether those are in live interviews, with chatbots, written tests or any other format.

Whatever kind of case you end up facing, nothing will bring up your skillset faster than the kind of acute, actionable feedback you can get from a mock case interview a real, MBB consultant. Whilst it's possible to get by without this kind of coaching, it does tend to be the biggest single difference maker for successful candidates.

You can find out more on our coaching page:

Explore Coaching

Of course, for those looking for a truly comprehensive programme, with a 5+ year experienced MBB consultant overseeing their entire prep personally, from networking and applications right through to your offer, we have our mentoring programmes.

You can read more here:

Comprehensive Mentoring

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How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)

How To Conduct A High-Value Case Study Interview (And 4 Mistakes To Avoid)

Let’s talk about case study interviews.

Case studies allow brands to demonstrate exactly how they can help resolve specific pain points, how customers are using their products or tools, and an exact example of what kind of results people can expect. 

This is important because plenty of businesses make big claims, trying to outshine their competition. There isn’t a marketing agency out there that won’t promise to get you more reach or a law firm that doesn’t like to appear confident in their ability to win cases.

Every brand will proclaim that they can best solve their customer’s needs, but those claims on their own rarely mean much. They want to know that you can live up to what you promise, and seeing case studies from existing clients can win them over.

To create high-value case studies that can help you attract and convert customers, it only makes sense that you’ll need to start with a killer interview.

In this post, we’re going to look at how to conduct a case study interview that will help you create high-value case studies to draw attention and quality leads to your business.

Why Interviewing Clients Directly for Case Studies Is So Important 

We’re all busy, so it can be tempting to put off case studies or relegate the case study interviews to a quick Google form that asks specific questions.

While you can create basic case studies off of this information, especially if you only want to showcase quick results, it won’t be nearly as impactful as case studies created off of more in-depth interviews.

These interviews can take place by email, phone, Zoom, or in person, but the idea is that there is plenty of room for open discussion. Actual interviews can help you go beyond basic information so that you can get to the story and the pain points of how your clients have been impacted. 

There’s also a great chance that they’ll share more during an open conversation that can be a crucial component to the case study that they may not have thought to share on a form because you may not have thought to ask. 

Strong case study interviews are an essential part of creating dynamic, engaging content that can actually convince your target audience that you’re the right business to purchase from.

How to Prepare for Case Study Interviews 

Conducting a rocking case study interview all comes down to great preparation, so let’s take a look at how to do exactly this. 

Think About Your Target Audience’s Pain Points 

Before you start formulating your case study interview questions, you want to think about what you want your case studies to convey. 

Case studies allow you to go beyond sharing simple results (which are powerful enough on their own and should still be an important part of the content), allowing you to dive into more nuance to address the pain points of potential leads fully. 

For example, a virtual phone line company may want to consider going beyond stressing their 99% service uptimes and touch on additional features they offer. Emphasizing that offer call scheduling to give business owners more of their time back on an automated basis, for example. 

This case study from AdEspresso is an excellent example of what to look at when considering your audience’s pain points. There’s a client who ran highly seasonal campaigns who didn’t want to leverage discounts to drive sales to keep it fair for pre-order customers. It discusses her specific challenges and pain points and addresses the overall solution instead of simply listing results. 

Case Study Interview: Adespresso

As pain points can be a crucial part of writing compelling case studies , break down your audience’s niches and different needs that they may have. You can ask your interviewee questions that can help you tap into the pain points for the case study. We’ll look at specific questions for how to tackle this in a moment.

Expect Interviewee Objections 

When you first reach out to a potential case study subject and start discussing the idea of featuring their brand, know that you may encounter objections from the subject themselves.

They may be alright with you using some part of their story, strategy, or results while still being concerned about protecting their own or their business’s privacy. 

As a content marketer, for example, I know exactly how many of my posts are performing across some of my client sites, how much they drive in revenue, how much traffic they’re getting, and what’s bringing them there. 

A client may be okay with me talking about working with them or sharing samples but might be less than thrilled about me divulging information about their specific site pattern trends, the custom-for-them strategy we used, or their revenue. For example, the case study from SEMRush below is extremel y specific; not all clients may be comfortable with this.

Case Study Interview: Semrush

Be prepared for this before you reach out, and consider what you can do to accommodate requests. These objections may arise before the case study interview, but they may pop up during as well.

Here are a few examples of common workarounds: 

  • Instead of saying that my post for Bob’s Blog helped the site go from $100 in revenue to $200, I can say that it doubled the revenue or doubled conversion rates (whatever is accurate).
  • Maybe I can share the general strategy I used for Bob’s blog without actually naming them and omitting key identifying details, like the keywords used. 
  • They may be alright with you sharing the detailed strategy and general results (2x conversion rate instead of 5.6% conversion rate) and the brand name , OR they may only be okay with sharing their story and results. 

Each client is different and comfortable with sharing different information. While it is typically most beneficial to be able to name the client’s brand name, if this isn’t an option consider settling for a more specific industry tag like “a client in the women’s sustainable fashion industry” instead.

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case study interview email

Ready Your Case Study Interview Questions 

After you’ve thought about potential objections and any key notes you really want to focus on with your case study, you can put together your case study interview questions.

We’ll discuss specific case study interview questions and templates a bit later on, but prepare these in advance. Ideally, research each individual case study subject in advance and try to ask questions that will be relevant to them. 

This is important- write your questions down, even if you’ll be having a phone call. Organize them with the natural progression you expect the call or conversation to take so you don’t lose your train of thought, and check back before the call is over to make sure you’ve asked everything you need to.

At the end of the interview, ask if there’s anything else they’d like to share. Don’t forget this: some of the best parts of case studies can surprise the interviewer at the time!

Look for a Story 

When you’re putting together your questions and interviewing the case study subject, keep your eyes open for a “story.” 

Stories don’t have to be long and complex; they should center your brand whenever possible. 

If your automation software helps a business owner save time, that’s an appealing benefit. But if they’re happy to share that it meant that they could put more time into expanding their business or that they could be at home more with their newborn child, that takes a simple fact and makes it more emotionally compelling. 

You can build an entire case study around a great story, and you can see exactly how effective this is with the headline of this case study from Freshbooks , reading “How Freshbooks Helped Marc Keep His New Year’s Resolution.

Case Study Interview: Freshbooks

4 Case Study Interview Mistakes to Avoid

When you’re preparing for and conducting case study interviews, there are a few common mistakes that you’ll want to avoid. These can cause you to miss out on potential interviews or lessen the impact of the interviews themselves.

Make sure to avoid the following mistakes:

  • Using a single form that’s emailed to case study subjects. Whenever possible, back-and-forth conversations can typically yield much more dynamic case studies. While some clients may firmly want to stick to email, try to opt for zoom calls or at least several emails if you can. 
  • Not being clear on what information you can use in the case study. Make sure they know that you’ll publish it on your site, and get their permission in writing (email is fine!) to feature them and their results. It’s considered a good practice to let the client review the case study before you publish it if they’re concerned. 
  • Trying to shoehorn a client into a predetermined story. I once worked with another content writer on a case study project, and during the interview, it was so clear they were trying to fit a subject’s experience into this perfect story the writer had concocted. This typically doesn’t work, however, and it can prevent you from finding the great and unique parts of each individual’s story and success. Go in with an open mind if you can. 
  • Skipping small talk. If you go in all-business, the case study subject may be more likely to answer only what’s asked. When you start on the basis of enjoying the conversation, however, they’ll share more, and that can be where the magic happens.

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Case Study Interview Examples: What This May Look Like 

Need a case study interview template with plenty of questions to draw inspiration from? What you ask will vary depending on your industry, your client, and the type of case study you want to create, but there are some set questions you should ask across the board.

It’s good to break these down into different sections while asking open-ended questions so that there’s plenty of room for the subject to share more. 

Start by asking about the brand with questions like the following:

  • “Can you tell me about your brand and what you do?”
  • “Is there anything you’d like us to make sure our readers know about your brand?”

Then move on to asking about how they use the product and their challenges. Some case study interview questions for this may include:

  • “Why did you decide to use our brand/product/service? What feature made you choose us?”
  • “What pain points and challenges did you have before coming to us?”
  • “Have you tried other solutions before? If so, why did you decide to come to us?”

Next, focus on process and results:

  • “Can you tell us how you’ve used our product/service and how it’s helped your business?”
  • “What results did you get? Did it speed up your team/improve efficiency/drive more results/improve health/ insert use case here?”
  • How long were you able to maintain these results, and how did the results help you?

Final Thoughts 

A case study interview can seem like a daunting task, but with a little bit of research ahead of time, it can be a smooth process that can yield exceptional information for outstanding case studies. Remember that case studies can only be as strong as the information you have, so the importance of a great interview can’t be overstated.

For best results, take a look at a few case studies online that you liked as a customer, and think about what you’d need to ask in order to get that information. That can help you cover your bases and ensure that you’re asking everything you need to.

Interested in identifying and converting potential high-value leads? Breadcrumbs can help. Start for free today!

2 thoughts on “How to Conduct a High-Value Case Study Interview (And 4 Mistakes To Avoid)”

Very insightful tips on how to make case study interviews. Case studies can be crucial when it comes to testimonials of your product’s success and it can be tricky to ask the right questions – and avoid mistakes!

I’ve been researching about this topic for a while – thanks for the detailed plan you set out in this article about how to conduct case study interviews. Not only mistakes to avoid but also a communications plan to explain the benefits to clients giving interviews for case studies.

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case study interview email

280 Free Case Interview Examples

Do you want to get access to over 280 free case interview examples (with answers)?

If you have interviews planned at McKinsey ,  The Boston Consulting Group , or any other consulting firm, you are probably looking for case interview examples.

So, to help you prepare, I have compiled a list of 280 free case interview examples:

  • Over 30 free case interview examples (+ interview prep tips) from the websites of top consulting firms
  • More than 250 free case interview examples from top business school case books

Moreover, you’ll get  my take on which case studies you will likely have in interviews.

In short, the resources listed hereafter will be very helpful if you are starting out or have already made good progress in preparing for your case interviews.

One last word : check out this free case-cracking course to learn how to crack the most recent types of case questions consulting firms use in actual interviews.

Let’s get started!

Table of Contents

Get the latest data about salaries in consulting, mckinsey: tips and case interview examples.

McKinsey & Company’s website is definitely one of my favorites.

Because this gives so much insightful information about the role of a consultant and what the hiring process looks like.

Therefore, I highly recommend spending time on their website, even if you are not targeting McKinsey.

In the meantime, here are 8 McKinsey case interview examples

  • Electro-light
  • GlobaPharma
  • National Education
  • Talbot trucks
  • Shops corporation
  • Conservation forever

McKinsey hub

Check out the McKinsey Hub : A library of 20+ free resources that cover everything you need to secure a job offer at McKinsey.

Besides, here is another McKinsey case interview example.

This case interview question has been recently asked in a real interview:

𝘦𝘊𝘢𝘳𝘊𝘰, 𝘢 𝘑𝘢𝘱𝘢𝘯𝘦𝘴𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘰𝘧 𝘦𝘭𝘦𝘤𝘵𝘳𝘪𝘤 𝘱𝘢𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘷𝘦𝘩𝘪𝘤𝘭𝘦𝘴, 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘴𝘵𝘳𝘶𝘨𝘨𝘭𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘢 𝘭𝘰𝘸 𝘮𝘢𝘳𝘬𝘦𝘵 𝘴𝘩𝘢𝘳𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘉 𝘴𝘦𝘨𝘮𝘦𝘯𝘵. 𝘛𝘩𝘦𝘺 𝘦𝘯𝘫𝘰𝘺 𝘴𝘵𝘳𝘰𝘯𝘨 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘉2𝘊 𝘴𝘱𝘢𝘤𝘦, 𝘣𝘰𝘵𝘩 𝘥𝘰𝘮𝘦𝘴𝘵𝘪𝘤𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘪𝘯 𝘵𝘩𝘦 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘮𝘢𝘳𝘬𝘦𝘵. 𝘏𝘰𝘸𝘦𝘷𝘦𝘳, 𝘦𝘊𝘢𝘳𝘊𝘰’𝘴 𝘴𝘢𝘭𝘦𝘴 𝘵𝘰 𝘴𝘮𝘢𝘭𝘭 𝘢𝘯𝘥 𝘮𝘦𝘥𝘪𝘶𝘮 𝘴𝘪𝘻𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴𝘦𝘴 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘦 𝘴𝘵𝘢𝘺𝘪𝘯𝘨 𝘧𝘢𝘳 𝘣𝘦𝘭𝘰𝘸 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘊𝘌𝘖 𝘩𝘢𝘴 𝘪𝘯𝘷𝘪𝘵𝘦𝘥 𝘺𝘰𝘶 𝘵𝘰 𝘩𝘦𝘭𝘱 𝘵𝘩𝘦𝘮 𝘰𝘶𝘵.

How would you approach this business problem?

When ready, check this video below where I present how to approach this problem.

BCG: Tips And Case Interview Examples

The Boston Consulting Group website  states something very important: the goal of the hiring process is to get to know you better, which means, in the context of Consulting interviews, understanding how you solve problems .

Remember this: in case interviews,  to show how you think is MUCH MORE IMPORTANT than to find an answer to the case .

As a result, you will have case study questions to showcase your problem-solving skills. Likewise, fit interviews have the same purpose: to show what problems you faced and how you resolved them.

  • BCG interview prep tips
  • BCG’s interactive case tool
  • BCG case interview example: climate change challenge
  • BCG case interview example: GenCo
  • BCG case interview example: FoodCo

case study interview email

Check out the BCG Hub : A library of 20+ free resources that cover everything you need to secure a job offer at BCG.

Bain: Tips And Case Interview Examples

Bain & Company’s website highlights something very important: successful applicants manage to turn a case interview into a conversation between two consultants .

In other words, you don’t want to appear as a candidate but as a consultant !

To do this, you need to master the main problem-solving techniques that consulting firms want to see.

  • Bain interview prep tips here and here
  • Bain case interview examples: coffee , fashioco
  • Bain case interview sample videos: a first video , a second video

case study interview email

Check out the Bain Hub : A library of 20+ free resources that cover everything you need to secure a job offer at Bain & Company.

Deloitte: Tips And Case Interview Examples

As for the BCG’s section above, the Deloitte website clearly states that in case interviews , it is much more important to show how you think and interact with your interviewer than to find the right answer to the case.

  • Deloitte interview prep tips
  • Deloitte case interview examples: here (more than 15 case interview examples)
  • Deloitte case interview example: Federal Agency
  • Deloitte case interview example: Recreation Unlimited
  • Deloitte case interview example: Federal benefits Provider
  • Deloitte case interview example: Federal Civil Cargo protection Bureau

Get 4 Complete Case Interview Courses For Free

case study interview email

You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Join this free training and learn how to ace ANY case questions.

Oliver Wyman: Tips And Case Interview Examples

Like the Deloitte website, Oliver Wyman’s website points out that, above all,  you must demonstrate your ability to think in a structured, analytical, and creative way.

In other words, there are no right or wrong answers, but only showing how you solve problems matters.

  • Oliver Wyman interview prep tips
  • Oliver Wyman case interview examples: here (Aqualine) and here (Wumbleworld)

Kearney: Tips And Case Interview Examples

Now it’s time to tell you something you could have heard a hundred times.

Yet too many candidates do it.

Do NOT force your solution to adapt to a standard framework . As a result, this will only take you to a place you don’t want to go: the pool of rejected candidates .

To learn more about this, check the “What Not To Do” section on the AT Kearney website .

  • Kearney interview prep tips
  • Kearney case interview examples: here and here
  • Kearney case book: here

Strategy&: Interview Prep Tips

Strategy& doesn’t provide case study examples on its website, but it shares insights on career progression, which I recommend reading when you prepare for your fit interviews.

  • Strategy& interview prep tips

Roland Berger: Tips And Case Interview Examples

I like the examples of case studies presented on the Roland Berger website .

Because the two examples of case studies are very detailed and illustrate the kind of solutions your interviewers expect during case discussions.

  • Roland Berger interview prep tips
  • A first Roland Berger case interview example: part 1 and part 2
  • A second Roland Berger case interview example: part 1 and part 2

Alix Partners: Interview Prep Tips

Like Strategy&, Alix Partners doesn’t provide case study examples on its website.

However, they give an overview of what they are looking for: they want entrepreneurial, self-starter, and analytical candidates, which are skills that all consulting firms highly appreciate .

  • Alix Partners interview prep tips

OC&C: Interview Prep Tips

Here are two case study examples from OC&C:

  • Imported spirit
  • Leisure clubs

253 Case Studies From Business School Case Books

Most of these 253 case study examples are based on case interviews used by consulting firms in real job interviews .

As a result, you can have a good idea of the case study questions you can have when interviewing at these firms .

The Full List Of 253 Free Case Study Examples

  • Chicago business school
  • Australian Graduate School of Management
  • Columbia business school
  • Harvard business school
  • Wharton business school (2009)
  • Wharton busines school (2017)
  • Darden business school

Do you want to practice a specific type of case study? Now you can…

I have sorted this list of 253 case studies by type:  profitability, market expansion, industry analysis, pricing, investment or acquisition,  and guesstimates (also known as market sizing questions).

