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Definitive Guide to Law Firm Case Studies! *Monday Article Series*

• Thread starter Jacob Miller
• Start date Jan 18, 2021
• Tags assessment centre assessment centre case study case studies case study case study interview law firm case study written assessment

Jacob Miller

Legendary member.

• Jan 18, 2021
• InvestLDN: 50%
• Jacob M: 40%
• Alice G (Jacob’s grandmother): 6%
• Daniel B (Jacob’s uncle): 4%
• We absolutely want 100% ownership; we won’t settle for anything less.
• We don’t want the hassle of having to set up new supply lines for their existing locations, we’re keen to more or less pick up all their suppliers.
• We haven’t been told how much they want for the business yet, but ideally, we don’t want to pay much more than £850mn
• We want Jacob to stay on with a public-facing role in the company - he’s a major part of the brand and we don’t to lose him.”
• For in-person assessment centres, if you’re wearing a wristwatch, take it off and put it somewhere you can see it at a glance to keep time. If you’re completing your assessment centre virtually, make sure there is an accurate clock somewhere that you can see at a glance for the same purpose.
• Spread all the documents in pack across your workspace with a notepad/ whatever you’ll be using for notes in the middle, where you can easily use it. This mitigates the chances of accidentally missing a document if you have them all in one profile.
• Locate whatever document in the file contains the key issues you are asked to cover and make a note of, or highlight, these so you can easily make reference to them.
• Take a few minutes to make a plan. Skim read the information you’ve been given to get a solid handle on key facts and the broad scenario. Use this time to make notes of any particularly obvious issues that jump off the page.

• The solicitor-client relationship between Lawyer McLawface LLP and KoffeeKulture
• The potential buyer-target relationship between KoffeeKulture and Jacob’s Juices
• The shareholder-company relationships between Jacob’s Juices Worldwide and its four shareholders, as well as Jacob’s daily position within the company
• The group company relationships between Jacob’s Juices Worldwide Ltd, the target, and JJ UK/ JJ USA/ JJ Canada
• The supplier-client relationship between FruitsRUs and JJ UK
• Colour coding each issue with a different colour of pen or highlighter. Beware, though, that you could quickly run into issues with the number of colours you have relative to the number of issues in the paper; it is also not guaranteed that you’ll be able to access your bag/ pencil case before the exercise starts, so you may be unable to get all your pens/ highlighters
• Give each issue a number. This is the approach I personally used. As you read through each document and identify an issue, number it. If you then come across another piece of information in a subsequent document which relates to an issue you have already numbered, you can give it the same number, so you remember that they are correlated

• Note, for example, that we have raised concerns about tax and employment obligations after the deal. These are considerations which are a part of every commercial transaction; it is important to show that you have a wider understanding of how deals work.
• In this example, points such as KK’s large existing market share are subtle and also mixed in among a lot of unimportant background information, yet any challenge from a competition authority can completely destroy the prospect of a deal. It is important to look for even the smallest hints throughout the case study.
• For example, in this case study, the termination clause of the contract between JJ and FruitsRUs is included, but, although it seems as though it ought to be important, it is actually of very little consequence for any issues we are considering here.
• In case you were wondering, the issue we left out was in regards the fact that JJ were developing a franchise model before discussions started concerning the acquisition. We would need to conduct further due diligence to find out more about this: what stage were preparations at? Are there prospective franchisees who have signed agreements for obligations we would need to carry forward? Missing a point doesn’t make you any weaker a candidate - they don’t expect you to catch everything!
• Key issues here are that Alice is potentially developing of dementia and Daniel is adamant that he does not want to sell his stake
• There are various issues with the JJ/FruitsRUs contract which could pose challenges here
• JJ was recently valued at £1bn so there is a clear mismatch here. We may need to look at leveraging different issues to lower the purchase price and also look at nuanced payment models such as instalments or targets-based payment
• Jacob wants to leave to start a new venture; we would need to try and negotiate him staying for a longer period and also need to ensure his new venture would not compete with JJ/ KK. We would look to have a non-compete clause in the contract to secure this.
• Identify where you have had to make assumptions for lack of information OR identify where you would need to investigate/track down additional information to not make assumptions.
• Think realistically about the time you are given to prepare and to “report” back (whether in an interview, a presentation or written format). These tasks are always given with a very strict time limit so think about what’s reasonable to do within that. Quality over quantity will generally win out. Do you want to be the person who identifies lots of things superficially and with no connection to other points, or do you want to be the person who is able to show depth of analysis in some areas?
• Prioritise - linked to the above aspect of limited time, but also try to prioritise your points. There’s probably lots you could make, but some are likely to be more substantial, more urgent or more important than others. Your analysis or opinion of what’s more influential will probably be assessed.
• Skim read or have a quick glance through all the information given to you first to try and gauge what information you have in front of you before you start to pull your ideas together. If you start to read through it meticulously from the start, you might end up realising something on the last page blows everything out of the water or changes another point considerably, effectively meaning you have to start from scratch.
• Remember who your audience is. For instance, with a written response, sometimes you’ll be writing something for a partner, sometimes you will be writing for a client. They are very different audiences with very different perceptions of what is important, with very different levels of knowledge. Think carefully about who your audience is and what they might (or might not) already know.
• Plan! When you are given the task don’t be tempted to jump in immediately, have a glance over the information then use your brief to create a plan (e.g. what is the issue, what is the evidence for this issue, what is the solution). This way you can avoid aimlessly looking through the information as you will never have enough time to go through everything in detail.
• Perspective! To help you find a range of issues, try to read through the information given to you from the perspectives of the different practice areas (e.g. what issues would the corporate team raise vs the banking team vs the real estate team vs the competition team). Doing this will enable you to cover more ground.
• Be solution focused! More often than not, once you have identified the issues interviewers will be looking to test your problem-solving skills either directly through the task itself or indirectly through follow up questions. Ultimately the role of a solicitor is to advise clients, so it is important that when you spot your problems, you consider proposals for solving them.
• Structure - Always include an executive summary of your conclusions/analysis/solutions at the beginning. Anyone that has little time to be reading through an entire document of details will want to get the information that is most important first and I think this holds true for any potential audience of the document you’re writing (partners, clients, associates etc.)
• Reasoning - This is a tip geared particularly to case studies that have a discussion element. Even if you are unsure of the answers to any follow up questions you might receive, the key thing is to demonstrate how you’ve come to the conclusion you have made. Really talk through every step of your thought process because even if the final answer is wrong, this is something that demonstrates the analytical skills that firms look for.
• Practice - Make full use of any of the sample case studies you can find on the forum or anywhere else to practice your clarity of writing, structure and level of analysis. This can really help candidates snap out of the long-winded style of writing that many of us default to because of writing university essays.
• Diagram: Often you will be asked to give an overview or a summary of the matter at hand. A great way to do this simply and concisely is to use a diagram to show a visual representation of the scenario. If you have an M&A case study for example, you might want to draw who the buyer, the seller and the target are and use arrows to show the relationship between the parties. You could also note the price of the target here and also perhaps how the transaction is being funded by the buyer if this is given – if they are getting a bank loan, you could add the bank to the diagram and also the sum of the loan. The diagram doesn’t need to be a work of art, but it just needs to sum up the scenario well and it is serving as an aid for you to tell the overall story above anything else. It also doubles up as a repository of useful info from the documents (like deal price) so you don’t need to worry too much about retaining everything in your head! ( Note from Jacob: Looks like we’re on the same page here, Alice! ) 2. Organisation strategy for multiple questions: If you are posed with multiple questions to answer in a case study, I tended to like spider diagrams. I used to write each key question in a bubble in the middle of an A4 page (which would become my spider diagram) and I attributed a different coloured highlighter for each question. Say there were three questions I needed to answer, I would have three pages upon which I would do my diagram and three highlighters, one for each question. I would then go through the materials and use the correct highlighter for when a piece of information would help me to answer a particular question. I would then add that information onto the correct spider diagram with a page number beside it for ease of reference. By the time I had gone through all the information pack, I then had all the info I needed which was easy to re-find in my colour coded information pack. At that stage, I could spend my time constructing my written work/presentation with a greater focus on argument, structure and precision. I found this a really good technique which worked well for me, especially in tight time constraints. 3. Practice areas: Before opening information packs, I would write down all the law firm practice areas and have that in front of me. This helped me to think critically about what I was reading and meant I was actively searching for points and information. Law firms tend to add details into case studies which are really subtle and can be easily missed so I found in approaching case studies in this way, I was better able to pick up on these more subtle and nuanced points which would often help me to get credit for innovative and ‘outside the box’ thinking. Final point – leave ten minutes at the end to proof if it is a written task – this is vital.