Full list of case study examples sorted by type

Bonus #1: Know The Types Of Cases You Are Likely To have During Your Interviews

  • Profitability cases (29% of cases from that list)
  • Investment cases (19% of cases from that list)
  • Market sizing questions (15% of cases from that list)

As a result, assuming you’ll have 6 interviews (and therefore 6 case interviews) during the recruitment process:

  • “Profitability cases are 29%”  means that chances to have 2 profitability case studies during your recruitment process are very high
  • “Investment cases are 19%”  means that chances to have 1 investment case study during your recruitment process are very high.
  • “ Guesstimates are 15%”  means that chances of having  1 market sizing question during your recruitment process are high.

Bonus #2: The 10 Cases I Recommend You Doing Now

Over 250 examples of case interviews are a great list, and you may not know where to start.

So, I’ve compiled a list of my 10 favorite case studies.

The 5 case studies I recommend doing if you are a BEGINNER

1. stern case book: drinks gone flat (starting at page 24).

This is a good introduction to a common type of case (declining sales here). I liked the solution presented for this case, particularly how it started by isolating declining sales (what range of products? Volumes or prices, or both?).

2. Stern case book: Sport bar (starting at page 46)

This is an investment case (should you invest in a new bar). Even if the solution presented in this case book is not MECE , it covers the most common quantitative questions you might have in such a case. I recommend doing this case.

3. Stern case book: MJ Wineries (starting at page 85)

This is a profitability case. I liked the solution presented in this case because it illustrates how specific good candidates should be. The case concerns wine, so a good candidate should mention the quality of lands and grapes as important factors.

4. AGSM case book: Piano tuners (starting at page 57)

This is a typical market sizing question. How to answer this type of question is a must-know before going to your interviews.

5. Darden case book: National Logistics (starting at page 49)

Again, this is a very common case (how to reduce costs). I liked the broad range of questions asked in this case, covering key skills assessed by consulting firms during case interviews: brainstorming skills (or creativity), quantitative skills, and business sense.

The 5 case studies I recommend if you are more ADVANCED in your preparation

1. stern: the pricing games (starting at page 55).

This case study asks you to help your client assess different business models. I liked this case because the range of issues to tackle is quite broad.

2. Wharton 2017: Engineer attrition at SLS Oil & Gas Services (starting at page 55)

I liked this case study because the case prompt is uncommon: your client has been facing a very high attrition rate among its population of Engineers. As a result, it’s very unlikely that your solution fits a well-known framework, and you’ll have to demonstrate your problem-solving skills by developing a specific solution.

3. Wharton 2017: Pharma Company Goes International, Outsources Benefits, Integrates New Technology (starting at page 95)

This case is about a client considering outsourcing a part of their activity. Even though I don’t know if this type of case study is very common, I had many case studies like this when I passed my interviews a few years ago. And I always found them difficult!

4. Insead: Gas retail case (starting at page 73)

The question in the problem statement is very broad, making this case difficult. So, only good candidates can have a structured case discussion here.

5. Darden: Fire Proof (starting at page 84)

This is a market entry case. Try to solve it by developing a structure as MECE as possible.

CareerInConsulting.com's Free Resources

Access my exclusive free training to help you prepare for your case interviews .

Besides, you can learn my step-by-step guide to answering market sizing questions .

You’ll get my formula to solve all market sizing questions.

Moreover, if you are a beginner, you can read my article on how to solve business cases (+ a 4-week prep plan to get case interview ready).

Also, check these 11 must-know frameworks to ace your case interviews.

Finally, you can read the articles in the blog section of my website.

That’s quite a list.

To complete this list, check this free case interview course , where you’ll find case questions recently asked in actual interviews.

Now, I’d like to hear from you.

Which key insights were new to you?

Or maybe I have missed something.

Either way, let me know by leaving a comment below.

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You need 4 skills to be successful in all case interviews: Case Structuring, Case Leadership, Case Analytics, and Communication. Enroll in our 4 free courses and discover the proven systems +300 candidates used to learn these 4 skills and land offers in consulting.

How to Write a Case Study: Bookmarkable Guide & Template

Braden Becker

Published: November 30, 2023

Earning the trust of prospective customers can be a struggle. Before you can even begin to expect to earn their business, you need to demonstrate your ability to deliver on what your product or service promises.

company conducting case study with candidate after learning how to write a case study

Sure, you could say that you're great at X or that you're way ahead of the competition when it comes to Y. But at the end of the day, what you really need to win new business is cold, hard proof.

One of the best ways to prove your worth is through a compelling case study. In fact, HubSpot’s 2020 State of Marketing report found that case studies are so compelling that they are the fifth most commonly used type of content used by marketers.

Download Now: 3 Free Case Study Templates

Below, I'll walk you through what a case study is, how to prepare for writing one, what you need to include in it, and how it can be an effective tactic. To jump to different areas of this post, click on the links below to automatically scroll.

Case Study Definition

Case study templates, how to write a case study.

  • How to Format a Case Study

Business Case Study Examples

A case study is a specific challenge a business has faced, and the solution they've chosen to solve it. Case studies can vary greatly in length and focus on several details related to the initial challenge and applied solution, and can be presented in various forms like a video, white paper, blog post, etc.

In professional settings, it's common for a case study to tell the story of a successful business partnership between a vendor and a client. Perhaps the success you're highlighting is in the number of leads your client generated, customers closed, or revenue gained. Any one of these key performance indicators (KPIs) are examples of your company's services in action.

When done correctly, these examples of your work can chronicle the positive impact your business has on existing or previous customers and help you attract new clients.

case study interview email

Free Case Study Templates

Showcase your company's success using these three free case study templates.

  • Data-Driven Case Study Template
  • Product-Specific Case Study Template
  • General Case Study Template

You're all set!

Click this link to access this resource at any time.

Why write a case study? 

I know, you’re thinking “ Okay, but why do I need to write one of these? ” The truth is that while case studies are a huge undertaking, they are powerful marketing tools that allow you to demonstrate the value of your product to potential customers using real-world examples. Here are a few reasons why you should write case studies. 

1. Explain Complex Topics or Concepts

Case studies give you the space to break down complex concepts, ideas, and strategies and show how they can be applied in a practical way. You can use real-world examples, like an existing client, and use their story to create a compelling narrative that shows how your product solved their issue and how those strategies can be repeated to help other customers get similar successful results.  

2. Show Expertise

Case studies are a great way to demonstrate your knowledge and expertise on a given topic or industry. This is where you get the opportunity to show off your problem-solving skills and how you’ve generated successful outcomes for clients you’ve worked with. 

3. Build Trust and Credibility

In addition to showing off the attributes above, case studies are an excellent way to build credibility. They’re often filled with data and thoroughly researched, which shows readers you’ve done your homework. They can have confidence in the solutions you’ve presented because they’ve read through as you’ve explained the problem and outlined step-by-step what it took to solve it. All of these elements working together enable you to build trust with potential customers.

4. Create Social Proof

Using existing clients that have seen success working with your brand builds social proof . People are more likely to choose your brand if they know that others have found success working with you. Case studies do just that — putting your success on display for potential customers to see. 

All of these attributes work together to help you gain more clients. Plus you can even use quotes from customers featured in these studies and repurpose them in other marketing content. Now that you know more about the benefits of producing a case study, let’s check out how long these documents should be. 

How long should a case study be?

The length of a case study will vary depending on the complexity of the project or topic discussed. However, as a general guideline, case studies typically range from 500 to 1,500 words. 

Whatever length you choose, it should provide a clear understanding of the challenge, the solution you implemented, and the results achieved. This may be easier said than done, but it's important to strike a balance between providing enough detail to make the case study informative and concise enough to keep the reader's interest.

The primary goal here is to effectively communicate the key points and takeaways of the case study. It’s worth noting that this shouldn’t be a wall of text. Use headings, subheadings, bullet points, charts, and other graphics to break up the content and make it more scannable for readers. We’ve also seen brands incorporate video elements into case studies listed on their site for a more engaging experience. 

Ultimately, the length of your case study should be determined by the amount of information necessary to convey the story and its impact without becoming too long. Next, let’s look at some templates to take the guesswork out of creating one. 

To help you arm your prospects with information they can trust, we've put together a step-by-step guide on how to create effective case studies for your business with free case study templates for creating your own.

Tell us a little about yourself below to gain access today:

And to give you more options, we’ll highlight some useful templates that serve different needs. But remember, there are endless possibilities when it comes to demonstrating the work your business has done.

1. General Case Study Template

case study templates: general

Do you have a specific product or service that you’re trying to sell, but not enough reviews or success stories? This Product Specific case study template will help.

This template relies less on metrics, and more on highlighting the customer’s experience and satisfaction. As you follow the template instructions, you’ll be prompted to speak more about the benefits of the specific product, rather than your team’s process for working with the customer.

4. Bold Social Media Business Case Study Template

case study templates: bold social media business

You can find templates that represent different niches, industries, or strategies that your business has found success in — like a bold social media business case study template.

In this template, you can tell the story of how your social media marketing strategy has helped you or your client through collaboration or sale of your service. Customize it to reflect the different marketing channels used in your business and show off how well your business has been able to boost traffic, engagement, follows, and more.

5. Lead Generation Business Case Study Template

case study templates: lead generation business

It’s important to note that not every case study has to be the product of a sale or customer story, sometimes they can be informative lessons that your own business has experienced. A great example of this is the Lead Generation Business case study template.

If you’re looking to share operational successes regarding how your team has improved processes or content, you should include the stories of different team members involved, how the solution was found, and how it has made a difference in the work your business does.

Now that we’ve discussed different templates and ideas for how to use them, let’s break down how to create your own case study with one.

  • Get started with case study templates.
  • Determine the case study's objective.
  • Establish a case study medium.
  • Find the right case study candidate.
  • Contact your candidate for permission to write about them.
  • Ensure you have all the resources you need to proceed once you get a response.
  • Download a case study email template.
  • Define the process you want to follow with the client.
  • Ensure you're asking the right questions.
  • Layout your case study format.
  • Publish and promote your case study.

1. Get started with case study templates.

Telling your customer's story is a delicate process — you need to highlight their success while naturally incorporating your business into their story.

If you're just getting started with case studies, we recommend you download HubSpot's Case Study Templates we mentioned before to kickstart the process.

2. Determine the case study's objective.

All business case studies are designed to demonstrate the value of your services, but they can focus on several different client objectives.

Your first step when writing a case study is to determine the objective or goal of the subject you're featuring. In other words, what will the client have succeeded in doing by the end of the piece?

The client objective you focus on will depend on what you want to prove to your future customers as a result of publishing this case study.

Your case study can focus on one of the following client objectives:

  • Complying with government regulation
  • Lowering business costs
  • Becoming profitable
  • Generating more leads
  • Closing on more customers
  • Generating more revenue
  • Expanding into a new market
  • Becoming more sustainable or energy-efficient

3. Establish a case study medium.

Next, you'll determine the medium in which you'll create the case study. In other words, how will you tell this story?

Case studies don't have to be simple, written one-pagers. Using different media in your case study can allow you to promote your final piece on different channels. For example, while a written case study might just live on your website and get featured in a Facebook post, you can post an infographic case study on Pinterest and a video case study on your YouTube channel.

Here are some different case study mediums to consider:

Written Case Study

Consider writing this case study in the form of an ebook and converting it to a downloadable PDF. Then, gate the PDF behind a landing page and form for readers to fill out before downloading the piece, allowing this case study to generate leads for your business.

Video Case Study

Plan on meeting with the client and shooting an interview. Seeing the subject, in person, talk about the service you provided them can go a long way in the eyes of your potential customers.

Infographic Case Study

Use the long, vertical format of an infographic to tell your success story from top to bottom. As you progress down the infographic, emphasize major KPIs using bigger text and charts that show the successes your client has had since working with you.

Podcast Case Study

Podcasts are a platform for you to have a candid conversation with your client. This type of case study can sound more real and human to your audience — they'll know the partnership between you and your client was a genuine success.

4. Find the right case study candidate.

Writing about your previous projects requires more than picking a client and telling a story. You need permission, quotes, and a plan. To start, here are a few things to look for in potential candidates.

Product Knowledge

It helps to select a customer who's well-versed in the logistics of your product or service. That way, he or she can better speak to the value of what you offer in a way that makes sense for future customers.

Remarkable Results

Clients that have seen the best results are going to make the strongest case studies. If their own businesses have seen an exemplary ROI from your product or service, they're more likely to convey the enthusiasm that you want prospects to feel, too.

One part of this step is to choose clients who have experienced unexpected success from your product or service. When you've provided non-traditional customers — in industries that you don't usually work with, for example — with positive results, it can help to remove doubts from prospects.

Recognizable Names

While small companies can have powerful stories, bigger or more notable brands tend to lend credibility to your own. In fact, 89% of consumers say they'll buy from a brand they already recognize over a competitor, especially if they already follow them on social media.

Customers that came to you after working with a competitor help highlight your competitive advantage and might even sway decisions in your favor.

5. Contact your candidate for permission to write about them.

To get the case study candidate involved, you have to set the stage for clear and open communication. That means outlining expectations and a timeline right away — not having those is one of the biggest culprits in delayed case study creation.

Most importantly at this point, however, is getting your subject's approval. When first reaching out to your case study candidate, provide them with the case study's objective and format — both of which you will have come up with in the first two steps above.

To get this initial permission from your subject, put yourself in their shoes — what would they want out of this case study? Although you're writing this for your own company's benefit, your subject is far more interested in the benefit it has for them.

Benefits to Offer Your Case Study Candidate

Here are four potential benefits you can promise your case study candidate to gain their approval.

Brand Exposure

Explain to your subject to whom this case study will be exposed, and how this exposure can help increase their brand awareness both in and beyond their own industry. In the B2B sector, brand awareness can be hard to collect outside one's own market, making case studies particularly useful to a client looking to expand their name's reach.

Employee Exposure

Allow your subject to provide quotes with credits back to specific employees. When this is an option for them, their brand isn't the only thing expanding its reach — their employees can get their name out there, too. This presents your subject with networking and career development opportunities they might not have otherwise.

Product Discount

This is a more tangible incentive you can offer your case study candidate, especially if they're a current customer of yours. If they agree to be your subject, offer them a product discount — or a free trial of another product — as a thank-you for their help creating your case study.

Backlinks and Website Traffic

Here's a benefit that is sure to resonate with your subject's marketing team: If you publish your case study on your website, and your study links back to your subject's website — known as a "backlink" — this small gesture can give them website traffic from visitors who click through to your subject's website.

Additionally, a backlink from you increases your subject's page authority in the eyes of Google. This helps them rank more highly in search engine results and collect traffic from readers who are already looking for information about their industry.

6. Ensure you have all the resources you need to proceed once you get a response.

So you know what you’re going to offer your candidate, it’s time that you prepare the resources needed for if and when they agree to participate, like a case study release form and success story letter.

Let's break those two down.

Case Study Release Form

This document can vary, depending on factors like the size of your business, the nature of your work, and what you intend to do with the case studies once they are completed. That said, you should typically aim to include the following in the Case Study Release Form:

  • A clear explanation of why you are creating this case study and how it will be used.
  • A statement defining the information and potentially trademarked information you expect to include about the company — things like names, logos, job titles, and pictures.
  • An explanation of what you expect from the participant, beyond the completion of the case study. For example, is this customer willing to act as a reference or share feedback, and do you have permission to pass contact information along for these purposes?
  • A note about compensation.

Success Story Letter

As noted in the sample email, this document serves as an outline for the entire case study process. Other than a brief explanation of how the customer will benefit from case study participation, you'll want to be sure to define the following steps in the Success Story Letter.

7. Download a case study email template.

While you gathered your resources, your candidate has gotten time to read over the proposal. When your candidate approves of your case study, it's time to send them a release form.

A case study release form tells you what you'll need from your chosen subject, like permission to use any brand names and share the project information publicly. Kick-off this process with an email that runs through exactly what they can expect from you, as well as what you need from them. To give you an idea of what that might look like, check out this sample email:

sample case study email release form template

8. Define the process you want to follow with the client.

Before you can begin the case study, you have to have a clear outline of the case study process with your client. An example of an effective outline would include the following information.

The Acceptance

First, you'll need to receive internal approval from the company's marketing team. Once approved, the Release Form should be signed and returned to you. It's also a good time to determine a timeline that meets the needs and capabilities of both teams.

The Questionnaire

To ensure that you have a productive interview — which is one of the best ways to collect information for the case study — you'll want to ask the participant to complete a questionnaire before this conversation. That will provide your team with the necessary foundation to organize the interview, and get the most out of it.

The Interview

Once the questionnaire is completed, someone on your team should reach out to the participant to schedule a 30- to 60-minute interview, which should include a series of custom questions related to the customer's experience with your product or service.

The Draft Review

After the case study is composed, you'll want to send a draft to the customer, allowing an opportunity to give you feedback and edits.

The Final Approval

Once any necessary edits are completed, send a revised copy of the case study to the customer for final approval.

Once the case study goes live — on your website or elsewhere — it's best to contact the customer with a link to the page where the case study lives. Don't be afraid to ask your participants to share these links with their own networks, as it not only demonstrates your ability to deliver positive results and impressive growth, as well.

9. Ensure you're asking the right questions.

Before you execute the questionnaire and actual interview, make sure you're setting yourself up for success. A strong case study results from being prepared to ask the right questions. What do those look like? Here are a few examples to get you started:

  • What are your goals?
  • What challenges were you experiencing before purchasing our product or service?
  • What made our product or service stand out against our competitors?
  • What did your decision-making process look like?
  • How have you benefited from using our product or service? (Where applicable, always ask for data.)

Keep in mind that the questionnaire is designed to help you gain insights into what sort of strong, success-focused questions to ask during the actual interview. And once you get to that stage, we recommend that you follow the "Golden Rule of Interviewing." Sounds fancy, right? It's actually quite simple — ask open-ended questions.

If you're looking to craft a compelling story, "yes" or "no" answers won't provide the details you need. Focus on questions that invite elaboration, such as, "Can you describe ...?" or, "Tell me about ..."

In terms of the interview structure, we recommend categorizing the questions and flowing them into six specific sections that will mirror a successful case study format. Combined, they'll allow you to gather enough information to put together a rich, comprehensive study.

Open with the customer's business.

The goal of this section is to generate a better understanding of the company's current challenges and goals, and how they fit into the landscape of their industry. Sample questions might include:

  • How long have you been in business?
  • How many employees do you have?
  • What are some of the objectives of your department at this time?

Cite a problem or pain point.

To tell a compelling story, you need context. That helps match the customer's need with your solution. Sample questions might include:

  • What challenges and objectives led you to look for a solution?
  • What might have happened if you did not identify a solution?
  • Did you explore other solutions before this that did not work out? If so, what happened?

Discuss the decision process.

Exploring how the customer decided to work with you helps to guide potential customers through their own decision-making processes. Sample questions might include:

  • How did you hear about our product or service?
  • Who was involved in the selection process?
  • What was most important to you when evaluating your options?

Explain how a solution was implemented.

The focus here should be placed on the customer's experience during the onboarding process. Sample questions might include:

  • How long did it take to get up and running?
  • Did that meet your expectations?
  • Who was involved in the process?

Explain how the solution works.

The goal of this section is to better understand how the customer is using your product or service. Sample questions might include:

  • Is there a particular aspect of the product or service that you rely on most?
  • Who is using the product or service?

End with the results.

In this section, you want to uncover impressive measurable outcomes — the more numbers, the better. Sample questions might include:

  • How is the product or service helping you save time and increase productivity?
  • In what ways does that enhance your competitive advantage?
  • How much have you increased metrics X, Y, and Z?

10. Lay out your case study format.

When it comes time to take all of the information you've collected and actually turn it into something, it's easy to feel overwhelmed. Where should you start? What should you include? What's the best way to structure it?

To help you get a handle on this step, it's important to first understand that there is no one-size-fits-all when it comes to the ways you can present a case study. They can be very visual, which you'll see in some of the examples we've included below, and can sometimes be communicated mostly through video or photos, with a bit of accompanying text.

Here are the sections we suggest, which we'll cover in more detail down below:

  • Title: Keep it short. Develop a succinct but interesting project name you can give the work you did with your subject.
  • Subtitle: Use this copy to briefly elaborate on the accomplishment. What was done? The case study itself will explain how you got there.
  • Executive Summary : A 2-4 sentence summary of the entire story. You'll want to follow it with 2-3 bullet points that display metrics showcasing success.
  • About the Subject: An introduction to the person or company you served, which can be pulled from a LinkedIn Business profile or client website.
  • Challenges and Objectives: A 2-3 paragraph description of the customer's challenges, before using your product or service. This section should also include the goals or objectives the customer set out to achieve.
  • How Product/Service Helped: A 2-3 paragraph section that describes how your product or service provided a solution to their problem.
  • Results: A 2-3 paragraph testimonial that proves how your product or service specifically benefited the person or company and helped achieve its goals. Include numbers to quantify your contributions.
  • Supporting Visuals or Quotes: Pick one or two powerful quotes that you would feature at the bottom of the sections above, as well as a visual that supports the story you are telling.
  • Future Plans: Everyone likes an epilogue. Comment on what's ahead for your case study subject, whether or not those plans involve you.
  • Call to Action (CTA): Not every case study needs a CTA, but putting a passive one at the end of your case study can encourage your readers to take an action on your website after learning about the work you've done.

When laying out your case study, focus on conveying the information you've gathered in the most clear and concise way possible. Make it easy to scan and comprehend, and be sure to provide an attractive call-to-action at the bottom — that should provide readers an opportunity to learn more about your product or service.

11. Publish and promote your case study.

Once you've completed your case study, it's time to publish and promote it. Some case study formats have pretty obvious promotional outlets — a video case study can go on YouTube, just as an infographic case study can go on Pinterest.

But there are still other ways to publish and promote your case study. Here are a couple of ideas:

Lead Gen in a Blog Post

As stated earlier in this article, written case studies make terrific lead-generators if you convert them into a downloadable format, like a PDF. To generate leads from your case study, consider writing a blog post that tells an abbreviated story of your client's success and asking readers to fill out a form with their name and email address if they'd like to read the rest in your PDF.

Then, promote this blog post on social media, through a Facebook post or a tweet.

Published as a Page on Your Website

As a growing business, you might need to display your case study out in the open to gain the trust of your target audience.

Rather than gating it behind a landing page, publish your case study to its own page on your website, and direct people here from your homepage with a "Case Studies" or "Testimonials" button along your homepage's top navigation bar.

Format for a Case Study

The traditional case study format includes the following parts: a title and subtitle, a client profile, a summary of the customer’s challenges and objectives, an account of how your solution helped, and a description of the results. You might also want to include supporting visuals and quotes, future plans, and calls-to-action.

case study format: title

Image Source

The title is one of the most important parts of your case study. It should draw readers in while succinctly describing the potential benefits of working with your company. To that end, your title should:

  • State the name of your custome r. Right away, the reader must learn which company used your products and services. This is especially important if your customer has a recognizable brand. If you work with individuals and not companies, you may omit the name and go with professional titles: “A Marketer…”, “A CFO…”, and so forth.
  • State which product your customer used . Even if you only offer one product or service, or if your company name is the same as your product name, you should still include the name of your solution. That way, readers who are not familiar with your business can become aware of what you sell.
  • Allude to the results achieved . You don’t necessarily need to provide hard numbers, but the title needs to represent the benefits, quickly. That way, if a reader doesn’t stay to read, they can walk away with the most essential information: Your product works.

The example above, “Crunch Fitness Increases Leads and Signups With HubSpot,” achieves all three — without being wordy. Keeping your title short and sweet is also essential.

2. Subtitle

case study format: subtitle

Your subtitle is another essential part of your case study — don’t skip it, even if you think you’ve done the work with the title. In this section, include a brief summary of the challenges your customer was facing before they began to use your products and services. Then, drive the point home by reiterating the benefits your customer experienced by working with you.

The above example reads:

“Crunch Fitness was franchising rapidly when COVID-19 forced fitness clubs around the world to close their doors. But the company stayed agile by using HubSpot to increase leads and free trial signups.”

We like that the case study team expressed the urgency of the problem — opening more locations in the midst of a pandemic — and placed the focus on the customer’s ability to stay agile.

3. Executive Summary

case study format: executive summary

The executive summary should provide a snapshot of your customer, their challenges, and the benefits they enjoyed from working with you. Think it’s too much? Think again — the purpose of the case study is to emphasize, again and again, how well your product works.

The good news is that depending on your design, the executive summary can be mixed with the subtitle or with the “About the Company” section. Many times, this section doesn’t need an explicit “Executive Summary” subheading. You do need, however, to provide a convenient snapshot for readers to scan.

In the above example, ADP included information about its customer in a scannable bullet-point format, then provided two sections: “Business Challenge” and “How ADP Helped.” We love how simple and easy the format is to follow for those who are unfamiliar with ADP or its typical customer.

4. About the Company

case study format: about the company

Readers need to know and understand who your customer is. This is important for several reasons: It helps your reader potentially relate to your customer, it defines your ideal client profile (which is essential to deter poor-fit prospects who might have reached out without knowing they were a poor fit), and it gives your customer an indirect boon by subtly promoting their products and services.

Feel free to keep this section as simple as possible. You can simply copy and paste information from the company’s LinkedIn, use a quote directly from your customer, or take a more creative storytelling approach.

In the above example, HubSpot included one paragraph of description for Crunch Fitness and a few bullet points. Below, ADP tells the story of its customer using an engaging, personable technique that effectively draws readers in.

case study format: storytelling about the business

5. Challenges and Objectives

case study format: challenges and objectives

The challenges and objectives section of your case study is the place to lay out, in detail, the difficulties your customer faced prior to working with you — and what they hoped to achieve when they enlisted your help.

In this section, you can be as brief or as descriptive as you’d like, but remember: Stress the urgency of the situation. Don’t understate how much your customer needed your solution (but don’t exaggerate and lie, either). Provide contextual information as necessary. For instance, the pandemic and societal factors may have contributed to the urgency of the need.

Take the above example from design consultancy IDEO:

“Educational opportunities for adults have become difficult to access in the United States, just when they’re needed most. To counter this trend, IDEO helped the city of South Bend and the Drucker Institute launch Bendable, a community-powered platform that connects people with opportunities to learn with and from each other.”

We love how IDEO mentions the difficulties the United States faces at large, the efforts its customer is taking to address these issues, and the steps IDEO took to help.

6. How Product/Service Helped

case study format: how the service helped

This is where you get your product or service to shine. Cover the specific benefits that your customer enjoyed and the features they gleaned the most use out of. You can also go into detail about how you worked with and for your customer. Maybe you met several times before choosing the right solution, or you consulted with external agencies to create the best package for them.

Whatever the case may be, try to illustrate how easy and pain-free it is to work with the representatives at your company. After all, potential customers aren’t looking to just purchase a product. They’re looking for a dependable provider that will strive to exceed their expectations.

In the above example, IDEO describes how it partnered with research institutes and spoke with learners to create Bendable, a free educational platform. We love how it shows its proactivity and thoroughness. It makes potential customers feel that IDEO might do something similar for them.

case study format: results

The results are essential, and the best part is that you don’t need to write the entirety of the case study before sharing them. Like HubSpot, IDEO, and ADP, you can include the results right below the subtitle or executive summary. Use data and numbers to substantiate the success of your efforts, but if you don’t have numbers, you can provide quotes from your customers.

We can’t overstate the importance of the results. In fact, if you wanted to create a short case study, you could include your title, challenge, solution (how your product helped), and result.

8. Supporting Visuals or Quotes

case study format: quote

Let your customer speak for themselves by including quotes from the representatives who directly interfaced with your company.

Visuals can also help, even if they’re stock images. On one side, they can help you convey your customer’s industry, and on the other, they can indirectly convey your successes. For instance, a picture of a happy professional — even if they’re not your customer — will communicate that your product can lead to a happy client.

In this example from IDEO, we see a man standing in a boat. IDEO’s customer is neither the man pictured nor the manufacturer of the boat, but rather Conservation International, an environmental organization. This imagery provides a visually pleasing pattern interrupt to the page, while still conveying what the case study is about.

9. Future Plans

This is optional, but including future plans can help you close on a more positive, personable note than if you were to simply include a quote or the results. In this space, you can show that your product will remain in your customer’s tech stack for years to come, or that your services will continue to be instrumental to your customer’s success.

Alternatively, if you work only on time-bound projects, you can allude to the positive impact your customer will continue to see, even after years of the end of the contract.

10. Call to Action (CTA)

case study format: call to action

Not every case study needs a CTA, but we’d still encourage it. Putting one at the end of your case study will encourage your readers to take an action on your website after learning about the work you've done.

It will also make it easier for them to reach out, if they’re ready to start immediately. You don’t want to lose business just because they have to scroll all the way back up to reach out to your team.

To help you visualize this case study outline, check out the case study template below, which can also be downloaded here .

You drove the results, made the connection, set the expectations, used the questionnaire to conduct a successful interview, and boiled down your findings into a compelling story. And after all of that, you're left with a little piece of sales enabling gold — a case study.

To show you what a well-executed final product looks like, have a look at some of these marketing case study examples.

1. "Shopify Uses HubSpot CRM to Transform High Volume Sales Organization," by HubSpot

What's interesting about this case study is the way it leads with the customer. This reflects a major HubSpot value, which is to always solve for the customer first. The copy leads with a brief description of why Shopify uses HubSpot and is accompanied by a short video and some basic statistics on the company.

Notice that this case study uses mixed media. Yes, there is a short video, but it's elaborated upon in the additional text on the page. So, while case studies can use one or the other, don't be afraid to combine written copy with visuals to emphasize the project's success.

2. "New England Journal of Medicine," by Corey McPherson Nash

When branding and design studio Corey McPherson Nash showcases its work, it makes sense for it to be visual — after all, that's what they do. So in building the case study for the studio's work on the New England Journal of Medicine's integrated advertising campaign — a project that included the goal of promoting the client's digital presence — Corey McPherson Nash showed its audience what it did, rather than purely telling it.

Notice that the case study does include some light written copy — which includes the major points we've suggested — but lets the visuals do the talking, allowing users to really absorb the studio's services.

3. "Designing the Future of Urban Farming," by IDEO

Here's a design company that knows how to lead with simplicity in its case studies. As soon as the visitor arrives at the page, he or she is greeted with a big, bold photo, and two very simple columns of text — "The Challenge" and "The Outcome."

Immediately, IDEO has communicated two of the case study's major pillars. And while that's great — the company created a solution for vertical farming startup INFARM's challenge — it doesn't stop there. As the user scrolls down, those pillars are elaborated upon with comprehensive (but not overwhelming) copy that outlines what that process looked like, replete with quotes and additional visuals.

4. "Secure Wi-Fi Wins Big for Tournament," by WatchGuard

Then, there are the cases when visuals can tell almost the entire story — when executed correctly. Network security provider WatchGuard can do that through this video, which tells the story of how its services enhanced the attendee and vendor experience at the Windmill Ultimate Frisbee tournament.

5. Rock and Roll Hall of Fame Boosts Social Media Engagement and Brand Awareness with HubSpot

In the case study above , HubSpot uses photos, videos, screenshots, and helpful stats to tell the story of how the Rock and Roll Hall of Fame used the bot, CRM, and social media tools to gain brand awareness.

6. Small Desk Plant Business Ups Sales by 30% With Trello

This case study from Trello is straightforward and easy to understand. It begins by explaining the background of the company that decided to use it, what its goals were, and how it planned to use Trello to help them.

It then goes on to discuss how the software was implemented and what tasks and teams benefited from it. Towards the end, it explains the sales results that came from implementing the software and includes quotes from decision-makers at the company that implemented it.

7. Facebook's Mercedes Benz Success Story

Facebook's Success Stories page hosts a number of well-designed and easy-to-understand case studies that visually and editorially get to the bottom line quickly.

Each study begins with key stats that draw the reader in. Then it's organized by highlighting a problem or goal in the introduction, the process the company took to reach its goals, and the results. Then, in the end, Facebook notes the tools used in the case study.

Showcasing Your Work

You work hard at what you do. Now, it's time to show it to the world — and, perhaps more important, to potential customers. Before you show off the projects that make you the proudest, we hope you follow these important steps that will help you effectively communicate that work and leave all parties feeling good about it.

Editor's Note: This blog post was originally published in February 2017 but was updated for comprehensiveness and freshness in July 2021.

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

Case interview examples - McKinsey, BCG, Bain, etc.

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

  • McKinsey examples
  • BCG examples
  • Bain examples
  • Deloitte examples
  • Other firms' examples
  • Case books from consulting clubs
  • Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

  • Beautify case interview (McKinsey website)
  • Diconsa case interview (McKinsey website)
  • Electro-light case interview (McKinsey website)
  • GlobaPharm case interview (McKinsey website)
  • National Education case interview (McKinsey website)
  • Talbot Trucks case interview (McKinsey website)
  • Shops Corporation case interview (McKinsey website)
  • Conservation Forever case interview (McKinsey website)
  • McKinsey case interview guide (by IGotAnOffer)
  • McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

  • Foods Inc and GenCo case samples  (BCG website)
  • Chateau Boomerang written case interview  (BCG website)
  • BCG case interview guide (by IGotAnOffer)
  • Written cases guide (by IGotAnOffer)
  • BCG live case interview extract (by IGotAnOffer) - See below

3. Bain case interview examples

  • CoffeeCo practice case (Bain website)
  • FashionCo practice case (Bain website)
  • Associate Consultant mock interview video (Bain website)
  • Consultant mock interview video (Bain website)
  • Written case interview tips (Bain website)
  • Bain case interview guide   (by IGotAnOffer)
  • Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

  • Engagement Strategy practice case (Deloitte website)
  • Recreation Unlimited practice case (Deloitte website)
  • Strategic Vision practice case (Deloitte website)
  • Retail Strategy practice case  (Deloitte website)
  • Finance Strategy practice case  (Deloitte website)
  • Talent Management practice case (Deloitte website)
  • Enterprise Resource Management practice case (Deloitte website)
  • Footloose written case  (by Deloitte)
  • Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

  • Case interview workbook (by Accenture)
  • Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

  • Leisure Club case example (by OC&C)
  • Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

  • Wumbleworld case sample (Oliver Wyman website)
  • Aqualine case sample (Oliver Wyman website)
  • Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

  • Promotion planning case question (A.T. Kearney website)
  • Consulting case book and examples (by A.T. Kearney)
  • AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

  • Presentation overview with sample questions (by Strategy& / PWC)
  • Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

  • Case interview example video walkthrough   (L.E.K. website)
  • Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

  • Transit oriented development case webinar part 1  (Roland Berger website)
  • Transit oriented development case webinar part 2   (Roland Berger website)
  • 3D printed hip implants case webinar part 1   (Roland Berger website)
  • 3D printed hip implants case webinar part 2   (Roland Berger website)
  • Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

  • Case interview example video walkthrough  (Capital One website)
  • Capital One case interview guide (by IGotAnOffer)

13. Consulting clubs case interview examples

  • Berkeley case book (2006)
  • Columbia case book (2006)
  • Darden case book (2012)
  • Darden case book (2018)
  • Duke case book (2010)
  • Duke case book (2014)
  • ESADE case book (2011)
  • Goizueta case book (2006)
  • Illinois case book (2015)
  • LBS case book (2006)
  • MIT case book (2001)
  • Notre Dame case book (2017)
  • Ross case book (2010)
  • Wharton case book (2010)

Practice with experts

Using case interview examples is a key part of your interview preparation, but it isn’t enough.