Star Member

• Jan 25, 2021

My first AC is coming up tomorrow morning - this could not have come at a better time. Thank you for taking the time to write this!  

Founder, TCLA

Polyglot said: My first AC is coming up tomorrow morning - this could not have come at a better time. Thank you for taking the time to write this! Click to expand...

Jaysen said: Best of luck! Click to expand...

• Jan 26, 2021

Distinguished Member

Hi Jacob, first of all, thank you for this really helpful guide! I just wanted to clarify a few points: 1) In a written case study, let's say about 45 mins, how many points should you pick out? Should you stick to the ones specifically related to the client's demands (so in this case the 4 points mentioned in the note from KK Managing Director) or is it better to include everything you can find? 2) Could you please clarify what's a "targets-based payment"? I tried googling this but couldn't really find the answer. 3) Would you say it's better to try and focus equally between legal and commercial issues? Thank you! 😊  

rachelzane said: Hi Jacob, first of all, thank you for this really helpful guide! I just wanted to clarify a few points: 1) In a written case study, let's say about 45 mins, how many points should you pick out? Should you stick to the ones specifically related to the client's demands (so in this case the 4 points mentioned in the note from KK Managing Director) or is it better to include everything you can find? 2) Could you please clarify what's a "targets-based payment"? I tried googling this but couldn't really find the answer. 3) Would you say it's better to try and focus equally between legal and commercial issues? Thank you! 😊 Click to expand...

• Feb 5, 2021

Jacob Miller said: Very very best of luck with your AC! I'm sure you'll smash it and I'm delighted the article was of help to you!! Click to expand...

Daniel Boden

Polyglot said: Jaysen and Thank you so much! Just wanted to say I was offered a place for the CMS Academy this Tuesday and it is still sinking in. Thank you again for the article, it definitely helped! Click to expand...

Daniel Boden said: Huge congrats! Hope you've been able to celebrate 🎉🥂 Click to expand...

Emma Raymond

• Feb 6, 2021

Thanks so much for posting this article. Was really helpful having a break down of how to approach case studies ahead of my assessment centre. Also appreciated the creativity with regards to the name of the stakeholders!  

• Feb 14, 2021

Hi, You wrote DT in the mind map above. I was wondering what it stands for...Does it mean Dispute Team?  

Alya said: Hi, You wrote DT in the mind map above. I was wondering what it stands for...Does it mean Dispute Team? Click to expand...

• Feb 18, 2021

Jacob Miller said: Hi all, please see below the third of my Monday Article Series! This week is my definitive guide to case studies. It's a long one - you might want to go get a coffee and settle in! Introduction This week’s Monday Article will cover how to approach law firm case studies, one of the most intimidating parts of the Assessment Centre (this was certainly the case for me!). We will first go over a mock case study scenario and then consider some points of technique for approaching the task when you’re first handed the document pack. Thereafter, we will break down the example case study and detail the approach I took to organise my thoughts and group together issues and solutions. Afterwards, we will look at how we would structure our answer for either a written assessment or a subsequent case study interview. Finally, we’ll conclude with some top tips from the fantastic TCLA team! Note, we won’t be examining how to excel in the case study interview, or in wider drafting tasks, today. This article will cover up to the point of structuring your response for the interview or drafting the letter/ email to whomever you have been asked to send it. Case studies are designed to test a variety of skills, including your ability to interpret and analyse large amounts of information. Depending on the format of assessment (i.e., written or presented interview), your drafting or presentation skills may be tested. Interview-style assessments also test your ability to think on your feet and respond to stressful situations where you may not always know the answer. Case studies are also an opportunity for you to demonstrate that you understand the work that commercial law firms undertake and how they may advise clients. Mock Scenario Note: as part of this mock cast study, we have drafted certain contract provisions. These have been greatly simplified for the purposes of this exercise, so will probably look a little different to ones you might see in real assessments! Background: You are a third-seat trainee sitting in M&A at Lawyer McLawface LLP, a large, London-based commercial law firm with international offices in most major European cities as well as satellite offices in New York and San Francisco. It is early on a Monday morning; you’ve just finished your second coffee of the day and are getting ready to go about your usual Monday routine when Jaysen, a Partner from your department, knocks on your door: “Hey- hope you had a nice weekend. Listen, we’ve just been instructed by a regular client on a potential acquisition. I’m really busy, so I don’t have time to fully brief you, but I want you on the deal team after you did so well on that big deal last month. Can you take charge of some initial due diligence for me? Just to pick up on any major issues to flag at a meeting with the client later. It’s urgent and needs to be completed in the next hour while I’m in this meeting. I’ve printed everything you’ll need.” No sooner has Jaysen handed you the document pack than he has turned around and hurried along the corridor to a meeting about another on-going deal that’s been challenged by the CMA. Your training principal, who overheard the conversation, has allowed you to delay the work you were doing for them to let you work on this new task. You open the document pack and establish that the client is KoffeeKulture (‘KK’), a large coffee chain known for their high-quality, ethically sourced coffee. In fact, you just finished one of their signature Orange Mocha Frappuccinos. They are an extremely well-established brand with approximately 25,000 stores and a large market share across the UK and Western Europe. Around 7,000 stores are owned and 18,000 are franchises. They have begun to engage in discussions with Jacob’s Juices (‘JJ’), a newer, but rapidly growing, smoothie and juice chain. JJ has around 12,000 stores across the UK and North America. JJ has supplied your client with a document containing mostly background information about the company, as well as an extract from a key contract with its main supplier, FruitsRUs. These documents, as well as a recent news article about JJ, and a short note from KK’s Global Managing Director, John Koffman, comprise the document pack which Jaysen gave you. Document 1: Background information “To whom this may concern, This document has been drafted for and on behalf of Jacob’s Juices Worldwide Ltd (‘us’/‘we’). It is to be viewed only by its intended recipients, namely, KoffeeKulture Senior Management, legal counsel and any external law firm instructed on the matter. We undertake that any information is true to the fullest extent of our knowledge, although no information contained herein shall form the basis or any part of a sale and nothing contained herein shall be considered a guarantee, warranty or indemnity. Jacob M launched our flagship Juice Bar in Farringdon, London in 2012. He used personal savings as well as money given to him by his uncle and his grandmother to launch the first venue. The venue was a great success and, in 2013, he launched two more Juice Bars, in the Spitalfields and Clerkenwell areas of London respectively. In 2015, by this time with ten Juice Bars around London and the South East, we came to the attention of Private Equity firm InvestLDN, and, after negotiations, they purchased 50% of the equity in the company. Our current shareholder stakes are as follows: InvestLDN: 50% Jacob M: 40% Alice G (Jacob’s grandmother): 6% Daniel B (Jacob’s uncle): 4% The business in its current form was valued in Q3 2020 at £1bn. Jacob is currently our global Managing Director and remains very active in the daily running of the business- it’s not uncommon for him to be seen working at our original Farringdon location if he has a quiet day (our HQ is just a few minutes away). Jacob is a major part of our brand’s image and ongoing success, but he is looking to start a new venture and, thus, is interested in selling his shares in the company and standing down as MD. InvestLDN are now looking to sell their stake in the company to realise their investment. Alice has said that she would be happy to also sell her stake in the company, but Daniel is adamant that he wants to hold onto his share for the foreseeable future. There have been rumours within the senior management that Alice is on the foothills of dementia. In terms of our global position, we currently have around 12,000 stores worldwide with around 2,500 in the UK, 6,500 in the USA (almost entirely on the East Coast) and 3,000 in Canada. We do not currently have a market presence in mainland Europe, although some recent market research we undertook would indicate that our products and brand would be well received in France, Italy, Spain and Germany. All of our stores are brand-owned, though we were developing a franchise model before these discussions started. We had hoped to launch this franchise model by late 2021 or 2022. Each country’s branches are technically under separate legal ownership- “JJ UK”, “JJ USA”, and “JJ Canada” respectively- but they’re all 100% owned by us. We have commercial rental agreements in place for all of our Juice Bars and the HQ office in Farringdon, but we have mortgages on our commercial processing plants in Luton, Delaware and Ontario. Our main produce provider for the UK, FruitsRUs, sources much of the produce from Europe and South America. They have recently raised some concerns surrounding importing produce to the UK post-Brexit, but we are confident that there shouldn’t be any issues. On that note, our contract with them is on a two-year rolling basis. The current two-year period ends on 31st March 2021. Please feel free to reach out for any further information.” Document 2: Extracts from contract between Jacob’s Juices and FruitsRUs “2.1: Change of Control FruitsRUs may, in the event of the sale of more than 50% of Jacob’s Juices Worldwide’s shares, terminate with immediate effect, or re-negotiate any terms of, this contract without committing a breach thereof. FruitsRUs must be notified of any sale before it occurs. ​ 3.7: Termination In order to terminate this contract, Jacob’s Juices must provide a minimum of 90 working days’ written notice to FruitsRUs. FruitsRUs must provide a minimum of 60 days’ notice to JJ for the same. ​ 4.3: Force Majeure FruitsRUs may, in the event of a force majeure event, terminate the contract without committing a breach thereof. ​ 5.1: Dispute Resolution In the event of a dispute arising under this contract, both parties submit to the jurisdiction and laws of Luxembourg.” ​ ​ Document 3: Extract from a recent newspaper article (dated 12/1/2020) “…the TCLA Times can report that Jacob’s Juices has allegedly been accused of causing a customer to have a severe allergic reaction after failing to label one of its signature smoothies appropriately at one of its London locations. The customer is alleged to have gone into anaphylactic shock and required an ambulance after nut-based products were not properly identified as an ingredient in one of the brand’s drinks. The wife of the customer, who is said to be in intensive care in hospital, was heard screaming “This isn’t over! I’ll sue this company until it’s bankrupt!” during the incident. It is unclear whether legal action has commenced. That’s not all that the global drinks chain has had to deal with recently, with reports that a small, rival smoothie chain in the UK has alleged that Jacob’s Juices stole its recipes during its early days, using a disgruntled ex-employee to obtain copies. It recently released a statement saying that it would use the “full force of the law” to see that “justice was done to prevent small companies being taken advantage of by global chains”. Jacob’s Juices have been approached for comment on both matters but have thus far refused.” Document 4: Note from KK Managing Director, John Koffman “… about this proposed acquisition of Jacob’s Juices, I just wanted to make a few points clear: We absolutely want 100% ownership; we won’t settle for anything less. We don’t want the hassle of having to set up new supply lines for their existing locations, we’re keen to more or less pick up all their suppliers. We haven’t been told how much they want for the business yet, but ideally, we don’t want to pay much more than £850mn We want Jacob to stay on with a public-facing role in the company - he’s a major part of the brand and we don’t to lose him.” Your Task: Please complete the due diligence (further research into and analysis of the legal and commercial implications of the information contained within the four preceding documents) that Jaysen has asked you to. You will have 60 minutes. Please pay particular attention to the points raised by John Koffman, as well as any other issues which you feel it is important to raise. Please be ready to present your findings to the client at the meeting in an hour [OR] Please draft a letter to the client to present your findings. Points of Technique It can be extremely intimidating when you’re first presented with the document pack. There is often a mass of information and it can be hard to know where to start. When I approached these tasks, I tended to go through a few routine steps before I started my substantive preparations. Here are some of the things you might wish to consider: For in-person assessment centres, if you’re wearing a wristwatch, take it off and put it somewhere you can see it at a glance to keep time. If you’re completing your assessment centre virtually, make sure there is an accurate clock somewhere that you can see at a glance for the same purpose. Spread all the documents in pack across your workspace with a notepad/ whatever you’ll be using for notes in the middle, where you can easily use it. This mitigates the chances of accidentally missing a document if you have them all in one profile. Locate whatever document in the file contains the key issues you are asked to cover and make a note of, or highlight, these so you can easily make reference to them. Take a few minutes to make a plan. Skim read the information you’ve been given to get a solid handle on key facts and the broad scenario. Use this time to make notes of any particularly obvious issues that jump off the page. Organising your thoughts After you’ve made your initial plans and have a broad understanding of the key issues and parties, it is time to start more substantive preparations. One technique I was taught, which I continue to use even outside of case study scenarios, is to draw a diagram. Using a diagram to identify key parties, their relationships to one another, and also to identify which key issues are linked to each party gives an easy-to-reference visual representation of issues which are at the core of the scenario. They can also be expanded to add information as you continue to read through the scenario in more detail and identify new issues. The diagram will become the ‘hub’ from which you can develop the framework of your response depending on the type of assessment. When drawing your diagram, the first step is to map in the key parties (stakeholders) and their relationships to one another. Below, you’ll see the first stage of my diagram for the above scenario – this will continue to grow as we go through the scenario in more depth. View attachment 2550 As you can see, we have identified key stakeholders in the first ‘phase’ of our diagram, as well as the relationships which they have to one another. In this case, these are: The solicitor-client relationship between Lawyer McLawface LLP and KoffeeKulture The potential buyer-target relationship between KoffeeKulture and Jacob’s Juices The shareholder-company relationships between Jacob’s Juices Worldwide and its four shareholders, as well as Jacob’s daily position within the company The group company relationships between Jacob’s Juices Worldwide Ltd, the target, and JJ UK/ JJ USA/ JJ Canada The supplier-client relationship between FruitsRUs and JJ UK Now we have identified our key stakeholders, we want to move towards analysing the key legal considerations and key commercial considerations. We also need to begin to consider what law firm practice areas would be involved in the deal and in what capacity, as well as whether we can give a definitive answer or solution for a given issue or whether we need more information and, if so, what information is required . By now, you will have a broad understanding of the content of each document. It is still worthwhile, however, to go back in and re-read all the information you’ve been given, this time paying more attention to particular items. It’s important to highlight and annotate information as and when you recognise it is relevant- there are various different ways you could approach this, for example: Colour coding each issue with a different colour of pen or highlighter. Beware, though, that you could quickly run into issues with the number of colours you have relative to the number of issues in the paper; it is also not guaranteed that you’ll be able to access your bag/ pencil case before the exercise starts, so you may be unable to get all your pens/ highlighters Give each issue a number. This is the approach I personally used. As you read through each document and identify an issue, number it. If you then come across another piece of information in a subsequent document which relates to an issue you have already numbered, you can give it the same number, so you remember that they are correlated Breaking down the case study In no particular order (we’ll cover that later), below are a selection of the legal and commercial issues that are present in the above case study example, as well as detail about whether we can provide a solution or if we need more information. Before you read them, though, try going back to see how many you can pick out yourself. Remember that we’ll break down almost every possible issue that could be pulled from this scenario. In a real, timed, case study, it is highly unlikely that you’ll be able to identify every single possible issue. In the next section, we’ll discuss prioritising the different issues you manage to identify, but, for now, these issues are all things which you might expect to pop up in a case study. Note, if a Practice Area block is left blank, this is an issue that would be covered by the Deal Team, i.e., the team in M&A who would lead the transaction from start to finish (in the case study, this is the team that you are a part of, headed up by Jaysen, the partner) . View attachment 2551 View attachment 2552 View attachment 2553 Now that we’ve identified all the relevant issues and potential solutions, let’s see how our diagram has developed with the advent of these new issues being added. New information has all been added in brown ink, with relevant departments noted in black (DT denotes any area that the Deal Team would take charge of): View attachment 2554 Before we go any further, though, I want to highlight a few key considerations based on what we pulled out from the case study in the