At some point you’ll want to practise with friends or family who can give some useful feedback. However, if you really want the best possible preparation for your case interview, you'll also want to work with ex-consultants who have experience running interviews at McKinsey, Bain, BCG, etc.

If you know anyone who fits that description, fantastic! But for most of us, it's tough to find the right connections to make this happen. And it might also be difficult to practice multiple hours with that person unless you know them really well.

Here's the good news. We've already made the connections for you. We’ve created a coaching service where you can do mock case interviews 1-on-1 with ex-interviewers from MBB firms . Start scheduling sessions today!

The IGotAnOffer team

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Table of contents

The art of asking: 9 proven email templates for case study requests.

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Case studies (or success stories) play a crucial role in influencing potential customers to check out your business offerings.

If you think about it, it’s powerful word-of-mouth marketing. Instead of tooting your own horn, you’re sharing with the world what people who are using product or service feel about it, in their own words.

But, here’s the challenge: how do you ask your customers for a case study in the first place? How do you convey its significance and encourage them to participate willingly?

In this article, you’ll explore 9 case study request email templates that will get you a response, with an enthusiastic ‘YES!’

Table of Contents

What is a case study request email.

A Case Study Request Email is a formal message sent by an organization, typically to its clients, customers, or partners, asking for permission to feature their story or experience as a case study. 

The goal of such a request is to highlight the success stories , benefits, or results achieved by a customer using your product or service. It serves as a testimonial and provides social proof to prospective customers .

Things to Keep In Mind When Creating a Case Study Request Email

Creating a case study request email involves tact, clarity, and motivation, since you’re essentially asking someone to invest their time and often share sensitive company data. Here are some things to keep in mind when crafting such an email:

Making Customer Service Human. Read The Case Study

9 Effective Templates for Creating Case Study Requests

Here are some effective case study request email templates: 

Template 1: A New Client Success Story

The purpose of this case study request is to reach out to recent clients with whom you’ve had a positive experience. Creating a case study from their experience provides a mutually beneficial opportunity: while you showcase the successful implementation of your product or service, the client gets a spotlight that highlights their progressive business decisions and successful outcomes.

Subject : Invitation to Spotlight Your Success with [Your Company Name] Dear [Client’s First Name], I hope this email finds you well. First and foremost, I’d like to express our gratitude for choosing [Your Company Name] for [specific product/service].  Given the success of our collaboration, we believe that other businesses could benefit from hearing about your experience. Hence, we would like to collaborate on a case study that will showcase how our partnership has paved the way for remarkable results. Featured on our website, social media, and other marketing channels, this case study would provide increased visibility for [Client’s Company Name]. We’ll set up a convenient time to discuss your journey, your challenges, how our solution fit into the picture, and the results you’ve seen. You’ll have the chance to review and approve any content before it goes live, ensuring it accurately represents your company’s experience. Once finalized, we’ll promote the case study, tagging your company across our platforms, enhancing its reach. If this sounds like something you’d be interested in, please let us know by [specific date].  Thank you again for your trust in [Your Company Name]. Here’s to many more successes together! Warm regards, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 2: The Long-Standing Partnership Appreciation

This case study request email is tailored to clients with whom you’ve cultivated a deep and lasting relationship. By creating a case study from their experiences, it serves as a tribute to the lasting partnership and the cumulative successes achieved together.

Subject : Celebrating Our Journey Together: Let’s Share Our Success Story Dear [Client’s First Name], It’s not often that we get to pause and reflect upon the remarkable journeys we’ve embarked on with our esteemed partners. Our collaboration with [Client’s Company Name] is one such partnership that we cherish deeply, having evolved and grown side by side over the years. With this spirit in mind, we’re reaching out to invite you to co-create a case study. By detailing our collective experiences, we can provide insights that might guide others, fostering a culture of mutual growth and learning. As always, any content that we create will be shared with you for review and approval, ensuring it aligns with both our brands. Your trust in [Your Company Name] over the years has been nothing short of invaluable. Kindly let us know your thoughts by [specific date], and once again, thank you for being an integral part of our story. Warmest regards, [Your Full Name] [Your Position]  [Your Contact Details]

Template 3: The Feedback Loop Request

This email is directed at clients who have already conveyed positive feedback, either verbally or informally. The premise is to transition their spontaneous commendation into a structured case study that captures the essence of their experience. 

Subject : Turning Your Kind Words into a Success Story Dear [Client’s First Name], First and foremost, I’d like to convey our heartfelt gratitude for the positive feedback you recently shared about [specific aspect they praised or general experience with your company].  We deeply value insights like yours, as they not only motivate our team but also offer prospective partners a glimpse into the tangible benefits of our collaboration.  We wish to take your feedback and give it a broader platform, showcasing the positive impact our collaboration has had on your operations. It’ll be great to have a short conversation to delve deeper into your feedback and experiences, ensuring we capture the essence of your journey with us. We’ll draft the case study and share it with you, ensuring you’re completely satisfied with how your insights are presented. Once you give the green light, we’ll feature the case study, celebrating our shared success. Please let us know if you’re open to this, by [specific date], and we can take the next steps. Best regards, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 4: The Joint Marketing Opportunity Pitch

This email template centers on the proposition of co-marketing via a case study. Essentially, instead of framing the case study as a testimonial or review of your service/product, it is presented as a collaborative marketing initiative that benefits both parties equally. 

Subject : Exploring a Joint Marketing Adventure: Let’s Chronicle Our Success Together! Dear [Client’s First Name], I trust this message finds you well. As we reflect on our collaborative milestones, it’s evident that our partnership embodies a success story waiting to be told.  With this vision in mind, we’re excited to propose the creation of a joint case study. Let’s engage in a collaborative brainstorm, identifying the highlights of our partnership and the messaging we wish to convey. Once the draft is ready, we’ll collaboratively review, ensuring it aligns seamlessly with both our brand narratives. Upon finalization, we’ll strategize a launch plan, ensuring maximum visibility and engagement across both our networks. Please let us know if this proposition resonates with you. We’re hopeful of setting things in motion by [specific date] and embarking on yet another successful joint endeavor. Warm regards, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 5: The Problem-Solution Narrative

This case study request is centered around customers for whom your product or service has been a game-changer, directly addressing a substantial challenge they faced.

Subject : Sharing Our Success Story: From Challenge to Triumph Dear [Client’s First Name], I hope this message finds you well. Looking back at our journey together, it’s remarkable to see the transformation that’s taken place.  The challenge [Client’s Company Name] faced was one that many organizations grapple with, and the solutions we co-created have brought about profound changes. Hence, we’d love to chronicle our shared journey in a case study. This would not only highlight the challenges and the strategies but also inspire other businesses facing similar obstacles. We wish to have a focused conversation to unpack the problem’s nuances, the strategies we deployed, and the resulting transformation. Upon your approval, we’ll share the case study, hoping our journey will inspire and guide others. If you’re as excited as we are about sharing this transformative story, please let us know. It would be fantastic to initiate this project by [specific date]. Warmly, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 6: The Value Proposition Reminder

This case study request is about the tangible benefits and outcomes a client has achieved from using your product or service. By listing these achievements or reminding the client of the value they’ve gained, you’re reinforcing the positive results of your collaboration.

Subject : Reflecting on Our Successful Journey Together Dear [Client’s First Name], As we periodically review our partnerships and their outcomes, it’s evident that our collaboration has been a resounding success. We couldn’t help but marvel at the tangible benefits [Client’s Company Name] has reaped through our services. A Quick Recap of Our Milestones: -Increased Efficiency: Witnessed a [specific percentage] rise in operational efficiency since our engagement began. -Cost Savings: Saved [specific dollar amount or percentage] in costs, optimizing resource allocation and streamlining operations. -Enhanced Performance: Your team’s productivity saw a commendable jump of [specific percentage], testament to the efficacy of our solutions. Given these remarkable outcomes, we believe there’s a compelling story to be told, one that can inspire other businesses and highlight our fruitful collaboration. With your permission, we’d love to craft a case study, focusing on the transformative impact our services have had on [Client’s Company Name]. If you’re aligned with this vision, let’s embark on this storytelling journey together. We’re aiming to kickstart the process by [specific date], and your green light would be the perfect starting point. Warm regards, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 7: The Niche Specificity Approach

This case study is focused on clients operating within highly specialized sectors or industries. Given the unique nature of these sectors, solutions that work are often hard to come by, making successful collaborations even more notable. 

Subject : Celebrating Our Unique Collaboration in [Specific Niche/Industry] Dear [Client’s First Name], Navigating the [specific niche/industry] landscape presents its own unique set of challenges, nuances, and opportunities.  Recognizing this, we’re eager to spotlight our partnership through a niche-focused case study that delves into the intricacies of our collaboration. By sharing our experience, we offer a roadmap for similar entities navigating the complexities of our niche. Such a case study positions both [Client’s Company Name] and [Your Company Name] as thought leaders in [specific niche/industry], enhancing credibility. We wish to have a discussion focused on the unique challenges and victories within our niche, ensuring we capture the essence of our journey. We’ll draft the narrative and collaboratively refine it, guaranteeing it resonates with industry-specific audiences. Leveraging both our networks, we’ll ensure the case study reaches the right stakeholders. If you share our enthusiasm for creating this case study, please let us know by [specific date]. Warmly, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 8: Gentle Reminder for Pending Requests

This email is for situations where a client hasn’t responded to your initial case study request. The tone should be considerate and non-imposing, acknowledging the busy schedules of your customers.

Subject : Friendly Reminder: Invitation to Share Our Success Story Dear [Client’s First Name], I hope this message finds you well. Understanding the hectic pace at which we all operate, I wanted to send a gentle reminder regarding our previous email about collaborating on a case study.  Given the positive impact of our partnership, we believe that sharing our journey can inspire others and further solidify our brands’ credibility in the industry.  If you’re in agreement, a simple nod from your end would set the wheels in motion. And if now isn’t the right time or if you have any reservations, please do let us know. Your feedback is invaluable, and we’re always here to adapt according to your preferences. Best wishes, [Your Full Name]  [Your Position]  [Your Contact Details]

Template 9: The Anonymity Assurance Approach

This email is crafted for clients who may be hesitant about sharing specific details due to concerns about confidentiality, industry competition, or other sensitive reasons. It’s essential to emphasize that their concerns are valid and respected. 

Subject : Sharing Our Success Story with Guaranteed Anonymity Dear [Client’s First Name], We deeply value our partnership and the significant strides we’ve made together. Over the course of our collaboration, the successes and learnings we’ve amassed present a compelling narrative that could benefit many in our industry. We’d like to propose crafting a case study that highlights our collective achievements while ensuring complete anonymity for [Client’s Company Name]. All specific data, names, or identifiers will be changed or generalized to ensure no direct association can be made. Also, before any publication or dissemination, we will share the draft with you for a thorough review, ensuring all sensitive information is well-guarded. The case study will be shared only across channels agreed upon by both parties, giving you control over its visibility. If you feel comfortable with this approach or have any additional stipulations, please let us know. We’re committed to proceeding only with your full confidence and approval. Thank you for considering this collaboration, and as always, for your trust in our partnership. Warm regards, [Your Full Name]  [Your Position] [Your Contact Details]

Hacks to Improve Response Rates of Case Study Request Emails

Here are some strategies to enhance the effectiveness of these emails:

Elevating Customer Relations through Case Studies

Asking for a case study can be daunting, but it doesn’t have to be. By using the right email templates and following the tips in this blog post, you can increase your chances of getting a positive response.

Remember to be clear, specific, and timely in your request. Be sure to offer something in return such as a discount coupon or offer. By following these tips, you can increase your chances of getting the case studies you need to elevate your customer relations.

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How to Write an Interview Follow-Up Email (Examples Included)

Mike Simpson 0 Comments

case study interview email

By Mike Simpson

Nothing feels quite as good as leaving a job interview knowing that you rocked it. But after you write an amazing thank you email , what comes next? If you don’t get an offer soon, do you need to send a follow-up email after your interview, too? Or is that too much?

In the end, the world of job interview follow-up is, in a word, tricky. If you reach out too often or in the wrong way, you can actually destroy your chances of getting the position, even if you rocked the interview. But not following up at all isn’t always the best move either, making the whole situation really complex.

Luckily, you’re here, and we’re going to help. Come with us as we take a deep dive into the world of follow-up emails.

What Is a Follow-Up Email?

Okay, before we take a deep dive into creating an interview follow-up email, let’s take a breath and talk about what one is in the first place. In the simplest sense, a follow-up email is a short message where you touch base with the hiring manager.

Exactly how you touch base can vary depending on the circumstances surrounding the contact. For example, you’ll use a different approach for a follow-up email after no response than you might in other situations.

Here, we’re going to focus on a basic job interview follow-up email, as you can adapt it to a range of scenarios. Plus, just because the hiring manager reached out after your interview doesn’t mean you won’t need to follow up, so it’s good to know how to do it even if it isn’t an issue of no response.

But why would you need to follow up after a job interview? Won’t the hiring manager end up making whatever decision they feel is right eventually?

Well, it is true that the hiring manager will make a choice at some point. The thing is, if they haven’t made it yet, your follow-up email can make a difference.

In the end, 74 percent of employers admit they’ve made a bad hire at some point. Why does that matter? Because bad hires are expensive, and a single experience with one could make a hiring manager a bit gun-shy when they need to choose a candidate.

Consider this: a single bad hire costs about 30 percent of the new hire’s first-year salary. That means one mistake cost tens of thousands of dollars. Ouch, right?

So, if you were responsible for a hiring mistake that came with a price tag like that, do you think you’d rush to choose a candidate the next time you need to fill a position? Probably not.

And that’s just one reason why a hiring manager may not make a decision right away. Maybe their hiring budget got changed after your interview, or they got overwhelmed with a high-priority project. Perhaps they had a personal emergency that took them away from the office.

The thing is, those delays can actually be opportunities. By creating an outstanding follow-up email, you can make yourself a stronger candidate. Pretty cool, right? We think so.

Details of a Follow-Up Email

Before we take a look at how to write the message or a follow-up email example, let’s go over the basic format. That way, you’ll have a handy follow-up email template of sorts available.

With a follow-up email, you’ll usually have a:

  • Subject Line
  • Personal Greeting
  • Request for an Update
  • Reaffirmation of Continued Interest
  • Sharing More Details
  • Professional Sign-Off

While that might seem like a ton of stuff on the surface, it really isn’t. In many cases, your final email will be just a few paragraphs long, as a decent number of those points only need a few words or one sentence to cover.

Follow-Up Email Etiquette

Alright, here’s another crucial part of the equation: follow-up email etiquette. For this, one of the most critical things to understand is that you need to time the sending of your message.

While your thank you email should go out within 24 hours, you need to wait longer before you send out an interview follow-up email, typically at least one week.

Now, it’s important to remember that a follow-up and a reply are two different things. If the hiring manager reaches out to you via email and you respond, that isn’t a follow-up in a traditional sense. Instead, you’re engaging in a dialog, so you want to reply as soon as possible after receiving the message, and you don’t necessarily have to use a follow-up email format.

Instead, a follow-up email should happen about one week after the dialog has died. In some cases, this is one week after the interview. In others, it’s one week after you last received an email or phone call from the hiring manager.

The only exception to the one-week timing is if the hiring manager gave you a date when a decision would be made. With that, you don’t want to reach out until at least one business day after that day passes. Anything earlier than that makes you seem impatient.

Otherwise, you need to make sure your tone is appropriate. You don’t want to be demanding or pushy. Remember, while you’d like an update, the hiring manager doesn’t technically “owe” you anything, so it’s best not to act like they do.

It’s also critical to keep things brief. While you can certainly highlight a bit more of what you bring to the table, now isn’t the time to write a dissertation about your awesomeness.