table above: Not all issues are stated explicitly in the case study Note, for example, that we have raised concerns about tax and employment obligations after the deal. These are considerations which are a part of every commercial transaction; it is important to show that you have a wider understanding of how deals work. Some issues are only stated very subtly In this example, points such as KK’s large existing market share are subtle and also mixed in among a lot of unimportant background information, yet any challenge from a competition authority can completely destroy the prospect of a deal. It is important to look for even the smallest hints throughout the case study. There will almost always be ‘red herring’ information in a case study which is designed to look somehow important but is of little consequence For example, in this case study, the termination clause of the contract between JJ and FruitsRUs is included, but, although it seems as though it ought to be important, it is actually of very little consequence for any issues we are considering here. You will almost never pull out every single issue. We’ve even left one issue out of the table above! This is natural, it would be extremely unusual to be able to identify every single potential challenge in a case study owing to your time restrictions. In case you were wondering, the issue we left out was in regards the fact that JJ were developing a franchise model before discussions started concerning the acquisition. We would need to conduct further due diligence to find out more about this: what stage were preparations at? Are there prospective franchisees who have signed agreements for obligations we would need to carry forward? Missing a point doesn’t make you any weaker a candidate - they don’t expect you to catch everything! Getting ready to present: identifying and prioritising key issues Because case study exercises are timed in such a way as to never quite give you enough time to do all the work you would like to, it is imperative to prioritise key issues so that you’re presenting the most important issues first. The reason for this is that clients, or a Partner heading into a meeting with a client, needs to know the more important issues before they are concerned with smaller, more extraneous matters. It is also very important to present either a solution or next steps in relation to each issue you raise; at the end of the day, it is a commercial solicitor’s job to find solutions to clients’ challenges, so it’s important that you show this in assessment. In my experience, I tended to find that I only ever had time to list the 6 – 8 most important issues when either drafting a letter to a client or preparing for the subsequent interview. When identifying key issues, these don’t have to be all legal or all commercial; in any event, there is often some amount of overlap between them anyway. The key thing to think about when deciding whether an issue is essential or more extraneous is what impact it could have on the deal. If an issue has the potential to stall the deal or is something which is of substantial importance to your client, it would be considered a key issue. If, on the other hand, an issue is unlikely to pose any major challenge and is not of particular importance to your client, it would be considered more extraneous and, so, less important to raise. If your document pack/ task has included particular item of importance, these are things which it is essential to bring up in the letter/ presentation. In this example, we might consider four such points: KK want 100% ownership Key issues here are that Alice is potentially developing of dementia and Daniel is adamant that he does not want to sell his stake KK don’t want to find new supply lines for JJ products and want to maintain their existing suppliers for the time being There are various issues with the JJ/FruitsRUs contract which could pose challenges here KK ideally don’t want to spend any more than £850mn JJ was recently valued at £1bn so there is a clear mismatch here. We may need to look at leveraging different issues to lower the purchase price and also look at nuanced payment models such as instalments or targets-based payment KK want Jacob to stay within the company in a prominent public-facing role Jacob wants to leave to start a new venture; we would need to try and negotiate him staying for a longer period and also need to ensure his new venture would not compete with JJ/ KK. We would look to have a non-compete clause in the contract to secure this. Structuring your response for a subsequent interview There are several factors to consider when structuring a case study response in anticipation of an interview. The first thing to consider is the structure: often, a case study interview will be structured as a presentation and subsequent interview. This presentation may be 10 – 15 minutes and involve you presenting your initial points to the assessor, usually a partner at the firm. Sometimes, the partner will be ‘in character’ as a client, so you must pitch your presentation to the client, and sometimes they won’t, so you’ll pitch it to the partner as such. The firm will almost invariably advise you what the case will be before you go into the room. It is essential that you adjust your presentation according to whether you are meant to be presenting to a lawyer or a client – essentially a layperson with some commercial, but little legal, acumen. If you’re pitching to a client, consider dropping the legal jargon and, instead, explain the issues you raise in plain English. If my interviewer was in character as a client, I would also typically check that they fully understood the point I had made before moving onto the next issue in my presentation. While this might seem patronising, considering that you know the ‘client’ is actually a lawyer who almost certainly knows far more than what you’re presenting them, it is important to show that you have good soft skills and a client-focussed manner. A client wouldn’t like to be rushed through a presentation without knowing what was being said. At the end of the day, they’re paying a lot of money to understand the various issues at hand, so play up to that character as necessary. As an extension of this point, always try and explain the thought process/ logic behind your decisions and conclusions in your presentation. When I had to prepare for an oral presentation, I would typically switch away from my diagram and spend the last ten minutes or so of the preparation time writing a bullet point list with the key issues, and next steps/solutions, I planned to raise during the presentation. I would set this out in the same way that the key issues are identified above. If I had time, I would quickly jot down some of the more extraneous issues in case I had time to discuss them, or for when I was then questioned on them. In my experience, you’re generally allowed to take all your notes into the interview with you, so I would always take my diagram and, if a point came up which I hadn’t subsequently noted on my bullet point list, I could consult this before giving a response. Check on the day whether this is permitted, though, so you know how reliant you will be on whatever materials you are permitted to take in with you. Structuring your response for a written assessment Although preparing a letter for a client, or emailing a partner, might seem starkly different to preparing for an interview, much of the same logic and approach apply. First of all, it is still vital to pitch your writing to the appropriate audience. If anything, it is even more important that, if writing for a client, you write in plain, accessible language and avoid all legal jargon. The reason for this is that, in an interview, a ‘client’ could always stop you to ask for clarification of a point where you have used inaccessible language; this is impossible with a letter. Secondly, and this goes for all legal drafting irrespective of the intended audience, be as concise and straight-to-the-point as possible. Lawyers and high-flying clients are exceptionally busy people and, as such, they don’t have time to read a long-winded introductory paragraph full of niceties and waffle. You almost certainly don’t have time to write it, either. Get straight to the issues you need to mention! I would typically include an Executive Summary at the start of my written exercise with 1 – 2 sentence bullet point summaries of each key issue and solution/next steps before more fully exploring each of the issues thereunder. This shows a good understanding of the needs of those who are likely to read the letter, for example, they might only have time to scan over key points walking between meetings and need a very brief outline of key points. It also shows good drafting skills. Similarl to an oral presentation, try and include some of the thought process/logic that’s gone into each conclusion – make sure to save this for the main paragraphs rather than the Executive Summary though! Another key point to consider here, following on from the issue of pitching to the correct audience in your style of writing, is also to pitch your tone of writing correctly. If, for example, you are drafting an internal email to be sent to a partner, this may be slightly less formal in tone than a letter going to a client. Similarly, if the case study is based on, say, advising a client on a litigious matter, this is likely to be even more formal in tone and approach than advising them on a deal. Use all these different points to show your understanding of client needs and drafting skills. Finally, and possibly the most important part of a written assessment, leave time to proofread! The last thing you want is a great response marred by a couple of silly grammatical or typographical errors. Top Tips from the TCLA team Jessica’s Top Tips: Identify where you have had to make assumptions for lack of information OR identify where you would need to investigate/track down additional information to not make assumptions. Think realistically about the time you are given to prepare and to “report” back (whether in an interview, a presentation or written format). These tasks are always given with a very strict time limit so think about what’s reasonable to do within that. Quality over quantity will generally win out. Do you want to be the person who identifies lots of things superficially and with no connection to other points, or do you want to be the person who is able to show depth of analysis in some areas? Prioritise - linked to the above aspect of limited time, but also try to prioritise your points. There’s probably lots you could make, but some are likely to be more substantial, more urgent or more important than others. Your analysis or opinion of what’s more influential will probably be assessed. Skim read or have a quick glance through all the information given to you first to try and gauge what information you have in front of you before you start to pull your ideas together. If you start to read through it meticulously from the start, you might end up realising something on the last page blows everything out of the water or changes another point considerably, effectively meaning you have to start from scratch. Remember who your audience is. For instance, with a written response, sometimes you’ll be writing something for a partner, sometimes you will be writing for a client. They are very different audiences with very different perceptions of what is important, with very different levels of knowledge. Think carefully about who your audience is and what they might (or might not) already know. Naomi’s Top Tips: Plan! When you are given the task don’t be tempted to jump in immediately, have a glance over the information then use your brief to create a plan (e.g. what is the issue, what is the evidence for this issue, what is the solution). This way you can avoid aimlessly looking through the information as you will never have enough time to go through everything in detail. Perspective! To help you find a range of issues, try to read through the information given to you from the perspectives of the different practice areas (e.g. what issues would the corporate team raise vs the banking team vs the real estate team vs the competition team). Doing this will enable you to cover more ground. Be solution focused! More often than not, once you have identified the issues interviewers will be looking to test your problem-solving skills either directly through the task itself or indirectly through follow up questions. Ultimately the role of a solicitor is to advise clients, so it is important that when you spot your problems, you consider proposals for solving them. Dheepa’s Top Tips: Structure - Always include an executive summary of your conclusions/analysis/solutions at the beginning. Anyone that has little time to be reading through an entire document of details will want to get the information that is most important first and I think this holds true for any potential audience of the document you’re writing (partners, clients, associates etc.) Reasoning - This is a tip geared particularly to case studies that have a discussion element. Even if you are unsure of the answers to any follow up questions you might receive, the key thing is to demonstrate how you’ve come to the conclusion you have made. Really talk through every step of your thought process because even if the final answer is wrong, this is something that demonstrates the analytical skills that firms look for. Practice - Make full use of any of the sample case studies you can find on the forum or anywhere else to practice your clarity of writing, structure and level of analysis. This can really help candidates snap out of the long-winded style of writing that many of us default to because of writing university essays. Alice’s Top Tips: Diagram: Often you will be asked to give an overview or a summary of the matter at hand. A great way to do this simply and concisely is to use a diagram to show a visual representation of the scenario. If you have an M&A case study for example, you might want to draw who the buyer, the seller and the target are and use arrows to show the relationship between the parties. You could also note the price of the target here and also perhaps how the transaction is being funded by the buyer if this is given – if they are getting a bank loan, you could add the bank to the diagram and also the sum of the loan. The diagram doesn’t need to be a work of art, but it just needs to sum up the scenario well and it is serving as an aid for you to tell the overall story above anything else. It also doubles up as a repository of useful info from the documents (like deal price) so you don’t need to worry too much about retaining everything in your head! ( Note from Jacob: Looks like we’re on the same page here, Alice! ) 2. Organisation strategy for multiple questions: If you are posed with multiple questions to answer in a case study, I tended to like spider diagrams. I used to write each key question in a bubble in the middle of an A4 page (which would become my spider diagram) and I attributed a different coloured highlighter for each question. Say there were three questions I needed to answer, I would have three pages upon which I would do my diagram and three highlighters, one for each question. I would then go through the materials and use the correct highlighter for when a piece of information would help me to answer a particular question. I would then add that information onto the correct spider diagram with a page number beside it for ease of reference. By the time I had gone through all the information pack, I then had all the info I needed which was easy to re-find in my colour coded information pack. At that stage, I could spend my time constructing my written work/presentation with a greater focus on argument, structure and precision. I found this a really good technique which worked well for me, especially in tight time constraints. 3. Practice areas: Before opening information packs, I would write down all the law firm practice areas and have that in front of me. This helped me to think critically about what I was reading and meant I was actively searching for points and information. Law firms tend to add details into case studies which are really subtle and can be easily missed so I found in approaching case studies in this way, I was better able to pick up on these more subtle and nuanced points which would often help me to get credit for innovative and ‘outside the box’ thinking. Final point – leave ten minutes at the end to proof if it is a written task – this is vital. That’s all for our biggest yet Monday Article! I hope you've enjoyed reading my Definitive Guide to Case Studies and that you'll find it helpful in coming assessment days! This was the third in a four-part series, please feel free to post or DM me with ideas for the next article and, as always, follow up with any questions in the thread below. Click to expand...

• Feb 21, 2021

hi all, where can I find TCLA’s case studies? I know I have seen them but cannot for the life of me find them right now. (PS: Jacob, thank you so much for this! It is really helpful!)  

Veep9 said: hi all, where can I find TCLA’s case studies? I know I have seen them but cannot for the life of me find them right now. (PS: Jacob, thank you so much for this! It is really helpful!) Click to expand...

• Feb 22, 2021

Jacob Miller said: Pleased you like them! I think @Jaysen or @Alice G might be best-placed to advise on where the case study resources are as I'm unsure of the access level they require. Click to expand...

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Business Law Case Studies with Solutions

• Post author: myspeakhr
• Post category: Case Study
• Reading time: 5 mins read

Discussed here is the Business Law Case Studies with Solutions. Business Law is also known as Legal Aspects of Business, Commercial Law etc. Here we have given short case studies along with solutions in business law. These simple case law in commercial law contains cases related to Contract Act 1872, Sale of goods Act and Consumer protection Act with solutions. All the 3 Acts discussed here is majorly used in business transactions. These short case studies on commercial law with answers will be helpful for students of MBA, BBA, B.com and Law. These case studies and solutions are explained in very simple words without much difficult legal terms for the benefit of the students.

Below is the Business Law Case Studies with Solutions.

I. Indian Contract Act Case Studies

1. case study on basic contract act.

“A gives an offer in the newspaper for the sale of his HP laptop for Rs. 15000. He also stated that Those who are willing to purchase can send a message to his mobile.”” In this simple case consider the following situation and discuss the solution:

a) B was interested to purchase the laptop and sent a message stating that he wish to purchase for 12000. Was it an acceptance is given by B-

No it was not an acceptance It can be termed as counter offer. If feasible A has to give acceptance.

b) B was interested to purchase the same but he asked C to message on behalf of B. and C messaged as follows

“My friend B is interested to purchase your laptop for 15000”  . Here is this a valid Acceptance? is A binded by the acceptance.

No this is not a valid acceptance. The acceptance needs to be given by the accept-or itself. Hence A is not binded by the action of C.

c)  B who is much interested in purchasing the laptop had called Mr.A and given the acceptance through his phone. Is A obliged for acceptance given by B.

The acceptance must the given by the mode prescribed by the offer-or only. Hence in the given case the acceptance given by B through telephone is not an acceptance.

2. Case study on Valid Contract

Mr. X invited Mr. Y his business partner for X’s sisters marriage. Y accepted the invitation in this ground X booked a table in a costly hotel where the marriage takes place. Due to some reason Y could not attend the function. What type of contact is this. Is this a valid contract. Justify your answer.

This is not a valid contract on the following basis:

a. This is a social agreement. The agreement is not created with an intention to create legal relationship rather to create a social relationship.

b. There is no consideration involved in the contract hence it is not a valid contract.

II. Consumer Protection Act Case Studies

3. case study on who is a consumer.

a. Mr. A bought a printer from an electronics store for using it at home. The TV was defective. Is Mr. A a consumer?

Yes Mr. A is a consumer as he purchased the printer for his own use.

b. Balu is a distributor for computer accessories. He bought 100 pen-drives for selling to other computer vendors. Is Balu a consumer?

Balu is not a consumer as he has obtained accessories for resale.

4. Case study on Restrictive and Unfair trade practices

Mr. X went to a electronic shop to purchase a TV for his newly built house. He asked the information about Samsung 40 inches LED TV to the shop keeper. The shop keeper being a dealer of other brands misguide the customer stating that Samsung had planned to stop the production of 40 Inch LED TV’s. The shopkeeper made the customer believed the same and advice him to purchase some other brand.

The act of Shop keeper is Restrictive trade practice or Unfair trade practices?

The act of shopkeeper is a unfair trade practice as he had mislead the customer with a motive to increase his sale.

III. Sale of Goods Act 1930 Case studies

5. case study on sale or agreement to sell.

On 1st March 2017, Alex agreed to sell his car to Beny for Rs. 80,000. It was agreed between themselves that the ownership of the car will transfer to B on 31st March 2017. when the car is gets registered in Beny`s name. Justify whether it is sale or agreement to sell.

It is an agreement to sell and it will become sale on 31st March when the car is registered in the name of Beny.

6. Case study on Warranty

Anay purchased a second hand typewriter from Balu. Anay used it for sometime and also spend some money on its repairs. The typewriter turned out to be stolen one and as such Anay had to return it to the true owner chand. Is it a breach of Warranty or not. What remedy will Anay get?.

It is a breach of warranty. It is a implied warranty as to quite possession. It was held that Anay could recover damages from Balu amounting to the price paid and the cost of repair.

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Law Case Study – How To Answer Case Studies in Law

One of the major challenges students have in business law and other law courses are answering questions under the case study. In this article, I will explain how to answer any law case study question following the same rule you are aware of and which is generally recommended. The IRAC or IDAC Principle.

Law Case Study Tips

IRAC Principle is an acronym which depicts,

“I” for Identification

“R” for Rule(s)

“A” for Analysis

“C” for Conclusion

While the IDAC Principle depicts the same but “D” stands for Definition.

Law Case Study – Question 1

Chuddy requested Kris to transport goods from Lagos to Darlington’s estate in Enugu state for the sum of N200,000.00. Kris replied that he was only prepared to transport the goods for N300,000.00.

Chuddy wrote back to Kris asking him to reconsider the initial price, but Kris did not reply to his letter. Two days later, Chuddy delivered the goods to the business premises of Kris, who transported them to Darlington’s Estate in Enugu State.

Chuddy has refused to pay the N300,000.00 demand by Kris, saying that there was no concluded contract. Advise the party using relevant authorities.

 [Question 1, First Semester Exam 2014/2015. BAM – YABATECH]

ANSWER/SOLUTION

Let’s make use of the IRAC Principle to answer this question, but before this, let me quickly explain how it works.

“I” – Identification.

First of all, you need to identify under which law the case falls, if it is LAW OF CONTRACT then you consider the elements of the law of contract which are Offer, Acceptance, Consideration, Invitation to treat etc…

• So, from the case above, after reading the question/case, you’ll find out that it is AN OFFER . An offer is a definite undertaking with the expectation that it will become binding when the person accepts but since there was no acceptance between Chuddy and Kris, it means that the offer was terminated.