In the end, be polite, be professional, be brief, and be reasonable. If you do all of that and nail the timing, you’re good to go.

How to Write a Follow-Up Email

While we’ve already touched on the basics of what goes into a follow-up email, a little bit of detail never hurt. Here’s a step-by-step how-to guide for writing a follow-up email after an interview.

Step-by-Step Guide for How to Write a Follow-Up Email After an Interview

1. subject line.

Yes, when you’re writing any email, your subject line matters. It lets the hiring manager know what the message is about, so it’s wise to keep things short, sweet, and ridiculously straightforward.

Now, it’s important to note that you have two options for your subject line. One option is to create a brand new one. Usually, something like “Following Up on [Job Title] Interview” will do the trick. It’s incredibly clear, so the hiring manager won’t have any doubts about the intention behind your email.

Second, you can reply directly to the last message you received from the hiring manager (or your last reply if you didn’t get a response). That keeps everything in the same chain.

2. Personal Greeting

While you might think that jumping straight into the body of your email is fine, it’s always better to start with a greeting. Now, this doesn’t mean you actually need to say, “Hello.” Instead, just make sure to have the hiring manager’s name on its own line at the top.

3. Request for an Update

One of the big keys to writing an effective follow-up email after an interview is getting to the point. Let the hiring manager know right away that you’d like an update about the position, adding a few crucial details – like the job title, department, and date of your interview – to make it clear which role you’re discussing.

4. Reaffirmation of Continued Interest

Whenever you follow up, it’s always a good idea to blatantly express your ongoing interest in the job. It reassures the hiring manager that you’re excited about the position and you’d welcome an offer, which does give them some peace of mind.

5. Sharing More Details

After that, you can highlight something about what you offer that makes you a great fit. Ideally, you want to tap on something that you may not have been able to fit in during the interview, giving them something new to consider.

Then, follow that up with an offer to provide more information if they need it.

6. Thank You

Every single time you speak with the hiring manager, showcasing your appreciation should be a goal. It makes you seem gracious about the opportunity, and that helps keep the tone positive.

7. Professional Sign-Off

When you sign off, choose a classic like “Best Regards,” “Sincerely,” or “Thank You.” Then, add your name and contact details. Done.

Follow-Up Email Mistakes to Avoid

As with most parts of the hiring process, missteps can seriously hurt your chances of landing a position, including mistakes in your follow-up email for a job. So, how do we avoid them? By knowing what they are and what to do instead.

With follow-up emails, one of the biggest faux pas is coming across as pushy, desperate, or demanding. This can happen if you send the message too soon, as it makes you seem impatient or if your tone is wrong.

In the end, you want to seem enthusiastic, but you always want to be calm and professional. If you focus on brevity and politeness, that gets a lot easier.

It’s also crucial not to accuse the hiring manager of not keeping a promise or disappointing you. Even if they gave you a timeline for a decision and that day came and went, you never want to throw that in the hiring manager’s face. Instead, it’s better to come from a place of understanding.

Demanding an explanation for a delay is also a bad idea. In the end, why the decision isn’t made yet is likely none of your business, and requesting an explanation can make you seem entitled or aggressive.

Otherwise, failing to say “thank you” is a big issue. Hiring managers want to know that you value the opportunity and their time, so expressing your appreciation is a must.

Follow-Up Email After Your Interview Examples

Now’s the moment you’ve been waiting for; it’s time for a fantastic follow-up email example (or three). You can use each one as a follow-up email template or simply as a source of information.

Every follow-up email example here uses a slightly different approach, though make sure to tap on each of the critical points. So, without further ado, here’s a look at some samples of how to create an interview follow-up email.

1. Simple Follow-Up Email

This follow-up email after a job interview is probably the most flexible option. You could use it if there’s been no response at all, as well as if there’s been a lull in the conversation, the decision date you were previously given has passed, or in many other situations.

Subject: [Job Title] Interview Follow-Up

Mr. John Doe:

I’m reaching out to touch base regarding the [Job Title] position with [Company Name] I interviewed for on [date of interview]. It seems like both an exceptional opportunity as well as an outstanding match for my skill set.

Based on my past experience managing [project, duty, or responsibility], where I was able to [accomplishment], I feel that I can bring a significant amount of value to the position. Additionally, I’m well equipped to help [Company Name] with [challenge they are facing], as I’m adept at [relevant skills].

If there is any additional information I can provide that can assist you with your hiring decision, I am happy to supply it. Thank you again for your time and consideration, and I am looking forward to any update you are able to provide at this time.

Best Regards,

[Your Name and Contact Information]

2. Follow-Up After Past Conversation About Next Steps

If there has been a previous discussion about next steps, and either the stated timeline has passed, or it’s been a reasonable amount of time after you’ve learned of them, then you may want to use a particular approach when reaching out. Here’s one option for requesting an update.

Subject: RE: [Past email chain subject line]

Mrs. Jane Doe:

I wanted to take a moment to follow up on the [Job Title] position I interviewed for on [date of interview], as well as our past conversations about the opportunity. The role seems like a great fit for my capabilities, particularly when it comes to [project, duty, or responsibility], as I have prior experience in that arena, as well as expertise in [related skills].

As you mentioned, [hiring process step] was underway, and it would be followed by [additional hiring step you were made aware of]. If there is any information you need from me to help complete the next steps you outlined previously, I am happy to provide it.

Please do not hesitate to reach out at any time, and I appreciate your time and consideration in this matter.

3. Follow-Up After Previous Discussion About Skills/Experience

If you’ve exchanged a few emails with the hiring manager about your skills or experience since the job interview, you may also want to use a modified approach. Here, the goal is to reignite the discussion while also learning more about the status.

Subject: Re: [Job Title] Interview – [Previous subject line from conversation]

Dr. John Doe:

I’m reaching out to follow up on my interview on [date of interview] for the [Job Title] position at [Company Name], as well as our previous conversation about my skills and experience.

I believe wholeheartedly that the role is a great fit for my skills, and I feel that I could provide [Company Name] with exceptional value. Along with the accomplishments I discussed previously, I also [new relevant achievement that you haven’t previously talked about in detail]. That experience allowed me to genuinely hone my [relevant skills] skills, as well as gain experience in [more skills or relevant duties].

Ultimately, I am genuinely excited to learn more about the role, as well as any next steps in the hiring process that may be on the horizon. If you have any additional questions about what I bring to the table, I am happy to discuss my capabilities further. Thank you again for your time, and I truly appreciate your consideration.

Putting It All Together

In the end, you should now have a solid idea of how to write a follow-up email after an interview. Use every tip and example above to your advantage. That way, when you reach out for an update, you can nail it.

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Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com.

His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others.

Learn more about The Interview Guys on our About Us page .

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Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com. His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others. Learn more about The Interview Guys on our About Us page .

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Case study request email templates

Case study request email templates

Case studies are a critical part of most B2B marketing strategies. They give you a chance to show your potential customers real-life examples of how your product was able to satisfy other customer’s needs, solve their problems, and ultimately help them achieve their business goals. Case studies go a long way in earning your prospects’ trust and validating that your product or service actually works. The following article outlines why case studies are an essential content marketing tool and provides helpful case study request email templates along with the basic case study interview questions to help you acquire case studies and success stories from your customers. With these resources and using case study templates , you can craft the perfect case study examples to get the most out of the customers’ experience.

Why use case studies in your marketing strategy?

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Email still remains one of the major customer service channels for a huge number of consumers. Check out our free customer service templates.

Personalization is crucial for the future of marketing. Tailored content and emails to specific segments can improve customer experience and loyalty. Backlinks and consistent design are also important for brand visibility.

The article discusses the importance of email in sales and marketing with a potential return on investment of up to 4400%. Ready-made email templates for different occasions like sales introduction, prospect follow-up, loyalty programs, and customer birthday offer emails are featured. Reminder email templates for trial expiration, renewing subscription, and overdue payments are also discussed. Survey email templates, including tips for gaining customer feedback, and examples of bad email practices with tips for writing effective business emails are included as well.

Learn how to effectively promote your customer portal with invitation emails. Examples and templates included for maximum impact. Promote, encourage, and inform clients about the benefits of joining your customer portal through visually appealing invitation emails.

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Interview highlights

How alabama's ruling that frozen embryos are 'children' could impact ivf.

Ailsa Chang

Headshot of Alejandra Marquez Janse.

Alejandra Marquez Janse

Justine Kenin headshot

Justine Kenin

case study interview email

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment. Sang Tan/AP hide caption

The decision stems from a case brought by three couples that had pursued in vitro fertilization treatment.

Frozen embryos are people and you can be held legally responsible if you destroy them, according to a ruling by the Alabama Supreme Court on Friday .

The decision could have wide-ranging implications for in vitro fertilization clinics and for hopeful parents.

All Things Considered host Ailsa Chang speaks to UC Davis Professor of Law Mary Ziegler, who breaks down the possible downstream legal implication for how IVF is performed.

Abortion pills that patients got via telehealth and the mail are safe, study finds

Shots - Health News

Abortion pills that patients got via telehealth and the mail are safe, study finds.

This interview has been lightly edited for length and clarity.

Interview high lights

Ailsa Chang: Before we get to the actual ruling, can you just briefly explain the situation that led to the lawsuit, which was eventually brought to the state supreme court in Alabama?

Mary Ziegler: Absolutely. There were three couples that had pursued in vitro fertilization treatment at a clinic in Mobile, Alabama. And at a point in 2020, a hospital patient — the hospital was operated by the same clinic — entered the place where frozen embryos were stored, handled some of the embryos, burned his hand, dropped the embryos and destroyed them. And this led to a lawsuit from the three couples. They had a variety of theories in the suit, one of which was that the state's "wrongful death of a minor" law treated those frozen embryos as children or persons. And the Alabama Supreme Court agreed with them in this Friday decision.

Alabama Supreme Court rules frozen embryos are 'children' under state law

Alabama Supreme Court rules frozen embryos are 'children' under state law

Chang: It's worth noting that this lawsuit, it was a wrongful death lawsuit, meaning it was brought by couples who are mourning the accidental destruction of the embryos and wanting to hold someone responsible for that destruction. That said, what do you see as the wider-ranging or perhaps unintended consequences for IVF clinics in Alabama?

Ziegler: Well, if embryos are persons under this ruling, that could have pretty profound downstream complications for how IVF is performed. So, in IVF, generally more embryos are created than are implanted — they're stored, sometimes they're donated or destroyed, depending on the wishes of the people pursuing IVF. If an embryo is a person, it's obviously not clear that it's permissible to donate that embryo for research, or to destroy it. It may not even be possible to create embryos you don't implant in a particular IVF cycle.

So in other words, some anti-abortion groups argue that if an embryo was a person, every single embryo created has to be implanted, either in that person who's pursuing IVF, or some other person who "adopts the embryo." So as a result of that, it may radically change how IVF works, how cost effective it is, and how effective it is in allowing people to achieve their dream of parenthood.

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

'Something needs to change.' Woman denied abortion in South Carolina challenges ban

Chang: Can you offer some examples, some expectations that you think we might see in how IVF providers in Alabama might change the way they operate?

Ziegler: Well, if Alabama IVF providers feel obligated to implant every embryo they create, that's likely to both reduce the chances that any IVF cycle will be successful. It also might make it a lot more expensive. IVF is already very expensive. I think the average being between about $15,000 and $20,000 per IVF cycle. Many patients don't succeed with IVF after one cycle. But if you were not allowed to create more than one embryo per cycle, that's likely to make IVF even more financially out of reach for people who don't have insurance coverage, and who struggle to pay that hefty price tag.

Chang: And what is the likelihood of this case heading to the U.S. Supreme Court?

Ziegler: It's pretty low, because of the way the Alabama Supreme Court framed its decision. It grounded very firmly in Alabama state constitutional law. And so I think this is the kind of ruling that could eventually have some reverberation at the U.S. Supreme Court, but it's very unlikely to be appealed directly to the U.S. Supreme Court.

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Bayer makes a deal on popular contraceptive with Mark Cuban's online pharmacy

Chang: If the ruling in this case was very much confined to Alabama state law, as you describe, what are the wider implications of this ruling for people who don't live in Alabama? What do you see?

Ziegler: I think there's been a broader strategy — the sort of next Roe v. Wade , if you will — for the anti-abortion movement. It is a recognition that a fetus or embryo is a person for all purposes, particularly for the purposes of the federal constitution. And while this isn't a case about the federal constitution, I think you'll see the anti-abortion movement making a gradual case that the more state courts — the more state laws — recognize a fetus or embryo as a person for different circumstances and reasons, the more compelling they can say is the case for fetal personhood under the constitution. The more compelling is their argument that a fetus is a rights holder and that liberal abortion laws or state abortion rights are impermissible.

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At Harvard, Some Wonder What It Will Take to Stop the Spiral

At a summit of university presidents, the talk was about Harvard and its plummeting reputation.

The Widener Memorial Library in Harvard Yard, with its wide entrance.

By Anemona Hartocollis

When 70 university presidents gathered for a summit at the end of January, the topic on everyone’s mind was the crisis at Harvard.

The hosts of the summit treated the university, battered by accusations of coddling antisemitism, as a business-school case study on leadership in higher education, complete with a slide presentation on its plummeting reputation.

The killer slide: “Boeing & Tesla Have Similar Levels of Negative Buzz as Harvard.”

In other words, Harvard, a centuries-old symbol of academic excellence, was generating as much negative attention as an airplane manufacturer that had a door panel drop from the sky and a car company with a mercurial chief executive and multiple recalls.

Jeffrey Sonnenfeld, a professor at Yale’s School of Management, organized the summit. “Despite near 400 years of history, the value of brand equity is nowhere near as permanent as Harvard trustees think it is,” he said in an interview. “There used to be a term in the industry of something being the Cadillac of the industry. Well, Cadillac itself is, you know, sadly not the Cadillac of the industry anymore.”

Many of the presidents attending the summit saw the erosion of Harvard’s brand as a problem not only for the school, but also by extension for the entire enterprise of higher education. If Harvard could not protect itself, then what about every other institution? Could Harvard’s leadership find an effective response?

There was a hint of a more assertive approach by Harvard on Monday, when the university announced that it was investigating “deeply offensive antisemitic tropes” posted on social media by pro-Palestinian student and faculty groups. The groups had posted or reposted material containing an old cartoon of a puppeteer, his hand marked by a dollar sign inside a Star of David, lynching Muhammad Ali and Gamal Abdel Nasser.

Harvard took the action at a time when the House Committee on Education and the Workforce has begun to scrutinize its record on antisemitism. On Friday, the committee issued subpoenas to Harvard’s interim president, the head of the school’s governing board and its investment manager, in a wide-ranging hunt for documents relating to the university’s handling of campus antisemitism claims. The threat of the subpoenas led PEN America, a writers’ group that defends academic freedom, to warn against a fishing expedition.

There is also a lawsuit against Harvard, calling the university “a bastion of rampant anti-Jewish hatred and harassment,” as well as federal investigations into charges that the university ignored both antisemitism and Islamophobia on campus.

Corporate executives and major donors, including the hedge fund executive Ken Griffin , have threatened to withhold money and to refrain from hiring Harvard students who defended atrocities committed by Hamas in attacking Israel on Oct. 7. Right-wing media outlets and anonymous researchers continue to make plagiarism claims against university officials, as part of an attack on diversity, equity and inclusion programs.

There is already evidence of reputational damage: a 17 percent drop in the number of students applying to Harvard for early admission decisions this year. Other Ivy League schools saw increases.

The attacks “have obviously unsettled Harvard, in terms of its highest leadership,” said Randall Kennedy, a Harvard law professor. “They have undermined morale. It has been a very effective attack.”

Inside Harvard, faculty members and students are looking for some signal from university officials, including the main governing board, the Harvard Corporation, about its future direction.

In an interview last week with Harvard magazine, Alan Garber, the university’s interim president, outlined some efforts to relieve the tension by enforcing rules against disruptive demonstrations and offering a series of events meant to encourage dialogue rather than conflict among students and faculty members.

Those are good moves, said Dara Horn, a novelist who served last year on a committee to advise Harvard’s president on how to combat antisemitism. She had observed that many students did not engage with people they disagreed with, and did not know how.

“That attitude is the end of education,” said Dr. Horn, who has published an article about her experience at Harvard in The Atlantic. “To me, that’s sort of like the baseline thing.”

Alex Bernat, a Harvard junior and board member of Chabad, a Jewish student group, said on Tuesday that the university’s swift response to the antisemitic posts this week was a good sign. But he worried that some members of a pro-Palestinian faculty group that reposted the antisemitic material had power over Jewish and Israeli students’ academic careers.

The groups that had posted the material removed it on Monday and said their apparent endorsement of antisemitic imagery was inadvertent.

Even so, the Harvard Corporation has been relatively quiet, other than to confirm that its leader, Penny Pritzker, a philanthropist and former Obama administration official, would stay on and conduct a new presidential search, just as she led the one that chose the previous president, Claudine Gay.

The Corporation has drawn criticism for its selection and support of Dr. Gay, who resigned on Jan. 2 after an uproar over her testimony to Congress that calling for the genocide of Jews was not necessarily a violation of Harvard’s code of conduct, depending on the context.