“R” – Rules

From the above rule, we can say that the offer is a counter-offer because the terms [amount involved] were not accepted by both parties which also means that it was rejected.

So, what are the rules for termination of an offer?

• An offer can be terminated through or by Revocation by rejection, the death of either party, the lapse of time and counter-offer [it varies the terms of an offer]

 “A” – Analysis

By Analysis, you are expected to analyze the case study on some facts and principles that are similar in the area of law . [Always remember to lay emphasis on established facts and principles]

Since we have identified the rules applicable stating that it is a counter-offer and it was rejected then let’s see what it means.

• Counter Offer: In a nutshell, counter offer varies the terms of an offer
• By rejection: It means the offeree did not accept the terms of the offer.

“C” – Conclusion

Here, you are expected to conclude your judgment based on legal facts and principles you have identified. Your conclusion should also entail which party has the right to sue or succeed if the matter is taken to court for legal actions.

• So, since a counteroffer cannot give rise to a binding agreement, it means that Kris should not take the issue to court because, by the means of a counteroffer, there was no agreement between both parties.

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4 thoughts on “Law Case Study – How To Answer Case Studies in Law”

Thanks bro…. Bless you too

Wonderful! Am excited that u are doing this bro. God bless u

Nice one bro, good breakdown

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Business Law questions and answers

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Bar exam practice questions & answers.

Reviewed by:

David Merson

Former Head of Pre-Law Office, Northeastern University, & Admissions Officer, Brown University

Reviewed: 2/16/24

As your bar exam looms near, it's perfectly normal to feel overwhelmed by the multitude of statutes, cases, and complex legal terms you need to grasp. Sure, the multitude of legal concepts might feel like a handful, but we’re here to help! This guide will delve into some bar exam practice questions to provide a clearer perspective on the exam.

We're here to help you study! We've gathered a bunch of practice questions for the bar exam. And don't worry, we've also included all the answers and some explanations. Ready to start?

The bar exam, a critical milestone in every budding lawyer's journey , is notorious for its difficulty. But remember, with a strategic approach, consistent practice of real MBE practice questions, the perfect bar exam practice test, and the right mindset , you can significantly improve your chances of success.

Practice Questions and Answers

Bar exam prep can be expensive, so to start you off on the right foot, we’ll explore some free bar exam sample questions and answers, with a special emphasis on multiple-choice questions:

1. Torts Law: Understanding Liability and Damages

Question : Tom, in a moment of inattention, collides with Jerry's car, inflicting $2000 worth of damage. Jerry decides to sue Tom for negligence. Tom admits his mistake but refuses to pay, asserting that Jerry's car was already in a state of disrepair. Can Jerry still claim damages?

• Yes, Jerry can claim the full amount of $2000.
• No, Jerry cannot claim any damages because his car was already in disrepair.
• Yes, but Jerry can only claim half the amount ($1000) due to pre-existing damages.
• No, Jerry can only claim damages if Tom had intentionally caused the accident.

Correct Answer : A) Yes, Jerry can claim the full amount of $2,000.

Explanation

Tort cases are commonly referenced in MBE bar exam questions. In a tort case, such as this, Jerry can recover damages as long as he can prove the cost of repairs or the diminished value of his car due to the accident. Tom's belief about pre-existing damage doesn't negate his liability for the damages he caused. 

While the state of the car before the accident might be relevant in assessing the degree of damage caused by the accident, it does not absolve Tom of his responsibility to pay for the harm he directly caused.

2. Criminal Law: Grasping the Concept of Intent

Question : Can Ann be convicted of burglary if her defense is that she entered the building solely to seek refuge from a sudden storm?

• Yes, Ann can be convicted of burglary even if she entered the building to seek refuge from a sudden storm.
• No, Ann cannot be convicted of burglary if she entered the building solely to seek refuge from a sudden storm.
• Maybe, it depends on whether Ann had a history of committing crimes.
• It depends on the severity of the storm that Ann encountered.

Correct Answer : B. No, Ann cannot be convicted of burglary if she entered the building solely to seek refuge from a sudden storm.

Ann cannot be convicted of burglary if she can prove that she entered the building solely to seek refuge from a sudden storm. 

Burglary requires the intent to commit a crime upon entering a building, and seeking shelter from a storm is not a criminal act . Therefore, if Ann can validate her claim of seeking shelter, she lacks the requisite intent for a burglary conviction.

3. Constitutional Law: Freedom of Speech

Question : Which of the following statements is true regarding the state law that prohibits residents from criticizing the governor on social media?

• Yes, the law violates the First Amendment rights of the residents.
• No, the law does not violate the First Amendment rights of the residents.
• Maybe, it depends on the type of social media platform being used.
• It depends on the popularity of the governor.

Correct Answer : A. Yes, the law violates the First Amendment rights of the residents.

This is because the First Amendment of The Constitution protects the right to freely criticize the government, which would include government officials such as a state governor. A law that prohibits such criticism would likely be seen as infringing on these protected rights. 

4. Contracts Law: The Essentials of a Contract

Question : Which of the following statements is true regarding the scenario where Jane proposed to sell her car to John for $5,000, but sold the car to someone else the very next day without receiving any acceptance or consideration from John?

• Yes, John can sue Jane for breach of contract because she made an offer to him.
• No, John cannot sue Jane for breach of contract because no contract was formed between them.
• Maybe, John can sue Jane for breach of contract because he needed time to think it over.
• It depends on the type of contract Jane proposed.

Correct Answer : B. No, John cannot sue Jane for breach of contract because no contract was formed between them.

Many of the bar test questions you’ll see will involve contract law since it’s such an important part of the legal field. For a contract to be formed, it requires an offer, acceptance, and consideration. In this scenario, Jane made an offer to sell her car to John, but John did not accept the offer or provide any consideration to Jane. 

Therefore, there was no legally binding contract formed between them, and Jane was not obligated to sell the car to John. Since there was no contract, there can be no breach of contract, and John cannot sue Jane. 

Option A is incorrect because an offer alone does not constitute a contract. Option C is incorrect because John's need for more time to think it over is not relevant to the formation of a contract. Option D is incorrect because the type of contract proposed by Jane is irrelevant when no contract was formed.

5. Property Law: The Obligations of a Finder

Question : Is Jim legally allowed to keep the $1000 he found in a wallet in a public park, even though the owner later posted flyers in search of the wallet?

• Yes, Jim is legally allowed to keep the money as he found it in a public place.
• No, Jim is not legally allowed to keep the money as it belongs to the owner of the wallet.
• Maybe, it depends on whether Jim reported the found wallet to the authorities.
• It depends on whether Jim made any attempts to locate the owner of the wallet.

Correct Answer : B. No, Jim is not legally allowed to keep the money as it belongs to the owner of the wallet.

Jim is not legally allowed to keep the $1000 he found in the wallet in a public park. Property law requires finders of lost property to make a reasonable effort to return it to its rightful owner. Since the owner is known and has posted flyers in search of the wallet, Jim is legally bound to return the wallet and the money to the owner. 

Keeping the money without attempting to locate the owner is considered theft. Therefore, Jim is not allowed to keep the money, and he must make a reasonable effort to return the wallet to its rightful owner.

Hopefully going over these MBE practice questions in depth has helped you understand them better and offered insights into how to best approach them! Continue going over sample MBE questions and past bar exams to get familiar with various question types and feel prepared for test day! 

FAQs: Bar Exam Questions

Here are some frequently asked questions related to bar exam questions.

1. What Kind of Questions Are on the Bar Exam?

A standard bar exam comprises a combination of multiple-choice questions, often referred to as the Multistate Bar Examination (MBE), essay questions, and performance tests. These questions encompass a broad array of legal areas, including, but not limited to, constitutional law, criminal law, civil procedure, contracts, and property law.

2. Is the Bar Exam Actually Hard?

Yes, the bar exam can feel very hard because it covers a lot of topics, there's limited time, and it's really important. But, with good studying, lots of practice , and a never-give-up attitude , many people do succeed.

3. How Can I Practice for the Bar Exam?

Preparation for the bar exam calls for a well-rounded approach. This includes gaining a firm understanding of legal principles, committing key facts and cases to memory, and rigorously working through bar exam practice questions. 

Using a mix of bar exam practice multiple choice questions and essays, as well as reviewing model answers, can substantially enhance your legal analytical abilities, as well as improving your speed and accuracy in test-taking. 

Additionally, consider joining a study group or enlisting the help of a tutor for structured guidance and support.