The Corporation has been faulted for not acting more quickly to address the matter, “letting the university twist in the wind,” as Steven Pinker, an outspoken psychology professor, put it in an interview. (He was quick to note that he had not called for Dr. Gay’s ouster.)

Among some members of the faculty, though, there is a sense that the university may go too far in appeasing its critics.

At the December congressional hearing that doomed Dr. Gay, Virginia Foxx, a North Carolina Republican, singled out a class at Harvard, “Race and Racism in the Making of the United States as a Global Power,” as an example of “ideology at work.”

The teacher of that class, Khalil Gibran Muhammad, said the charge was “absurd,” and that the class includes readings on the history of antisemitism in the United States. He said he was concerned that new conduct rules adopted in September, prohibiting discrimination by “political beliefs,” would lead students to complain if, like Dr. Foxx, they objected to the content of his classes.

“Prominent Black folks at this university do have reasons to worry” that their credentials will be questioned, he said.

In the fraught atmosphere, good intentions have sometimes led to problems.

Harvard’s decision to create task forces on antisemitism and Islamophobia on campus — usually the most anodyne of institutional responses — ran into trouble in late January, after Derek Penslar, a prominent scholar of Jewish studies, was tapped to co-chair the antisemitism task force.

Critics objected to his appointment, citing an open letter signed by Dr. Penslar and other academics and published before the Oct. 7 attacks, accusing Israel of being “a regime of apartheid.” The critics scoffed at his remarks, quoted in the Jewish press, saying that the degree of antisemitism at Harvard had been exaggerated.

Harvard’s failure to anticipate the skeptical response to Dr. Penslar’s appointment points to a leadership that is too insular, according to David Wolpe, a prominent rabbi and visiting scholar at Harvard’s divinity school.

“There’s an inability of the university to see how it would be seen, and there’s a maladroitness that is dispiriting to many of the Jewish students and faculty and staff,” Rabbi Wolpe said.

Dr. Penslar, who remains co-chair of the task force, declined to comment for this article. His supporters bristled at what they saw as facile criticism of a respected scholar.

“For him to be vetoed, from the outside, for expressing his views — particularly given that they’re pretty mainstream views — is just a terrible, terrible precedent,” said Steven Levitsky, a professor of Latin American studies and government at Harvard. Contrary to the public portrayal, Dr. Penslar is “a self-avowed Zionist,” Dr. Levitsky said.

Some alumni are trying to shake things up. Several independent candidates mounted a campaign for seats on Harvard’s Board of Overseers, the university’s second governing body. The candidates failed to gather enough petition signatures to get on the ballot, but have vowed to keep pushing.

One of those candidates, Sam Lessin, a 2005 Harvard graduate and venture capitalist, said the election process itself exposed the issues with leadership.

Harvard’s governance system is “almost like a peacetime organization,” not suited to navigating troubled waters, he said. Candidates for the Board of Overseers are normally nominated through the alumni association, and the position is often perceived as “a glorified reward for being a booster.”

Some faculty members are also organizing. About 170 Harvard professors have joined a council on academic freedom, co-founded last spring by Dr. Pinker, to counter what he describes as “an intellectual monoculture.”

Dr. Pinker believes that if Harvard had adopted a policy of institutional neutrality and refrained from taking stands on vexing issues of the day, some of the agony of recent months might have been avoided.

“Universities should get out of the habit of giving mini-sermons every time there’s an event in the news,” he said.

Dr. Pinker has made a puckish hobby of collecting headlines and cartoons that make fun of Harvard’s reputational troubles. A bumper sticker in his collection says, “My son didn’t go to Harvard.”

For all that, though, Harvard “still has the brand, it has the legacy,” Dr. Pinker said. “Whether it’ll get back on track, I don’t know. I suspect it will.”

Stephanie Saul contributed reporting. Sheelagh McNeill contributed research.

Anemona Hartocollis is a national reporter for The Times, covering higher education. More about Anemona Hartocollis

Does Marriage Really Bring People Happiness? A Discussion

black and white image of one hand placing a wedding ring on another hand

B rad Wilcox is the director of National Marriage Project and a professor of sociology at the University of Virginia. In his new book, Get Married: Why Americans Must Defy the Elites, Forge Strong Families, and Save Civilization , he makes the case that the decline of marriage, the rate of which has dropped 60% over the past 50 years, has brought with it a decline of happiness and prosperity. He criticizes "liberal elites" for encouraging alternatives to marriage while themselves being married and coming from married parents. In an interview with TIME, he explains why he thinks marriage is better for people and for society, how Medicaid and education spending are making marriage harder, and why we should swap electric-car subsidies for more child tax credits.

You write in your book that many of the biggest problems across America are rooted in the collapse of marriage and family life. What do you mean by that?

Today in America the Jeffersonian vision of life, liberty, and the pursuit of happiness is in trouble. When it comes to life, what we're seeing is that scores of especially men are turning to drink, to pills, or the barrel of a gun, and record numbers are dying in what’s been called deaths of despair . When it comes to liberty, a lot of Americans understand that in terms of the ability to rise from rags to riches, and there are too many places in America where poor kids remain poor as adults. And when it comes to happiness, we've been seeing in both Gallup polls and the General Social Survey that happiness is down.

Read More: Why Are So Many Notable Celebrity Couples Breaking Up?

Hasn’t a lot else been happening in the U.S. that might contribute to higher levels of unhappiness?

You might think that this is about economic inequality, failing schools, race, or the current or potential future occupant of the White House. But when you look at the research, one of the most important factors is marriage or family structure. When we look at deaths of despair, for instance, what we see is that the impact of marriage on deaths of despair is more important than college, age, or racial factors. And new research from the University of Chicago economist Sam Peltzman tells us that “the recent decline in the married share of adults can explain (statistically) most of the recent decline in overall happiness.”

Isn’t it also possible that people who are less socially anxious are more likely to get married and people who are less socially anxious are also less likely to commit suicide?

There’s no question in my mind that part of the story is a selection effect where the kinds of people today who are getting married are more educated, more socially skilled, more religious, and these are all factors that are linked to greater happiness. But I think what the critics are not acknowledging is that marriage gives people access to a co-pilot who gives you typically a sense of support, is in your corner when times are tough, and is someone to love and care for. Economists find a causal effect on happiness at all stages of marriage.

The book offers data that suggests children from their biological parents in an intact marriage are less likely to be impoverished, in prison, or unemployed. Might that not be because, as you say, people who are wealthier are more likely to get married?

A big part of the story here is about marriage and men. And it is true that the kinds of men who are more educated and more stably employed are also more likely to get married. So there's a way in which money shapes who gets married. But we also see in the research that men enjoy a premium from marriage, even controlling for their background characteristics. A study in Minnesota found that a married twin earned about 26% more than his identical twin who was not married. That’s evidence that there's something about marriage per se that has demonstrable effects on things like money and happiness.

Read More: You're Fighting With Your Partner All Wrong

An alternative theory is that the things that are keeping Americans from marrying—the rise of social media and of an economy that favors the highly educated, for example—are also the things that are causing the unhappiness.

It’s certainly possible. The rise of smartphones since around 2010 is having a particularly independent negative effect on the psychological fortunes of American teenagers and young adults , especially young women. It also has probably contributed to less dating and less marriage. But again, if you think that we are social animals, and that we're hardwired to connect, then the lack of this fundamental human connection between spouses is a major factor here as well.

Does it have to be marriage? Could pair-bonding in the form of living together have a similar effect on people’s futures, as it seems to in Europe?

I think the pair-bonding piece is fundamental. But in the U.S. the quality of relationships, as assessed by couples, is a bit higher for married couples than it is for cohabiting couples . Commitment levels are markedly different between married and cohabiting couples, and the understanding of where you are in the relationship is much clearer in marriage than it is in cohabiting couples. Culture matters, and having ceremonies and customs and laws governing our relationships is helpful. Cohabiting couples just don't have as much of that common culture to guide and orient their relationships.

Some of your book deals with government policies that you believe are marriage-unfriendly. Why would Medicaid, which protects the health of children, be bad for marriage?

When it comes to the marriage penalties that we see in America today, what we are seeing is that with programs like Medicaid, for instance, it's often the case that particularly working-class families, couples with kids who are kind of in that second [socioeconomic] quintile, are more likely to experience penalties if they marry. Couples have a dilemma where they've got to pick between having a higher material standard of living or marriage. The loss of [means-tested] benefits, particularly Medicaid, [if they marry] has been a central issue for them.

Read More: Why Don't More Women Propose?

Would you suggest a basic level of health care for anybody, regardless of their marital status?

I have concerns about expanding the scope of public spending in the direction of Sweden, so I'm in favor of having more of a means-tested approach to serving working-class and poor American families.

How is it family-unfriendly to spend more on education?

The point I'm making in the book is that we direct too much of our public spending to higher education. There could be efficiencies gained by devoting more of that money and attention to things like vocational education, both in community colleges and in high schools, to beef up our capacity to serve young adults, particularly young men, who would benefit from learning a trade or some kind of skill that would push them into a middle-skilled job that would help their professional and marital prospects.

What about government-funded childcare centers? How are they family-unfriendly?

We should allow families to best determine what's good for themselves and for their own children. More educated elites tend to prefer paid childcare, and working-class and poor Americans are more likely to prefer family care. Government-supported childcare privileges the two-earner model of family life over a more pluralistic approach to supporting families, and how we determine who gets to care for their kids. I'm in favor of a generous child tax credit that would give families the ability to use that money on those resources to figure out how best to care for their kids.

You raise a number of examples in your book of the media pushing an anti-marriage narrative, but there are pro-marriage shows, such as Love Is Blind , Married at First Sight , and The Bachelor , everywhere on TV. Isn't marriage actually lauded as an ideal?

Stories that say that women who stay single and don't have kids are getting richer and talking about how married heterosexual motherhood in America is a game no one wins are missing the fact that, on average and in general, marriage and motherhood are linked to more happiness for women. And that marriage is linked to markedly more income and wealth for women. There is something about what's happening in the elite culture that is not particularly marriage-friendly. I looked at differences in attitudes towards marriage and children by education and ideology and found that only 30% of liberal college-educated Americans agreed that "children are better off if they have two married parents," compared to 90% of conservative college-educated Americans. There is unfortunately a dynamic playing out where liberal college-educated Americans, who tend to dominate the heights of our culture, have bought into what I call the "family diversity myth," which makes them more skeptical of this idea that marriage matters.

Read More: How Americans Really Feel About Consensual Non-Monogamy

One of the interesting data points you raise is that the rate of children born to unmarried couples has leveled off since 2009. Why?

Childbearing is down across the board, in part because women have better educational and professional opportunities so they're more likely to postpone or forego childbearing, and in part because of technology, the rise of what I call electronic opiates—smartphones and other social media—are impeding dating and family formation. There's also a possibility that the generation that was raised after a welfare reform in 1996 became more cautious about having kids out of wedlock, because they were thinking there would not be as much economic support. I also think we are seeing more difficulty between women and men getting together in part because a lot of working-class and poor young men are seeing their sort of fortunes fall in terms of things like stable work.

To what do you attribute the rise of men, such as Andrew Tate, who advise against marriage? Is it a real thing or just a thing on the Internet?

This view is derived in part from the view that most marriages end in divorce, and so a man would have to be kind of stupid to put a ring on it. Tate would kind of prefer that men stay single, make lots of money, play with their toys, and use but not invest in the opposite sex. I do think it unfortunately does speak to a minority of men, especially younger men who are experiencing difficulty finding someone to date, and also finding an ideological divide between themselves and the opposite sex, and men who are divorced unwillingly. And then, because men are floundering when it comes to school and work in larger numbers, it can cultivate a certain kind of misogyny. What they're getting wrong is that today most marriages go the distance and that the divorce rates are no longer one in two, and that men who get and stay married are markedly happier, less lonely, and more prosperous than their peers who are not.

So you hold the position that marriage is good for people, and marriage is good for society. Do you also hold the position therefore that same-sex people should be allowed to get married?

I haven't weighed in on that. What I do in the book is mention that less than 1% of married parents are same sex.

I'm aware of the figure, but I'm interested in your view.

It’s important to wait to get some evidence. One of the surprising things about the same-sex-marriage story is that the take-up has, in terms of family life, not been as high as we might have expected. I think the jury's still out on how that's going to play out.

Your book says religious couples have more sex. Why do you think that is?

My colleague Wendy Wang and I did a YouGov survey, and we found that about two-thirds of churchgoing couples have sex at least once a week, and that less than half of more secular couples have sex once a week. I know of research saying that religious couples are happier in general and are happier with their sex lives in particular, but I wasn't expecting to see such a big gap when it comes to sexual frequency. It looks like the pattern is replicated in the 2022 General Social Survey. My hypothesis is that religious couples tend to enjoy more commitment, more trust, more emotional security, that even praying together fosters a unique kind of intimacy. But we don't know precisely what's going on here.

You, a conservative, propose raising the child tax credit to $350 a month. Do you have ideas on how to pay for that?

There are pieces in the federal budget that could be tweaked or removed. We have very generous credits for electric cars, and I would support removing that and allocating that money to the child-tax-credits budget. That particular credit tends to go to richer Americans. I think we could direct that money more to American families.

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  • Open access
  • Published: 23 February 2024

Views of German mental health professionals on the use of digital mental health interventions for eating disorders: a qualitative interview study

  • Gwendolyn Mayer 1 ,
  • Diana Lemmer 2 ,
  • Ina Michelsen 1 ,
  • Pauline Schrader 2 ,
  • Hans-Christoph Friederich 1 , 3 &
  • Stephanie Bauer 2 , 3  

Journal of Eating Disorders volume  12 , Article number:  32 ( 2024 ) Cite this article

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Introduction

Digital mental health interventions (DMHIs) are getting increasingly important for mental health care. In the case of eating disorders (EDs), DMHIs are still in early stages. Few studies so far investigated the views of mental health professionals for EDs on the integration of DMHIs in routine care.

To gain insights into the experiences, perspectives, and expectations of mental health professionals for EDs regarding DMHIs and to identify requirements for the future integration of DMHIs into routine care.

Semi-structured qualitative telephone interviews with 24 German mental health professionals treating patients with EDs were conducted. A content analysis following a deductive-inductive approach asked for experiences, advantages and chances, disadvantages and boundaries, desired functions and properties, target groups, and general conditions and requirements for DMHIs for patients with EDs.

Only few professionals reported experiences with DMHIs besides video-based psychotherapy during the pandemic. From the therapists’ point of view, DMHIs have the potential to deliver low-threshold access for patients with EDs. Useful functionalities were seen in digital meal records, skills training, and psychoeducation. However, a stable therapeutic alliance was reported as an important prerequisite for the successful integration into care. Therapists expressed concerns in case of severe anorexia nervosa or suicidality. The participants felt to be informed inadequately on recent developments and on the evidence base of DMHIs.

Conclusions

Mental health professionals for EDs show positive attitudes towards DMHIs, however many barriers to the integration in routine care were observed. The highest potential was seen for the use of DMHIs in addition to outpatient care and in aftercare. Specific requirements for DMHIs are related to different areas of the healthcare spectrum and for the different symptom profiles in anorexia nervosa, bulimia nervosa and binge eating disorder. Targeted DMHIs are needed and appropriate especially for concepts of blended care.

Plain English Summary

Digital mental health interventions are therapeutic services for people with a mental disorder that can be delivered on electronic devices. They are getting increasingly important, as many patients have to wait long for a therapy. In eating disorders these interventions are still in early stages. Twenty-four telephone interviews were held with German professionals treating adolescent and adult patients with eating disorders. The aim was to understand their experiences, perspectives, and expectations regarding digital mental health interventions and to find out what is needed to integrate them into care in the future. In general, the interview partners showed positive attitudes towards these interventions. However, only few reported experiences and many obstacles were observed. The highest potential was seen for the use in addition to care outside the hospital setting and after treatment has ended. However, in case of a severe eating disorder, such as anorexia, or self-harm and suicidality, they were against the use of digital interventions. A stable personal relationship to their patients was seen as particularly important before recommending a digital intervention. Finally, the interview partners felt not informed in a sufficient way on the scientific basis and regulations regarding digital mental health interventions.

Eating disorders (EDs) cover a number of serious mental disorders in their three main forms: anorexia nervosa (AN), bulimia nervosa (BN), and binge eating disorder (BED). Their lifetime prevalence in Western countries is estimated to be 1.9% for any ED in both sexes and up to 2.6% for women [ 1 ]. Patients suffering from an ED have a substantially reduced quality of life due to a high disease burden, a chronic disease progression, mental and physical comorbidities, and an increased mortality rate [ 2 ]. Typically, EDs show an age of onset in early adolescence with a peak incidence period of 13–18 years [ 3 ]. However, an increasing number of children are also affected and often remain untreated [ 4 ]. There is still a huge gap between treatment needs and the timely provision of support due to a lack of therapists on the one hand and patient-related factors on the other. Many patients still face stigma and shame, or fail to see the severity of their illness [ 5 ]. A recent analysis of secondary data from Germany has shown that only a quarter of those affected by an ED receive outpatient psychotherapy [ 6 ].