4. What Essay Questions Are on the Bar Exam?

Essay questions on the bar exam typically present a hypothetical scenario and require you to apply legal principles to analyze it. These questions are designed to test your ability to identify relevant legal issues, apply the law accurately, and articulate a logical and well-structured argument. 

Some jurisdictions also include Multistate Essay Examination (MEE) questions, which test knowledge across a wide range of legal topics.

Final Thoughts

Facing the bar exam may feel like a herculean task, but take heart in knowing that countless others have successfully surmounted this obstacle, and you certainly can too. 

Regular, methodical practice with bar exam questions and answers will not only deepen your understanding of the law but also refine your analytical skills and boost your self-confidence.

As you forge ahead with your preparation, keep this essential principle in mind - practice does not merely make perfect, perfect practice makes perfect. View these bar exam sample questions as stepping stones that enable you to refine your techniques, rectify errors, and devise a strategy that best suits your individual learning style.

Ultimately, your success in the bar exam will stand as a testament to your unwavering dedication, determination, and mastery of legal knowledge. So, keep practicing, stay focused, and before long, you'll be on your way to joining the esteemed fraternity of licensed attorneys. 

Your journey may be tough, but the destination will certainly be worth it. Good luck!

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Commercial Awareness Interview Questions and Answers

Looking to demonstrate your commercial awareness within interview questions? Improve your performance with these mock examples.

All applicants to training contracts and vacation schemes will face an interview at some stage of the process. Demonstrating your commercial awareness in these settings is crucial.

Interviews: The Big Picture

Starting by zooming out a little, your interviews as a whole will be crucial in determining whether you are accepted or rejected for a training contract or vacation scheme. This is often the last stage of the application process (after an application form , perhaps a CV and cover letter , plus some kind of admissions test such as a Watson Glaser or SJT – some practise tests of these are available here ). This is further split by some firms into two stages – (1) a recorded video interview and (2) a live interview with a real representative of the firm (perhaps a partner or counsel) as part of an ‘assessment centre’ which can be held online or in person. 

Regardless, the interview stage is hugely important. You need to demonstrate a variety of things here (many of which you already came across in the application form), including:

• What led to your interest in becoming a solicitor (a personal and interesting answer)
• What interests you in the firm (specific, tangible examples)
• What experiences and skills you have that suit the firm (specific, tangible examples)

In an interview setting, you now have the extra bonus (or challenge, depending on your viewpoint) of being able to highlight how personable you are – which is not possible on paper alone. Demonstrating that you are a likeable individual with a genuine personality achieves two things – (1) it tells your interviewers that you would be a good person to integrate within the firm’s culture and (2) it implies a certain level of communication and interpersonal skills which are crucial to dealing with (and maintaining relationships with) clients.

There is another point which is likely to surface at some point in your interviews, however, and one which is often overlooked too – commercial awareness. 

What is Commercial Awareness?

Commercial awareness is a difficult term to pinpoint exactly, but is generally used to refer to an awareness of (1) how the world of business works and (2) significant recent developments in that world. 

The first point requires candidates to develop a basic understanding of big finance. What is inflation ? What are interest rates ? What does a private equity firm do? How do businesses raise capital ?

You will rarely be asked questions as direct as these in an interview, however. Instead, you will be expected to raise some of these concepts yourself during your answers to interview questions. In terms of developing this knowledge, Investopedia is a great place to start for specific terms, as is Christopher Stoakes’ readily available (and eternally popular) ‘All You Need To Know About The City’ . It is also worth noting that business does not exist in a vacuum, and so developing a basic knowledge of areas which heavily impact businesses on a regular basis (namely politics) is also important. 

The second point simply requires you to keep up to date with the news. The Financial Times and The Economist are the two most recommended picks in this area, though both require paid subscriptions (your educational institution may hold a subscription on your behalf – be sure to check). Other sites such as The Guardian are also helpful for a more accessible read.

When you come across interesting pieces, look for any terms within the text which you don’t understand yet and find their meanings on sites like Investopedia. Next, note down key takeaway from these pieces and (crucially) how they might impact a law firm or their clients.

How Does Commercial Awareness Fit Into Interviews?

Many law firm ‘assessment centres (a series of interviews back-to-back within the space of a few hours) will be consist of some interviews based on broader questions around yourself and the firm, and other interviews based purely on trying to test your commercial awareness. Magic Circle law firm Allen & Overy , for example, are known to split their assessment centres into one business case study interview and one more personal interview (why you, why A&O, etc.).

It is obvious that you will need to demonstrate commercial awareness in the purely business-orientated case-study type of interview. However, it will often also be relevant to draw upon commercial awareness in the more general aspects of an interview, too. 

You need to understand why commercial awareness is such an important part of the application process for law firms – they are, at the end of the day, businesses themselves, and are dealing with a huge range of complex businesses on a daily basis. Advising these clients requires at least a basic understanding of how they operate.

Furthermore, a relatively recent trend in the legal sector has seen law firms being expected to act as business consultants in some respects – advising not only on the law, but also on what makes the most commercial sense for a client. All of these points are amplified even more the higher up the scale of firm size you go, peaking with the elite US and M agic Circle firms.

As a result, it is imperative that you prepare for the types of questions that may surface.

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Law Interview Question Examples

Example: can you tell us about a recent news story that might impact the legal industry.

This is the broadest type of question available, and so allows you free reign over where you take it. If you followed the advice above on making notes of interesting articles and how they relate to law firms and their clients, you should have a range to choose from. A strong answer will identify a specific news piece and make an explicit link to your interviewing firm by drawing upon knowledge of their operations.

For example, you could reference a recent Economist piece on the growth of wind farms before linking this to a recent wind farm deal the firm completed for a major client (which you have taken the time to read about), and then discuss the potential for growth in that area in terms of client work. For bonus points, you might even want to introduce yourself into the mix – your experience as a committee member of the sustainability society at university, for example, is worth expanding upon at this point.

Example: What challenges are facing the legal industry today?

For this question, you really need to view the law firm as a business in its own right. What obstacles (in the form of recent trends) is it currently facing? Introducing a news article is again a solid way to start answering the question. A few examples (which will certainly have news articles published on) could include:

• The aftermath of COVID (markets slowed – less work for law firms to pick up)
• Brexit (increasingly complex regulatory landscape and a possible appeal of mainland Europe for clients, which would be an issue for a UK-focused or even just UK-headquartered firm) 
• The growth of AI (can be a huge advantage if integrated successfully, for example with A&O’s Harvey chatbot , but can also make some clients feel they can find legal answers without paid help)
• Employee burnout (law firms are nothing without their staff, and lawyers in particular are suffering with work-life balance – firms need to find a balance for both ethical and commercial reasons)
• Cybercrime (law firms themselves are being increasingly targeted, and store huge quantities of client data which they are legally responsible for protecting)

However, it is also useful to think of some of your own examples – the more unique and interesting, the more likely your interviewers will be impressed and remember your conversation.

Example: Discuss a recent deal that interested you.

This question gives you the perfect opportunity to demonstrate your commercial awareness and helps to show the firm the kinds of issues that interest you. Focus on how your chosen case relates to the firm’s key legal practice areas  and the sectors you expressed interest in during your application. It is important not to just describe the transaction but also to explain what is unique about the deal – does it have long term impacts, is it a landmark case, what does it mean for the sector/industry/firm?

Also, try and pick a transaction that the firm you are applying to worked on as this shows that you are specifically interested in them (rather than their competitors!).

Example: Which company do you think has a strong business plan?

This is a slightly less common question, though will come up in some interviews. It is designed to test your big-picture ability to understand how businesses work.

What is meant by a ‘strong business plan’? This could be taken solely as profitability, but other factors (such as environmental or community impact) could also be brought into the conversation for an interesting angle on things.

Ideally, you will have thought of a few examples in advance. Think back to recent news stories. Apple’s attempts to break into banking (in partnership with Goldman) is a recent example of a savvy business development – a recent TLP article outlines some of the key takeaways of this expansion .

Example: What new law would you introduce and why?

This is a tricky question as you would need to demonstrate a strong legal understanding. As with all questions, try to keep a business focus when answering this and discuss a law that would be of particular use to your firm. Suggesting a law related to  human rights  when the firm specialises in real estate law, for example, would not be relevant and might demonstrate a lack of awareness for the firm and its work. Perhaps looking at the firm’s recent transactions and devise a law that could support its case.