Electronic devices get increasingly important for the delivery of support. Especially during the pandemic, a substantial share of patients with an ED received psychotherapy with the help of a video-based software [ 7 ]. But even apart from contact restrictions during the pandemic, so-called digital mental-health interventions (DMHIs), also known as e-health, internet-based, web-based, or online interventions, got more and more present as an emerging field of innovative delivery of mental healthcare. They can include many components, such as mood tracking or cognitive tasks and may be delivered on different devices, such as mobile phones, tablets, or computers. An increasing offer of DMHIs for the most common disorders, such as depression and anxiety, is available in app stores with lacking scientific evidence [ 8 , 9 ]. However, growing evidence has been shown in randomized controlled designs of DMHIs that follow a guided cognitive behavioral therapy format, i.e. offer therapeutic support [ 10 , 11 ].

Still, the evidence regarding DMHIs for EDs remains limited. A review of Ahmadiankalati et al. [ 12 ] identified 12 RCTs with a variety of interventions with and without therapist support. Linardon et al. [ 13 ] reviewed 36 RCTs on DMHIs for EDs, but only 8 of them targeted treatment. Both reviews concluded that the studies suffer from low quality so far, high drop-out rates, and inconsistent intervention acceptability. Yet, there is a growing number of smartphone apps in app stores related to EDs. Two recent reviews investigated the types and therapeutic components of apps available in the marketplace. First, Wasil et al. selected 28 apps and found some elements of empirically supported treatments such as self-assessments, cognitive restructuring, and activity scheduling. However, only four apps were used frequently, and the authors recommend clinicians to get familiar with these interventions as patients might have had experiences with them [ 14 ]. Additionally, another study team found 65 apps in 2021, and only seven percent of them had been scientifically evaluated. Again, most of the literature focused on a small number of apps [ 15 ].

Specifically, adolescents show a high vulnerability for EDs, which has even increased during the pandemic [ 16 ]. There is only a limited number of studies investigating the effectiveness of DMHIs for the age group until 18, a review on 4 studies showed a decrease in ED symptomatology [ 17 ]. A more recent scoping review with a broader age group as target participants (10–25) assessed 49 studies that showed moderate to large effects in symptom reduction for video-based psychotherapy, but inconsistent results for internet self-help programs and no effects for mobile applications [ 18 ]. Only few studies investigated the use of mobile applications, that were perceived as acceptable but lacking privacy and features of personalization. Small to moderate effects were observed for mobile apps, if they were used within a hybrid format adjunctive to an ongoing face-to-face therapy [ 18 ].

An important prerequisite for the effective use of DMHIs is their acceptance. Individuals in Australia, the U.S. and the United Kingdom with self-reported symptoms but no diagnosis have been found to be more positive about internet-delivered or mobile interventions than individuals who have been diagnosed with an eating disorder [ 19 ]. To improve patients’ access to DMHIs, clinicians have been identified as potential gatekeepers. This shows the importance of understanding concerns that they may raise and obstacles that they may see. Main issues identified in the past related to financial and regulatory questions, such as reimbursement, credentialing and liability [ 20 ]. In Germany, the recently launched digital healthcare act provided legal regulations for the clinical use of certified digital interventions [ 21 ]. A previous study of the first author few months before the launch of this act has shown that medical experts in Germany had only little knowledge of DMHIs [ 22 ]. Another German study team found that even two years after the new legislation, the uptake and usage of these interventions are still slow and healthcare providers are reluctant to prescribe DMHIs [ 23 ].

To date, little is known about the views of clinical experts for EDs on the application of DMHIs. Only one study so far has put a focus on the perspectives of German stakeholders regarding online interventions for EDs [ 24 ]. In this study, stakeholders were defined as either potential users (patients and caregivers), decision-makers (e.g. health authorities), or facilitators (mental health care professionals, including social workers and nurses). The third group took part in an online survey. The results showed that only 14.6% of the professionals had personal experiences with DMHIs for EDs, less than half had at least looked into such an application, and nearly 30% had never heard of them. However, in-depth insights on the risks and implementation barriers of DMHIs for EDs as expressed by mental health professionals are missing so far, and insights on expectations and potential advantages for ED healthcare are scarce.

This study aims to understand the experiences, perspectives, and expectations of mental health professionals for EDs regarding DMHIs. To what extent do they already use DMHIs in their treatment? Which advantages and chances do they see in their usage? What disadvantages and risks do they perceive? A final focus will be put on specific requirements for the potential integration of digital applications into routine care.

This study used a qualitative research design to investigate the experiences, perspectives, and expectations of mental health professionals for EDs towards DMHIs. Ethical approval was obtained by the Ethics Commission of the Medical Faculty at University of Heidelberg (S-178/2022).

Recruitment and procedures

We invited clinical experts for EDs throughout Germany from inpatient clinics, outpatient clinics, and private practices to take part in a 30–60-min semi-structured telephone interview. Invitations were sent out via e-mail to practitioners with an expertise in the field of EDs. Potential participants were identified both conveniently (i.e. contacts of the authors who fit into the inclusion criteria) and purposively through an internet search process. All participants received written information on the aims and procedures of the study. Informed consent was given electronically and confirmed on the telephone prior to the interviews. The interview guide included questions about previous experience with digital services or programs, advantages and disadvantages, framework conditions and prerequisites, as well as expectations towards an ideal DMHI for EDs. At the beginning of the interviews we explained what kinds of technology might be included in the term DMHI and provided a list with non-exhaustive examples (e.g. online counseling by email or chat; video conferencing; mobile apps; fitness bracelets; online programs; virtual reality). The two interview guides for clinicians in the treatment of children/adolescents and adults are included in Additional files 1 and 2 . Participants received gift vouchers worth 100 Euros for their participation in the qualitative interviews and a subsequent quantitative study. Interviews were conducted between April and July 2022 at the Center for Psychotherapy Research, Heidelberg after interviewer trainings.

Sample description

A total of 24 mental health professionals were included in the study. The age of the participants ranged from 26 to 58 years ( M  = 41.96, SD  = 9.92). Further demographic details are shown in Table  1 .

Data analysis

The duration of the interviews was between 35 and 60 min ( M  = 50′, SD  = 07′). The audio recordings were transcribed verbatim and analyzed by two coders, who were both trained psychologists (GM, DL). The analysis was carried out in MAXQDA [ 25 ].

The analysis followed the rationale of a deductive-inductive content analysis, which combines best practices from two coding techniques [ 26 ] and has as well been indicated as an abductive or complementary approach [ 27 ]. The majority of codes were generated from the material, which refers to inductive coding [ 28 ]. However, some questions directly asked for certain aspects, such as "advantages" or "risks". In these cases, the codes were assigned according to the interview guide. After creating initial codes, all codes were compared and assigned to a coding structure of main codes and subcodes. The two coders, who were both trained psychologists, compared their results in several iterations, refined the coding structure, and agreed on a joint definition in an iterative process. As soon as all codes and subcodes covered the meaning of the data, the decision was made on thematic saturation.

Due to the complexity of the topic, single expressions of the interview partners could be coded with multiple codes and subcodes. By this, nine main codes and subcodes with two levels were assigned to statements of the interview partners (Table  2 ). In the results section details of the codes 4–9 are elaborated. All main codes including the three others, all subcodes, and examples for supporting quotes are provided in Additional file 3 .

Experiences with DMHIs

Even though all participants reported to have some experience with DMHIs, the interviews showed that these referred in most cases to video-based systems during or after the pandemic. Especially therapists for children and adolescents appreciated the opportunity to have a cost-effective way to get in touch with parents in remote areas. Therapists for adults also assessed their experiences as beneficial. However, many interview partners expressed that video-based psychotherapy will never replace a face-to-face therapy. Negative experiences related to patients with a high disease burden and potential suicidality:

‘ …and with the video-based system, I've also had patients who really had a suicidal crisis, who started hurting themselves again, and I would have preferred it if we could have discussed this face-to-face and not through a video-based format ’ (psychological psychotherapist, adult patients, inpatient care, female, 26 years)

Very few professionals reported experiences with specialized DMHIs for EDs. Some of those knew the smartphone application “Recovery Record” [ 29 ] , others mentioned experiences with digital meal records without naming the original title of the app. The experiences with this functionality was perceived as a useful treatment adjunction, as expressed by a therapist for adult patients:

‘ Well, I think I have a pretty good therapeutic relationship with most of the patients. But of course, I've already noticed, like now with this one patient, who is now continuing the meal log, the impression that it gives a lot of security and tends to strengthen the relationship. Yes, now over these eight weeks that she is now inpatient somewhere else ’ (medical doctor, inpatient care and day-care, adult patients, female, 37 years).

Other positive experiences referred to apps providing relaxation or awareness trainings. Skills trainings and psychoeducation were mainly used for patients with obesity. Some participants talked about participating in current studies and made positive statements, e.g. regarding the use of virtual reality for confrontation exercises or training units focusing at the body image.

Advantages and chances

Advantages of DMHIs were categorized in those for patients and those for healthcare provision. Additionally, a few advantages for relatives were mentioned. As a direct advantage for patients, many participants appreciated DMHIs to be an easily accessible, low-threshold way for patients from remote areas or without medical treatment to a first contact with mental healthcare services. Moreover, as many patients feel shame or experience fear of stigma, a DMHI might be a first step for them to access support or ED-related healthcare. In this context, psychoeducation provided in a digital form was seen as beneficial.

Mental health professionals for EDs for children and adolescents observed that many young people spend a lot of time with their mobile devices anyway and could be met by DMHIs where they already are, i.e. in the digital space. Therefore, DMHIs were seen to be close to daily life.

Another aspect mentioned by the participants was that DMHIs might increase treatment adherence, if it targets the individual needs of a patient. This was expressed by a therapist for adults who said:

‘ I could imagine that this aspect of being taken seriously, that this could actually benefit from digital interventions, because what actually happens from time to time, especially when the patients are not very young, when you give them a worksheet or something that sometimes makes them feel like they are in school. So now there is homework, so to say, and I could imagine if you had such an interactive digital tool, and they could do that explained and so that could be a bit catchier. ’ (psychological psychotherapist, outpatient care, adult patients, female, 31 years)

However, other advantages were seen in quality improvements of healthcare by the delivery of DMHIs. As EDs in general are not easy to treat, and some patients do not benefit from psychotherapy, DMHIs could enhance treatment. Beyond that, many patients are in urgent need for psychotherapy but still need to wait several months for treatment. Evidence-based DMHIs for the treatment of EDs would help to reduce this gap:

‘ In general, I would say, first of all that it offers the opportunity to provide much, i.e. better, care. We are now seeing in the aftermath or even during the pandemic that the need has increased enormously, the patients are also significantly sicker, and we cannot respond with a corresponding offer, or even on the contrary, due to illnesses of colleagues and also pandemic-related challenges for the clinics, sometimes the space available is even less, even smaller. And of course, there the use of digital media is a great help in reaching the patients. ’ (Psychological psychotherapist, inpatient care, adolescent patients, female, 41 years)

Disadvantages and boundaries

All participants were aware of risks and limitations of DMHIs for EDs that were grouped as disadvantages for patients and those for healthcare provision. Disadvantages for patients related to issues of data security, lacking personalization, or the fact that DMHIs might not be an adequate and sufficient help. In some cases, the participants even perceived a danger that the disorder itself might worsen.

‘ I would be concerned that it would be too much about, … and then turning in an unhealthy direction, like 'how many calories do I burn' and 'how much do I move' and 'how much do I weigh' . So that's it. Yes, it's also painful for many patients, if it's just about that, I wouldn't expect that from the app, but I don't think that would be good if it's just about weight .’ (psychiatrist for children & adolescents, inpatient care, adolescent patients, female, 38 years)

A major threat for the quality of treatment was seen in the potential impairment of the therapeutic alliance that might occur with DMHIs. On the one hand, concerns were raised that patients might use the DMHI as an insufficient replacement for a face-to-face psychotherapy due to its convenience and comparatively low effort. On the other hand, the physical presence in treatment was seen as a prerequisite for change during therapy. One therapist saw this as crucial for the treatment of patients with AN:

‘ … regular weighing is not something that we completely outsource to the paediatricians, but we weigh them here as well, because weighing is also important for exposure, so that they learn to bear the higher number on the scale. And I think that's something that works better when you're close to it. ’ (Psychological psychotherapist, outpatient care, adult and adolescent patients, female, 47 years)

Furthermore, participants saw the risk that in case of a suicidal crisis or self-harm, the clinician in charge might be informed too late to intervene in time. Even in video-based therapy, this was seen as a major risk, since only parts of the patient are visible for the therapist, not the whole body. Nonverbal communication was regarded as an important element to assess the health status of the patient.

Desired functions and properties

When asked for an ideal DMHI for their patients, all participants expressed their ideas and wishes. These desired functions and properties were grouped into those related to the design of the DMHI, the respective medium (e.g. app, pc), technical functionalities and to the therapeutic content.

The majority of properties wished by the participants aimed at functionalities for mobile applications rather than other devices. In the first line the participants talked about mobile apps for symptom and treatment monitoring. Depending on the respective diagnosis this could be a mood tracking functionality or a meal protocol, that has to be filled out either retrospectively or for future planning. Retrospective protocols were seen as beneficial for analyzing critical situations, e.g. for patients with binge eating episodes. Meal plans were favorized for patients with AN. Other functionalities referred to psychoeducational content or skills training, that could be activated at a specific time point in therapy as suggested by one participant:

‘ Of course, it would be good if the therapist could also simply activate specific topics over the course of the process, so I think that would also be very nice if you noticed: Okay, now self-esteem is somehow a big topic for the patient, then you get in, then you have the option as a therapist to unlock the self-esteem block for the patient, something like that, that would be really cool, well. ’ (Psychological Psychotherapist, outpatient care, adult patients, female, 40 years)

A critical point was the question if the application should allow access for therapists or even relatives. Participants in favor of the opportunity to give therapists access to the content patients had worked on, argued that this would be beneficial for keeping contact with the patients and for sending reminders. However, one therapist insisted that patients should not be able to see when exactly she is available and if a message has already been read, as opposed to text messaging programs. Other mental health professionals appreciated the opportunity to stay in contact with a patient after treatment as a way of digital after-care.

Clinical experts who argued against a shared access said that patients might feel observed and so would not really work on their problems while using the intervention:

‘ I also believe that in case of doubt, depending on the … status in therapy, this changes the benefit and maybe also prevents it, because such a social desirability has a great influence. Well, I think as a patient, if I put my mind to it, I might have situations in which I wouldn't use it, because it would be so uncomfortable that my therapist would see it afterwards. ’ (Psychosomatic medicine (in qualification), day-care, adult patients, female, 40 years)

Most participants argued against an access for relatives to the DMHI of a patient. Exceptions were made in case of video-based therapy, where it was perceived as useful to meet parents at different time points of a psychotherapy. Moreover, separate tools or virtual groups only for relatives of a patient with ED were suggested.

Target groups of DMHIs

The interview partners talked about specific characteristics of the respective target groups of DMHIs in an elaborate and detailed way. In general, a prevalent view was that there would never be a “one-size-fits-all” digital solution for individuals affected by EDs. Some functionalities might be supportive for all kinds of EDs, such as meal records, meal planning, skills training, and planning of activities. But the adequate assignment of ED specific tools that might be available in the future should depend on the age of the patients, the motivation to change, and to a certain extent on the exact diagnosis and comorbidities. Activity planning, for example, might include suggestions for sports and motion for patients with BN and BED, who have to overcome their fears of sports. Patients with AN, in turn, should rather be encouraged to reduce their urge to exercise and do workouts excessively.

Some functionalities could be very helpful for patients with AN, such as assessing the size of meals:

‘ So … what comes to me spontaneously now … patients with anorexia … they often have difficulties when it comes to estimating portion sizes and if there was such an app now, it would take a photo, so to speak, with the camera from your cell phone, if you hold it on the plate and then somehow could compare what would have been, what they should have eaten and what, just then, wouldn't have been. ’ (medical doctor, inpatient and outpatient care, adult patients, female, 43 years)

However, the usefulness of DMHIs for patients with AN was assessed to depend on their current body mass index (BMI). Most concerns were raised against incautiously using DMHIs with those affected by severe AN with a low BMI who were characterized as over-controlling in nearly every aspect related to their illness. One medical doctor even saw the use of digital devices as a root cause for the AN of his patient:

‘ I can think of one patient … you could almost say she became anorexic because of her Apple Watch. And that was a huge act in therapy, that this watch more or less put it down and straightened it and buried it. She's sold it now, I think. This ‘come on, you can still do it’, or this: ‘more exercise, and a little fewer calories today’. And this ‘push, push, push’, that was so extreme. So that was really impressive, she developed a massive anorexia when she bought this smartwatch or she was given it as a gift, because everything just turned around the clock, so to speak. So that was, for me too, really impressive to see. ’ (Medical psychotherapist, inpatient and day-care, adolescent patients, male, 55 years)

For BN and BED, the participants saw more positive opportunities, as these patients were reported to often suffer from shame and fear of stigmatization. For them, according to the mental health professionals for EDs, a DMHI might be a very suitable, low-threshold facilitator to help-seeking. Digital monitoring in bulimic patients was assessed as a great way to analyze potential triggers:

‘ Here, I think, it would also be helpful, for example, to have the opportunity to take a closer look at binge eating afterwards, to analyze it, maybe also via an emotion log, to remember a little bit in which situations it would be helpful maybe helpful strategies to use to avoid binge eating, how, what skills can I use, and so on. ’ (Psychological psychotherapist, inpatient care, adolescent patients, female, 41 years)

Clear contraindications for the use of DMHI were seen in suicidality, severe self-harm and problematic media use (i.e., internet or gaming addiction).

General conditions and requirements

The effective use of DMHIs for the benefit of patients with EDs depends on several general conditions and requirements, as expressed by the interview partners. They observed a broad range of requirements with very different levels of complexity. Many interview partners said that technical requirements, especially in clinical institutions, are often not fully met for the successful integration of DMHIs. As an example, some clinical experts had to use their private mobile phone for a DMHI, even though they would have preferred to be provided with a professional mobile phone. Besides, trained personnel and adequate spaces for their use were mentioned as important conditions. For instance, a separate room for video-based therapy in a multi-person household was viewed as an important prerequisite for patients to ensure privacy.

A major concern focused on data security and privacy, directly followed by a valid legal framework that has to be established, as some professionals feared legal consequences.

‘ From a legal point of view, the issue of data protection is of course a huge issue. So what kind of data do they want to put in there from me, what is done with the data, who gets the data, does the health insurance company get it, is it all stored wonderfully somewhere. So that's a big, big topic. The question of data security and what will happen, millions of data will be generated and what will be done with the data. ’ (Medical psychotherapist, inpatient and day-care, adolescent patients, male, 55 years)

Many interview partners voiced the need for more scientific evidence with specific information regarding treatment mechanisms, indications and contraindications. Nearly all of them felt not to be trained and informed adequately on standards and on the availability of suitable DMHIs.

One main aspect of general conditions and requirements was an appropriate setting for DMHIs. Nearly all participants expressed concerns about DMHIs for unguided self-management. However, as an adjunct to ongoing inpatient or outpatient treatment, the professionals saw many benefits. For example, participants mentioned that inpatient psychotherapy might be accompanied by meal records or daily mood tracking functionalities. Outpatient services could benefit from homework, journal keeping, protocols, and modules for psychoeducation. Moreover, single in-person sessions could be replaced by online sessions, as long as a good therapeutic alliance has been established before.

Finally, many participants saw benefits in the delivery of a digital aftercare tool in order to stay in contact to patients and build on therapy successes. One expert gave an example:

‘ Then actually after the inpatient stay, … seeing something to prevent relapse in the sense that they might have a kind of traffic light system, am I still running in the green, is it running in the yellow area, I'm already in the red area. As far as symptom behavior is concerned, I could well imagine that too. So how's it going with eating, exercise, decrease in vomiting if that's an issue now, or binge eating. ’ (Psychological psychotherapist, outpatient and day-care, adult patients, female, 55 years)

This qualitative interview study asked mental health professionals for their experiences, perspectives, and expectations regarding DMHIs for EDs. In general, our results show that the ED professionals voice open-minded but critical attitudes on the integration of DMHIs for their patients. This general attitude was independent of professionals’ training in either working with children and adolescents or adults. However, only few clinical experts reported having prior experiences with DMHIs during the pandemic aside from video-based therapy.

All professionals talked about various advantages and disadvantages. Moreover, they were asked about useful technologies and functionalities, they would benefit from if they were available. In the following two sections we give an overview on specific requirements of the future integration of DMHIs in routine care in the context of the current literature. Our considerations first relate to different areas of the healthcare spectrum and are then grouped by diagnosis.

Requirements for the integration of DMHIs into different areas of the healthcare spectrum

DMHIs for EDs may potentially be used across all areas from prevention, self-management, and treatment to aftercare. Mental health professionals in our interviews saw the greatest potential in the delivery of digitally-enhanced outpatient care, i.e. DMHIs as adjunct to conventional psychotherapy. In this context, the most important aspect was that DMHIs were assumed to be useful as soon as a positive therapeutic alliance has been established. In fact, the alliance has been shown to be an important factor in internet-based interventions for mental disorders in a meta-analysis of 18 studies [ 30 ]. Only few studies investigated the role of the alliance in DMHIs specific for EDs. In the Dutch program “Look at your eating” (Etendebaas) the therapeutic alliance was predictive for pathology and treatment completion [ 31 ]. However, psychotherapy research has also shown that the relationship between the therapeutic alliance and treatment outcome is bidirectional, i.e. early symptom improvement predicts subsequent improvements in the alliance and vice versa [ 32 ]. In line with this, the alliance with the therapist accompanied by the confidence in the own ability to change can be improved by the supportive use of DMHIs in addition to outpatient care [ 33 ]. Outpatient care, in turn, plays a major role in the promotion of access to DMHIs. A recent study of Dahlhausen et al. showed that especially clinicians in outpatient settings are more able to promote adherence to DMHIs than those in hospitals, because of the long-lasting relationships they have with their patients [ 23 ]. To sum up, clinicians see the therapeutic alliance as a facilitator for the integration of DMHIs into routine care and results from the literature support this assessment. This is as well supported by the observation that the clinicians are the gatekeepers of patients’ access to DMHIs [ 20 ]. When asking for the perspective of individuals with EDs or ED symptoms, studies asking directly for their opinion regarding the alliance are missing so far. However, a randomized controlled study showed that increased therapist support increases satisfaction of individuals with ED symptoms but not symptom improvement [ 34 ]. However, users clearly prefer clinician support in DMHIs [ 35 ].

Unguided self-management applications were rated critically by the participants of our study. However, the interview partners saw potential of DMHIs in bridging waiting times, as already reported in previous studies [ 24 ]. Skeptical voices added that there might be disappointments especially in young people and their relatives if DMHIs would not lead to an immediate improvement of symptoms. There could be the risk that these people might give up and miss a timely intervention.

Evidence on self-help interventions has been established mostly for mental disorders other than ED, e.g. in the case of depression [ 36 ], anxiety [ 37 ], and obsessive–compulsive disorder [ 38 ] usually by comparing a DMHI to a wait-list or usual care, which is not necessarily an evidence-based face-to-face psychotherapy. While many studies have confirmed the potential of self-management programs for ED prevention (i.e. in at-risk samples) or in self-selected samples with no diagnostic procedures, the body of literature on high-quality RCTs providing evidence on self-management interventions for individuals with diagnosed ED is still small [ 12 , 13 , 39 ]. Although patient engagement was high in a the case of a platform for BED [ 40 ], internet-based self-help was inferior to face-to-face but still effective for BED [ 41 ], and online CBT-based self-help showed good clinical outcomes for patients with BN [ 42 ]. There is evidence that such DMHIs are better than no intervention (e.g. when compared to waitlist groups), but not superior to other active conditions (e.g. when compared to bibliotherapy [ 43 ]) and inferior to conventional psychotherapy [ 41 ]. Recommendations concerning DMHIs should therefore take the respective context into account and their use may be well-justified in cases where no timely conventional treatment is available.

DMHIs for EDs can as well be a useful adjunct for day-care, where patients stay in the hospital during the day, but go home for the night. According to the mental health professionals in our study, such partially inpatient treatment for patients with EDs could benefit from mobile monitoring or digital homework. A study on digitally supported daycare for patients with EDs was carried out during the pandemic. Telemedicine with remote sessions was delivered for a small number of adolescent patients with AN. The concept was successful in case there was a supporting family structure [ 44 ].

Finally, aftercare was considered a highly promising setting for the integration of DMHIs, as at this point in therapy a certain mental stability of the patient already can be assumed. Nevertheless, an effective strategy for relapse prevention is needed and here, DMHIs show potential. Although the evidence regarding the effectiveness of digital aftercare is limited and heterogeneous, there are positive results for BN [ 45 ]. Another study with patients with binge eating attacks tested an aftercare DMHI. They showed that improvements were observed mainly in those patients, who still suffered from their attacks after hospital discharge [ 46 ]. In the case of AN, symptom improvements could be shown as well [ 47 ], however, more recent results with current technological advancements are needed.

In summary, the main prerequisite for the integration of DMHIs into conventional healthcare is the definition of the most suitable care settings. According to our findings, these are outpatient treatment, daycare, and aftercare. Outpatient treatment, supported by DMHIs can take several forms, of which a blended care concept is an approach that covers both, conventional, face-to-face psychotherapy and internet-based support by a DMHI. Another model is stepped care, that can either follow a stepping-up approach, i.e. by integrating DMHIs in a very early stage of treatment and by this, preventing symptoms, or a stepping-down concept, that means that a conventional treatment is followed by a DMHI, in order to stabilize treatment success [ 48 ]. Both concepts depend on the respective clinical setting to a certain extent. Randomized controlled designs on aftercare by DMHIs show improvements, however, they remain statistically not significant regarding the main outcome of ED symptomatology at follow-up [ 12 ]. Nevertheless, patients with ED appreciated the opportunity to use a DMHI after discharge and showed high adherence [ 49 ]. Stepped care supported by DHMIs in general reached a high level of acceptability by mental health professionals treating patients with EDs [ 50 ]. Beyond this, the necessary legal (accountability, data protection), financial (reimbursement), and technical barriers have to be considered (e.g., spatial resources or devices for therapists, who do not want to use their private mobile phones for treatment).

Requirements of DMHIs for specific types of EDs

Several requirements for DMHIs emerged regarding specific ED diagnoses. A survey with community-based participants from the general public, in parts suffering from symptoms of BN or BED, revealed that the majority preferred a generic e-health program for any kind of ED over a specific one [ 35 ]. The mental health professionals in our study had another view on this topic. While they agreed on many common suitable DMHI modules for all EDs, such as psychoeducation, homework, relaxation, and skills training, some specific functionalities were discussed with respect to the specific ED diagnosis.

Especially with regard to the high urge to exercise that can be observed in some AN patients on the one hand, and avoidance of exercise in some BN or BED patients on the other hand, DMHIs should provide personalized suggestions with respect to individual needs. Moreover, even if meal records were favored for any kind of ED, the assessment of meal portions/ sizes by a mobile app were seen as much more relevant for patients with AN. Apart from that, it would be useful for patients with BN or BED to find out potential triggers for a binge eating episode by journal keeping and mood tracking.

The review of Linardon et al. [ 13 ] concluded that, based on 8 treatment-focused randomized-controlled trials, the evidence of DMHIs is stronger for BN than BED, and very limited for AN. The authors argue, that this may be due to concerns that the severity of the condition in AN leads therapists to prioritize intensive face-to-face treatment for these patients. The professionals in our study argued in a very similar way against the use of DMHIs in severe cases of AN, as DMHIs might be triggering, and encourage over-controlling eating behavior in patients. Moreover, a very low BMI might have a negative impact on cognitive functioning and concentration. Patients with AN were further seen as the patient group with a higher need for support in comparison to patients with BN and BED, who don’t need the same care frequency than patients with AN. This result corresponds to the known burden of disease and mortality rates in AN [ 2 ].

Strengths and limitations

To the best of our knowledge, this is the first study that conducted detailed qualitative interviews with mental health professionals for EDs for both, children and adolescents, and adult patients in Germany on their attitudes and experiences regarding DMHIs. However, our study is limited to the healthcare system in Germany and comparisons at an international level remain limited. Moreover, DMHIs were defined very broadly in our interviews, as all types of interventions, such as mobile apps, virtual reality interventions, or online programs were included. Due to the qualitative approach, we were not able to ask for specific facilitators, barriers and obstacles for all types of interventions with regard to the respective types of EDs in a systematic way. As a consequence, important factors specific for single types of interventions, e.g. barriers for the implementation of mobile apps for BN patients, implementation of virtual reality for AN patients etc. may have been overseen. As current technology advancements are rapidly developing and by this reaching a high level of specificity, future research designs should focus on single technologies with their specific barriers and facilitators for the whole diagnostic spectrum of EDs.

Mental health professionals for EDs show positive attitudes towards DMHIs. However, only few of them already had experiences with DMHIs in their daily practice. Main barriers to DMHI integration refer to legal aspects, data protection regulations, and the quality of technical equipment in clinics or outpatient wards. According to our participants, the use of DMHIs has high potential as an adjunct to outpatient treatment or in aftercare, but not as stand-alone self-management interventions, that individuals with EDs would use independent of conventional psychotherapy. Clinical experts saw helpful functionalities for all types of EDs, however, single modules should be tailored to the needs of AN, BN, and BED. Targeted DMHIs for specific diagnoses of AN, BN, and BED are needed and appropriate especially for concepts of blended care.

Contributions to the literature

This study presents results of qualitative interviews with mental health experts for eating disorders who were asked on their views on the implementation of digital mental health interventions (DMHIs) for their patients.

Mental health professionals see potential for the use of DMHIs in outpatient care and in aftercare, but risks in case of severe anorexia and suicidality.

A stable therapeutic alliance is an important prerequisite for the successful integration of DMHIs into care.

Many therapists do not feel informed in a sufficient way on evidence base and regulations.

Reporting standards

The COREQ criteria for reporting qualitative research were followed [ 51 ]. The checklist helped to clarify the procedures, analysis, and interpretation.

Availability of data and materials

The datasets used and/or analysed during the current study are available from the corresponding author on reasonable request.

Abbreviations

Anorexia nervosa

Binge eating disorder

Bulimia nervosa

Digital mental health intervention

Eating disorder

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Acknowledgements

We thank our interview partners for their willingness to share their time with us for the benefit of our research aims.

Open Access funding enabled and organized by Projekt DEAL. The author(s) disclose the following financial support for the research, authorship, and/or publication of this article: This work was supported by the Bundesministerium für Gesundheit on the basis of a resolution of the German Bundestag by the Federal Government. Moreover, we acknowledge financial support by Deutsche Forschungsgemeinschaft within the funding program Open Access Publishing, by the Baden-Württemberg Ministry of Science, Research, and the Arts, and by Ruprecht-Karls-Universität Heidelberg.

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Contributions

SB conceptualized the study. SB and HCF contributed to the grant application. SB, HCF, GM, and DL were contributing to the design of the study. GM wrote the original drafts for both this manuscript and the interview guide, while SB, HCF, DL, IM, and PS participated in further reviewing, guidance, and/or editing. Interviews were conducted by IM, PS, and DL. IM and PS transcribed the interviews. GM and DL analyzed the data.

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Ethical approval was obtained by the Ethics Commission of the Medical Faculty at University of Heidelberg (S-178/2022). Prior to their participation, participants were informed via e-mail and online on the study website about the nature and scope of the study, particularly about the potential benefits and risks. They had the opportunity to contact us for further clarification. Each participant received a personal study code, which they could input on our study website to obtain detailed study information and for informed consent. The consent of the participants was documented through a mandatory input field for electronic confirmation of consent (participation and data protection declaration). The participation information was accessible online at any time during the study period on the project website ( https://www.sida-essstoerungen.de/sidaess/ ). Consent was additionally obtained at the beginning of each interview, prior to recording. Both online and telephone consent were mandatory for participation.

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Supplementary Information

Additional file 1. .

Interview guidelines for experts in the treatment of children and adolescents with eating disorders.

Additional file 2. 

Interview guide for experts in the treatment of adult patients with eating disorders.

Additional file 3. 

Summary of the main codes in alphabetic order used for qualitative analysis with their subcodes and supporting quotes.

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Mayer, G., Lemmer, D., Michelsen, I. et al. Views of German mental health professionals on the use of digital mental health interventions for eating disorders: a qualitative interview study. J Eat Disord 12 , 32 (2024). https://doi.org/10.1186/s40337-024-00978-1

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    Interview highlights. Ailsa Chang: Before we get to the actual ruling, can you just briefly explain the situation that led to the lawsuit, which was eventually brought to the state supreme court ...

  20. At Harvard, Some Wonder What It Will Take to Stop the Spiral

    In an interview last week with Harvard magazine, Alan Garber, the university's interim president, outlined some efforts to relieve the tension by enforcing rules against disruptive ...

  21. Should More People Get Married? A New Book Makes the Case

    B rad Wilcox is the director of National Marriage Project and a professor of sociology at the University of Virginia. In his new book, Get Married: Why Americans Must Defy the Elites, Forge Strong ...

  22. Views of German mental health professionals on the use of digital

    Introduction Digital mental health interventions (DMHIs) are getting increasingly important for mental health care. In the case of eating disorders (EDs), DMHIs are still in early stages. Few studies so far investigated the views of mental health professionals for EDs on the integration of DMHIs in routine care. Objective To gain insights into the experiences, perspectives, and expectations of ...

  23. Largest Covid Vaccine Study Yet Finds Links to Health Conditions

    Vaccines that protect against severe illness, death and lingering long Covid symptoms from a coronavirus infection were linked to small increases in neurological, blood, and heart-related ...

  24. CMS's 2024 Physician Fee Schedule: A Catalyst For Integrated, Whole

    Enter your email address below and we will send you the reset instructions. ... The CCC Case Study. Since 2016, Lifespan of Greater Rochester has been testing an integrated, ...