It is also worth noting that many firms request that you read a case study as part of an  assessment centre , which then forms the basis of their questions. They might ask you to talk them through a transaction, for example, and what advice you would give to a client. For these, it is important to not only think legally but also commercially – consider the impacts on the business itself and its various stakeholders. Make sure your answers are very specific to the particular client and their company.

Key Takeaways

Commercial awareness should be considered one of the most important skills to demonstrate in a law firm interview. You need to know both how to prepare (understanding general concepts and following the news) and how to demonstrate this knowledge and skill when faced with an interview question. By showcasing your commercial awareness, you take a large step closer to success in your applications.

By Declan Peters

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30 Business Law Quiz Questions and Answers

Business law, also known as commercial law or mercantile law, is a branch of legal studies that deals with the legal aspects of business and commercial transactions. It encompasses a wide range of topics that govern the interactions between individuals, companies, and organizations in the business world. Business law plays a crucial role in maintaining fairness, order, and predictability in commercial activities.

Here is an overview of the key areas covered by business law:

Contracts: Contract law is a fundamental aspect of business law. It deals with the formation, interpretation, and enforcement of agreements between parties. Contracts outline the rights and obligations of each party and serve as legally binding documents in business transactions.

Business Formation and Structure: Business law covers the process of forming and registering different types of business entities, such as sole proprietorships, partnerships, corporations, and limited liability companies (LLCs). Each structure has unique legal implications in terms of liability, taxation, and management.

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Intellectual Property: Intellectual property law protects the creations of the human mind, such as inventions, trademarks, copyrights, and trade secrets. This area of law ensures that businesses can safeguard their intellectual assets from unauthorized use or infringement.

Torts: Business law deals with torts that occur in a business context, such as negligence, fraud, and defamation. Torts involve civil wrongs and provide remedies for individuals or businesses harmed by the wrongful actions of others.

Table of contents

Part 1: 30 business law quiz questions & answers.

1. Which branch of law deals with the legal aspects of business and commercial transactions? a) Criminal law b) Family law c) Business law d) Environmental law Answer: c) Business law

2. What is the primary purpose of contracts in business law? a) To establish brand identity b) To ensure ethical business practices c) To govern interactions between parties and create legally binding agreements d) To protect intellectual property Answer: c) To govern interactions between parties and create legally binding agreements

3. Which business structure provides limited liability to its owners while allowing them to pass through profits and losses to their personal tax returns? a) Partnership b) Sole proprietorship c) Corporation d) Limited liability company (LLC) Answer: d) Limited liability company (LLC)

4. What does intellectual property law protect? a) Real estate b) The creations of the human mind, such as inventions and artistic works c) Physical goods and products d) Business financial records Answer: b) The creations of the human mind, such as inventions and artistic works

5. What are torts in business law? a) Documents used in business transactions b) Legal procedures for resolving business disputes c) Civil wrongs that cause harm to others and may result in legal liability d) International trade agreements Answer: c) Civil wrongs that cause harm to others and may result in legal liability

6. Which area of business law involves the legal process of forming different types of business entities? a) Employment law b) Intellectual property law c) Contract law d) Business formation and structure Answer: d) Business formation and structure

7. Which of the following is NOT a type of intellectual property protection? a) Copyright b) Trademark c) Contract d) Patent Answer: c) Contract

8. What do antitrust laws aim to prevent in the business world? a) Intellectual property theft b) Price fixing and monopolistic practices c) Environmental pollution d) Workplace discrimination Answer: b) Price fixing and monopolistic practices

9. What area of business law focuses on issues such as employment contracts, discrimination, and working conditions? a) Bankruptcy and insolvency law b) Consumer protection law c) Employment law d) Privacy and data protection law Answer: c) Employment law

10. Which law ensures that consumers are protected from deceptive practices and false advertising? a) Antitrust law b) Consumer protection law c) Employment law d) Environmental law Answer: b) Consumer protection law

11. What is the legal process that deals with debt restructuring and financial difficulties faced by businesses? a) Contract negotiation b) Bankruptcy and insolvency c) Employment dispute resolution d) Intellectual property protection Answer: b) Bankruptcy and insolvency

12. How do businesses benefit from complying with environmental law? a) They can avoid competition from other businesses b) They can receive tax breaks c) They can patent their products d) They can maintain sustainable practices and protect the environment Answer: d) They can maintain sustainable practices and protect the environment

13. What type of law addresses legal issues related to business activities conducted across borders? a) Contract law b) International business law c) Intellectual property law d) Consumer protection law Answer: b) International business law

14. In business law, what does the “limited liability” feature of certain business structures mean? a) The owners are personally liable for all business debts b) The owners’ personal assets are protected from business debts and liabilities c) The business is exempt from taxation d) The business can only operate in a limited geographic area Answer: b) The owners’ personal assets are protected from business debts and liabilities

15. What does the “pass-through taxation” feature of certain business structures mean? a) Business profits are passed on to shareholders as dividends b) Business losses are passed on to shareholders for tax deductions c) Business profits and losses are reported on the owners’ personal tax returns d) Business profits and losses are reported on separate business tax returns Answer: c) Business profits and losses are reported on the owners’ personal tax returns

Part 2: Download business law questions & answers for free

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16. Which legal mechanism is used to protect inventions and discoveries in business? a) Copyright b) Trademark c) Patent d) Trade secret Answer: c) Patent

17. Which of the following is NOT a form of intellectual property protection? a) Brand identity b) Copyright c) Trademark d) Trade secret Answer: a) Brand identity

18. What is the primary purpose of antitrust laws in business? a

) To encourage monopolies in the market b) To promote fair competition and prevent anti-competitive practices c) To protect consumers from high prices d) To ensure all businesses have equal market share Answer: b) To promote fair competition and prevent anti-competitive practices

19. What type of law focuses on protecting consumer rights and ensuring fair business practices? a) Antitrust law b) Environmental law c) Contract law d) Consumer protection law Answer: d) Consumer protection law

20. In business law, what is a “breach of contract”? a) A contract that was not signed by both parties b) A contract that has expired c) A failure to fulfill the terms of a contract without a valid excuse d) A contract that is no longer valid due to changes in laws Answer: c) A failure to fulfill the terms of a contract without a valid excuse

21. What is the purpose of employment law in the business world? a) To regulate employee dress code b) To establish rules for employee social media use c) To govern the relationship between employers and employees d) To prevent businesses from hiring foreign workers Answer: c) To govern the relationship between employers and employees

22. What type of law deals with issues related to data privacy and the protection of sensitive information? a) Antitrust law b) Employment law c) Privacy and data protection law d) Consumer protection law Answer: c) Privacy and data protection law

23. Which area of business law ensures that individuals and businesses are protected from financial harm caused by the wrongful actions of others? a) Intellectual property law b) Employment law c) Torts d) Bankruptcy and insolvency law Answer: c) Torts

24. What does “litigation” refer to in the context of business law? a) The process of initiating a business venture b) The act of drafting legal contracts c) The process of resolving legal disputes through the court system d) The process of hiring new employees Answer: c) The process of resolving legal disputes through the court system

25. Which of the following is a legal remedy available for a breach of contract? a) Imprisonment of the party who breached the contract b) Financial compensation to the non-breaching party c) Termination of the contract without consequences d) The non-breaching party is required to fulfill additional obligations Answer: b) Financial compensation to the non-breaching party

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26. What is the purpose of the “discovery” process in business litigation? a) To uncover potential criminal activities b) To gather evidence and information relevant to the case c) To determine the guilt or innocence of the parties involved d) To conduct cross-examination of witnesses Answer: b) To gather evidence and information relevant to the case

27. Which of the following is a potential remedy for a successful plaintiff in a tort case? a) Monetary damages b) Forced dissolution of the defendant’s business c) Criminal charges against the defendant d) Imprisonment of the defendant Answer: a) Monetary damages

28. What is the purpose of mediation in business law? a) To force the parties involved in a dispute to accept a settlement b) To present evidence and arguments in front of a judge and jury c) To facilitate communication and negotiation between the parties to reach a resolution d) To appeal a decision made in a previous court case Answer: c) To facilitate communication and negotiation between the parties to reach a resolution

29. Which area of business law focuses on issues related to corporate mergers and acquisitions? a) Contract law b) Employment law c) Antitrust law d) Corporate law Answer: d) Corporate law

30. What does “due diligence” refer to in business law? a) The process of investigating potential business partners or investment opportunities b) The act of disclosing confidential information to competitors c) The process of investigating a business’s financial records for tax purposes d) The act of hiring an attorney to represent a business in court Answer: a) The process of investigating potential business partners or investment opportunities

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